RECRUITMENT

Group Members: Presented to:

• Ibrahim khan • Sir Fayyaz Nisar
• Haris Ejaz
• Osama Khan
• Waqas Ahmed
• Imran
 BUSINESS OBJECTIVES

HR PLANNING

JOB ANALYSIS

JOB DESCRIPTION JOB SPECIFICATION

RECRUITMENT
 RECRUITMENT

The Process of generating a pool of qualified candidates for

a particular job.

OR

The Process of discovering potential candidates.

RECRUITMENT GOALS

Attract the Qualified Applicants.

Encourage Unqualified Applicants to self-

select themselves out.
 PURPOSE OF RECRUITMENT

 Filling up the position with right candidate

 Name & Growth of company
 Meeting the present & future requirements
 Filling up empty seats quickly
 A background check of candidate
 Setting loyal candidates on board
 Simplifying the job
 NEED OF RECRUITMENT

• RECRUITMENT IS THE PROCESS OF INVITING

MAXIMUM TALENT POOL TO THE
ORGANISATION.
• IT IS A ROUTE TO DISCOVER MANPOWER
 THREEE NEEDS

1. PLANNED: The needs arising from changes in

organization & retirement policy

1. ANTICIPATED: The movements in personnel,

which an organization can predict by studying
trends in internal & external environment

1. UNEXPECTED: Resignations, deaths,

accidents, illness give rise to unexpected
needs
 RECRUITMENT IS ATWO
WAY STREET

Applicants are Looking

Organization is Looking for the Potential
for a Qualified RECRUITMENT Emplacement
Applicants Opportunities
 RECRUITMENT PROCESS
ORGANIZATION CANDIDATE

Receive Education and choose

Vacant or New position occurs Occupation

Generate candidate pool via internal Acquire Employment Experience

or external recruitment methods

Evaluate Candidates via Selection Search for Job Openings

process

Apply for jobs

Impress Candidates

Impress Company during Selection

Make Offer process

Evaluate Jobs and Companies

Accept or Reject Job Offers

 STRATEGIC RECRUITING
DECISIONS
 How Many Employees Needed
HR PLANNING  When Needed
DECISIONS  KSAs Needed
 Special Qualifications

 Where to Recruit: Internal/External

STRATEGIC  Who to Recruit: Flexible Staffing
RECRUITING Options
DECISIONS  Nature of Job Requirements

DECISIONS ON
RECRUITING  Advertising Choices
SOURCES/METHODS  Recruiting Activities
 STRATEGIC RECRUITING
DECISIONS
FLEXIBLE STAFFING DESCRIPTIONS
Regular employment consists of continuous,
predictable, and scheduled employment of six
1. REGULAR EMPLOYMENT months' duration or longer. Regular employment
may be full time or part time.
Full-time employment consists of a regular schedule
of 37.5 hours per week. Part-time employment
2. FULL-TIME OR PART-TIME consists of a regular schedule of less than 37.5 hours
per week.
Perform specific services on a contract basis used in a
3. INDEPENDENT
number of areas, including building maintenance,
CONTRACTORS security, and advertising/public relations.
An employer signs an agreement with an employee
leasing company, after which the existing staff is
hired by the leasing firm and leased back to the
4. PROFESSIONAL EMPLOYER company. For a fee, a small business owner turns his
ORGANIZATIONS AND or her staff over to the leasing company, which then
EMPLOYEE LEASING writes the paychecks, pays the taxes, prepares and
implements HR policies, and keeps all the required
records.
 STRATEGIC RECRUITING
DECISIONS Cont . . .

This is based on “try before you buy”

approach . Employers who use temporary
employees can hire their own temporary staff
5. TEMPORARY WORKERS or use agencies supplying temporary workers.
Such firms supply workers on a rate-per-day
or per-week basis.
Seasonal employees are hired to work on a
part-time basis by companies that need extra
6. SEASONAL EMPLOYEES
help during a particular season, typically the
Christmas season or crops harvesting.
 SOURCES OF RECRUITMENT

SOURCES OF
RECRUITMENT

INTERNAL EXTERNAL
SOURCES SOURCES
SOURCES OF RECRUITMENT

Job Posting &

Bidding

Promotions and
Transfers

INTERNAL Employee
SOURCES Referrals

Re-recruiting former
Employees & Applicants

Internal Recruiting
Data base
SOURCES OF RECRUITMENT Cont . . .

INTERNAL SOURCES
ADVANTAGES DISADVANTAGES

 Morale of Promotee  Inbreeding

 Better assessment of abilities  Possible morale problems of

 Lower cost for some jobs those not promoted

 Motivator for good performance  “Political” infighting for

 Causes a succession of promotions
promotions  Need for management-
 Have to hire only at entry level Development program
SOURCES OF RECRUITMENT Cont . . .

Schools Colleges &

Universities

Labor
Unions
EXTERNAL
SOURCES
Media Sources

Employment Agencies
SOURCES OF RECRUITMENT Cont . . .

EXTERNAL SOURCES
ADVANTAGES DISADVANTAGES

New “blood” brings new  May not select someone who will
perspectives “fit” the job or organization
Cheaper and faster than training  May cause morale problems for

Professionals internal
No group of political supporters in  Candidates not selected
company  Longer “adjustment” or orientation

Organization already time

May bring new industry insights

INTERNET RECRUITING METHODS

INTERNET RECRUITING
METHODS

1. Job Boards

2. Employer Web
Sites
INTERNET RECRUITING METHODS Cont . . .

ADVANTAGES DISADVANTAGES
 Cost savings  More unqualified applicants
 Time savings  Additional work for HR staff
 Expanded pool of applicants members
 Many applicants are not
seriously seeking employment
 Access limited or unavailable to
some applicants
 RECRUITING EVALUATION
Quantity of
Applicants
As the goal of a good recruitment
program is to generate a large pool
of applicants from which to choose,
quantity is a natural place to begin
evaluation
Yield Ratio
A comparison of the number of
applicants at one stage of the
recruiting process to the number at
the next stage.
Quality of
Applicants
In addition to quantity, the issue arises
as to whether or not the qualifications of
the applicant pool are sufficient to fill
the job openings. Do the applicants meet
job specification and do they perform
the jobs well after hire?
Evaluating Recruiting
Costs and Benefits
In a cost/benefit analysis to evaluate
recruiting efforts, costs may include
both direct costs (advertising, recruiters’
salaries, travel, agency fees, telephone)
and the indirect costs (involvement of
operating managers, public relations,
image).
 RECRUITING EVALUATION Cont . . .

Using Yield Ratios to Determine Needed Applicants:

300 Applicants
Initial Contacts/Final Interview
(Yield ratio = 3:1)

100 Final Interviews

Final Interview/Offers
(Yield ratio = 2:1)

50 Offers
Offers/Hires
(Yield ratio = 2:1)

25 Hires
CONSTRAINTS ON RECRUITMENT

Image of the
Company

Attractiveness of
Job

Internal
Organizational Policy

Recruitment Cost
 QUOTE OF THE DAY

Hire character, train skill

-Peter Schutz