HUMAN RESOURCE RECRUITMENT PROCESS

SAYALI SUYOG MHATRE

HPGD/OC19/0907

SPECIALIZATION: HUMAN RESOURCES

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 ACKNOWLEDGEMENT

I would like to put my thanks towards human resources manage e-book and google chrome who
guided me about the Sources for recruitment in global scenario - brief study helped me in
showing how the recruitment process happen by different sources. I got the opportunity and
guidance to learn about this topic.

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 INDEX

Sr. No. Contents

1 Introduction to recruitment

2 Sources of recruitment

3 Global & recruitment resources

4 Covid-19 changed the face of recruitment overnight

5 Conclusion

INTRODUCTION TO RECRUITMENT
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In context of human resource management, the term recruitment is the process of finding and
selecting the candidate who is well suitable for a job opening in a timely and cost-effective
manner. Basically, it is the process of hiring a candidate which is most suitable for a particular
job. Every organization has the option of choosing the candidates for its recruitment processes
from two kinds of sources: internal and external sources. The sources within the organization
itself to fill a position are known as the internal sources of recruitment. Recruitment candidates
from all the other sources are known as the external sources of recruitment.

People are integral part of any organization today. No organization can run without its human
resources. In today’s highly complex and competitive situation, choice of right person at the right
place has far reaching implications for an organization’s functioning. Employee well selected
and well placed would not only contribute to the efficient running of the organization but offer
significant potential for future replacement.  Recruitment comes at this point of time in the
picture. Recruitment is a strategic function for HR department.

Recruitment means to estimate the available vacancies and to make suitable arrangements for
their selection and appointment.

Recruitment is understood as the process of searching for and obtaining applicants for the jobs,
from among whom the right people can be selected. A formal definition states, “It is the process

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of finding and attracting capable 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 use.

The different Sourcing methods that are followed by the HR makes the organization to stay over
a long period. Since more HR consultants are performing well to make their organization best in
the field they follow certain Sourcing methods. The need for the study is to find out which
method provides us the better results in order to achieve their objectives. Against this
background, an attempt is made to undertake the comparative study on the effectiveness of
search methods, which followed in HR consulting firm for Global Recruitment. This study is
useful in order to know their time require to process a profile in different methods, quality of
profiles obtained in each methods, quantity of profiles, creativity to obtain profiles. This study
also enhances that the maintenance of profiles is important only then they can able to complete
their process once they receive an offer and also for specific skill we can able to source profile
out of them.

Definitions of Recruitment by Different Authors

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 According to Yoder “ Recruitment is a process to discover the sources of manpower to meet
the requirements of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient working
force.”

 According to Edwin Filippo, “Recruitment is the process of searching for prospective

employees and stimulating them to apply for jobs in the organization.”

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 Internal sources

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. 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 organization. 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. Internal sources refer to recruiting employees
from within the organization. In deciding requirement of employees, initial consideration should
be given 93 SOURCES OF RECRUITMENT to a company's current employees, which is
concerned with internal recruitment. They include those who are already available on the payroll
of the company. This is important source of recruitment as it provides opportunities for better
development and utilization of existing human resources in the organization. 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.

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Some primary
internal sources of
Recruitment are:

Transfer: 

Transfer means shifting an employee from one job to another, typically of similar nature, without
any change in his rank and responsibility. The purpose of an employee transfer is to enable him
to get well-versed with the broad-based view of the organization which is essential for the
promotions in future. Transfer involves shifting of persons from present jobs to other similar
jobs. These do not involve any change in rank, responsibility or prestige. The numbers of persons
do not increase with transfers. Promotion involves shifting of an employee to a higher position
carrying higher responsibilities, higher status, and more pay.

Promotion:

Promotion involves shifting of an employee to a higher position carrying higher responsibilities,

higher status, and more pay. This promotion may be based upon both the seniority and merit.
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Further, it is a vertical shifting of employees or the upward movement of the employees. The
promotion may be temporary or permanent in the organization. The promotion without the
increase in salary is called dry promotion.

Seniority vs. Merit:

There is always a conflict between the two options that, if the promotion should be based on
merit or seniority.

Merits of Promotion Based on Seniority:

 It is the simple and easy method of promotion of employees.

 This method of promotion creates the discipline and respect for the senior personnel in the
organization.

 As the promotions are acceptable to all, this method creates the peace in the organization.

 Right of senior persons for promotion is recognized in this system.

 The employees become aware of the future prospects of their job.

 The existing manpower can be used to an optimum level by giving them training and
preparing them for higher jobs.

 It is the cheapest system of recruitment.

Merits of Promotion Based on Merit:

 The competence, knowledge and initiative of employees are recognized and rewarded.

 Employees feel that their performance will be rewarded which leads to improvement in their
performance.

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  Competent and efficient personnel are retained in the organization.

 It is a logical and scientific system of recruitment.

 Both the methods have their own advantages, so the organization should develop such a
system where a combination of both should be followed.

ADVANTAGES
• The individual already knows a lot about the company culture and expectations. He or she
also already knows a lot about the customers and working environment.
• Depending on how long it has been since the individual left (and how much has changed), he
or she likely still knows a lot about the organization’s systems and procedures. This may
mean it takes less time to get up to speed and to full productivity. This is especially relevant
for jobs with specialized skill sets that require a lot of training.
• You already know a lot about how this individual is likely to perform and what strengths and
weaknesses are in reality. There are fewer risks.
• The entire recruiting process may be significantly cheaper, depending on how you discover
that this individual is interested in returning.
• It may be an opportunity to bring back a star employee who left in the past.
• The individual may be bringing back not only the knowledge set gained from having worked
there in the past but also new experiences and skills that may be beneficial to the
organization.
• Morale may be boosted if current employees see that the organization is willing to bring back
someone who worked there before, as it could show a commitment to the individual. This
can be true even if that individual was fired (rather than quit)—as long as the firing was not
for a reason that gives people pause now.

Disadvantages
• The individual may expect a significant amount of pay to be enticed to return.
• There could be lingering personnel issues (such as disputes or misunderstandings with former
coworkers) that quickly come back to the forefront.
• This individual may be seen as more of a turnover risk since he or she has left in the past,
especially if the reasons for the departure are still problems that have not been addressed.
This may mean this new hire is a short-lived addition to the workforce.

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Internal advertisement:
The labor market which can be tapped by way of job advertisements in newspapers and journals;
employment exchanges; and notifying vacancies to educational, professional, and technical
institutions. Currently, the Internet (online) has become another very potential external source of
recruitment. Recommendations of employee unions may also be included in this category.
Internal Advertisements is a process of posting/advertising jobs within the organization. This job
posting is an open invitation to all the employees inside the organization, where they can apply
for the vacant positions. It provides equal opportunities to all the employees working in the
organization. Hence, the recruitment will be done from within the organization and it saves a lot
of cost.

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Advertising in Newspapers and Journals:

This is noted to be a popular source for recruiting skilled, supervisory and managerial cadre
personnel. Managerial positions are filled up through open advertisement in most of the
companies. Clearly, higher the category of employees, greater is the use of advertising to invite
external candidates for recruitment. Before advertising the job, an analysis of the job is a must.

If the right type of person is not prompted to apply, no amount of interviewing or testing can
ever lead to proper recruitment. Interviewing and assessment of candidates serve to eliminate
unsuitable candidates. These cannot be expected to improve the quality of candidates.

While preparing a job advertisement, one must keep in view the type of candidates who will best
fulfil the job requirements and the features of the work, which will be attractive to persons who
have the required qualifications and experience. The media for advertising have to be chosen in
that light and should differ with the position advertised.
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Certain categories of positions, it may be necessary to indicate the size and nature of the
company and the prospect which goes with the job. The job description must be reflected in the
advertisement. The image of the company as an employer (apart from its product image) directly
influences the quality of the personnel it attracts. While the salary offered is an important factor
for job seekers, it is not necessarily the main consideration. This is particularly so with technical
personnel.

The facilities for research and opportunities to develop their talent and make their mark in a
chosen field are very important to them. This is where the image of the company helps. That is
why some companies mention in the advertisement the company’s technical achievements and
plans for development, as well as working conditions and facilities available.
Advantages
• It’s cheaper and quicker than external advertising

•  The role can be widely shared on the internal intranet or notice boards

•  The application and job description can be emailed to all members of staff

•  The position can be shared without impacting on the advertising budget

•  The advert can have a shorter deadline than external adverts with applications being made,
which may be useful when there's been a shock exit from the company or a quick recruitment
is needed to ensure stability and productivity

• Those who apply for the role are already familiar to managers, which makes the recruitment
process slightly easier

•  The applicant’s strengths, weaknesses, skills and training needs should all be on their current
record

•  It’s unlikely that there will be any unwelcome surprises or personality clashes if you’re
internally recruiting

Disadvantages
• The pool of people the role is aimed at is smaller than if it was advertised externally

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 •  You may be missing out on the best person for the job if they’re not already employed by
you

•  The opportunity to introduce some new skills, ideas or personalities into the business will
also be missed

Recruiting Former Employees:

Recruiting former employees is a process of internal sources of recruitment, wherein the

employees are called back depending upon the requirement of the position. This process is cost-
effective and saves plenty of time. The other major benefit of recruiting former employees is that
they are very well versed with the roles and responsibilities of the job and the organization needs
to spend less on their training and development.

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Employee Referrals:

Employee referrals is an effective way of sourcing the right candidates at a low cost. It is the
process of hiring new resources through the references of employees, who are currently working
with the organization. In this process, the present employees can refer their friends and relatives
for filling up the vacant positions.

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Organizations encourage employee referrals, because it is cost effective and saves time as
compared to hiring candidates from external sources. Most organizations, in order to motivate
their employees, go ahead and reward them with a referral bonus for a successful hire. It refers to
recruiting new people based on the reference of current employee. Under this method, a
candidate is appointed on the recommendation of some currently working employees. Usually,
this is nomination by supervisors. It is effective generally particularly to find critically skilled
candidate for an organization. It has been a major source of new hires at many levels including
professionals. It can be a good method of internal recruitment when employees recommend a
successful candidate. However, it may be 94 SOURCES OF RECRUITMENT influenced by the
tendency of developing good prospects for their families and friends in the organization.
Advantages
• 1. You can vouch for high-quality candidates:
• Through referral programs that work you can create a pool of candidates who are best suited
for the job. The quality of the candidate is always high when you are seeking candidates
through employee referrals.
• One of the reasons behind this is that the initial screening is already done by the current
employee and as his reputation will be at stake, therefore, he will only be selecting the
candidates who will be able to deliver.
• If the employee keeps on referring to poor quality candidates, then it shows that he or she
doesn’t have much of judicial power. It might also affect his career as well, so he would
definitely avoid referring to someone who is not fit for the job.
• 2. The monetary bonus is a crowd puller:
• The monetary bonus that the company offers is a great way of encouraging the employee
referral method and it also helps the company get the best fit for the vacant position.
• It obviously works as a morale booster and the employees try to refer only the best candidate.
• 3. Best alternatives for recruitment channels:
• If you have outsourced the methods of recruitment because of the complications involved in
it, then you can rely on the employee referral program to simplify the matter.
• The cost will also be reduced in referral recruitment methods. When you are using an
employee referral program, then you will save a huge fortune on advertising, job fairs,
employment agencies, etc.
• Initial screening is done by the employees only, so you can save your valuable time as well.
• 4. Best suited for specialized positions:
• There are some positions that are hard to fill through conventional channels. So, if you have
such a position open, then you can definitely try the employee referral program.
• Employees network a lot with various people in their own profession or otherwise and this is
how they came across some rare talent, which requires an extremely specialized position.
• 5. The employee retention rate is much higher:

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 • The retention rate in the case of employee referral program policy is much higher as
compared to other sources.
• It is mainly due to the reason that the new employee is already familiar with the environment
and it won’t take much time or effort on his behalf to absorb the culture of your company as
he already knows someone from the company.
• 3. Best alternatives for recruitment channels:
• If you have outsourced the methods of recruitment because of the complications involved in
it, then you can rely on the employee referral program to simplify the matter.
• The cost will also be reduced in referral recruitment methods. When you are using an
employee referral program, then you will save a huge fortune on advertising, job fairs,
employment agencies, etc.
• Initial screening is done by the employees only, so you can save your valuable time as well.
• 4. Best suited for specialized positions:
• There are some positions that are hard to fill through conventional channels. So, if you have
such a position open, then you can definitely try the employee referral program.
• Employees network a lot with various people in their own profession or otherwise and this is
how they came across some rare talent, which requires an extremely specialized position.
• 5. The employee retention rate is much higher:
• The retention rate in the case of employee referral program policy is much higher as
compared to other sources.
• It is mainly due to the reason that the new employee is already familiar with the environment
and it won’t take much time or effort on his behalf to absorb the culture of your company as
he already knows someone from the company.

Previous Applicants:

Here, the hiring team checks the profiles of previous applicants from the organizational
recruitment database. These applicants are those who have applied for jobs in the past. These
resources can be easily approached and the response will be positive in most of the cases. It is also
an inexpensive way of filling up the vacant positions. This is considered as internal source in the
sense that applications from the potential candidates are already lying with the organization.
Sometimes, the organizations contact through mail or messenger these applicants to fill up the
vacancies particularly for unskilled or semi- skilled jobs

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Job posting / Re-employment of ex-employees:

It is one of the internal sources of recruitment in which employees can be invited and appointed
to fill vacancies in the concern. In other words, Job posting is an open invitation to all employees
in an organization to apply for the vacant position. There are situations when ex-employees
provide unsolicited applications also. It provides an equal opportunity to all employees currently
working in the organization. Today it has become a very common practice in many organizations
across the world. Under this, vacancy announcement is made through bulletin boards or in lists
available to all employees. Interested employees, then apply for the post being advertised. In this
way, it has become one of the cost-saving techniques of recruitment.

Former Employees:
These include retired employees who are willing to work on a part-time basis, individuals who
left work and are willing to come back for higher compensations. Even retrenched employees are
taken up once again. The advantage here is that the people are already known to the organization
and there is no need to find out their past performance and character. Also, there is no need of an
orientation programmer for them, since they are familiar with the organization.

Dependents of deceased employees:

Usually, banks follow this policy. If an employee dies, his/her spouse or son or daughter is
recruited in their place. This is usually an effective way to fulfill social obligation and create
goodwill.

Recalls:
When management faces a problem, which can be solved only by a manager who has proceeded
on long leave, it may be decided to recall that persons after the problem is solved, his leave may
be extended.

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External Sources:

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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, labor contractors, recommendations.
Everything you need to know about external sources of recruitment. If the existing workforce is
not sufficient to cater to the future demand of the organization or falling short of the required
skill sets or technical know-how, then the management may lookout for personnel from the
external sources. It is a fact that the organizations do not get the required number and quality of
personnel internally all the time. It is, therefore, needed to get them externally i.e. outside the
organization. External sources of recruitment mean the sources outside the organization that
gives the indication of prospective employees / candidates as per requirement of the
organization.

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:

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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:

Employment Exchanges have been set up all over the country in deference to the provision of the
Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959. The Act applies to
all industrial establishments having 25 workers or more each. 97 SOURCES OF
RECRUITMENT the Act requires all the industrial establishments to notify the vacancies before
they are filled. The major functions of the exchanges are to increase the pool of possible
applicants and to do the preliminary screening. Thus,

employment exchanges act as a link between the employers and the prospective employees.
These offices are particularly useful to in recruiting blue-collar, white collar and technical
workers.

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/Campus Recruitments:

Colleges, universities, research laboratories, sports fields and institutes are fertile ground for
recruiters, particularly the institutes. Campus Recruitment is going global with companies like
HLL, Citibank, HCL-HP, ANZ Grind lays, L&T, Motorola and Reliance looking for global
markets. Some companies recruit a given number of candidates from these institutes every year.
Campus recruitment is so much sought after that each college; university department or institute
will have a placement officer to handle recruitment functions. However, it is often an expensive
process, even if recruiting process produces job offers and acceptances eventually. A majority
leave the organization within the first five years of their employment. Yet, it is a major source of
recruitment for prestigious companies.

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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.

Labor Contractors:

These are the specialist people who supply manpower to the Factory or Manufacturing plants.
They are used to recruit casual workers. The names of the workers are not entered in the
company records and, to this extent; difficulties experienced in maintaining permanent workers
are avoided. 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. 98 SOURCES OF RECRUITMENT

Professional or Trade Associations:

Many associations provide placement service to its members. It consists of compiling job
seeker’s lists and providing access to members during regional or national conventions. Also, the
publications of these associations carry classified advertisements from employers interested in
recruiting their members. These are particularly useful for attracting highly educated,
experienced or skilled personnel. Also, the recruiters can zero on in specific job seekers,
especially for hard-to-fill technical posts.

Advertisements:

It is a popular method of seeking recruits, as many recruiters prefer advertisements because of

their wide reach. Want ads describe the job benefits, identify the employer and tell those
interested how to apply. Newspaper is the most common medium but for highly specialized
recruits, advertisements may be placed in professional or business journals. Advertisements must
contain proper information like the job content, working conditions, location of job,
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compensation including fringe benefits, job specifications, growth aspects, etc. The
advertisement has to sell the idea that the company and job are perfect for the candidate.
Recruitment advertisements can also serve as corporate advertisements to build company image.
It also cost-effective.

Walk-ins, Write-ins and Talk-ins:

The most common and least expensive approach for candidates is direct applications, in which
job seekers submit unsolicited application letters or resumes. Direct applications can also provide
a pool of potential employees to meet future needs. From employees’ viewpoint, walk-ins are
preferable as they are free from the hassles associated with other methods of recruitment. While
direct applications are particularly effective in filling entry-level and unskilled vacancies, some
organizations compile pools of potential employees from direct applications for skilled positions.
Write-ins are those who send written enquiries. These job seekers are asked to complete
application forms for further processing. Talk-ins involves the job aspirants meeting the recruiter
(on an appropriate date) for detailed talks. No application is required to be submitted to the
recruiter.

Consultants:

They are in the profession for recruiting and selecting managerial and executive personnel. They
are useful as they have nationwide contacts and lend professionalism to the hiring process. They
also keep prospective employer and employee anonymous. However, the cost can be a deterrent
factor.

Head Hunters:

They are useful in specialized and skilled candidate working in a particular company. An agent is
sent to represent the recruiting company and offer is made to the candidate. This is a useful
source when both the companies involved are in the same field, and the employee is reluctant to
take the offer since he fears, that his company is testing his loyalty. The diagram below shows
the ‘head hunting processes’.
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Radio, Television and Internet:

Radio and television are used to reach certain types of job applicants such as skilled workers.
Radio and television are used but sparingly, and that too, by government departments only.
Companies in the private sector are hesitant to use the media because of high costs and also
because they fear that such advertising will make the companies look desperate and damage their
conservative image. However, there is nothing inherently desperate about using radio and
television. It 100 SOURCES OF RECRUITMENT depends upon what is said and how it is
delivered. Internet is becoming a

popular option for recruitment today. There are specialized sites like naukri.com. Also, websites
of companies have a separate section wherein aspirants can submit their resumes and
applications. This provides a wider reach.

Competitors:

This method is popularly known as “poaching” or “raiding” which involves identifying the right
people in rival companies, offering them better terms and luring them away. For instance, several
executives of HMT left to join Titan Watch Company. There are legal and ethical issues
involved in raiding rival firms for potential candidates. From the legal point of view, an
employee is expected to join a new organization only after obtaining a ‘no objection certificate’
from his/her present employer. Violating this requirement shall bind the employee to pay a few
months’ salary to his/her present employer as a punishment. However, there are many ethical
issues attached to it.

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Mergers and Acquisitions:
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When organizations combine, they have a pool of employees, out of whom some may not be
necessary any longer. As a result, the new organization has, in effect, a pool of qualified job
applicants. As a result, new jobs may be created. Both new and old jobs may be readily staffed
by drawing the best qualified applicants from this employee pool. This method facilitates the
immediate implementation of an organization’s strategic plan.

Advantages of Internal Recruitment

There are many perks to looking to your existing talent first. From money savings to employee
engagement, here are some of the positives you can expect from the internal recruitment process.

1. Reduces Time to Hire:

Compared to external recruitment, which requires you to start a square one with fresh faces that
you know nothing about, you’re already familiar with your internal candidates. This allows you
to skip many of the steps of full life cycle recruiting, including external job postings on job
boards and elsewhere, and the evaluation process.

You also already have access to their pay history, past performance reviews, and background
checks. With fully vetted candidates who are familiar with your company culture, you save time

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and can get your positions filled quickly. And you can do it without much of the training and
onboarding of a brand-new hire.

2. Shortens Onboarding Times:

Unlike an outside hire, you won’t have to spend months explaining how payroll works or setting
employee behavior expectations. Your internal hire already knows the overall company rules and
fits in well with the culture. They’ve made connections, too, so you won’t have to spend extra
time helping them form relationships. Even if the role is brand new to

them, they understand its place in the larger picture of your business, because they know your
business.

3. Saves Money:

What happens when you reduce time to hire and shorten on-boarding times? You save money. In
addition to resources saved on finding and training staff or hiring managers, you cut back on
cash used for things like using outside recruiters, conducting external recruiting, attending job
fairs, and running background checks. If you factor in that many internal employees are up to
speed on their new jobs and producing faster than new hires, that’s an additional value you can
add to your bottom line.

Another great way to recruit talents efficiently is by hosting a LinkedIn Party. The concept is
simple: Invite employees to a gathering of some sort. It can be as simple or elaborate as your
timing, resources, and budget allow. But at a minimum, consider offering drinks and snacks.

During the gathering, each attendee signs onto LinkedIn and contacts friends, acquaintances, and
former coworkers that may be relevant candidates for your open positions.

This party helps spur a concentrated effort of sourcing — and it provides a fun environment for
employees to spend time together. Pro tip: Consider offering a prize to the employee that reaches
out to the most people during the party.

4. Strengthens Employee Engagement:

Do you know what happens when word gets out that a company is looking to hire within?
Employees get excited about the prospect of a future of career growth. When investing in people
becomes part of your brand, good things happen. It creates positivity in the work culture and
sends a

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message to those outside of the company that working for you has long-term benefits.

Employees who know that they will be prioritized over outsiders will trust you. It’s a morale
booster that can improve employee retention and create a loyal workforce.

Disadvantages of Internal Recruitment

While the benefits of this practice shouldn’t be ignored, it’s not a perfect plan. There are some
drawbacks to an internal recruitment strategy that everyone involved with the hiring process,
from Human Resources teams to managers, should know about before they begin.

1. Creates Conflict Amongst Colleagues:

In any situation, it can be difficult to embrace a new boss. But what happens when the new boss
is someone who used to be a peer? Hiring internally can cause hard feelings among co-workers
who can’t adjust to the new shift in roles and responsibilities. Those who applied for the job, but
didn’t get it, can become bitter over time.

You may also have instances where departments are reluctant to give up good team members to
allow them to experience career growth. Interpersonal relationships can be affected when
internal hiring isn’t handled with care. Knowing about these possibilities and preparing for them
are necessary for a smooth transition.

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2. Leaves a Gap in the Existing Workforce:

While internal recruitment is an effective way to fill new roles, it almost always leaves a
vacancy. How do you plan on filling the role that the promoted employee left behind? In the end,
you could use internal recruitment to fill that role, leaving yet another hole. It’s an endless cycle
of shuffling employees that may ultimately end up with you seeking external candidates to stop
the swap.

3. Limits Your Pool of Applicants:

Let’s face it. Your employees, while talented, may not have everything you’re looking for in a
new hire. That means you may need to look outside of your company to find someone with very
specific or technical skill sets. Not only may that, but someone from a different industry be better
suited to bring a fresh perspective to a role as well.

If you do business in a quickly-changing industry, like wellness or tech, there are very real
dangers that your talent could stagnate. Consider how internal hiring could limit your available
options in some scenarios.

4. Results in an Inflexible Culture:

One other danger of only hiring from within is that things may get too comfortable for your
employees. When groups aren’t refreshed with new faces every now and again, cliques can form
and workers may become resistant to change. This type of inflexible culture may bring out the
worst in your workspace, because change can be seen as a threat to how they’ve always done
things. Consider how to implement new ways of doing things, even with the same people doing
the work.

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Advantages of External Sources of Recruitment

The External Sources of Recruitment mean hiring people from outer the organization. Job
openings are knowledgeable to the outside surroundings by using diverse methods such as paper
or TV advertisements, campus recruitment, employment exchanges, walk-in interviews,
organizational websites, job fairs, and job portals, etc.

1. Increased chances:
In this increased chance, the company receives a diversity and number of candidates who owns
knowledge and capability to hold that job. When an organization recruits externally, it opens the
organization up to a bigger pool of applicants, which increases its possibility of finding the
correct individual for the job. This increased chance provides better accessibility of skilled and
qualified employees for the company by using the external recruitment method.

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2. Qualified Personnel:
By using external sources of recruitment, the management can attract qualified and trained
people to apply for vacant jobs in the organization.

3. Being fair:
Since the competition is open and broad there is more chance for candidates where they can
apply for vacant positions in organizations.

When vacancies are advertised widely, a large number of applicants from outside the
organization apply.

4. Fresh Talent:
The present employees may be insufficient or they may not fulfill the specifications of the jobs to
be filled. External recruitment provides a wider choice and brings new blood into the
organization. Bringing in fresh talent from the outside can help inspire the present employees to
generate and attain more in hopes of obtaining the subsequently promotional opportunity.

5. Competitive Spirit:
If a company taps external sources, the existing staff will have to compete with the outsiders. In
the external recruitment procedure, there will be a possibility of facing enhanced competition in
terms of hiring fresh talent. External recruitment provides an opportunity for a fresh attitude on
the business that a company may require to stay competitive.

6. Lesser internal politics:

In the external recruitment procedure, there is a very fewer risk that the candidate might face
internal politics of existing candidates.

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7. Ideas from other industries:
Another smart issue that can be observed from candidates recruited from external recruitment is
that they offer exclusive and new ways which are followed in the opponent or other companies
they worked for.

Disadvantages of External Sources

1. A limited understanding of the company:

When an applicant is selected from an external recruitment procedure, there is a chance that the
candidate might have less chance of understanding the environment of the company.

2. Dissatisfaction among existing staff:

External recruitment may lead to dissatisfaction and frustration among existing employees. They
may feel that their chances of promotion are reduced. When a company considers a new
applicant for the senior position than the existing candidates, then there is a higher chance that
the company existing employees might show some sort of internal dispute among the officials of
the company.

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3. Lengthy process:

Recruitment from external sources takes a long time. The business has to notify the vacancies
and wait for applications to initiate the selection process. The major disadvantages of external
recruitment are that it is time-consuming as the majority of the companies post an advertisement
for their company recruitment constrain.\

4. Costly process:

It is very costly to recruit staff from external sources. A lot of money has to be spent on
advertisement and processing of applications. As most part of the external recruitment procedure
mostly deals with absolute new candidates then the companies need to come up with a pay scale
for that candidate which should value his/her ability and skill.

5. Higher risk:

There is an opportunity that the applicant selected for the post is not worthy of the position
offered and he/she can take advantage of their situation in the company.

6. Invites unsuitable applicants:

External advertising methods are something that happens in large scale through print media and
hence a huge number of applicants who are not fit for the job post are drawn in.

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 Global Recruitment Resources

International or global recruiting is a method of recruiting that, among other of its features, can
be very specialized and niche, e.g., in targeting overseas senior talent, or focused on capitalizing
on lower labor costs in other regions.
Similarly, it can be part of a systematic campaign-for example, the Japanese government-
sponsored initiative to promote "Global Jinzai Management", i.e., global human resource/human
asset management, for the purpose of training, habituating, assigning and recruiting both
domestic and foreign talent to, for and from overseas markets.
One of its drivers is that globalization has created the need for management talent with
knowledge of local markets, local contacts, global networks, and the ability to localize products
and services.
Organizations looking to expand internationally must often source local management talent
without having direct knowledge or experience in the area and will therefore turn to local HR or
global recruiting experts for assistance.

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In competitive fields, sometimes the most qualified candidates are not found within the
geographical confines of one's own country. It is for this reason that global recruitment can be a
crucial part in hiring the best individuals for your business. Advancements in technology allow
for interviews to be conducted via telephone or the Internet just as would be done with domestic
applicants. When using indirect marketing strategies, there are many agencies that specialize in
international recruitment.

Beyond the wider applicant pool, hiring outside of your own country can often be cost-efficient
as the pay rate in other countries is at times substantially less than it is within one's own borders.
This is particularly true with workers that are able to work abroad. By allowing employees to
work from their own location, there is also a decreased need for office space and supplies, which
can be a great method for cost-reduction. Another advantage of international recruiting is found
when evaluating the estimated tax costs of international employees who work in their home
regions.
Global or international recruiting can be part of an organizational globalization strategy, e.g.,
outsourcing or global market expansion, or be merely an isolated instance of having to look
abroad for the right talent to fill a niche, irrespective of whether the candidate will relocate or
work remotely. Even when the candidate relocates, it may be possible for the employer to enjoy
a wage-cost benefit when that new employee has much lower salary expectations than his or her
counterparts that would otherwise be recruited from within the employer's region.
Hiring overseas talent can be delegated to HR experts or onsite associates in the target region or
managed from the employer's base. Delegation to others who know the candidate culture, the
region's job market, local compensation and other expectations there, important cultural
differences and the protocols of cross-cultural or local communication may be the smartest route
in hiring-especially when the host employer has little familiarity or expertise in dealing with
workers there.

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 Globalizing your recruitment strategies

As competition for talent increases, it is increasingly important for international organizations to

build recruitment strategies that are consistent across the globe. One factor driving this shift is
falling unemployment around the world. The U.S., China, Japan, Britain and Canada all
have unemployment rates at or below 6 percent – with the U.S., China and Japan at or below 4
percent. This makes it difficult to find and attract top talent in these economies.
Leaders are concerned about the growing competition for talent. According to PwC’s 21st CEO
Survey, which collects data from leaders around the world, 80 percent of CEOs say they’re
worried about finding talent with necessary skills. Additionally, 54 percent say they plan to
increase the headcount at their organization over the next year and 57 percent believe global
growth will improve over the next year.
To support growth and remain competitive in sourcing and recruiting the best workers,
organizations need to build a comprehensive global recruitment strategy. An overarching global

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recruitment strategy covers recruitment marketing and employer branding, candidate experience
and onboarding around the world.
In this blog post, we will cover the benefits of a global recruitment strategy and the building
blocks employers need to be successful.

Benefits of a Global Recruitment Strategy

IMPROVED QUALITY OF HIRE:

An effective global sourcing strategy enables employers to make a better cultural match and
increases the potential of finding the right candidate with the right skills.

INCREASED DIVERSITY AND GREATER CULTURAL LITERACY:

Employers are able to speak to and attract candidates regardless of country through a consistent
global recruitment strategy. If the recruitment process is optimized for one country or weaker in
different parts of the world, an employer will see the overrepresentation of some candidates and
underrepresentation of others. By deploying a truly global process, employers will be able to
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attract and hire a more diverse slate of candidates. Increased diversity has a host of benefits
including improved productivity and higher levels of employee engagement. Diverse employees
also bring an increase in cultural literacy to an organization.

BETTER ABILITY TO
SOURCE
CANDIDATES WITH
SKILLS OF THE FUTURE :

A global recruitment strategy can

help employer’s source
candidates with the skills of
the future. Automation is
changing the way we work, and
different areas of the globe are
adapting at different paces.
According to PwC, 94 percent of CEOs in China are worried about finding candidates with the
right skills compared to just 51 percent in Canada. With a global recruitment strategy, HR
professionals can adapt candidate personas from around the world to ensure they are sourcing
talent with the necessary skills and identifying new ways to target candidates who fit these
personas.

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 Components of a Global Recruitment Strategy

EMPLOYMENT BRAND :
The first step of implementing a global recruitment strategy is building an employment brand
that is truly global. Many employers, especially those in the B2B space, don’t have a strong
consumer bran without a strong consumer brand, most organizations need to rely on.
Their employer brand to attract talent. There are many ways for an organization to build
its employer brand, including developing employee ambassadors, using social media and
digitizing brand strategy while putting mobile first.
When implementing a global recruitment strategy, organizations need to build an employer
brand that is effective across the world. It is important to work with local employees to ensure
employer branding and recruitment marketing campaigns are culturally appropriate in each
region in which an employer recruits.

To accomplish this effectively, HR should work with marketing, so the strategy is aligned with
and deployed alongside traditional marketing messages.

CANDIDATE EXPERIENCE:

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A strong end-to-end candidate experience is important regardless of where candidates are from.
Candidates around the world want mobile-friendly applications that are fast and easy to fill out,
well-written job descriptions that engage candidates and convince them to apply, positive
interview experiences and consistent communication.

EMPLOYEE REFERRAL PROGRAM :

The process should also include a strong employee referral program for each country as
employee referrals account for nearly a third of all hires, according to SHRM. It is important to
ensure an equivalent referral bonus in each country. The amount should be based on a percentage
of the average income in each location. If referral bonuses are too varied in different countries, it
can make employees in one location feel less valued.

CONSISTENT ONBOARDING PROCESS:

The onboarding process should also be as consistent as possible in each location. According to
SHRM, 69 percent of employees are more likely to stay with a company for three years if they
experience great onboarding. While some countries have exceptions, like requiring a new hire to
come into the office for a signature before the start date, but

otherwise the process should be as consistent as possible. At People Scout, we standardize,

document and create global job contract repositories to make our clients’ onboarding processes
more efficient and compliant.

STANDARDIZED TECHNOLOGY:

When building a global recruitment strategy, it is important to standardize technology as much as

possible across the globe. While there are exceptions, like Russia where, by law, you need to
have an ATS on the ground in the country, you should use the same technology systems
wherever possible.

A centralized technology system for all global locations gives you better data and a better view

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of your entire workforce. This gives you the ability to better spot trends and make strategic
decisions.

GLOBAL LABOR MARKET DATA ANALYSIS :

If the talent market starts to tighten in one part of the world, you can easily see how your
workforce compares throughout the region and other areas of the world. That insight can be used
to make high-level business decisions. For example, a People Scout client was looking to hire
Norwegian speakers in a central European country. After analyzing the market data, People
Scout provided recommendations for better locations outside of Norway where the client could
find more candidates who met their requirements.

Finding a Global RPO Partner:

A global RPO provider can be a valuable partner in developing a global recruitment strategy
because you benefit from the wealth of knowledge and experience they gain through working in
different industries around the world. As you look for a partner, it’s important to ensure that they
have experience in the parts of the world where you’re looking to hire candidates.

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Your partner should help you navigate the compliance and cultural issues that accompany any
global sourcing program. While some local labor laws deal with issues that happen after the
hiring process, remember that they can have implications during the hiring process too. An RPO
provider can help prepare you for many of the challenges before you post a job or extend an
offer. Additionally, a partner with years of experience can help you anticipate any
communication and training issues so that you can tackle the issues head-on.
If you are considering building a global recruitment strategy, read more about our global RPO
solutions.

How COVID-19 Changed the Face of Recruitment Overnight

Introduction:

In the midst of coronavirus, the world is facing uncertainty in all industries, and recruiting is no
different. How has this global health crisis changed hiring, and how will talent acquisition
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recover when this is all over? Here’s how COVID-19 changed recruiting overnight As COVID-
19 continues to sweep the nation and the world, businesses are looking for ways to stay
productive in the face of unprecedented challenges. Managing staff procedures, increasing or
decreasing headcount, and maintaining workloads has become a remote process for many
businesses as they look to protect their workers, their customers and the public.

The pandemic has shifted a major sector of the workforce in ways we hadn’t anticipated. For
organizations that are able, CDC-recommended social distancing measures have made remote
work the new norm. Staff members are transforming living rooms into workspaces, often
simultaneously managing children and personal obligations. Businesses are facing difficult
decisions about how to adapt and survive this seismic shift, and hiring practices have changed
overnight.

Recruiting trends in the wake of COVID-19

Trending Up:

While some industries are being decimated by the coronavirus pandemic, like brick and mortar
retailers, others are ramping up hiring to meet demand. Healthcare providers may be
the largest sectors looking to increase staffing levels as systems prepare for worst-case scenarios
already being seen or anticipated. 

And as Americans turn to online shopping to reduce virus exposure, delivery drivers,
warehousing and distribution are also hiring at scale.

Essential retailers who remain open during the pandemic, like big box stores, grocers,
pharmacies and chains are hiring at scale to meet demand. In addition to maintaining staffing
levels, many are rapidly increasing headcount to allow for more downtime or flexible schedules
for staff members. 

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Trending Down:

The travel, restaurant and hospitality industries are among the most hard-hit by the
virus. From international hotel and restaurant chains, to airlines and the local family-run
restaurant, the pandemic is forcing layoffs around the world.

Some restaurants are learning to pivot quickly, with curb service and delivery options keeping
them marginally afloat during the outbreak.  For these companies, assessing which staff
members are essential or can be moved into new roles will be key.

For the hotel industry, the effects of COVID-19 may be far reaching and long-term. Some
industry leaders predict that for those hotels that manage to stay open, five years will be needed
to fully recover. Some suggest that half the airline industry may be wiped out by the outbreak.
The ripple effect of retractions in travel are impacting a host of other businesses, from huge
conglomerates like Boeing to small manufacturing and service organizations that provide
supplies and service in airports and beyond.

Bars and entertainment venues are also seeing a huge impact because of the virus. Considered
non-essential, most have shuttered their doors during the outbreak. For some who served food,
pickup may be an option, but for many, businesses are closed — and highly-vulnerable tipped
workers are feeling the crunch. Many of these may be looking to mass virtual hiring events to
substitute income during the outbreak.

What’s different about recruiting now that COVID-19 is here?

For organizations looking to hire, reliable technology is already available to help. Virtual
recruitment is a go-to method to keep hiring processes moving while protecting recruiters and
candidates. 

The change may be uncomfortable at first, but talent acquisition professionals are up for the task.
Initial phone screenings remain the same, but the face-to-face interview has moved online. To
speed up time-to-hire, many companies are offering candidates the option of video interviewing
as soon as possible. While some are waiting until an in-person interview is possible, many fear
losing candidates to a competitor during the wait.

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Video interviewing software:

 Not only makes it possible to keep the hiring pipeline moving, but it also upgrades the candidate
experience and boosts your employer brand. Job seekers recognize that when organizations put
safety protocols in place, they’re putting their employees first. Whether pre-recorded or live,
virtual interviews are highly interactive. Recruitment professionals can assess gestures,
expressions, engagement and body language as easily online as in person, as can candidates. The
handshake, which may become a thing of the past, may be the only loss in the process.

Technology that’s reliable is key: recruitment professionals new to video interviewing platforms
should keep best practices in mind, and test the software before their first meeting with a job
seeker.

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Guidelines for video interviewing:

 Be as professional as you would be a normal interview:

Be prepared with job requirements, and know the candidate’s resume and background. Just as
you’d send an intro email with directions to the office and parking instructions, send details on
how to access and best prepare for the video interview. Don’t assume that sending a link is
sufficient.

 Remember time zones:

Assure the invitation to the interview is adjusted for any differences for areas of the country or
the world.

 Presentation is key:

Make sure you’re prepared for the video interview  by dressing the part, choosing a good
background and eliminating distractions from your surroundings.

Virtual recruiting is the new normal

As business moves to online interviews, they reap many benefits beyond safety for their
recruiters and job seekers — and this may be the kick many companies needed to augment their
existing strategies with a virtual component.

Gen Z job seekers appreciate tech savvy organizations. Recent Data suggests they will not even
apply for a job with an organization if they think its recruitment methods are outdated.
Businesses looking for top talent, even during this pandemic, will need to assure their brand
messages cutting edge technology. 

Video recruitment is a must-have for companies even in optimal hiring conditions. Individual
recruiters and teams leverage the ability to interview essentially on-demand, without
juggling interview scheduling. And those who are already using recruitment technology are more
likely to speed up time-to-hire —pandemic or not.

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 Other workplace shifts that may become long-term

Remote work:

Remote work may have been on employee wish-lists long before COVID-19, but many
organizations are finding the option not only workable, but beneficial. As the virus diminishes,
some suggest a permanent shift toward working from home may be in the cards. Recent data
shows 60% of workers are confident they can perform their job efficiently remotely, even
indefinitely.

Employee rights:

A new appreciation for workers may also be emerging: as the government mandates paid sick
and family leave during the outbreak, many companies are shifting their focus to hourly workers,
formerly excluded from such perks. State and local governments have been developing sick
leave insurance and coverage for hourly workers; the virus may accelerate spread of these laws
and policies. This change may become permanent, as organizations work hard to hire new staff
and increase retention rates in the face of completion once Americans get fully back to work.
Asbusiness continues to meet demand and maintain productivity during these difficult times,
there are many resources available to help navigate the changes COVID-19 is requiring.

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Companies will need to leverage every option available to keep their workforce, their partners
and their customers as safe as possible.

COVID-19 impact on jobs in India 2020, by age group

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People between the ages of 15 and 39 were most impacted by the coronavirus (COVID-19)
lockdown in India between April and July 2020, in terms of job loss. Those between 25 and 29
years old alone accounted for about 46 percent of all job losses. On the other hand, older Indians,
close to nine million gained jobs during the same time.

Employee Selection Process in Human Resource Management

Selection is a long and tedious process. Every candidate has to pass through several hurdles
before he/she can get selected for job. The whole exercise might be called a rejection exercise
but it has a positive outcome in terms of the appropriate personnel selected.

Selection process involves the following steps:

Step 1. Preliminary Interview:

It is the first step in selection. Initial screening is done in this step and all the undesirable
applicants are weeded out. This interview is generally conducted by lower level executives. It is
a very important step as it shifts out all the unqualified, not desirable applicants and the HR man-
ager can then concentrate on the other applicants without wasting time. The candidates are
generally told about job specifications and the skills required for it. This process screens the most
obvious misfits.

Step2. Screening of Applicants:

These days application forms of almost all organizations can be downloaded from the website or
may even be provided on request. The form asks for basic things like educational qualifications,
experience, age etc.Once the filled application is brought to the screening committee, it checks
the details and calls the candidate for selection test. The purpose of this screening test is also to
read out the hot suitable candidates as spending time on them means waste of money.

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Step 3. Employment Tests:

Employment tests are device to check the areal knowledge of candidates for the respective jobs.
These tests are very specific as they enable the management to bring out right type of people for
the jobs.

The following tests are given to candidate in most cases:

(a) Intelligence Tests:

They test the mental ability of candidates. These tests measure the learning ability of candidates
in understanding questions and their power to take quick decision on crucial points. People who
are able to quickly answer to these questions are found to be skillful and can be offered training
to improve skills for the job in organization.

(b) Aptitude Tests:

They test an individual’s capacity to learn a particular skill. There are mainly two types of
aptitude tests. Cognitive tests which measure intellectual, mental aptitudes. The second one is
called motor tests which check the hand – eye coordination of employees.

(c) Proficiency Tests:

These tests are also called performance or occupational tests. They determine the skills and
knowledge acquired by an individual through experience and on the job training.

They are of 4 types:

(i) Job knowledge tests – These tests are used to judge proficiency in operating mechanical
equipment, dictating, typing, computer applications etc. These tests can be written and practical
both. These tests are good in selecting typists, stenographers with supervisor etc.

(ii) Work sample tests – In this test the applicant is given a piece of work to perform in a
stipulated time. His performance will judge whether he can be picked up for the job.

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(iii) Personality tests – These tests judge the psychological makeup of any person. These tests
check a person’s motivational level, emotions, integrity, sympathy, sensitivity etc. These traits in
an individual provide the manager with an overall picture of his personality.

(iv) Simulation tests – In this test many situations which an employer will have to face in the
job will be duplicate and the candidate will be asked to face the problem. These tests are
generally used for recruiting managers in the organization.

Step 4. Selection Interview:

Interview is an examination of the candidate where he sits face to face with the selection body
and answers to their information given by the candidate about his abilities and the requirements
of the jobs.

Interview gives the recruiter an opportunity to:

(a) Assess subjective aspects of the candidate.

(b) Know about his enthusiasm and intelligence.

(c) Ask questions which were not a part of his application.

(d) Obtain as much information from him as possible about his economic, social and cultural
background.

(e) Give facts about the policies, procedures, culture of the company so that he feels good
about joining it.

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Designing and Conducting Effective Interviews:

Utmost care has to be taken while designing and conducting the interviews, otherwise, they
become in-effective.

In creating structured situational interviews, these steps need to be followed:

Step 1 –
Make thorough job analysis – There should be a thoroughly prepared job description with a
list of job duties, required knowledge, skills, abilities and other worker qualification.

Step 2 –
Rate the job’s main duties – Identify job’s main duties. Rate each job duty based on its
importance to job success and on the time required to perform it compared to other tasks.

Step 3 –
Create interview question – Some questions should be situational, while some should be
behavioral. They all should be based on actual job duties with more questions on important
duties.

Step 4 –
Create benchmark answers and a rating scale for each – An ideal answer may be given the
rating of 5 on a 5 point scale whereas, an average answer 3 marks and a poor one just 0 mark.

Step 5 –
Appoint the interview panel and conduct interviews – Employers conduct interview
generally with a panel consisting of talented and

skillful interviewers from the company. They review the answers and rank the candidate
accordingly. They indicate where the answers of the candidate fall marginally short of bench
mark and where they are ideal or good. They may follow-up the panel discussion with interview
for some good candidates.

Step 5. Checking of References:

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Once the candidates interview is over, the reference he had mentioned are checked by the
personnel department. His old employers may be asked some quick questions on phone about the
candidate’s behavior with co-workers, management etc. Further his/her regularity at work and
his character can also be inquired about from other references.

Step 6. Medical Examination:

After a candidate has been approved for the job, his physical fitness is examined through medical
specialists of the company. If the report says that he or she is medically fit for the job they are
then finally selected. In case there is a problem with the fitness, the candidates are given reasons
for rejection.

Step7. Final Selection/Hiring:

The line managers are then asked to give final decision after all technical and medical tests are
cleared by the candidate. A true understanding between the line manager and the HR manager
facilitates good selection. Therefore, the two together take final decision and intimate it to the
candidate. The HR department may immediately send appointment letter to the selected person
or after some time as the time schedule says.

A Case Study on Recruitment & Selection- The HR aspect in Retail

ABSTRACT:

The Indian retail market is of enormous size about US$ 401 billion. But organized retail is not so
huge and it is at only US$ 24.1 billion. However, the opportunity for growth is huge —by 2019,
retail industry is expected to grow to US$ 804.06 billion. The Recruitment and Selection
function of human resources has special significance in retail as the employees operate in a
distinctive environment. This paper focuses on the recruitment and selection function in the
Indian Retail Industry with specific emphasis on a live case. etc. They provide facilities for
campus interviews and placements. This source is known as Campus Recruitment.

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INTRODUCTION:

Introduction to the Recruitment and Selection function

Every organization has the option of choosing the candidates for its recruitment processes from
two kinds of sources: internal and external sources. The sources within the organization itself
(like transfer of employees from one department to other, promotions) to fill a position are
known as the internal sources of recruitment. Recruitment of candidates

from all the other sources (like outsourcing agencies etc.) are known as the external sources of
recruitment.

Some of the External Sources of Recruitment are given below:

1.PRESS ADVERTISEMENTS: Advertisements of the vacancy in newspapers and journals

are a widely used source of recruitment. The main advantage of this method is that it has a wide
reach.

2.EDUCATIONAL INSTITUTES: Various management institutes, engineering colleges,

medical Colleges etc. are a good source of recruiting well qualified executives, engineers,
medical staff.

3. PLACEMENT AGENCIES: Several private consultancy firms perform recruitment

functions on behalf of client companies by charging a fee. These agencies are particularly
suitable for recruitment of executives and specialists. It’s also known as RPO (Recruitment
Process Outsourcing)

4.EMPLOYMENT EXCHANGES: Government establishes public employment exchanges

throughout the country. These exchanges provide

job information to job seekers and help employers in identifying suitable candidates.

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5. LABOUR CONTRACTORS: Manual workers can be recruited through contractors who
maintain close contacts with the sources of such workers. This source is used to recruit labor for
construction jobs.

6. 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
organization.

7. 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.

Some of the retail Internal Sources of Recruitment are given below:

1. TRANSFERS: The employees are transferred from one department to another according to
their efficiency and experience.

2. PROMOTIONS: The employees are promoted from one department to another with more
benefits and greater responsibility based on efficiency and experience.

3. UPGRADING and DEMOTION: of present employees according to their performance.

4. RETIRED and RETRENCHED: employees may also be recruited once again in case of
shortage of qualified personnel or increase in load of work. Recruitment of such people save time
and costs of the organizations as the people are already aware of the organizational culture and
the policies and procedures.
.
Introduction to the Retail Sector in India
Retail is India’s largest industry, accounting for over 10 percent of the country’s GDP and
around 8 percent of the employment. Retail industry in India is at the crossroads. It has emerged
as one of the most dynamic and fast paced industries with several players entering the market.
But because of the heavy initial investments required, breakeven is difficult to achieve and many
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of these players have not tasted success so far. However the future is promising; the market is
growing, government policies are becoming more favorable and emerging technologies are
facilitating operations. Retailing in India is gradually inching its way toward becoming the next
boom industry. The whole concept of shopping has altered in terms of format and consumer
buying behavior, ushering in a revolution in shopping in India. Modern retail has entered India as
seen in sprawling shopping centers, multistoried malls and huge complexes offer

shopping, entertainment and food all under one roof. The Indian retailing sector is at an inflexion
point where the growth of organized retailing and
growth in the consumption by the Indian population is going to take a higher growth trajectory.
The Indian population is witnessing a significant change in its demographics. A large young
working population with average age of 24 years, nuclear families in urban areas, along with
increasing working-women population and emerging opportunities in the services sector are
going to be the key growth drivers of the organized retail sector in India.

OBJECTIVE:
The objective of the research is to emphasize the importance of the Recruitment and Selection
function. After this, we need to understand the process it follows and find a best possible solution
to meet the challenges of this process.

METHODOLOGY:
The Research Methodology is based on primary data made available by an in-depth interview at
a Retail Store. Also secondary data is carried out through various web-site portals, books and e-
articles. The assimilation of the information is used to suggest ways and means to face the
arising challenges of the Recruitment and selection function.

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RETAIL STORE 1:

COMPANY PROFILE: Essar are the leading players in Steel, Oil & Gas, Power,
Communications, Shipping Ports & Logistics, Construction and Minerals. They have operations
in 20 countries. They employ 60,000 people with a market of US$ 15 billion. Essar continues to
expand with focus on markets in Asia, Africa, Europe, America and Australia. It is a low cost
manufacturer with high quality products and innovative customer offerings.

Essar vision:
We will be a respected global entrepreneur, through the power of positive action. 

Essar mission: We are committed to innovative growth, through our

personal passion, reinforced by a professional mindset, creating value for all those we touch.

Essar spirit: It has changed significantly and continues to evolve and to keep pace with the
changing times.

Vodafone-Essar is a joint venture of Essar Communication Holdings Ltd. It is India’s largest

cellular service companies with over 100 million telecom subscribers in India and Kenya. It has a
majority stake in the telecom assets of the Dhabi Group in Uganda and the Republic of Congo.
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The Mobile Store has its CEO as Mr. Srikanth Goshala with the Essar Group venture. It is the
first countrywide chain of telecom retail outlet. It offers a world class shopping environment,
with state of the art technology. It currently runs 1,300 outlets branded “the Mobile Store” and
has the vision to have over 2500 outlets across 650 cities in next 2 years.
It is a one stop mobile solution shop that provides, multi brand handsets, accessories,
connections, repairs, VAS etc. Its outlets are in three formats: Large - 1000-1500 square feet,
Medium- 800-1000 square feet and Corner-150-200 square feet, with smaller formats located
primarily in large malls.
COMPANY PROFILE: Essar are the leading players in Steel, Oil & Gas, Power,
Communications, Shipping Ports & Logistics, Construction and Minerals. They have operations
in 20 countries. They employ 60,000 people with a market of US$ 15 billion. Essar continues to
expand with focus on markets in Asia, Africa, Europe, America and Australia. It is a low cost
manufacturer with high quality products and innovative customer offerings.

Essar vision:
We will be a respected global entrepreneur, through the power of positive action. 
Essar mission:
We are committed to innovative growth, through our personal passion, reinforced by a
professional mindset, creating value for all those we touch.
Essar spirit:
It has changed significantly and continues to evolve and to keep pace with the changing times.

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 Thus we are faced with the following Recruitment and Selection challenges and their
solutions:

Sr. Recruitment Challenges Recruitment Solutions

No.
1 To exclude poor applicants to By including applicants with
avoid counter-productive work. promising potentials.

2 The recruitment policies, sources Successful recruitment

& methods have to be evaluated program shows good number
from time to time. of successful placements,
number of offers made, and
number of applicants, Cost
involved and time taken for
filling up the position.
3 To bring in more effectiveness in Uses methods like Video
the recruitment process conference for following
reasons of time savings, faster
decision making, cost savings
in candidate travel, lodging,
etc. and an opportunity to
meet the candidates before
narrowing the list

Conclusion

The conclusion of sources recruitment & advantage and disadvantage has all the way become
unique form of sources at globally. Since the sources are getting change because of Covid -19.
Now the time company want to hire more talented and effective employees by the different

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sources and they can create a difference in the interest of the organization. All the organizations
have adopted different methods of recruiting a candidate.

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