Student Of Mba(p)
Human Resources Director
Budding Hr - Student
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Recruitment Plan(Summary of recruitment ,selection and recruitment process.
Step Action Required By Whom
1 Assess need for position in accordance with the staff plan. Departmental Head
2 Review or prepare job description and work-related requirements (i.e. selection criteria) to reflect staff planning requirements (including diversity requirements) HR
3 Forward it to Departmental head for his consideration HR
4 Assess the suitability of any redeployees or transferees referred for the position HR and Departmental Head
5 Publicing the vacancy.i.e within Employees Searching on net posting the requirement. HR
6 Shortlisting of Resumes forwarding them to Departmental head for their approval. HR
7 Scheduling Interviews of Applicants whose Cv’s have been shortlisted by Departmental head who has forwarded the requirement HR
8 Establish a selection panel and book dates for short listing and interviewing to keep recruitment cycle as short as possible HR
9 Conduct interviews and other assessment methods Selection Panel
10 Selection panel to agree on one of the applicant & Selection Panel to fill Evaluation form
11 contact all applicants to advice of the outcome and provides feedback HR
12 contacts Selected candidate prior to formal written offer . HR
13 Appropriate approval obtained HR
14 To make Job Offer. HR
15 All documentation pertaining to the recruitment and selection process retained by the Chairperson [Reference 4.20] HR
16 Induction planned and conducted HR and CEO
22nd August 2006 From India, Nasik
Recruitment intermediaries, or agencies, have had a tough time since 2002, but signs are that the market is picking up, and from the second half of 2003, agencies have begun to show increased confidence. Threats such as the growth of e-recruitment, shared services within organisations and pressure on fees are present. Nevertheless, a growing market in recruitment is predicted, and the niche positions that intermediaries occupy that will remain in the foreseeable future.
This report explores the roles of intermediaries and some of the factors that are affecting them, together with the changes in the recruitment market. Several case studies from the employer and the intermediary perspectives are included. The report discusses the implications of changes on the role of intermediaries, and concludes with some issues and questions that will need to be addressed by those intermediaries who want to respond positively to the changing demands of employers and candidates.
Purpose of the research
The purpose of this project was to provide a current ‘snapshot’ of the recruitment market from the perspectives of major employers and particularly recruitment intermediaries (including executive search and selection firms, temporary worker providers and niche suppliers). The report focuses on the role of the intermediaries, but sets that focus in a context of their clients’ situations, which ultimately influence inter-mediaries’ roles.
Who are intermediaries?
Intermediaries include the host of organisations and institutions that stand between companies and employees. They help to broker the employment relationship. Recruitment intermediaries typically operate in one or more of three ways:
1. finding specific skills in specific sectors
2. providing workers of all kinds in a specific locality
3. specialist ‘headhunting’ or search agencies.
Changes in the market
In 2003, statistics from the Recruitment and Employment Confederation (REC) indicated a sharp reduction in the permanent placement market in 2001, an area which had experienced significant and strong growth from 1998 to 2000. REC data for the year ending March 2003 indicated that the permanent staff recruitment market value was in the region of £1.58bn per annum. This represented a 4.8 per cent decrease on the value level in 2002, a drop in revenue that followed periods of year-on-year growth.
The Centre for Economics and Business Research made more positive forcasts in June 2003, stating that the job and recruitment market would stabilise by the latter half of 2003. KeyNote reports (2004) support the view, widely held by the intermediaries themselves, that despite a relatively weak performance of the permanent placement market in early 2003, increases in business volume were experienced from September 2003 onwards. Gradual rises in the market value are expected between 2003 and 2008.
Changes in approach
When recruiting externally, organisations report becoming increasingly focused on employer branding, and on quality of the advertisements placed. Over a quarter of organisations surveyed have increased line managers’ ownership of recruitment procedures, while HR involvement is most commonly seen at the selection stages. The influence of technology and the Internet is clearly growing, with 70 per cent of employers reporting the use of their own websites.
Of particular interest is a significant increase in the utilisation of commercial online jobs advertising which rose from 15 to 40 per cent between 2002 and 2003, though this method is still regarded as providing large numbers of largely unsuitable candidates due to insufficient screening processes, and an inability to accurately match individuals with both the job description and the organisational culture. Clearly, intermediaries might offer a service in this area. Their knowledge of the market, rates of pay and benefits, and access to suitable candidates will help to give them the edge over unstructured Internet approaches.
Some constancy in approach
Recruitment agencies and search and selection services remain the most popular methods of sourcing managerial and professional candidates (75 per cent using this method). Key responsibilities for the HR function remain advertisement placement (77 per cent), making offers (67 per cent) and recruitment-associated administration (91 per cent). There still remains a minimal number of organisations who use external providers for the complete recruitment process.
A perceived, and perhaps real, threat to the role of recruitment intermediaries, comes from the growth of e-recruiting approaches.
E-recruiting, or web-based recruiting, can be described as any recruiting process that a business organisation conducts via web-based tools, such as a firm’s public Internet site or its corporate intranet. E-recruiting reduces costs and is perceived to bring improved efficiency. Because of this, 55 per cent of respondents expected their organisation to reduce its use of other recruitment methods in the future. In spite of the large proportion of in-house and external recruiters who engage in online recruitment methods, there is minimal evidence that the majority use these for senior/ management level positions. The bulk of activity in this area is related to volume position recruitment.
The key limiting factors to e-recruitment most frequently reported were the abilities and motivations of HR departments, senior management attitudes and the candidates’ ability to use the technology themselves. However, the technology is changing rapidly, and with more of the population using the Internet the growth of this method seems inevitable. Nevertheless, the ease by which candidates can send multiple applications has led to massive over-supply of applications, bringing with it an overload of data handling for HR depart-ments.
There is opportunity here for intermediaries to provide an added-value service by handling the candidate-attraction process, providing screening and response management. Hence the use of e-recruitment may be harnessed even more effectively by intermediaries, and, rather than a threat, it could become an opportunity for increased effectiveness.
22nd August 2006 From India, Nasik
There are basically 5 primary steps involved in HR recruitment process:
1. Recruitment Planning: This involves drafting a comprehensive job specification for the vacant position, outlining its major and minor responsibili¬ties; the skills, experience and qualifications needed; grade and level of pay; starting date; whether temporary or permanent; and mention of special conditions, if any, attached to the job to be filled.
2. Strategy Development: This involves devising a suitable strategy for recruiting the candidates in the organization. It considers method to be used for recruitment, geographical area to be considered, sequence of activities to be followed in recruitment.
3. Searching: Attracting job seekers from different sources (Internal/external)
4. Screening: Shortlisting candidate on the basis of eligibility & suitability. The selection process starts from here. Applicants are screened against qualification, knowledge, skill interest etc.
5. Evaluation & control: This involves evaluating the method of recruitment on the basis of cost and effectiveness.
For effective Recruitment planning check top manpower consultancy in Navi Mumbai
Some common challenges faced during HR recruitment:
1. Failure to attract talented candidates
2. Lack of understanding between the recruiters and hiring manager
3. Retaining employees in the workforce for a longer period of time
4. Inability in using data effectively
5. Difficulty in balancing the speed of hire with quality of hire
6. Lack of efficiency during the recruitment process
7. Failure to provide superlative candidate experience
To overcome the challenges take help from the top HR consultancy in Mumbai (https://www.7consultancy.in/)
5th April 2019 From India, Mumbai