final hrm(2)
TRANSCRIPT
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SOURCES OF RECRUITMENTHuman Resource ManagementGROUP 14
TY BMS (A)
Semester : V
Submitted to: Prof. Vijaya Gangal
17th
August
2011
xyz
[Type the company name]
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CERTIFICATE
This is to certify that the students of Third Year of Bachelors of Management studiesDiv. A, comprising Ms.Pallavi Arora, Mr.Rohan Grover, Ms.Nikitha Dsouza,
Ms.Shumaila Ansari, Mr.Aman Dedhia and Mr. Hassan Husseini have successfully
completed the project titled SOURCES OF RECRUITMENT . RELATE WITH A
CASE STUDY OF A COMPANY SHOWING ITS MAIN SOURCES OR RECRUITMENT
, for the Bachelor of Management studies, University of Mumbai, under our
supervision and is the result of their earnest work. The information given by them in
this project is original and true to the best of our knowledge.
Date:
External Examiner
Project Guide
______________
______________
Principal B.M.SCoordinator
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DECLARATION
We, the students of the Second Year of Bachelors of Management Studies of Lala
Lajpatrai College of Commerce & Economics hereby declare that the information
submitted by us, in this hardcopy on The study of relationship of demographic
factors such as Age, Income, Gender and Profession with Brand choice and Brand
switching of mobile phone handset users in Mumbai has been done by us, and is true
and original to the best of our knowledge.
Name Roll No Signature
SHUMAILA ANSARI 9100105 ___________
PALLAVI ARORA 9100107 ___________
NIKITHA DSOUZA 9100122 ___________
AMAN DEDHIA 9100126 ___________
ROHAN GROVER 9100138 ___________
HASSAN HUSSEINI 9100142 ___________
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ACKNOWLEDGEMENTS:
We would like to acknowledge and thank:
Professor Vijaya Gangar, our teacher and guide for his unrelenting
support and his commendable patience throughout the completion of our
internal assessment and giving us this challenging research which has
aided in developing our insight for the subject which initially seemed dry
and difficult.
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RESEARCH PROPOSAL
Research question:
STATE THE VARIOUS SOURCES OF RECRUITMENT AND RELATE WITH ACASE STUDY OF A COMPANY SHOWING ITS MAIN SOURCES OF
RECRUITMENT
Rationale for study:
India being the country with the second largest population in the world it has
unmatched scope for businesses to explore the large and untapped manpower and
potential high quality labor. Thus it is important to know the various sources of
recruitment employed by firms in the largely competitive oligopolistic market of
India.
Theoretical framework:
We plan to use the various tools such extensive secondary research on the various
sources of recruitment and the policies employed by a business in recruiting
manpower. This will then be supplemented by a case study showing the various
sources of recruitment used by a firm in India.
Key Areas of the syllabus:
RECRUTIMENT
SOURCES OF RECRUITMENT
INTERNAL RECRUITMENT POLICIES EXTERNAL RECRUITMENT POLICIES
RECRUITMENT POLICIES
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IntroductionRecruitment is the process of searching the candidates for employment
and stimulating them to apply for jobs in the organisation. It involves a
process of finding and attracting capable applicants for employment.
Recruitment is understood as the process of searching for and obtaining
applicants for the jobs, from among whom the right people can be
selected.
Recruitment means to estimate the available vacancies and to makesuitable arrangements for their selection and appointment.
A formal definition states, It is the process of finding and attractingcapable applicants for the employment. The process begins when new
recruits are sought and ends when their applicants are submitted. The
result is a pool of applicants from which new employees are selected. In
this, the available vacancies are given wide publicity and suitable
candidates are encouraged to submit applications so as to have a pool of
eligible candidates for scientific selection.
In recruitment, information is collected from interested candidates. For
this different source such as newspaper advertisement, employment
exchanges, internal promotion, etc. are used.
In the recruitment, a pool of eligible and interested candidates is created
for selection of most suitable candidates. Recruitment represents the first
contact that a company makes with potential employees.
Recruitment is the process of searching for
prospective employees and stimulating them to
apply for jobs in the organization.
- EDWIN FLIPPO,
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SOURCES OF RECRUITMENTSources of recruitment are the outlets through which suitable and
interested candidates are available. Every organisation has the option of
choosing the candidates for its recruitment processes from two kinds of
sources. Companies can use any source or both the sources of recruitment
as per need. For all recruitment, a preliminary question of policy
considers the extent to which it will emphasize external and internal
sources. A combination of both the sources is also desirable.
Internal: The sources within the organisation itself to fill a position
are known as the internal sources of recruitment.
External: Recruitment of candidates from all the other outside
sources are known as the external sources of recruitment.
INTERNAL
Promotion from within
Personal referencesNotice board
Newsletters
Memoranda
Retrenched or Retiredemployees
Dependants
Previous ApplicantsEXTERNAL
Campus recruitment
Press
Private agencies and Consultants
Job Centres
Public employment exchanges
Professional Organizations
Data Banks
Casual applicants
Trade unions
Walk In
Mergers and Aquisitione-Recruitment
Outsourcing
Notices
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Internal Sources:
1. Promotion from within:Promoting entry level employees to moreresponsible positions is one of the best ways to fill job vacancies andimportant reason why company should have a human resource planning
system. An organization that has human resource planning system uses
succession plans and replacement charts to identify and prepare
individuals for upper level positions. Skills inventories are useful inidentifying individuals who have the potential for advancement, and
individuals desire to be promoted can be assessed in the performance
appraisal review. A promotion from within policy is intrinsic to careerdevelopment and human resource planning. A promotion from within
policy can stimulate great motivation among employee, and this
motivation is often accompanied by a general improvement in theemployee morale.
2. Personal References: The existing employees will probably knowtheir friends or relatives or colleagues who could successfully fill the
vacancy. Approaching them may be highly efficient method of recruitment
but will almost certainly offend other workers who would have wished tohave been considered for the job. To keep employees satisfied make surethat potentially suitable employees are informed of the vacancy so that
they can apply. Also anyone else who is likely to be interested is told
about it as well so that they can apply for the job.
3. Notice Boards:This is the convenient and simple method of passing onimportant messages to the existing staff. A job advertisement pinned to a
notice board will probably be seen and read by a sufficient number of
appropriate employees at little or no cost. However many of the staff willprobably not learn of the vacancy in this way either because the notice
board poorly located or is full of out dated notices that they dont bother tolook at it, as they assume there is nothing new to find out. A notice board
must be ensured that it is well sited. Wherever it is been placed it shouldbe certain that it is seen by everyone. It means there must be equal
opportunity to see to it and this happens when they know that just
important topical notices are on display. Attention must be paid to thedesign and contents of the notice if it is to catch the eye and make the
employee read on and then want to apply for the job.
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4. Newsletters:Many companies regularly produce in-house newsletters,magazines or journals for their staff to read. It is hoped that latestcompany news sheet is read avidly by all staff thus ensuring that everyone
is aware of the job opportunity advertised in it. Unfortunately this is notalways so, because it is sometimes not circulated widely enough and
employees may find it boring and choose not to read it. Newsletter can be
utilized as the source of recruitment if it is convinced that everybody will
see a copy.
5. Memoranda: Possibly the best way of circulating news of the jobvacancy is to send memoranda to department managers to read out to theteams or to write all employees perhaps enclosing memoranda in wage
packets if appropriate. However it can be a time consuming process tocontact staff individually, especially if there is a large work force. It
should also be kept in mind as to in which way the memorandum is
phrased out so that the job appeals to likely applicants.
6. Retrenched or Retired Employees: Employees retrenched due tolack 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 postponesome interpersonal conflicts for promotion.
7. Dependents of Deceased, Disabled, retired and presentemployment: Some organizations function with a view to developing
the commitment and loyalty of not only the employee but also the family
members.
8. Previous applicant:This is considered as internal source in the sensethat applications from the potential candidates are already lying with
organization. Sometimes the organization contacts though mail or
messengers these applicants to fill up the vacancies particularly for
unskilled or semiskilled jobs.
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EXTERNAL SOURCES:
1. Educational Institutions Or Campus Recruitment: Manyorganizations conduct preliminary search of prospective employees by conducting
interviews at the campuses of various institutes, universities and colleges. This
source is quite useful for selecting people to the posts of management trainees,
technical supervisor, scientist, and technicians. The organizations holdpreliminary interviews on the campus on the predetermined date and candidates
found suitable are called for further interviews at specified. Those companieswhich require a steady intake of young persons for new Youth Training to trainee
management positions ought establish and maintain close contact with colleges
and universities. The advantage of campus recruitment is, it is known that who theaudience to be addressed are. Promotional literature in the form of posters,
broachers, catalogues; press releases and so on can be issued to the audience so
that the companys name remains prominent in their and their students minds all
the time. Of late, some organizations such as HLL, HCL, L&T, Citibank,
Cadbury ANZ Grind lays, etc., in India have started visiting educational
and training institute/ campuses for recruitment purposes. Many Institutes
have regular placement cells / offices to serve liaison between the employer andthe students. Tezpur Central University has one Deputy Director (Training
and Placement) for purpose of campus recruitment and placement.
2. The Press: Advertising for the new staff through the press has provedsuccessful for many companies. Choose between local newspapers, national
newspapers and the magazines. All will put in touch with different audience.
Local newspapers, read by a large cross-section of the immediate population, maybe most suitable if there is sufficient talent in the area. National newspapers, with
their mass circulations and differing attitudes to news coverage appealing to
various tastes, could be better when looking out to fill the senior position. TradeMagazines often under estimated as useful source of recruitment might be worth
considering if looking out to recruit someone for a specialized job which possibly
requires previous experience of the particular industry. Naturally there are some
drawbacks to newspaper advertising. It is expensive in relation to other, oftenequally good source such as job and careers centers, which advertise free. Other
drawbacks of newspaper advertising include a high level of wastage (the vast
majority of readers will not be job hunting) and a short life span. The daily orevening newspaper is invariably discarded at the end of the day. A short series of
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advertisement incurring extra expenses may sometimes be required and
multiplying one advert by three or four starts to make this source prohibitivelycostly. Trade magazines could be a better way of recruiting staff depending upon
the circumstances.
3. Employment exchanges:The national commission labor (1969) observed inits report that in the pre-independence era, the main source of labor war ruralareas surrounding the industries. Immediately after independence, national
employment services were established to bring employer and job seeker together.
In response to it, the compulsory notification of vacancies act of 1959
(Commonly called employment exchange act) was instituted which becomeoperative in 1960.the main functions of these employment exchanges with the
branches in most cities are registration of job seeker and tier placement in the
notified vacancies. It is obligatory for employer to inform about the outcome of
selection within 15 days to the employment exchange. Employment exchange isparticularly useful in recruiting blue-collar, white- collar and technical workers.
4. Private Agencies and Consultants: There are various types of privateorganization that can help to find the right person for a particular job.
Employment agencies exist in many town and cities. Some handle all generalvacancies from junior unto supervisory level while others specialize in various
occupations such as accountancy, clerical or computer personnel and marketing or
sales. Since they maintain a register of job seekers, they initially attempt to findapplicants from this list. A short list will be drawn up by reading through
applications and conducting interviews on client organizations behalf. Although
fees vary, it isexpected to pay around 10 to 15% of the annual salary offered if a
suitable person is found for the job. This will be partly refundable if he leaveswithin a certain period of time. For temporary staff, it is normally charged on
hourly, daily or weekly rate by the agency. They will then pay the employee.
Recruitment agencies are similar to employment agencies in the services that theyoffer. The main difference is that recruitment agencies tend to operate at a higher
level, concentrating on technical, managerial and executive appointment.
Accordingly, increased time, effort and expertise are needed to compile a qualityshort list. This will be reflected in the fees charged, often between 18 and 22% of
the annual salary of the staff recruited. Again a proportion of this may be
refundable if the employees proves to be unsatisfactory and subsequently departs.
Search consultants, also known as Headhunters, specialize in finding candidatesfor senior positions. They normally head hunt people currently at work in similar
posts, possibly at rival companies. Discrete approaches, by telephone, are made
direct to the persons involved. Such a process is time consuming and requires
considerable tact and diplomacy if it is to be successful. Charges may be in excessof 30% of the annual salary. Before opting for this source attention must be paid
about those agencies who brashly promise to give a lengthy list of candidates very
quickly. It may sound impressive but suggests that they are simply pulling namesfrom a register perhaps of dubious quality and are not actively searching for and
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screening applicants properly. A good shortlist will take time to compile. It must
be ensured that the agency with which the organizations contracting must follow agood refund system in case the new recruit resigns or needs to be dismissed
shortly after joining. Also a free replacement warranty up to six months must be
provided by the recruiting agency.
5. Public Employment Exchanges : The Government set up PublicEmployment 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 andprivate sector enterprises in India to fill certain types of vacancies through public
employment exchanges. There are employment exchanges run by the government
almost in all districts. The employment seekers get themselves registered with
these agencies. Normally, such exchanges provide candidates for lower positionlike semi-skilled and skilled workers, and lower-level operations like clerks,
junior supervisors, etc
6. Professional Organizations : Professional organizations or associationsmaintain complete bio-data of their members and provide the same to various
organizations on requisition. They act as an exchange between their members andrecruiting firm.
7. Data Banks: The management can collect the bio-data of the candidates fromdifferent sources like Employment Exchange, Educational Training Institutes,
candidates etc and feed them in the computer. It will become another source andthe co can get the particulars as and when required.
8. Casual Applicants: Depending on the image of the organization its promptresponse participation of the organization in the local activities, level of
unemployment, candidates apply casually for jobs through mail or handover theapplication in the Personnel dept. This would be a suitable source for temporary
and lower level jobs.
9. Trade Unions: Generally unemployed or underemployed persons oremployees 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.
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10.Walk In:The busy organization and rapid changing companies do not find timeto 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.
11.Mergers and Acquisitions : Business alliances like acquisitions, mergersand take over help in getting human resources. In addition the companies do also
alliances in sharing their human resource on adhoc basis.
12.E_recruitment: The technological revolution in telecommunications helpedthe organizations to use internet as a source of recruitment. Organizationsadvertise the job vacancies through the world wide wed (www). The job seekers
send their applications through e-mail using the internet. Many organizations
conduct preliminary search of prospective employees through the internet service.There are many job portals available on internet like Naukri.com, Monster.com
etc. Candidates register their cvs on the different job portals which are searched
by the recruiters who are looking for the candidates. The candidates whose
profiles match with the recruiters requirement are contacted through email or bytelephone for further interview process. Using the Internet is faster and cheaper
than many traditional methods of recruiting.
13.Outsourcing: Some organizations recently started developing human resourcepool by employing the candidates for them. These organizations do not utilize the
human resources; instead they supply HRs to various companies based on theirneeds on temporary or ad-hoc basis.
14.Notices: Displaying notices in and around business premises is a simple andoften overlooked method of advertising a job vacancy. They should be seen by alarge number of passerby, some actively looking for work. It can also be
inexpensive with a notice varying from a carefully hand written post card up to a
professionally produced poster. Pay attention to the appearance and contents of
the notice if it is intended that it is applied by the right people.
15.Job Centers : Most large towns have a job center which offers employers afree recruitment service, trying to match their vacancies to job seekers. Staff will
note information about a post and the types of person sought and then advertise
the vacancy on notice boards within their premises. Job center employees canfurther help if requested to do so by issuing and assessing application forms and
thus weeding out those applicants who are obviously unsuitable for the position.
Short listed candidates are then sent out for the employer to interview on his
business premises.
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16. Job fairs: The concept of a job fair is to bring those interested in finding a jobinto those companies who are searching for applicants.16 Job fairs are open fora
at which employers can exhibit the best their companies have to offer so that job
seekers can make informed choices. They are considered one of the most effective
ways for job seekers to land jobs. At the job fair, employers have a large pool ofcandidates on which to draw, while job seekers have the opportunity to shop
around for dozenssometimes hundredsof employers, all in one place.Notwithstanding the fact that the atmosphere at the fair is more relaxed than at an
interview, employers are still on the look out for qualified, potential employees
who have interest, dedication and initiative.
17.Deputation: Another source of recruitment is deputation I.e., sending anemployees to another organization for the short duration of two to three
years. This method of recruitment is practice in a pretty manner, in the
Government department and public sector organization does not have toincurred the initial cast of induction and training. However, thedisadvantages of this of deputation is that deputation period of two/three
year is not enough for the deputed employee to provide employee to provehis/her mettle, on the one hand, and develop commitment with organization
to become part of it, on the other.
18.Word-of-mouth: Some organizations in India also practice the word-of-mouth method of recruitment. In this method , the word is passed aroundthe vacancies or opening in the organization. Another from of word-of-mouth
method of employee-pinching i.e., the employee working
In another organization is offered by the rival organization. This method is
economic, in terms of both time and money. Some of the organization maintain
a file applications and sent a bio-data by a job seeker. These serve as a veryhandy as when there is vacancy in the organization. The advantage of this method
is no cost involved in recruitment. However, the disadvantages of this method
of recruitment are non- availability of the candidates when needed choice of
candidates is restricted to a too small number.
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EVALUATION OF INTERNAL SOURCES:Let us, evaluate the internal source of recruitment. Obviously, it can be done in
terms of its advantage and disadvantage the same are spelled out as follows:
ADVANTAGES:
The advantages of the internal source of recruitment include the following:
Familiarity with own employees: The organization has more knowledgeand familiarity with the strengths and weaknesses of its own employees than ofstrange on unknown outsiders.
Better use of the talent: The policy of internal recruitment also provides anopportunity to the organization to make a better use of talents internally available
and to develop them further and further.
Economical recruitment: In case of internal recruitment, the organizationdoes not need to spend much money, time and effort to locate and attract thepotential candidates. Thus, internal recruitment proves to be economical, or say,
inexpensive.
Improves morale: This method makes employees sure that they would bepreferred over the outsiders as and when they filled up in the organization
vacancies.
A motivator: The promotion through internal recruitment serves as a source ofmotivation for the employees to improve their carrier and income. The employees
feel that organization feel that organization is a place where they can build up
their life-long career. Besides, internal recruitment also serves as a means of
attracting and retaining employees in the organization.
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DISADVANTAGES:
The main drawback associated with the internal recruitment is as follows:
Limited choice: Internal recruitment limits its choice to the talents availablewithin the organization. Thus, it denies the tapping of talents available in the vast
labor market outside the organization. Moreover, internal recruitment serves as a
means for inbreeding, which is never healthy for the future organizations.
Discourage competition: In this system, the internal candidates are protected
from competition by not giving opportunity to otherwise competent candidates from
outside the organization. This in turn, develops a tendency among the employees to
take the promotion without showing extra performance.
Stagnation of skills: With the feeling that internal candidates will surely getpromoted, their skill in the long run may become stagnant or obsolete. If so,
productivity and sufficiency of the organization, in turn, decreases.
Creates conflicts: Conflicts and controversies surface among the internalcandidates, whether or not they deserve promotion.
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EVALUATION OF EXTERNAL SOURCES:
Like the internal source of recruitment, external sources are mixed of advantages and
disadvantages
ADVANTAGES
Open process: Being a more open process, it is likely to attract a large number ofapplicants/application. The, in turn, widens it option of selection.
Availability of Talented Candidates: With the large pool of applicants, itbecomes possible for organization to have talented candidates from the outside. Thus, it
introduces new blood in the organization.
Opportunity to Select the Best Candidate: With the large pool of applicants,selection process becomes competitive. This increases prospects for selection the best
candidates.
Provides healthy competition: As the external members are supposed to be moretrained and efficient. With such a background, they work with the positive attitude and
greater vigor. This helps create healthy competition and conductive work environment in
the organization.
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DISADVANTAGES:
However, the external sources of recruitment suffer from certain disadvantages too, these are:
Expensive and time consuming: This method of recruitment is both expensive andtime consuming. There is no guarantee that organization will get good and suitable
candidates.
Unfamiliarity with the Organization: As candidates some outside the
organization, they are not familiar with tasks, job nature and the international
scenario of the organization.
Discourage the Existing Employee: Existing employees are not sure to getpromotion. This discourages them to do the hard work. This, in turn, boils down to
decreasing productivity of the organization.
Advantages and Disadvantages Of Internal VS External Recruiting Resources
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Case Study : Tata Teleservices Ltd. (TATA
DOCOMO)
Company profile
Tata Teleservices Limited spearheads the Tata Group's presence in the
telecom sector. Incorporated in 1996, Tata Teleservices Limited is the
pioneer of the CDMA 1x technology platform in India. It launched
mobile operations in January 2005 under the brand Tata Indicom and
today enjoys a pan-India presence through existing operations in all of
India's 22 telecom Circles. The company is also the market leader in thefixed wireless telephony market with its brand Walky. The company has
recently introduced the brand Photon to provide a variety of options for
wireless mobile broadband access.
Tata Teleservices Limited (TTSL) now also has a presence in the GSM
space, through its joint venture with NTT DOCOMO of Japan, and
offers differentiated products and services under the TATA DOCOMO
brand name. TATA DOCOMO arises out of the Tata Group's strategic
alliance with Japanese telecom major NTT DOCOMO in November
2008. Tata Teleservices has received a pan-India license to operate GSM
telecom services, under the brand TATA DOCOMO and has also been
allotted spectrum in 18 telecom Circles. TTSL and has already rolled out
its services in various circles.
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DOCOMO is also a global leader in the VAS (Value-Added Services)
space, both in terms of services and handset designs, particularly
integrating services at the platform stage. TATA DOCOMO has also set
up a 'Business and Technology Cooperation Committee, comprising ofsenior personnel from both companies.
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RECRUITMENT POLICYTo actualize the organizational vision of providing Trusted services to 100 million
happy customers by 2011. Acquiring and retaining high quality talent is the key toan oragnizations success. The recruitment strategy of Tata Teleserviceslimited(TTSL) adopted for the same will mirror our corporate image and enhance
its brand value.
The recruitment process is the most visible and dynamic way of projecting an
organizations objectives & image outside.
OBJECTIVE Systematically hire competent human resource inline with HR Strategies
derived from business goals, future growth plans & evolving roles and
responsibilities of employees to keep pace with the changing dynamics of
the organization.
Hire Human resource with values similar to those advocated by theorganization to ensure the right culture fit.
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Adopt a continuous and conscious practice of exploring newer channels forsourcing the best talent in a cost effective manner.
Provide opportunities to employees to apply for vacant positions in thecompany through internal job-postings, with a view to enable career growth
for them.
Implement merit based hiring practices that provides equal opportunity toall.
Hire CRISP talent with requisite competence, skill set, knowledge andattitude to deliver business results today and tomorrow.
RECRUITMENT STRATEGY
While hiring a TTSLite, they look for the following attributes:-
C - Customer Focus
R - Result Orientation
I - Initiative and Speed
S - Self Confidence
P - Passion for achievement
SOURCING STRATEGYThe following sources will be used for identifying the potential Human Resources
for TTSL:Recruitment consultants, Employee Referrals, Job portals, Internal Resume
Database, Direct Recruitment- Walk Ins, News Paper Ads, Campus Recruitment,
Data bank, Voluntary application, Referral from Tata ecosystem, Voluntary
referrals from professional Agencies, NGOs facilitation, etc .
RECRUITMENT SOURCES
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Once the requirement for hiring is justified and manpower requisition is approved,
applications for specific positions are generated through various sources.
Following sources are used for recruitment:
Internal Sources(i) Internal Job Postings/External Job Postings (TATA WORLD)
This method is used for identifying qualified internal candidates. It has the
advantage of redeploying people already acquainted with the companysbusiness processes and culture and hence, job training can be reduced. It provides
opportunity for promotion and employee development. This procedure applies to
all budgeted vacancies as well as vacancies created due to replacement
requirements in levels M4 to M8.
(ii) CV databank
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The internal databank of CVs is an important source of profiles, specifically with
regard to local candidates. After the applications are received, they are screened
and short-listed for further processing.
(iii) Employee Referral Scheme Bring buddyEmployee referral is an efficient and cost effective way of attracting qualified
candidates. Employees not only get the referral fee but also they play a role in
shaping the companys future. Any employee who wants to refer an individual canforward to the HR function either through email or by submitting a hard copy.
(iv) Off- roll employeesHiring an outsourced employee simplifies the induction process as the employee is
acquainted with the job complexities and the organization culture. The term off
role employees refers to the employees working on the rolls of an agencyproviding results and services to TTSL. These employees are on the payroll of an
external agency.
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Appointment on TTSL rolls
suitability of the outsourced employee as an
applicant.
Criteriaons are for entry level positions only (M8M7)
with an agency providing services to TTSL.
External sources(i) Recruitment through Consultants
Recruitment consultants are used to assist in the hiring of qualified candidates.
They help in identifying job seekers and are a good and efficient source for
obtaining prescreened candidates. TTSL employs Recruitment Consultants on acontingency basis implying that they are paid a fee only when a position is closed
through them.
Selection of RCsThe list of consultants along with the applicable terms and conditions is finalized
by Corporate HR at the beginning of each year. Each RC is required to sign a
contract with Corporate HR before commencing work with TTSL.
Evaluation of RCsThe list of consultants is revised only at the beginning of each financial year, on
the basis of relative performance of the consultants.
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(ii) AdvertisementsPlacing advertisements in the newspaper is a method of recruiting external
applicants, to be used in specific cases such as walk ins, special positions etc.
Since potential candidates are first introduced to the company through
advertisements, this helps in building a positive image. Either TTSL or the vendorcan release an advertisement for vacancies.
When TTSL releases the advertisementThis source is used for hiring for M5 & above levels. For this an advertisement
copy should be prepared jointly and been approved by both the hiring function and
HR. All advertisements to be approved and ratified by Corporate HR & Corporate
MARCOM prior to release.
The advertisement should:a. Meet the criteria set by the company for release in the print media.
b. Be brief, precise and consistent with job specifications and the selection criteria.
It must specify the e-mail address/fax number/address where applicants can send
their CVs.
c. Attract the interest of potential and suitable applicants.
d. Have the following details:
Summary of TTSLs businessLevel/Title and location of position
Position code for each job
Job specifications in terms of skills,experience and qualifications required
Closing date of applications
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(iii) Job PortalsLeading job portals like Naukri, Times job, Monster etc. Should be used to get
CVs for closing positions at the level of M2 to M8. corp TA will maintain anannual matrix of usage of these portals by circle & will also circulate usage on a
quarterly basis.
(iv) TTSL WebsiteOpen positions up to M2 level should be put on the TTSL website for seeking
profile from interested applicants from external world.
All open positions which are to be put on TTSL website will be done so on
approval of CorporateTA head.
ConclusionIn all Public Service jurisdictions, new approaches to recruitment are being used.
In many territories, the strategies are manual but, as automated methods become
more pervasive, those mechanisms that support its use will assume greater
popularity. Whatever the strategies selected for use, the objective is to recruit the
most qualified, committed individuals into the organizations and ensure that the
provision of government services to the public is timely and effective, that the
goods are of consistent high quality and that the organisations achieve the
objectives for which they have been established.
Recommendations TTSL could adopt campus recruitment extensively. College recruitingsending an
employers representatives to college campuses to prescreen applicants and create an
applicant pool from that colleges graduating class is an important source ofmanagement trainees, promotable [entry-level] candidates, and professional and technical
employees.
To get the best out of this hiring strategy, the organisation and its career opportunitiesmust be made to stand out.
Human resource professionals should aware that few college students and potentialgraduates know where their careers will take them over the next fifteen to twenty years.
The organization that will succeed, then, is one can show how the work it offers meets
students needs for skill enhancement, rewarding opportunities, personal satisfaction,flexibility and compensation.
College recruitment offers an opportunity for recruiters to select the potential employeeswith the personal, technical and professional competencies they require in their
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organisation. The personal competencies identified may include, inter alia, a positive
work ethic, strong interpersonal skills, leadership capacity and an ability to function well
in a work team. The opportunity to discuss a students current strengths and potentialfuture value to an organisation cannot be replicated in any other setting.
Two major advantages of this strategy are the cost (which is higher than word-of-mouth
recruiting but lower than advertising in the media or using an employment agency), andthe convenience (since many candidates can be interviewed in a short time in the same
location with space and administrative support provided by the college itself). TTSL must be in constant touch with the consultants through out the recruitment process
to ensure that the agency is following the instructions and doing its job well.
They must also make sure to maintain equality of opportunity and avoiding unlawfuldiscrimination against applicants of a particular sex, marital status or any racial group.All applicants should be judged solely on their ability to do the job.
They must make sure that a good refund system with the agencies is made, in case thenew recruit resigns or needs to be dismissed shortly after joining. Also a free replacement
warranty up to six months must be provided by the recruiting agency.
When employing an agency or consultant, make sure that they know exactly what theyare expected to do. A clear job description and employee specification, must be providedso that they could screen by referring to the employee specification and so on. Full up todate information about the job and person required. Supply all details and all instructions
in writing to avoid subsequent misunderstandings and disagreements.
They must participate in job fairs and apply with job centers. They could also make use of more inexpensive internal sources like internal newsletters,
notices, magazines, memorandas,etc.
BIBLIOGRAPHYBooks:
Human resource management, Eleventh Edition GaryDessler, Biju Varkkey.
Essentials of HR Management and Industrial Relations,Fourth Edition Subba Rao
Websites:
www.google.com www.wekipedia.org www.tata.com
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www.tatadocomo.com www.humanresources.about.comwww.citehr.com
http://www.citehr.com/http://www.citehr.com/