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ABSTRACT

This paper focus on Effectiveness of Recruitment process.Reruitment is a process to


discover the source of manpower to meet the requirement of the staffing and to employ
effective measures for attracting that manpower in adequate number to facilitate
effective selection of on efficient workforce.
The process of searching for prospective employees and stimulating them to
apply for jobs in the organization
INTRODUCTION
Recruitment forms the first stage in the process, which continues with selection and
ceases with the placement of the candidate. It is the next step in the procurement
function, the first being the manpower planning. Recruitment makes it possible to acquire
the number and types of people necessary to ensure the continued operation of the
organization. Recruiting is the discovering of potential applicants for actual or anticipated
organization vacancies. In other words, it is a ‘linking activity’ bringing together those
with jobs and those seeking jobs.
Companies are now looking out for new ways of giving themselves a competitive
advantage. New product, new image& new marketing idea are some of the ways this can
be achieved but enlightened and successful companies look towards their people to
provide the leading edge.
Herein lies the important once of recruitment and staffing- getting the right people for
right job.
DEFINITION
According to Edwin B flippo “Recruitment is a process of searching for prospective
employees and stimulating them to apply for jobs in an organization. It is often termed
positive in that it stimulates people to apply for jobs to increase the selection ratio.
Selection on the other hand tends to be negative because it rejects a good number of
those, who apply, leaving only the best to be hired.”
SOURCE OF RECRUITMENT PROCESS
INTERNAL SOURCES
Internal Sources include personnel already on the pay-roll of the
organization. Whenever any vacancy arises, somebody from within the organization may
be looked into:

Internal promotions
Referrals
Former employees
MERITS

It improves the morale of employees, for they are assured of the fact that they would be
preferred over outsiders when vacancies occur
The employers are in a better position to evaluate those presently employed than outside
candidates. This is because the company maintains a record of the progress,
experience and service of its employees
It promotes loyalty among the employees, for it gives them a sense of job security and
opportunities for advancement
As the person in the employment of the company are fully aware of, and well acquainted
with, its policies and know its operating procedures, they require little
training, and the chances are that they would stay longer in the employment
of the organization than a new outsider would
It is less costly than going outside to recruit.
DEMERITS

It often leads to inbreeding, and discourages new blood from entering an organization
There are possibilities that internal sources may “dry up”, and it may be difficult to find
the requisite personnel from within an organization
Since the learner does not know more than the lecture, no innovation worth the name
can made. Therefore, on jobs which require marginal thinking, this practice
is not followed
As promotion is based on seniority, the danger is that really capable hands may not be
chosen.
EXTERNAL SOURCES
External Sources of recruitment refer to Prospective candidates outside the enterprise.
They usually include new entrants to the labor force.
The external sources are

Advertisement in newspapers
Campus and Online recruiting
Casual job seekers
Consultants and Job fair
MERITS

.External sources provide the requisite type of personnel for an organization, having skill,
training and education up to the required standard
Since persons are recruited from a large market, the best selection can be made without
any distinctions of caste, sex or color
In the long run, this source proves economical because potential employees do not need
extra training for their job
DEMERITS
However, this system suffers from what is called “brain drain,” especially when
experienced persons are raided or hunted by sister concerns.

RECRUITMENT TECHNIQUES
RECRUITMENT TECHNIQUES
These techniques are classified as traditional techniques and modern techniques.
v Traditional Techniques include:
Promotion
Transfers and
Advertising
Promotion: Most of the internal candidates would be stimulated to take up higher
responsibilities and express their willingness to be engaged in the higher level jobs if the
management gives them the assurance that they will be promoted to the next higher
level.

Transfers: Employees will be stimulated to work in the new sections or places if the
management wishes to transfer them to the place of their choice.
Advertising: Advertising is a widely accepted technique of recruitment, though it mostly
provides one way communication. It provides the candidates in different sources, the
information about the job and company and stimulates them to apply for job. It includes
advertising through different media like newspaper, magazines of all kinds radio,
television etc.

The technique of advertising should aim at 1) attracting attention of the prospective


candidates: 2) creating and maintaining interest and 3) stimulating action by the
candidates.

v Modern techniques:
Modern recruitment techniques to stimulate prospective employees to apply for jobs in
the company include:
1) Scouting
2) Salary and perks and
3) ESOPs
Scouting
It means sending the representations of the organizations to various sources of
recruitment with a view to persuading or stimulating the candidates to apply for jobs.
Salary and perks:
Companies stimulate the prospective candidates by offering higher-level salary, more
perks, quick promotions etc.
ESOPs:
Companies recently started stimulating employees by offering stock ownership to the
employees through their employees stock ownership programmes

PROCESS OF RECRUITMENT
STEPS IN RECRUITMENT PROCESS
The process can be separated into three components:
The process starts with job planning, which among other things involves analysis of the
present and future needs for personnel with different kinds of competence and for
different tasks. This first component of the process may result in a decision to
prepare for new jobs and announce job opportunities.

In the second step of the search process after a vacancy has been defined on the basis of
job planning, the employer has to make his choice between alternate ways to
spread and formulate information about the vacant position. He can, for example
choose between different ways to formulate the information about what experience
and personal abilities of the potential employee, etc.,

The third and final search decision confronting the employer is to determine which one of
the applicants to hire for the job opening.
Basically, employers’ decisions regarding the use of different search channels and
judgments regarding the suitability of job applicant relate to the problems of asymmetric
information; job applicants have more knowledge of their capabilities than the
prospective employers do. The interaction of productivity difference among job applicants
and employers’ uncertainty as regards the productive capabilities of individuals may
explain decisions taken by the employers both in steps two and three of the recruitment
process. Hiring is a decision under uncertainty in the sense that the productivity of job
applicants in not directly observable. Therefore the employers are interested in obtaining
information that can serve as good statistic for applicant’s job capabilities.
The probability that a job seeker and employer shall find each other and that an
agreement about employment shall be reached, depends on the behavior of both agent
and on their characteristics. In the traditional search theory regarding value of his/her
lifetime income, the reservation wage is important for the probability that a person shall
get a job within a given period of time and thereby for the expected length of the
unemployment spell.
In a corresponding way, the concept of reservation productivity can be used for
employers’ recruitment of personnel. The assumption regarding employers is that they
try to maximize their profit by employing persons with a value of their expected marginal
product that is higher than or equal to their expected total wage or cost. Everything else
being equal higher requirements put on the process to be employed means lower
probability to find competent job seekers and longer expected vacancy durations. Efforts
to maximize income and profit also influence their choice of search channels.
A job seeker can be assumed to have higher probability to find a job soon, when actively
using several different search channels and an employer can be assumed to rise that
planning in general is significant. The efficient utilization of organizational resources-
human, capital and technological does not just happen without the continual estimation
of future requirements and the development of systematic strategies designed toward
goal accomplishments.
The HR planning is the preliminary step of recruitment process. It is the process by which
an organization should move from its current manpower position to its desired manpower
position. It may be viewed as for seeing the human resource requirements of as
organization an its feature supply making necessary adjustments between the two
organizational plans and also foreseeing the possibility of developing the supply of human
resources in order to match it with the requirements by introducing necessary changes in
the functions of HR.

FACTORS AFFECTING RECRUITMENT


All organizations, large are small, have to engage in recruitment. Some of them delegate
the job to HR Managers, while others involve the HR Managers directly on the job. The
element conditions in the community where the organization is located may be a factor
for attracting potential job applicants. Here, certain geographic factors and location
advantages play a important role.
The effect of past recruiting efforts, which shows the organizations ability to locate and
keep good people, is another criterion. For example, if an organization follows the
promotional policy of recruiting from within, the employees will be motivated to continue
in such an organization. Also, the compensation and benefits package offered by an
organization influence and attract employees.

PERFORMANCE OF RECRUITMENT
Recruitment has always been a never-ending process in the organization scenario.
Significant transitions have been brought in the long run of recruitment but the major
concentration has always been engaging persons in employment and the initial setup for
this. Recruitment is followed in the all-different sector, be it manufacturing concern or a
service sector. Recruitment is not just confined to its sense it covers the aspects from
selection to training. Despite the usage of various terminologies describing each step of
the recruitment process, it is a chain link where the start is not distinct.
Recruitment involves seeking and attracting a pool of people from which qualified
candidates for job vacancies can be chosen. Recruitment system can be subdivided into
4 major sub systems.

Finding out and developing sources


Developing techniques to attract candidates
Employing the techniques
Stimulating the candidates and making for apply for jobs.
PREREQUISITES FOR SUCCESS
The first requirement is to have a continually expanding list of prospects, persons who
can be approached for insurance. These are names of people within reach, obtained from
acquaintances, newspapers reports, directories, contracts at parties, meetings, seminars,
etc.
Those in the qualified prospect list have to be met. A sale results when the salesman
takes the prospect through well defined steps. The steps are not separate and clear-cut
but blend into one integrated process. The steps are
Pre-approach
Approach
Interview
Objections
Close
PRE- APPROACH
Pre-approach means preparing to approach the prospect. The requires forming some idea
as to how the interview could begin and proceed, for which you require basic information
regarding his income, his habits, his concerns, his interests, his saving capacity, his
family position, etc. These facts can be had from a variety of sources, and you may even
have to make a personal call on the man himself, and get from him the facts you need to
persuade him in taking a decision.
The information collected during pre-approach will provide a reasonable idea of the
prospect’s financial position and his needs and concerns, and help to make the sale first
in your mind, you will find it easy to make the sale to the prospect.
It is advisable to write down the proposal. The advantages of a written proposal are
Details are not missed by either the agent or the prospect.
This impression is more lasting.
The prospect can go back to earlier data on his own.
The prospect can understand, at his own pace.
It is easy to stop at any point, clarify questions and continue further without losing the
trend.
APPROACH
When you knock on the prospect’s door and are face to face with him, the dynamic phase
of sales begins. You should make known to the prospect, at the very earliest, that you
are calling on him for life insurance. The agent has to believe that he is calling on the
prospect to render him the valuable service of ensuring financial security for him and his
family.
The agent should open the talk by explaining the purpose of his call in such a way so as
to arouse enough interest. Otherwise, he may not pay attention to the proposal. In most
of the cases, the situation may arise where the prospect will come out with a ‘No’. At this
juncture of approach, when the prospect says ‘No’, the agent should not be in a hurry to
convert the ‘No’ into ‘Yes’. The purpose of the approach stage is not to sell insurance, but
to sell an interview, which gives him the opportunity to talk about what he wants the
prospect to think about.

INTERVIEW
The interview should first of all, make the prospect listen. This happens if the agent
refers to things which interest him, his needs, and lot of things that matter to him,
without making it appear like patronizing or flattering. Any hint that the prospect’s
decisions of the (relating to insurance or investments) appropriate or need to be
changed, will have the opposite effect. The proposal being made by the agent should be
seen as beneficial and complimentary to the existing arrangements.
The agent should follow some simple rules like the ones mentioned below
Do not talk more than necessary.
Ask questions, and make the prospect talk. Make it interactive.
Create doubts and get him to ask questions for clarification.
Listen to the prospect’s point of view carefully. Do not interrupt, contradict or argue.
People feel good when they are listened too any then they listen better.
Make your talk interesting. Tell a true story of how life insurance has helped families in
various situations and how families have suffered without it. Make the story have a
personal appeal. Use names for his children or relatives. That will make the story
more appealing.
Use pictorial aids, graphics and written presentations. If you have a lap top use Power
Point presentation.
Let the prospect write down the figures of his needs, of his liabilities, of benefits of the
insurance plan and of the premium. This ensures concentrated attention.
Let your advice be in the best interest of the prospect not your interest.
Successful agents prepare their presentations carefully every time. They rehearse in
their minds the way the interview should proceed. This ensures that they do not fumble
for ideas or the right words. The ideas, too, come in the most natural and logical
sequence. Lastly, a prepared sales talk conveys more enthusiasm and conviction than a
talk without preparation. A well prepared approach ensures a favorable interview.
OBJECTIONS
Prospects will raise objections, one after another. Objections are a part of every sale. If
prospects did not object, there would be no need for salesmen. People would buy on their
own. Also, if the prospect remained silent, you will not know how his mind is working.
The objection is his way of referring to the further information that he needs.
The entire selling process is, therefore, interspersed with objections. At the stage of
approach itself the prospect may say –‘I do not believe in life insurance’, ‘I do not need
life insurance’, and the like. Such objections are not against life insurance but rather
against the agent whom he wants to put off gracefully, or signs of indecision, or of a fear
of being “forced” into buying.
Then there are objections raised at the closing stage, such as, ‘I will think it over’, ’I will
consult my father’, ‘See me next month when I get my confirmation/increment/
promotion’, etc. these objections reveal an inability to take a major decision.
CLOSING
The ‘close’ has to be sensed and timed, because very few prospects will , of their own
accord, say ‘I will insure’. The agent sensing the close, takes the prospect’s positive
decision for granted by asking for his implied (not direct) consent. “Will you pay the
premium by cash or cheque?” do you have your school certificate at hand now or can you
give it tomorrow?” (Affirmative choice). A positive answer to any of these questions is an
indication to go ahead. If the interview does not end with a close and is put off to
another time, the interview will have to be gone through all over again.

In selling life insurance, an appeal to the heart of the prospect is more useful than an
appeal to the head. Life insurance is bought for the prime reason of protecting the loved
ones, affording a good start in love to the children, duty to aged parents, or perhaps a
desire for self –preservation in old age. So a sale can be accomplished only when an
appeal is made to one of these motives; an appeal to sentiments of love, of affection and
of concern. The agent need not be an expert in psychology to do this.
CONCLUSION
From this I conclude Recruitment is one of the main departments which place the right
candidates to the right job. The recruiters should identify the best candidates from
different sources and job sites .Recruiters should identify the problems faced during
recruitment and find an alternative to make work efficiently.
REFERENCE

BOOKS REFERRED
1. Aswathappa, HUMAN RESOURCES AND PERSONNEL MANAGEMENT, TATA McGraw
Hill, 2003.

2. P.Joythi. DN Venkatesh, HUMAN RESOURCE MANAGEMENT, Oxford 2006

3. Dr.p.subba Rao, PERSONNEL AND HUMAN RESOURCE MANAGEMENT, Himalaya


publishing House

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