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Internal Sources Of Recruitment

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1) INTRODUCTION – RECRUITMENT

Definition – The process of finding and hiring the best-qualified candidate (from within or outside of an organization) for a job opening, in a timely and cost effective manner. The recruitment process includes analyzing the requirements of a job, attracting employees to that job, screening and selecting applicants, hiring, and integrating the new employee to the organization.

Meaning – Recruitment refers to the process of attracting, screening, selecting, and onboarding a qualified person for a job. At the strategic level it may involve the development of an employer brand which includes an ’employee offering’. The stages of the recruitment process include: job analysis and developing a person specification; the sourcing of candidates by networking, advertising, or other search methods; matching candidates to job requirements and screening individuals using testing (skills or personality assessment); assessment of candidates’ motivations and their fit with organisational requirements by interviewing and other assessment techniques. The recruitment process also includes the making and finalising of job offers and the induction and onboarding of new employees. Depending on the size and culture of the organisation 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. According to Edwin B. Flippo, “Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation”. Recruitment is the activity that links the employers and the job seekers.

A process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and endswhen their applications are submitted. The result is a pool of applications from which new employees are selected. It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force. Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organisation so that the management can select the right candidate for the right job from this pool. The main objective of the recruitment process is to expedite the selection process. Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants for the future human resources needs even though specific vacancies do not exist. Usually, the recruitment process starts when a manger initiates an employee requisition for a specific vacancy or an anticipated vacancy.

Recruitment Needs Are Of Three Types:
PLANNED
i.e. the needs arising from changes in organization and retirement policy. ANTICIPATED
Anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment. UNEXPECTED
Resignation, deaths, accidents, illness give rise to unexpected needs.

Purpose & Importance Of Recruitment
Attract and encourage more and more candidates to apply in the organisation.Create a talent pool of candidates to enable the selection of best candidates for the organisation. Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. Recruitment is the process which links the employers with the employees. Increase the pool of job candidates at minimum cost. Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants. Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time. Meet the organizations legal and social obligations regarding the composition of its workforce. Begin identifying and preparing potential job applicants who will be appropriate candidates. Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants.

Recruitment Process

The recruitment and selection is the major function of the human resource department and recruitment process is the first step towardscreating the competitive strength and the strategic advantage for the organisations. Recruitment process involves a systematicprocedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A generalrecruitment process is as follows:

The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain: Posts to be filled
Number of persons
Duties to be performed
Qualifications required
Preparing the job description and person specification
Locating and developing the sources of required number and type of employees (Advertising etc). Short-listing and identifying the prospective employee with required characteristics. Arranging the interviews with the selected candidates.

Conducting the interview and decision making

CYCLE SHOWING STEPS IN RECRUITMENT PROCESS

2) ANALYSIS 1 – SOURCES OF RECRUITMENT
Every organisation has the option of choosing the candidates for its recruitment processes from two kinds of sources. They are : 1. External Sources
2. Internal Sources

The sources within the organisation itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment. 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 processes:internal recruitment and promotions. The promotion is the move of the employee when the organization initiates the whole process. The real internal recruitment is than a move of the employee initiated by the employee him or herself. The external recruitment sources bring job candidates from the external environment using different techniques. The oldest, but still pretty efficient is a newspaper job advertisement. Many HRM Professionals do not believe in the power of the newspaper advertising, but for many jobs it is still one of the best techniques with the best cost/income ratio. The modern recruitment source fully managed by the organization is the web job advertisement. It is very cheap, but it can flood the organization with many useless job resumes. This can make the final decision almost impossible. The cost/income ratio is always attractive, but the success rate can be really low.

The other external recruitment sources are the recruitment agencies and executive search companies. Their services are not cheap, but the organization does not have to handle all that job resumes and the good agency also makes follow ups of the job candidates in the recruitment process. A very special kind of the recruitment source is the referral recruitment, when the employees are paid to provide the organization with their friends as potential employees. This can look strange, but it can provide the organization with many interesting candidates, who are not reachable via any other recruitment source. Internal Recruitment – is a recruitment which takes place within the concern or organization. Internal sources of recruitment are readily available to an organization. Internal sources are primarily three – Transfers, promotions and Re-employment of ex-employees.

Re-employment of ex-employees is one of the internal sources of recruitment in which employees can be invited and appointed to fill vacancies in the concern. There are situations when ex-employees provide unsolicited applications also. Internal recruitment may lead to increase in employee’s productivity as their motivation level increases. It also saves time, money and efforts. But a drawback of internal recruitment is that it refrains the organization from new blood. Also, not all the manpower requirements can be met through internal recruitment. Hiring from outside has to be done. Internal sources are primarily :

Transfers:The employees are transferred from one department to another according to their efficiency and experience. Promotions(through Internal Job Postings) :The employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience. Re-employment of ex-employees: Re-employment of ex-employees is one of the internal sources of recruitment in which employees can be invited and appointed to fill vacancies in the concern. There are situations when ex-employees provide unsolicited applications also. Retired and Retrenched employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work. recruitment such people save time and costs of the organisations as the people are already aware of the organisational culture and the policies and procedures.

The dependents and relatives of Deceased employees and Disabled employees are also done by many companies so that the members of the family do not become dependent on the mercy of others. External Recruitment – External sources of recruitment have to be solicited from outside the organization. External sources are external to a concern. But it involves lot of time and money .The external sources of recruitment include –Employment at factory gate, advertisements, employment exchanges, employment agencies, educational institutes, labour contractors, recommendations etc.

Employment at Factory Level – This a source of external recruitment in which the applications for vacancies are presented on bulletin boards outside the Factory or at the Gate. This kind of recruitment is applicable generally where factory workers are to be appointed. There are people who keep on soliciting jobs from one place to another. These applicants are called as unsolicited applicants. These types of workers apply on their own for their job. For this kind of recruitment workers have a tendency to shift from one factory to another and therefore they are called as “badli” workers. Advertisement – It is an external source which has got an important place in recruitment procedure. The biggest advantage of advertisement is that it covers a wide area of market and scattered applicants can get information from advertisements. Medium used is Newspapers and Television. Employment Exchanges – There are certain Employment exchanges which are run by government. Most of the government undertakings and concerns employ people through such exchanges. Now-a-days recruitment in government agencies has become compulsory through employment exchange. Employment Agencies – There are certain professional organizations which look towards recruitment and employment of people, i.e. these private agencies run by private individuals supply required manpower to needy concerns.

Educational Institutions – There are certain professional Institutions which serve as an external source for recruiting fresh graduates from these institutes. This kind of recruitment done through such educational institutions is called as Campus Recruitment. They have special recruitment cells which help in providing jobs to fresh candidates. Recommendations – There are certain people who have experience in a particular area. They enjoy goodwill and a stand in the company. There are certain vacancies which are filled by recommendations of such people. The biggest drawback of this source is that the company has to rely totally on such people which can later on prove to be inefficient. Labour Contractors – These are the specialist people who supply manpower to the Factory or Manufacturing plants. Through these contractors, workers are appointed on contract basis, i.e. for a particular time period. Under conditions when these contractors leave the organization, such people who are appointed have to also leave the concern. Unsolicited Applicants – Many job seekers visit the office of well-known companies on their own. Such callers are considered nuisance to the daily work routine of the enterprise. But can help in creating the talent pool or the database of the probable candidates for the organisation. Recruitment At Factory Gate – Unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies.

EXTERNAL RECRUITMENT
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. External Sources Of Recruitment :-

1. Campus Recruitment: These candidates are directly recruited by the Co; from their college/educational institution. They are inexperienced as far as work experience is concerned.
2. Private Employment Agencies/Consultants: Public employment agencies or consultants like ABC Consultants inIndia perform recruitment functions on behalf of a client company by charging fees. Line managers are relieved from recruitment functions and can concentrate on operational activities.

3. Public Employment Exchanges: The Government set up Public Employment Exchanges in the country to provide information about vacancies to the candidates and to help the organization in finding out suitable candidates. As per the Employment Exchange act 1959, makes it obligatory for public sector and private sector enterprises inIndia to fill certain types of vacancies through public employment exchanges.

4. Professional Organizations: Professional organizations or associations maintain complete bio-data of their members and provide the same to various organizations on requisition. They act as an exchange between their members and recruiting firm.

5. Data Banks: The management can collect the bio-data of the candidates from different sources like Employment Exchange, Educational Training Institutes, candidates etc and feed them in the computer. It will become another source and the co can get the particulars as and when required.

6. Casual Applicants: Depending on the image of the organization its prompt response participation of the organization in the local activities, level of unemployment, candidates apply casually for jobs through mail or handover the application in the Personnel dept. This would be a suitable source for temporary and lower level jobs.

7. Similar Organizations: Generally experienced candidates are available in organizations producing similar products or are engaged in similar business. The Management can get potential candidates from this source.

8. Trade Unions: Generally unemployed or underemployed persons or employees seeking change in employment put a word to the trade union leaders with a view to getting suitable employment due to latter rapport with the management.

9. Walk In: The busy organization and rapid changing companies do not find time to perform various functions of recruitment. Therefore they advise the potential candidates to attend for an interview directly and without a prior application on a specified date, time and at a specified place.

10. Consult In: the busy and dynamic companies encourage the potential job seekers to approach them personally and consult them regarding the jobs. The companies select the suitable candidates and advise the company regarding the filling up of the positions. Head hunters are also called search consultants.

11. Body Shopping: Professional organizations and the hi-tech training develop the pool of human resource for the possible employment. The prospective employers contact these organizations to recruit the candidates. Otherwise the organizations themselves approach the prospective employers to place their human resources. These professional and training institutions are called body shoppers and these activities are known as body shopping. The body shopping is used mostly for computer professionals. Body shopping is also known as employee leasing activity.

12. Mergers and Acquisitions: Business alliances like acquisitions, mergers and take over help in getting human resources. In addition the companies do also alliances in sharing their human resource on adhoc basis.

13. E- recruitment: The technological revolution in telecommunications helped the organizations to use internet as a source of recruitment. Organizations advertise the job vacancies through the world wide wed (www). The job seekers send their applications through e-mail using the internet.

14. 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.

Advantages of External Recuitment

External recruitment also has some substantial advantages. Unlike internal recruits, you are getting an inflow of often completely new ideas with an employee who has not been exposed or overexposed to your corporate culture. An outside prospect often yields new ideas. She may bring information or methodologies from her former employer that can be integrated into your best practices. Internal job pools may cause problems with a larger company’s diversity mix, and lead to problems with the Equal Employment Opportunity Commission in terms of promoting a diverse workplace. External job recruiting allows for rebalancing in this realm if needed. External recruiting may lead to team stability, as teams may remain intact when hiring externally

3) ANALYSIS 2 – INTERNAL RECRUITMENT

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. Internal recruitment is a process of recruiting people within the organization. It is also defined as the practice of selecting candidates among present company workers to fill a position that becomes vacant. Workers in organization come to know about internal vacancies through many ways. The vacancies are generally advertised within the organization through a variety of media like Staff notice boards, Intranets, In-house magazines / newsletters (for a particular business), weekly staff magazine dedicated completely for advertising jobs within the organization, and Staff meetings.

Internal sources of recruitment in an organization may be current permanent employees, current temporary or casual employees or retired employees or descendants (children) of deceased (expired), disabled, retired and present employees. The Internal recruitment requires power from HR processes, because poor internal recruitment process can lead to dissatisfied managers and employees in the organization. The succession planning with strong and steady performance management is required to ensure the success of the internal recruitment.

Internal job candidate should be familiar to the organization. And the HRM function provides the required background information (qualifications and achievements) for the hiring manager.

Internal sources of Recruitment:
i. 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 to external sources, to meet the trade union demands and due to the policy of the organization to motivate the present employees.

ii. Present temporary/casual Employees
Organizations find this source to fill the vacancies relatively at the lower level owing to the availability of suitable candidates or trade union pressures or in order to motivate them on present job.

iii. Retrenched or Retired Employees:
Employees retrenched due to lack of work are given employment by the organization 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.

iv. 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.

v. Employee Referrals:

Present employees are well aware of the qualifications, attitudes, experience and emotions of their friends and relatives. They are also aware of the job requirements and organizational culture of their company. As such they can make preliminary judgment regarding the match between the job and their friends and relatives.

Internal recruiters
An internal recruiter (alternatively in-house recruiter or corporate recruiter) is member of a company or organization and typically works in the human resources (HR) department. Internal recruiters may be multi-functional, serving in an HR generalist role or in a specific role focusing all their time on recruiting. Activities vary from firm to firm but may include, screening CVs or résumés, conducting aptitude or psychological testing, interviewing, undertaking reference and background checks, hiring; administering contracts, advising candidates on benefits, onboarding new recruits and conducting exit interviews with employees leaving the organisation. They can be permanent employees or hired as contractors for this purpose. Contract recruiters tend to move around between multiple companies, working at each one for a short stint as needed for specific hiring purposes. The responsibility is to filter candidates as per the requirements of each client.

Steps
Internally recruiting employees to fill a vacant position is a good way to promote friendliness, retain valuable employees and build on the skills and knowledge of existing staff. Hiring internally can also save a company time and money, as recruitment costs are cheaper and the winning candidate is already on the payroll. i. Internal Recruitment Policy

The first step in creating a successful recruitment process is creating and using an internal recruitment policy. This policy should place limitations on managers so they do not steal employees from other managers or unnecessarily hold an employee back from advancing his career if he qualifies for an available position. The policy describes what internal applicants can expect during the selection process and whether applying for an internal position will affect their current ones. A company should add whether an employee must remain working in a position for a minimum amount of time before applying for a new one in the company and should offer tips about how to advance to new positions. ii. Job Posting

A company should develop a job posting system that ensures the widest reach to company employees. In addition to creating fliers to hang in break rooms, bulletin boards or restrooms, an interoffice email announcement to employees can also help. The job posting should include a job description, employee eligibility criteria, the job’s department and position supervisor and the dates employees can apply. iii. Screening Employees

Screen the employees who apply for an internal position with care. The advantage of an internal recruitment is that an internal applicant’s managers and co-workers are available and accessible as references. If policy allows, hiring managers may also have access to employee files in order to learn more about an applicant’s past performance and behavioral issues.

iv. Interviews
A company can interview internal applicants with the assistance of the current human resources department and company leaders. On the other hand, some companies hire an outside recruitment firm to assist with the internal recruitment process. Using an outside firm to assist with interviews can help prevent unfair biases or advantages, as the hired experts do not have personal connections to the applicants. In any regard, interviews are one of the ideal ways to learn more about an employee, her expectations and her loyalty to the company. v. Feedback

While a company can only select one employee to fill a vacant position, an internal recruitment process is a good way for it to provide feedback to employees wishing to advance professionally. While the number of internal vacant positions is limited, the opportunities to provide promising employees with quality opportunities to grow or improve their performance is not.

Advantages
The employment recruitment process generally starts with promoting within your own organization, what’s called internal placement. Advertising the position internally will determine whether any of the existing employees are ready for the position. If an internal candidate does not qualify, this process will help you to obtain internal referrals from staff, using the valuable word-of-mouth method of recruitment. i. Turnover The turnover of valuable employees is reduced through internal placement. Here, star employees within the company can be reassigned to an area within the organization where the need is greater. This increases employee retention and morale by encouraging employees to seek out career growth and development opportunities within a firm. ii. Performance

Internal recruitment might offer cost-saving in the human resource management process because of the record of performance available to recruiters. An internal candidate has developed a track record of performance during employment that provides the most accurate assessment of her on the job professional skills and experience. If formal performance reviews are conducted by the company, this employee performance and goal-setting information will give valuable insight to recruiters when assessing internal candidates. iii. Time Value

When qualified candidates exist internally, recruiting candidates internally can decrease the time it takes to fill a position. This is particularly useful in a tight job market, when the number of external candidates applying for a given job opening can become astronomical. In such cases, selecting among qualified internal candidates may be efficient because it offers costs savings, such as those associated with advertising and from using staffing resources to interview numerous external candidates.

iv. Corporate Culture
Corporate culture might formally relate to the goals and objectives of the company as articulated in its vision and mission statement. It informally includes the business attitude, customs and etiquette. An external candidate that fulfills the experience and skills needed for a position might not fit into the organizational culture. Internal candidates are already familiar with the company’s culture, policies and procedures. For example, this might manifest itself in how meetings are conducted, projects are organized or the use of consensus building in the decision-making process.

PROMOTING FROM WITHIN
HIRING EXTERNALLY

Potential Advantages
Potential Advantages
Easier to assess applicants since more information is available Less costly and quicker than an external search
Promoted employee is already familiar with organization policies, culture, etc. Signals to employees that career opportunities exist in organization Improve employee morale and organization loyalty

Lower costs for some jobs
Less likely to make major changes and “upset the apple cart”

Potential Advantages
Provides new ideas / fresh perspectives
May bring new insights from other industries
Initiate a turnaround
Hiring experienced employee can reduce training needed
Internal politics may be avoided (e.g., less upsetting to present organizational hierarchy) Allows rapid growth
Increase diversity
Only hire at one level
Bigger talent pool / more applicants
COMPARISION BETWEEN INTERNAL AND EXTERNAL SOURCES OF RECRUITMENT

PROMOTING FROM WITHIN
HIRING EXTERNALLY

Potential Disadvantages
Narrowing of thinking and stale ideas (inbreeding)
May not help turn company around
Training will be needed and learning curve will occur for the job duties Internal politics will occur (e.g., possible discontent of rejected applicants; new subordinates discount new boss’ knowledge and expect special treatment; etc.) Difficult to do with rapid growth

Affirmative action goals may be more difficult to achieve
Ripple effect
Smaller talent pool / fewer applicants

Potential Disadvantages
Less information available on applicants
Search takes longer and costs more
Outsider takes time to become familiar with current systems and organization culture Destroys incentive of present employees to strive for promotion Can hurt employee morale and loyalty
May have to pay more for the job
Current organization members may fight new ideas.

4) CONCLUSION/SUMMARY
It has been debated many times, but the question of whether recruitment is
best done with internal or external resources can only be answered at an organizational level, based upon a cost-benefit analysis. Thus to sum up it can be found out whether Internal Recruitment is suitable for a particular organisation by conducting an analysis. When doing this analysis, consider which method of recruitment scores higher on the following metrics: i. Quality of hire

ii. Time to fill
iii. Culture fit
iv. Candidate experience/impact on EVP
v. Cost
It’s time to take a close inspection of each of these areas. i. Quality of Hire
Most internal recruiters, at least in medium- to large-sized companies, rely on Web-based systems to do the initial screening and culling of applicants. They lack incentives, and also lack penalties, for how well they recruit. With external recruiters, there are often no metrics in place at all, other than time to fill. If metrics for quality of hire are clearly tracked and compared between internal and external recruiters, it can help identify the best recruitment model for your business because you will be able to tell who is providing the highest-quality candidates. Linking recruiter pay to quality of hire is a critical step in ensuring that recruiters make solid recommendations to line managers, who ultimately make the hiring decision. Agency recruiters can be measured based on client feedback and the number of times roles have to be re-filled at no charge to the client, which can happen if the wrong hire is made and if the client organization does not have a formal way to measure its recruitment suppliers on this metric. If you use a hybrid model, consider measuring and comparing both your internal and external recruiters on the quality of new hires. After implementing such a metric, measure them upon their first placement, at six and 12 weeks, again at six months, and then at regular intervals. ii. Time to Fill

Jobs can often be filled faster by using agencies (particularly within specialized industries) because they have large applicant pools. Good recruiters will always have warm candidates they keep in touch with. Often,
when external recruiters are pre-screening and presenting candidates, it’s internal recruiting teams that hold the process up. It’s not necessarily their fault, as priorities sometimes change, putting recruitment on hold, or as role requirements are revised, but it speaks to a core challenge facing the recruitment community today. One key reason recruitment is delayed is that budget for a role has not been approved prior to beginning the search process. As everyone knows, you shouldn’t go to market until you’re certain you need to fill a role and that money is available to do so. It seems that many companies still retain search firms, spend money on advertising positions, and start seeing candidates without a confirmed internal agreement. This has a decidedly negative impact on both the brand and the relationship with any candidates you have engaged if you withdraw from the process. A second reason for delaying the process often has to do with how companies operate internally.

While a new role may be budgeted, conflicting schedules, agendas, or priorities can mean delays in seeing candidates, or extending the number of interviews or assessments beyond what was originally planned. Not only does this increase cost and time to fill the role, it also antagonizes candidates and may mean you secure the runner-up instead of your preferred applicant, or worse, you’re left with no suitable candidate at all, forcing you to begin the process anew. If you’re using agencies that have pre-screened candidates for you, move those candidates through the internal process, make decisions about individual applicants, and follow up quickly. Given the shortage of candidates in the market, this should be a given. The need for speed in recruitment, to manage costs and to fill roles, especially empty ones, must be balanced with the need to find the best candidate for the role, considering all aspects, including culture fit. iii. Culture Fit

Internal recruiters will be able to articulate and respond to questions about what it’s really like to work in your company in a way that external parties won’t. External recruiters will never know your business as well as your own staff, try as they may, because they don’t work in the organization on a day-to-day basis, experiencing all its nuances and political challenges. As a result, many organizations think that recruitment can be done better by an in-house team who know and live the corporate culture and understand stakeholders best. In the model where external recruiters are placed on-site, they work with your teams every day, but they are still removed from the employee experience to a large degree. For them to hire for culture fit is a particularly difficult task. One way to track success in this area is to measure culture fit, and there are a number of ways to do that. Compare success rates between your internal and external recruiters to see who is making better assessments of culture fit. iv. Candidate Experience/Impact on EVP

Every time you go to market under your own brand or someone else’s, you send messages about your organization to potential candidates. How you do this could impact the way your firm is perceived by candidates, so understanding the impact of what you do is important. If you use blind ads through a recruitment firm, you won’t build or add to your own brand recognition. Any external agency efforts to co-brand or represent your business must be handled correctly or the brand can be damaged. For example, if external recruiters don’t respond to candidates, or not quickly enough, people will forever tie that response to your brand, leaving a negative image in their minds about your company. Pointing would-be employees to agencies through your careers website makes an impression on candidates about your organization, good or bad. Investments in a career website are better realized if you make the effort to engage with candidates directly at some level. This direct communication puts you in control of your candidate pool and is particularly helpful when there are jobs in the pipeline that haven’t been advertised yet. v. Cost

An important cost consideration is related to the number of recruits. If you don’t hire a lot of people each year, it’s probably not worth having in-house recruitment staff. If you do, it’s worth measuring the cost effectiveness of outsourcing against the cost of having an in-house team and a well-developed career site with a front- and back-end recruitment system. Using external recruiters can be expensive if you are a small company and do a large number of hires per year. Invest in some sort of recruitment technology, as well as a good recruiter or two on site who know your business, your brand, and your culture. Whichever method you choose, or if you use both internal and external recruiters, the most important things to remember are that you need great people for your company, you need them now, and you want to spend as little as possible to get them.

Great candidates don’t need your job. Making the process as smooth as possible will go a long way to building relationships with candidates for the long term. Star candidates often have multiple offers, and will move on if you can’t make decisions quickly enough, even if they would rather have worked for your firm. By delaying the process, cancelling searches, and not replying at all, you are sure to damage your employer brand and your reputation in the market.

5) CASE STUDY

Recruitment methods used by BHEL:
The two categories of internal sources including a review of the present employees and nomination of the candidates by employees. Internal sources The company suggests that the effective utilization of internal sources necessitates an understanding of their skills and information regarding relationships of jobs. This will provide possibilities for horizontal and vertical transfers within the enterprise eliminating simultaneous attempts to lay off employees in one department and recruitment of employees with similar qualification for another department in the company. Promotions and Transfers within the plant where an employee is best suitable improves the morale along with solving recruitment problems. These measures can be taken effectively if we established job families through job analysis programmes combining together similar jobs demanding similar employee characteristics. Again, employee can be requested to suggest promising candidates.

Sometimes in a company the employees are given prizes for recommending a candidate who has been recruited. The usefulness of this system in the form of loyalty and its wide practice, it has been pointed that it gives rise to cliques posing difficulty to management. Therefore, in this company before utilizing the system attempts should be made to determine through research whether or not employees thus recruited are effective on particular jobs. Usually, internal sources can be used effectively if the number of vacancies are not very large ,adequate, employee records are maintained, jobs do not demand originality lacking in the internal sources, and employees have prepared themselves for promotion. EXTERNAL SOURCES OF RECRUITMENT An external source of Recruitment is considered from the combination of the following options : Consultant are given the requirement specifying qualifications, experience and all other necessary details. In consultant they consider the employment agencies, educational and technical institute ,casual, labour and mail applicants, trade unions and other sources

. The company has developed in large cities in the form of consultancy services. Usually this company facilitate recruitment of technical and professional personnel. Because of their specialization, they effectively assess the needs of their clients and aptitude and skills of the specialized personnel. They do not merely bring an employer and an employee together but computerize lists of available talents, utilizing testing to classify and used advanced techniques of vocational guidance for effective placement purposes. Educational and technical institutes also forms an effective source of manpower supply. There is an increasing emphasis on recruiting students from different management institutes and universities commerce and management departments by recruiters for positions in sales, accounting, finance, personnel and production. These students are recruited as management trainees and then placed in special company training programmes. They are not recruited for particular positions but for development as future supervisors and executive .Indeed , this source provides a constant flow of new personnel with leadership personalities. Vocational schools and industrial training institutes provides specialized employees, apprentices, and trainees for semiskilled and skilled jobs.

Persons trained in these schools and institutes can be placed on operative and similar jobs with a minimum of in plant training. However ,recruitment of these candidates must be based on realistic and differential standards established through research reducing turnover and enhancing productivity. The enterprise depends to some extent upon casual labouror” applicant at the gate” and mail applicants. The candidates may appear personally at the companys employment office or send their applications for possible vacancies. According to company the quality and quantity of such candidates depend on the image of the company in community. Prompt response to these applicants proves very useful for the company. The company finds that this source is uncertain, and applicants reveal a wide range of abilities necessitating a careful screening.

Despite these limitations, it forms a highly inexpensive source as the candidates themselves come to the gate of the company. It also provides measures for a good public relations and accordingly , the candidates visiting the company must be received cordially. In several trades, they supply skilled labour in sufficient numbers. They also determine the order in which employees are to be recruited in the organization. In industries where they do not take active partin recruitment, they make it a point the employees laid off are given preference in recruitment. All recruitment advertisements are placed centrally by the HRD Department. The advertisement is drafted by HRD Department in consultation with the concerned Department.

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