List and explain the sources of Reruitment?

Recruitment and selection is the process of identifying the need for a job, defi ning the requirements of the position and the job holder, advertising the positi on and choosing the most appropriate person for the job. Undertaking this process is one of the main objectives of management. Indeed, th e success of any business depends to a large extent on the quality of its staff. Recruiting employees with the correct skills can add value to a business and re cruiting workers at a wage or salary that the business can afford, will reduce c osts. Employees should therefore be carefully selected, managed and retained, just lik e any other resource The Recruitment Sources in the recruitment process are the sources of candidates . Generally, the HRM Function recognizes two main sources of candidates for the job positions: internal and external sources of candidates. The internal recruitment sources are very important, but they cannot be used to fill every vacancy in the organization. It is very important to realize, that in many organization, the internal recruitment is divided into two separate proces ses: internal recruitment and promotions. The promotion is the move of the emplo yee when the organization initiates the whole process. The real internal recruit ment is than a move of the employee initiated by the employee him or herself. The external recruitment sources bring job candidates from the external environm ent using different techniques. The oldest, but still pretty efficient is a news paper job advertisement. Many HRM Professionals do not believe in the power of t he newspaper advertising, but for many jobs it is still one of the best techniqu es with the best cost/income ratio. Internal sources of Recruitment: Present Permanent Employees: Organizations consider the candidates from this source for higher level of jobs due to availability of most suitable candidates for jobs relatively or equally t o external sources, to meet the trade union demands and due to the policy of the organization to motivate the present employees. Present temporary/casual Employees: Organizations find this source to fill the vacancies relatively at the lower lev el owing to the availability of suitable candidates or trade union pressures or in order to motivate them on present job. Retrenched or Retired Employees: Employees retrenched due to lack of work are given employment by the organizatio n due to obligation, trade union pressure etc. Sometimes they are re-employed by the organization as a token of their loyalty to the organization or to postpone some interpersonal conflicts for promotion. Dependents of Deceased, Disabled, retired and present employees: Some organizations function with a view to developing the commitment and loyalty of not only the employee but also his family members. Employee Referrals: Present employees are well aware of the qualifications, attitudes, experience an d emotions of their friends and relatives. They are also aware of the job requir ements and organizational culture of their company. As such they can make prelim inary judgment regarding the match between the job and their friends and relativ

es. Campus Recruitment: These candidates are directly recruited by the Company from their college/educat ional institution. They are inexperienced as far as work experience is concerned . Private Employment Agencies/Consultants: Public employment agencies or consultants like ABC Consultants in India perform recruitment functions on behalf of a client company by charging fees. Line manag ers are relieved from recruitment functions and can concentrate on operational a ctivities. Public Employment Exchanges: The Government set up Public Employment Exchanges in the country to provide info rmation about vacancies to the candidates and to help the organization in findin g out suitable candidates. As per the Employment Exchange act 1959, makes it obl igatory for public sector and private sector enterprises in India to fill certai n types of vacancies through public employment exchanges. Professional Organizations: Professional organizations or associations maintain complete bio-data of their m embers and provide the same to various organizations on requisition. They act as an exchange between their members and recruiting firm. Data Banks: The management can collect the bio-data of the candidates from different sources like Employment Exchange, Educational Training Institutes, candidates etc and f eed them in the computer. It will become another source and the co can get the p articulars as and when required.

Casual Applicants: Depending on the image of the organization its prompt response participation of the organization in the local activities, level of unemployment, candidates appl y casually for jobs through mail or handover the application in the Personnel de pt. This would be a suitable source for temporary and lower level jobs. Similar Organizations: Generally experienced candidates are available in organizations producing simila r products or are engaged in similar business. The Management can get potential candidates from this source. Trade Unions: Generally unemployed or underemployed persons or employees seeking change in emp loyment put a word to the trade union leaders with a view to getting suitable em ployment due to latter rapport with the management. Walk In: The busy organization and rapid changing companies do not find time to perform v arious functions of recruitment. Therefore they advise the potential candidates to attend for an interview directly and without a prior application on a specifi ed date, time and at a specified place. Consult In: The busy and dynamic companies encourage the potential job seekers to approach t hem personally and consult them regarding the jobs. The companies select the sui table candidates and advise the company regarding the filling up of the position s. Headhunters are also called search consultants.

Body Shopping: Professional organizations and the hi-tech training develop the pool of human re source for the possible employment. The prospective employers contact these orga nizations to recruit the candidates. Otherwise the organizations themselves appr oach the prospective employers to place their human resources. These professiona l and training institutions are called body shoppers and these activities are kn own as body shopping. The body shopping is used mostly for computer professional s. Body shopping is also known as employee leasing activity. Mergers and Acquisitions: Business alliances like acquisitions, mergers and take over help in getting huma n resources. In addition the companies do also alliances in sharing their human resource on adhoc basis. E_recruitment: The technological revolution in telecommunications helped the organizations to u se internet as a source of recruitment. Organizations advertise the job vacancie s through the worldwide wed (www). The job seekers send their applications throu gh e-mail using the Internet. Outsourcing: Some organizations recently started developing human resource pool by employing the candidates for them. These organizations do not utilize the human resources; instead they supply HRs to various companies based on their needs on temporary or ad-hoc basis. External Sources Of Recruitment 1. PRESS ADVERTISEMENTS Advertisements of the vacancy in newspapers and journals are a widely used sourc e of recruitment. The main advantage of this method is that it has a wide reach. 2. EDUCATIONAL INSTITUTES Various management institutes, engineering colleges, medical Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff e tc. They provide facilities for campus interviews and placements. This source is known as Campus Recruitment. 3. PLACEMENT AGENCIES Several private consultancy firms perform recruitment functions on behalf of cli ent companies by charging a fee. These agencies are particularly suitable for recruitment of executives and specialists . It is also known as RPO (Recruitment Process Outsourcing) EMPLOYMENT EXCHANGES Government establishes public employment exchanges throughout the country. These exchanges provide job information to job seekers and help employers in identify ing suitable candidates. LABOUR CONTRACTORS Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labour for cons truction jobs.

UNSOLICITED APPLICANTS Many job seekers visit the office of well-known companies on their own. Such cal lers are considered nuisance to the daily work routine of the enterprise. But ca n help in creating the talent pool or the database of the probable candidates fo r the organisation. EMPLOYEE REFERRALS / RECOMMENDATIONS Many organisations have structured system where the current employees of the org anisation can refer their friends and relatives for some position in their organ isation. Also, the office bearers of trade unions are often aware of the suitabi lity of candidates. Management can inquire these leaders for suitable jobs. In s ome organizations these are formal agreements to give priority in recruitment to the candidates recommended by the trade union. RECRUITMENT AT FACTORY GATE Unskilled workers may be recruited at the factory gate these may be employed whe never a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies.

What a note on objective of Training? A training objective is the specific knowledge, skills, or attitudes that the tr ainees are to gain as a result of the training activity. An objective is usually measurable. Businesses today want to get more and more involved with training their employee s, but may not actually be thinking about the training that is really needed. A re they thinking about who should be involved in the training? What strategy wo uld be most appropriate for their purpose? Do they even know what their trainin g objectives are? There is so much involved in training that sometimes it is co mpletely forgotten about in the need just to have training. I am reminded of a current training implementation that is occurring in my curre nt place of work. There have been for some time a demand for some type of struc tured training to be put together for our incoming new hires. So being put unde r the pressure from directors and voiced concerns, a training program was put to gether. At the moment it is currently be rolled out for the first time and it i s clearly lacking a strategic thought process. The first major flaw is the lack of appropriate people involved in the training. No higher level managers have had any say in the training or are apart of giving the training. There was one person designated to do the training and it is quickly becoming too much for the m to handle. With this being the case, current employees are being asked to tak e part as trainers and having to rapidly learn the program. The second major fl aw is the objectives for the department as a whole are not clear. There have be en goals laid out for the employee, but they could appear to be more of a timeli ne than goals to be achieved. They need to figure out how the program is going to be beneficial for the employee and ultimately for the department. Emotions play a big role in the workplace. They are something a majority of peo ple believe shouldn t be brought into the workplace, but after all we are humans a nd not robots. I try to keep all of my negative emotions separate from what it

is I do at work, but I like to work with people who are objective to allowing th eir emotions occasionally play a role. Those who choose to block out all emotio ns come off less sympathetic and understanding of what might be going on with th eir fellow peers. The role looks play in an organization and their practices to me coincide with e motions and how they make up a company s culture. I have never been apart of a co mpany whose culture was as strong as the retail company I recently left. It was clear the type of look they wanted and the personalities their employees to hav e. Everything was extremely predictable and although they were in the process o f still trying to figure out their product s identity, the company s culture was wel l established. A company s culture plays such a strong role, because once you get sucked into it, it rules the way you conduct business. It becomes very hard to implement ideas of your own or form opinions that are not influenced by the cul ture.

Discuss some steps that are commonly practiced for motivating employees?

Steps You Can Take The following specific steps can help you go a long way toward supporting your e mployees to motivate themselves in your organization. 1. Do more than read this article -- apply what you're reading here This maxim is true when reading any management publication. 2. Briefly write down the motivational factors that sustain you and what you can do to sustain them This little bit of "motivation planning" can give you strong perspective on how to think about supporting the motivations of your employees. 3. Make of list of three to five things that motivate each of your employees Read the checklist of possible motivators. Fill out the list yourself for each o f your employees and then have each of your employees fill out the list for them selves. Compare your answers to theirs. Recognize the differences between your i mpression of what you think is important to them and what they think is importan t to them. Then meet with each of your employees to discuss what they think are the most important motivational factors to them. Lastly, take some time alone to write down how you will modify your approaches with each employee to ensure the ir motivational factors are being met. (NOTE: This may seem like a "soft, touchy -feely exercise" to you. If it does, then talk to a peer or your boss about it. Much of what's important in management is based very much on "soft, touchy-feely exercises". Learn to become more comfortable with them. The place to start is t o recognize their importance.) 4. Work with onsideration For example, d more means each employee to ensure their motivational factors are taken into c in your reward systems their jobs might be redesigned to be more fulfilling. You might fin to provide recognition, if that is important to them. You might dev

elop a personnel policy that rewards employees with more family time, etc. 5. Have one-on-one meetings with each employee Employees are motivated more by your care and concern for them than by your atte ntion to them. Get to know your employees, their families, their favorite foods, names of their children, etc. This can sound manipulative -- and it will be if not done sincerely. However, even if you sincerely want to get to know each of y our employees, it may not happen unless you intentionally set aside time to be w ith each of them. 6. Cultivate strong skills in delegation Delegation includes conveying responsibility and authority to your employees so they can carry out certain tasks. However, you leave it up to your employees to decide how they will carry out the tasks. Skills in delegation can free up a gre at deal of time for managers and supervisors. It also allows employees to take a stronger role in their jobs, which usually means more fulfillment and motivatio n in their jobs, as well. 7. Reward it when you see it A critical lesson for new managers and supervisors is to learn to focus on emplo yee behaviors, not on employee personalities. Performance in the workplace shoul d be based on behaviors toward goals, not on popularity of employees. You can ge t in a great deal of trouble (legally, morally and interpersonally) for focusing only on how you feel about your employees rather than on what you're seeing wit h your eyeballs. 8. Reward it soon after you see it This helps to reinforce the notion that you highly prefer the behaviors that you 're currently seeing from your employees. Often, the shorter the time between an employee's action and your reward for the action, the clearer it is to the empl oyee that you highly prefer that action. 9. Implement at least the basic principles of performance management Good performance management includes identifying goals, measures to indicate if the goals are being met or not, ongoing attention and feedback about measures to ward the goals, and corrective actions to redirect activities back toward achiev ing the goals when necessary. Performance management can focus on organizations, groups, processes in the organization and employees. 10. Establish goals that are SMARTER SMARTER goals are: specific, measurable, acceptable, realistic, timely, extendin g of capabilities, and rewarding to those involved. 11. Clearly convey how employee results contribute to organizational results Employees often feel strong fulfillment from realizing that they're actually mak ing a difference. This realization often requires clear communication about orga nizational goals, employee progress toward those goals and celebration when the goals are met. 12. Celebrate achievements This critical step is often forgotten. New managers and supervisors are often fo cused on a getting "a lot done". This usually means identifying and solving prob lems. Experienced managers come to understand that acknowledging and celebrating a solution to a problem can be every bit as important as the solution itself. W ithout ongoing acknowledgement of success, employees become frustrated, skeptica l and even cynical about efforts in the organization. 13. Let employees hear from their customers (internal or external) Let employees hear customers proclaim the benefits of the efforts of the employe e . For example, if the employee is working to keep internal computer systems ru

nning for other employees (internal customers) in the organization, then have ot her employees express their gratitude to the employee. If an employee is providi ng a product or service to external customers, then bring in a customer to expre ss their appreciation to the employee. 14. Admit to yourself (and to an appropriate someone else) if you don't like an employee -Managers and supervisors are people. It's not unusual to just not like someone w ho works for you. That someone could, for example, look like an uncle you don't like. In this case, admit to yourself that you don't like the employee. Then tal k to someone else who is appropriate to hear about your distaste for the employe e, for example, a peer, your boss, your spouse, etc. Indicate to the appropriate person that you want to explore what it is that you don't like about the employ ee and would like to come to a clearer perception of how you can accomplish a po sitive working relationship with the employee. It often helps a great deal just to talk out loud about how you feel and get someone else's opinion about the sit uation. As noted above, if you continue to focus on what you see about employee performance, you'll go a long way toward ensuring that your treatment of employe es remains fair and equitable

Grivence Handling procedure Maintaining quality of work life for its employees is an important concern for t he any organisation. The grievance handling procedure of the organisation can af fect the harmonious environment of the organisation. The grievances of the empl oyees are related to the contract, work rule or regulation, policy or procedure, health and safety regulation, past practice, changing the cultural norms unilat erally, individual victimization, wage, bonus, etc. Here, the attitude on the pa rt of management in their effort to understand the problems of employees and res olve the issues amicably have better probability to maintain a culture of high p erformance. Managers must be educated about the importance of the grievance proc ess and their role in maintaining favorable relations with the union. Effective grievance handling is an essential part of cultivating good employee relations a nd running a fair, successful, and productive workplace. Positive labor relation s are two-way street both sides must give a little and try to work together. Rel ationship building is key to successful labor relations. Precautions and Prescriptions The management should take care of following aspects to develop a culture of tru st and confidence upon the employees. 1. Always ensure that the managers involved in the grievance handling procedures have a quiet place to meet with the complainant. 2. Always ensure that managers have adequate time to be devoted to the complaina nt. 3. Explain manager's role, the policy and the procedures clearly in the grievanc e handling procedure. 4. Fully explaining the situation to the employee to eliminate any misunderstand ing and promote better acceptance of the situation complained of. 5. Try to let employee present their issues without prejudging or commenting

6. Do use a positive, friendly ways to resolve the crisis than punitive steps, w hich disturb the system. 7. Do remain calm, cool, collected during the course of the meeting. 8. Always focus on the subject of the grievance than allied issues. 9. Don't make threats manage the grievances. 10. Never make use of allegations against personalities. 11. Be aware of the staff member's potential concerns to the possible repercussi ons of raising a grievance. 12. Don't become angry, belligerent, or hostile during grievance handling proced ure. 13. Do listen for the main point of arguments and any possible avenue to resolve the grievance. 14. Listen and respond sensitively to any distress exhibited by the employees. 15. Eliminating the source of the irritation or discomfort being complained of. 16. Reassure them that the managers will be acting impartially and that your hop e is to resolve the matter if possible. 17. Don't "horse trade" or swap one grievance for another (where the union wins one, management wins one). Each case should be decided on its merits. 18. Avoid usage of verbosisms like "it will be taken care of." 19. Ensure effective, sensitive and confidential communication between all invol ved. 20. Take all possible steps to ensure that no victimization occurs as a result o f the grievance being raised. 21. The investigator or decision maker acts impartially, which means they must e xclude themselves if there is any bias or conflict of interest. 22. All parties are heard and those who have had complaints made against others are given an opportunity to respond. 23. Try to look upon the problem on different angles for appropriate understandi ng. 24. Ensuring that there is proper investigation of the facts and figures related the problem under concern. 25. Consider all relevant information in the investigation process. 26. Ask the staff member their preferred resolution option, although it is impor tant to make it clear that this may not be a possible outcome. 27. Be aware of the limits of authority of the person who involved in the grieva nce handling procedures. 28. If the manager feels that he/she is not the appropriate person (senior manag er) to deal with the issue refer the complainant to the appropriate person as so

on as possible. 29. Try to get a better idea of whether the alleged discrimination or harassment happened or didn't happen. 30. Tell them exactly what they are supposed to have done, to whom and explain, why this may be seen as discrimination/harassment or as inappropriate. 31. Grievances are preferably to be settled informally at the level of the emplo yee's immediate supervisor. 32. Try the level best to involve team members to resolve the crisis at unit lev el itself. 33. Avoid as far as possible the union involvement in conflict resolution situat ion process. 34. Follow documentation the procedures, of all necessary steps taken to resolve the problem/complaint. Conclusion To a great extend the aggravation of industrial problems depends on manager's ap proaches and attitude in effective handling of employees grievances. Care should be taken in the way managers approaches the problem and perceiving the pros and cons of the situation. The conflict management approaches include the win-win s trategy that help in the healthy organisational practices and which reflects the strong organisational culture. The cooperation from both parties is the pre-req uisite to handle the problem and effective settlement of the grievances. Conscio us use of professional self can help managers in the conflict handling situation s grievance redressal process.

Write a note on Group Types?

GROUP TYPES One common way to classify group is by whether they are formal or informal in na ture. Formal work groups are established by an organization to achieve organizat ional goals. Formal groups may take the form of command groups, task groups, and functional groups. COMMAND GROUPS.

Command groups are specified by the organizational chart and often consist of a supervisor and the subordinates that report to that supervisor. An example of a command group is an academic department chairman and the faculty members in that department. TASK GROUPS. Task groups consist of people who work together to achieve a common task. Member s are brought together to accomplish a narrow range of goals within a specified time period. Task groups are also commonly referred to as task forces. The organ ization appoints members and assigns the goals and tasks to be accomplished. Exa mples of assigned tasks are the development of a new product, the improvement of a production process, or the proposal of a motivational contest. Other common t ask groups are ad hoc committees, project groups, and standing committees. Ad ho c committees are temporary groups created to resolve a specific complaint or dev elop a process. Project groups are similar to ad hoc committees and normally dis band after the group completes the assigned task. Standing committees are more p ermanent than ad hoc committees and project groups. They maintain longer life sp ans by rotating members into the group. FUNCTIONAL GROUPS. A functional group is created by the organization to accomplish specific goals w ithin an unspecified time frame. Functional groups remain in existence after ach ievement of current goals and objectives. Examples of functional groups would be a marketing department, a customer service department, or an accounting departm ent. In contrast to formal groups, informal groups are formed naturally and in respon se to the common interests and shared values of individuals. They are created fo r purposes other than the accomplishment of organizational goals and do not have a specified time frame. Informal groups are not appointed by the organization a nd members can invite others to join from time to time. Informal groups can have a strong influence in organizations that can either be positive or negative. Fo r example, employees who form an informal group can either discuss how to improv e a production process or how to create shortcuts that jeopardize quality. Infor mal groups can take the form of interest groups, friendship groups, or reference groups. INTEREST GROUPS. Interest groups usually continue over time and may last longer than general info rmal groups. Members of interest groups may not be part of the same organization al department but they are bound together by some other common interest. The goa ls and objectives of group interests are specific to each group and may not be r elated to organizational goals and objectives. An example of an interest group w ould be students who come together to form a study group for a specific class. FRIENDSHIP GROUPS. Friendship groups are formed by members who enjoy similar social activities, pol itical beliefs, religious values, or other common bonds. Members enjoy each othe r's company and often meet after work to participate in these activities. For ex ample, a group of employees who form a friendship group may have an exercise gro up, a softball team, or a potluck lunch once a month. REFERENCE GROUPS. A reference group is a type of group that people use to evaluate themselves. Acc ording to Cherrington, the main purposes of reference groups are social validati on and social comparison. Social validation allows individuals to justify their attitudes and values while social comparison helps individuals evaluate their ow n actions by comparing themselves to others. Reference groups have a strong infl uence on members' behavior. By comparing themselves with other members, individu als are able to assess whether their behavior is acceptable and whether their at

titudes and values are right or wrong. Reference groups are different from the p reviously discussed groups because they may not actually meet or form voluntaril y. For example, the reference group for a new employee of an organization may be a group of employees that work in a different department or even a different or ganization. Family, friends, and religious affiliations are strong reference gro ups for most individuals.