SCHOOL OF ADVANCED MANAGEMENT

Assignment
on
“A Case Study On Recruitment Issues”

This Assignment is submitted for the partial fulfillment of

Internal Assessment for the Course Paper titled

PGDM -VI
Compensation Management
Batch: 2008-2010

Submitted to: Submitted by:

Prof. Rishu Roy Ankita Sharma
Garima Bhatia
PGDM VI Trimester
 Contents

A. Introduction

B. Top Ten Ideas for Recruiting Great Candidates.

C. Major issues in recruitment.

D. A case study on Recruitment problems

 A. INTRODUCTION:-

Recruitment refers to the process of attracting, screening, and selecting qualified people for
a job at an organization or firm. For some components of the recruitment process, mid- and
large-size organizations often retain professional recruiters or outsource some of the process
to recruitment agencies.

The recruitment industry has five main types of agencies: employment agencies, recruitment
websites and job search engines, "headhunters" for executive and professional recruitment,
niche agencies which specialize in a particular area of staffing and in-house recruitment. The
stages in recruitment include sourcing candidates by advertising or other methods, and
screening and selecting potential candidates using tests or interviews. Recruitment is the
process of finding candidates, reviewing applicant credentials, screening potential employees,
and selecting employees for an organization. Effective recruitment results in an organization
hiring employees who are skilled, experienced, and good fits with your corporate culture.

Recruitment methods should ensure engaged competent, productive employees who are loyal
to your organization.
B. Top Ten Ideas for Recruiting Great Candidates

The smartest employers, who hire the best people, recruit a pre-qualified candidate
pool of potential employees before they need to fill a job.

You can develop relationships with potential candidates long before you need them.
These ideas will also help you in recruiting a large pool of candidates when you have
a current position available.

 Recruiting Your Ideal Candidate:- A job description that tells potential employees
the exact requirements of the position is useful. Even more useful is the process you
use to develop the job description internally and the behavioral characteristics of your
ideal candidate. Assemble a team of people who represent the best qualities of the
people who currently hold the same or a similar position. Include the hiring manager.

Develop a job description that delineates the key responsibilities and outputs of the
position. Then, define the behavioral characteristics of the person you feel is your ideal
candidate. Finally, list your five - ten key responsibilities and characteristics you will use
to screen resumes, perform phone screens and eventually, establish the questions for the
candidates you interview.

Tap Your Employee Networks in Recruiting Candidates

Spread word-of-mouth information about the position availability, or eventual

availability, to each employee so they can constantly look for superior candidates in
their networks of friends and associates. In this age of online social and professional
networking, the chances are, you and your employees are instantly connected to
hundreds, and even thousands, of potential candidates. Tap into this potential
audience on Facebook, LinkedIn, and Twitter, to name just a few.

Take Advantage of Your Industry Contacts, Association Memberships and Trade

Groups for Recruiting Candidates
Pay for employees to participate in and network in industry groups, conferences and
trade shows. Periodically, create master lists of industry leaders and other potential
employees from customers, colleagues, coworkers and friends. Develop a plan for
contacting these people systematically and regularly. Be prepared to share your job
description with them through mail, email, on the Internet and by fax. Follow up on
every good lead.

Use Your Web Site for Recruiting Candidates

Does your "Join Our Team" section of your company Web site tell and even, "sell,"
potential employees about the vision, mission, values and culture of your company?
Do you present a message about how people are valued? Do you express your
commitment to quality and to your customers? If not, you are missing out on one of
the most important recruiting tools you have to appeal to prospective high-potential
employees.

Maintain Frequent Contact With Interested Candidates

Don't let these potential employees submit their resumes and never hear from you
again either. You'd lose all the momentum you just spent time developing with the
favored few. Just as I recommended earlier with employee networks and professional
contacts, continue and nurture the relationship.

Become an Employer of Choice for Recruiting Candidates

Think about what a potential employee considers before agreeing to join your
organization or business. Are you stable, making money and growing? Are you
employee-friendly? Does your mission catch the mindshare and/or the heartstrings of
the people you most want to recruit? Will a new employee feel part of something
bigger than themselves if they join you? Will your organization nurture their talent
and provide exciting opportunities for challenge and professional growth

Recruit Using the Internet

The Internet, in addition to your own organization Web site, is in its infancy in terms
of its usefulness to employers, potential employees and society, in general. Learn how
to use the Internet to find and attract great candidates.
Use Headhunters and Recruiters

Sometimes, it is worth your time to use headhunters, recruiters, and employment

placement firms. The best firms have done much of this homework and candidate
pool development for you. Expect to pay 20-35 percent of the cost of the new recruit's
annual salary. But, for some positions, and in some industries, the cost in your
department's time and the time invested in a possible failed search, are worth it.

Use Temporary Agencies and Firms for Recruitment

Consider using temporary staff as a solution to "try a person out in a position" or to staff a
position you are not sure you need for the long haul. Temporary employees can also provide a
useful buffer for the ups and downs of the business cycle so that you do not have to affect
your core staff during down times.

Temp firms will recruit and screen to your specifications and guarantee your satisfaction.
They save your staff immense amounts of time as they provide testing, drug screening,
reference checking, background checks, and anything else you'd like, for a nominal fee. By
the time I meet the selected group of candidates, most of the work, other than a personal job
interview, has been completed for me.

Find Out Where Your Ideal Candidates Live

Identify what your needed candidates read; notice the Web sites they visit; study the listservs
on which they participate; determine the industry magazines and newspapers they read.
Identify their favorite news sources, forums, discussion groups, and places to practice social
networking. In other words, find out everything you can about the types of people who make
up the top ten percent of your current employees and the best of your talent pool.

Just One More Thought About Recruiting Employees - Publicity

Here's a bonus thought about recruiting great employees: The publicity your
organization receives in the news media, in print, on television, on the radio and
online is tremendously important for recruiting. A few good words, an interesting
article or a piece about your mission that reflects your organization in a favorable
light, will result in potential employees coming to you. And that, in my way of
thinking, is the best way of all to find great potential employees for your candidate
pool.

Major issues in recruitment

1. Candidate in Demands: - With the recruitment market expected to remain

buoyant skills shortage relief is unlikely to occur. A major component of business success
in the future will be the ability to source suitably qualified and experienced staff,
particularly in areas where demand is strongest.
2. Sector Flexibility: - Flexibility surrounding candidate potential is critical to
successful employment. Yet employer expectations regarding specific sector experience
remain high and this limits the number of potential suitable candidates. A candidate who
has the desired “fit”, attributes and skills but lacks experience within a certain sector is still
more than capable of fulfilling a job function.

3. Retention:
As the war for talent continues to intensify, retention will become an increasingly
important priority for employers. Some employers are already utilizing a range of retention
strategies, predominantly based around non-financial incentives, but while those strategies
differ from business to business, their aim is the same – to combat the increasing skills
shortage and ensure future business success.

4. Generation Y: Generation Y are the young recruits of today who are the
future of our skilled candidate base. But this generation differs from the remainder of
today’s workforce in many ways. Many of the old rules of recruiting will not work for
Generation Y and employers need to understand how to mange, motivate and retain these
candidates to compete for them in the future.

5. Recruitment process duration: Candidates with a strong skills base and

experience are employed very quickly. Consequently employers are disappointed when
delays in their recruitment process result in losing quality candidates to a company with a
more timely recruitment campaign. Employers therefore need to ensure their recruitment
process is smooth and timely in order to secure the strongest candidates.

6. Salaries:
While there were individual hotspots, in 2005 the skills shortage predominately had less
impact on salaries than in previous cycles and the focus was instead on benefits. However
as the supply of skilled and unskilled labor remains limited and the impact of those
shortages is more widely felt, pressure on salaries is likely to occur during 2006.

7. Counter offers:
Company knowledge (and a likely higher replacement cost) is an asset employers cannot
afford to lose and we therefore expect an increase in counter offers for resigning staff,
despite the fact their success is rare. If a counter offer is accepted we still caution concern
as the original motivation for looking for another role will remain unless addressed.

8. Flexibility:
A notable number of potential employees prefer or need employment with flexible options
to balance work and personal commitments. Consequently, for those jobs where flexible
approaches can be incorporated, employers are able to access the widest possible talent
pool. Common flexible staffing approaches include the employment of part-time and
casual staff, job sharing and flexible working hours.

9. Aging workforce:
There is an ongoing increase in the levels of jobseekers aged over 45. In previous years
many of these candidates were absorbed into the temporary recruitment market, however
in the permanent market these candidates remain an underutilized resource. Hopefully
2006 will see a reversal of this trend as it currently remains a significant issue in the
recruitment landscape.

10. Employment branding:

The pressure is now increasingly on employers and recruiters alike to adjust their approach
to potential candidates and be more proactive in their recruitment efforts. This includes re-
examining their employment branding which is a critical feature in attracting the right
people to an organization.

4. 11. Off-shoring:
With some major Australian companies looking to offshore large portions of their
banking operations, there will be a significant impact on the local market with a
reduction in demand for banking operational skills such as transaction processing
and call centre functions in particular. This may also impact the opportunities for
entry-level banking candidates.

12. Training & development:

In the recruitment market of 2006, not only is attracting, recruiting and
retaining the best possible talent for an organisation’s short term needs
more important than ever, but far sighted organisations recognise they
need to recruit for the future by investing in the training and development
of individuals who fit the culture of the company and can develop the
skills needed to meet the organisation’s needs in the longer term.

A case study on Recruitment Dilemma

The case is about A&G Ltd. Which is a leading company in energy
sector. The company follows a vertical organization structure to deal with
varied customer oriented demands. It operates in foreign countries also in
order to serve maximum number of customers. They believe in “customer
is god”, kind of philosophy and for the same they always choose best
talent and policies to retain them with the organization.
The company follows quarter system. At the end of second quarter it
realized need of a Supply Chain Manager for its mumbai branch. They
released a job description with the help of tools of recruitment.
Finally they got an interested candidate who is meeting all the needs of
job description and job specification. That person is currently working
with another competent organization in the same sector. The company
released a joining date for the candidate in order to minimize its
recruitment conversion cycle. While on the other hand,the current boss of
the candidate is not relieving him so as to join A&G Ltd. on given date.
The candidate have discussed the problem with the HR and requested him
to extend the date of joining to 15 days. In reply the HR has not given any
conformed answer. On the next day A&G Ltd. have appointed a new
person on the place of that candidate without any information to him
while knowing the rule of relieving that if a company do not relieves am
employee on his request,he/she will be relieved automatically after three
months(notice period) without having any experience certificate.
In this condition becoming non-flexible in the recruitment process, the
A&G Ltd may loose a deserving candidate and the perspective growth
too.
“We realize our dilemma goes deeper than shortage of time; it is basically a
problem of priorities. We confess, We have left undone those things that ought to
have done; and we have done those things which we ought not to have done.