Recruitment Process-Overview

Recruitment Process

Introduction
Table of contents
FAQ
Practical Demo

Introduction “The process of searching for prospective employees and stimulating them to apply for jobs in the organization” - Edwin B.Flippo The first step in staffing involves Human Resource Planning (HRP), which is understood as the process of forecasting an international organizations’ future demand for and supply of the right type of people in the right number. The Recruitment process is closely linked to the business plan of the MNC and facilitates the realization of the organization’s objectives by providing the right type and the right number of personnel. Since hiring and then deploying people to positions where they can perform effectively is the ultimate goal of most of the organizational HRP. The purpose of the Strategy used in the HRMS tool is to rightfully focus on selecting the candidates and avoid unwanted cost occurrences. Objectives of recruitment:

To attract people with multi-dimensional skills and experiences that suit the present and
future organizational strategies
To induct outsiders with a new perspective to lead the company
To infuse fresh blood at all levels of the organization
To develop an organizational culture that attracts competent people to the company
To search or headhunt/head pouch people whose skills fit the companies values
To devise methodologies for assessing psychological trait
To seek out non-conventional development ground of talent
To search for talent globally and not just with the company
To design entry pay that competes on quality but not on quantum
To anticipate and find people for a position that do not exist yet

Types of Process Manpower planning: Manpower Planning which is also called Human Resource Planning consists of putting the right number of people, the right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization. Human Resource Planning has got an important place in the arena of industrialization. Human Resource Planning has to be a systems approach and is carried out in a set procedure. The procedure is as follows:

Analyzing the current manpower inventory
Making future manpower forecasts
Developing employment programs
Design training programs

Analyzing the current manpower inventory: Once the factors affecting the future manpower forecasts are known, planning can be done for the future manpower requirements in several work units. The Manpower forecasting techniques commonly employed by the organizations are as follows:

Expert Forecasts: This includes informal decisions, formal expert surveys and

unique techniques.

Trend Analysis: Manpower needs can be projected through extrapolation

(projecting past trends), indexation (using base year as a basis), and statistical analysis (central tendency measure). iii. Work Load Analysis: It is dependent upon the nature of workload in a department, in a branch, or in a division.

Workforce Analysis: Whenever production and time period has to be analyzed,

due allowances have to be made for getting net manpower requirements.

Other methods: Several Mathematical models, with the aid of computers, are

used to forecast manpower needs, like budget and planning analysis, regression, and new venture analysis. Developing employment programs- Once the current inventory is compared with future forecasts, the employment programs can be framed and developed accordingly, which will include recruitment, selection procedures, and placement plans. Design training programs- These will be based upon the extent of diversification, expansion plans, development programs, etc. Training programs depend upon the extent of improvement in technology and advancement to take place. It is also done to improve upon the skills, capabilities, knowledge of the workers. Recruitment methods: The two methods of recruitment are as follows: Internal Recruitment : 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.

Transfers
Promotions (through Internal Job Postings) 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.

External Recruitment: External sources of recruitment have to be solicited from outside the organization. External sources are external to a concern. But it involves a lot of time and money. The external sources of recruitment include – Employment through social media, advertisements, employment exchanges, employment agencies, educational institutes, labor contractors, recommendations, etc. External Recruitment can also be done through Job Analysis, and the following process takes place once the above criteria are fulfilled The Employee selection Process takes place in the following order-

Preliminary Interviews - - The skills, academic, and family background,

competencies and interests of the candidate are examined during the preliminary interviews.

Application blanks - The candidates who clear the preliminary interview are required to fill the application blank. It contains a data record of the candidates such as details about age, qualifications, the reason for leaving the previous job, experience, etc.

Written Tests - Various written tests conducted during the selection procedure are aptitude tests, intelligence tests, reasoning tests, personality tests, etc. These tests are used to objectively assess the potential candidate. They should not be biased.

HR Interviews - It is a one-one interaction between the interviewer and the potential candidate. It is used to find whether the candidate is best suited for the required job or not. Such interviews should be conducted properly. No distractions should be there in the room. There should be honest communication between the candidate and the interviewer.

Medical Examinations - Medical tests are conducted to ensure the physical fitness of the potential employee. It will decrease the chances of employee absenteeism. The motive to examine the medical tests is for a futuristic scope for sending the employee for onsite opportunities and also to avoid

After understanding the above said, now it's time for us to practice and to work out the steps in the HRMS and the ESS tools for practicing the Recruitment process. Table of Contents

Recruitment Plan
Profile
Skill Set
Job Opening
Job Applicant
Manpower recruitment and Plan
Selection type and rounds
Selection Process
Offer Letter Generation
Induction and Orientation Checklist
Type Master Checklist, Shift, Employee Details
Salary Structure
Workload Allotment
Shift Allotment (Attendance Setting)
Reports

Frequently Asked Questions Recruitment Management Workflow Practical Demo - Page

Contents

Revisions

July 14, 2021 @ 07:17:31 [Current Revision] by arul
July 14, 2021 @ 07:17:31 by arul
July 14, 2021 @ 07:17:12 [Autosave] by arul
July 12, 2021 @ 12:25:37 by arul
June 14, 2021 @ 11:46:04 by arul

Revision Differences

--- June 14, 2021 @ 11:46:04
+++ Current Revision
 Unchanged: <b>Recruitment Process</b>
-Deleted: &nbsp;
-Deleted: <b>Overview - </b>
 Unchanged: &nbsp;
 Unchanged: <ul>
+Added:  <li><strong>Introduction< /strong></li>
+Added:  <li><strong>Table of contents</strong></li>
+Added:  <li><strong>FAQ< /strong></li>
-Deleted:  <li aria-level="1" ><b>Introduction</b></li>
+Added:  <li><strong>Practical Demo</strong></li>
 Unchanged: </ul>
-Deleted: <ul>
-Deleted:  <li aria-level="1">Table of contents</li>
-Deleted: </ul>
-Deleted: <ul>
-Deleted:  <li aria-level="1">FAQ</li>
-Deleted: </ul>
-Deleted: <ul>
-Deleted:  <li aria-level="1">Practical Demo</li>
-Deleted: </ul>
-Deleted: &nbsp;
 Unchanged: &nbsp;
 Unchanged: <b>Introduction</b>
 Unchanged: &nbsp;
-Deleted: <span style="font-weight: 400;">“The process of searching for prospective employees and stimulating them to apply for jobs in the organization” - Edwin B.Flippo</span>
+Added: <span style="font-weight: 400;">“<strong><em>The process of searching for prospective employees and stimulating them to apply for jobs in the organization< /em></strong>” - Edwin B.Flippo</span>
 Unchanged: &nbsp;
 Unchanged: <span style="font-weight: 400;">The first step in staffing involves Human Resource Planning (HRP), which is understood as the process of forecasting an international organizations’ future demand for and supply of the right type of people in the right number. The Recruitment process is closely linked to the business plan of the MNC and facilitates the realization of the organization’s objectives by providing the right type and the right number of personnel. Since hiring and then deploying people to positions where they can perform effectively is the ultimate goal of most of the organizational HRP. </span>
 Unchanged: &nbsp;
 Unchanged: <span style="font-weight: 400;">The purpose of the Strategy used in the HRMS tool is to rightfully focus on selecting the candidates and avoid unwanted cost occurrences.  </span>
 Unchanged: &nbsp;
 Unchanged: <b>Objectives of recruitment:</b>
 Unchanged: <ul>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">To attract people with multi-dimensional skills and experiences that suit the present and</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">future organizational strategies</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">To induct outsiders with a new perspective to lead the company</span></li>
-Deleted:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">To infuse fresh blood at all level of the organization</span></li>
+Added:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">To infuse fresh blood at all levels of the organization</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">To develop an organizational culture that attracts competent people to the company</span></li>
-Deleted:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">To search or headhunt/head pouch people whose skill fit the companies values</span></li>
+Added:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">To search or headhunt/head pouch people whose skills fit the companies values</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">To devise methodologies for assessing psychological trait</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">To seek out non-conventional development ground of talent</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">To search for talent globally and not just with the company</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">To design entry pay that competes on quality but not on quantum</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">To anticipate and find people for a position that do not exist yet</span></li>
 Unchanged: </ul>
 Unchanged: &nbsp;
 Unchanged: <b>Types of Process</b>
 Unchanged: &nbsp;
 Unchanged: <b>Manpower planning:</b>
 Unchanged: <span style="font-weight: 400;">Manpower Planning which is also called Human Resource Planning consists of putting the right number of people, the right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization. Human Resource Planning has got an important place in the arena of industrialization. Human Resource Planning has to be a systems approach and is carried out in a set procedure. The procedure is as follows:</span>
 Unchanged: &nbsp;
 Unchanged: <ul>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Analyzing the current manpower inventory</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Making future manpower forecasts</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Developing employment programs</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Design training programs</span></li>
 Unchanged: </ul>
 Unchanged: &nbsp;
 Unchanged: <b>Analyzing the current manpower inventory:</b>
 Unchanged: &nbsp;
 Unchanged: <span style="font-weight: 400;">Once the factors affecting the future manpower forecasts are known, planning can be done for the future manpower requirements in several work units. The Manpower forecasting techniques commonly employed by the organizations are as follows:</span>
 Unchanged: &nbsp;
 Unchanged: <ol>
 Unchanged:  <li><span style="font-weight: 400;"> Expert Forecasts: This includes informal decisions, formal expert surveys and</span></li>
 Unchanged: </ol>
 Unchanged: <span style="font-weight: 400;">unique techniques.</span>
 Unchanged: &nbsp;
 Unchanged: <ol>
 Unchanged:  <li><span style="font-weight: 400;"> Trend Analysis: Manpower needs can be projected through extrapolation</span></li>
 Unchanged: </ol>
 Unchanged: <span style="font-weight: 400;">(projecting past trends), indexation (using base year as a basis), and statistical</span>
 Unchanged: <span style="font-weight: 400;">analysis (central tendency measure).</span>
 Unchanged: &nbsp;
 Unchanged: <span style="font-weight: 400;">iii. Work Load Analysis: It is dependent upon the nature of workload in a</span>
 Unchanged: <span style="font-weight: 400;">department, in a branch, or in a division.</span>
 Unchanged: &nbsp;
 Unchanged: <ol>
 Unchanged:  <li><span style="font-weight: 400;"> Workforce Analysis: Whenever production and time period has to be analyzed,</span></li>
 Unchanged: </ol>
 Unchanged: <span style="font-weight: 400;">due allowances have to be made for getting net manpower requirements.</span>
 Unchanged: &nbsp;
 Unchanged: <ol>
 Unchanged:  <li><span style="font-weight: 400;"> Other methods: Several Mathematical models, with the aid of computers, are</span></li>
 Unchanged: </ol>
 Unchanged: <span style="font-weight: 400;">used to forecast manpower needs, like budget and planning analysis, regression,</span>
 Unchanged: <span style="font-weight: 400;">and new venture analysis.</span>
 Unchanged: &nbsp;
 Unchanged: <span style="font-weight: 400;">Developing employment programs- Once the current inventory is compared with future forecasts, the employment programs can be framed and developed accordingly, which will include recruitment, selection procedures, and placement plans.</span>
 Unchanged: &nbsp;
 Unchanged: <span style="font-weight: 400;">Design training programs- These will be based upon the extent of diversification, expansion plans, development programs, etc. Training programs depend upon the extent of improvement in technology and advancement to take place. It is also done to improve upon the skills, capabilities, knowledge of the workers.</span>
 Unchanged: &nbsp;
 Unchanged: <b>Recruitment methods:</b>
 Unchanged: &nbsp;
 Unchanged: <span style="font-weight: 400;">The two methods of recruitment are as follows:</span>
 Unchanged: &nbsp;
 Unchanged: <b>Internal Recruitment :</b>
 Unchanged: &nbsp;
 Unchanged: <span style="font-weight: 400;">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.</span>
 Unchanged: &nbsp;
 Unchanged: <ol>
 Unchanged:  <li><span style="font-weight: 400;"> Transfers</span></li>
 Unchanged:  <li><span style="font-weight: 400;"> Promotions (through Internal Job Postings) and</span></li>
 Unchanged:  <li><span style="font-weight: 400;"> 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.</span></li>
 Unchanged: </ol>
 Unchanged: &nbsp;
 Unchanged: <b>External Recruitment:</b>
 Unchanged: &nbsp;
 Unchanged: <span style="font-weight: 400;">External sources of recruitment have to be solicited from outside the organization. External sources are external to a concern. But it involves a lot of time and money. The external sources of recruitment include – Employment through social media, advertisements, employment exchanges, employment agencies, educational institutes, labor contractors, recommendations, etc. </span>
 Unchanged: &nbsp;
 Unchanged: <span style="font-weight: 400;">External Recruitment can also be done through Job Analysis, and the following process takes place once the above criteria are fulfilled </span>
 Unchanged: &nbsp;
 Unchanged: <span style="font-weight: 400;">The Employee selection Process takes place in the following order-</span>
 Unchanged: &nbsp;
 Unchanged: <ol>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Preliminary Interviews - - The skills, academic, and family background,</span></li>
 Unchanged: </ol>
 Unchanged: <span style="font-weight: 400;">competencies and interests of the candidate are examined during the preliminary interviews. </span>
 Unchanged: &nbsp;
 Unchanged: <ol>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Application blanks - The candidates who clear the preliminary interview are required to fill the application blank. It contains a data record of the candidates such as details about age, qualifications, the reason for leaving the previous job, experience, etc.</span></li>
 Unchanged: </ol>
 Unchanged: &nbsp;
 Unchanged: <ol>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Written Tests - Various written tests conducted during the selection procedure are aptitude tests, intelligence tests, reasoning tests, personality tests, etc. These tests are used to objectively assess the potential candidate. They should not be biased.</span></li>
 Unchanged: </ol>
 Unchanged: &nbsp;
 Unchanged: <ol>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">HR Interviews - It is a one-one interaction between the interviewer and the potential candidate. It is used to find whether the candidate is best suited for the required job or not. Such interviews should be conducted properly. No distractions should be there in the room. There should be honest communication between the candidate and the interviewer.</span></li>
 Unchanged: </ol>
 Unchanged: &nbsp;
 Unchanged: <ol>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Medical Examinations - Medical tests are conducted to ensure the physical fitness of the potential employee. It will decrease the chances of employee absenteeism. The motive to examine the medical tests is for a futuristic scope for sending the employee for onsite opportunities and also to avoid </span></li>
 Unchanged: </ol>
 Unchanged: &nbsp;
 Unchanged: <span style="font-weight: 400;">After understanding the above said, now it's time for us to practice and to work out the steps in the HRMS and the ESS tools for practicing the Recruitment process. </span>
 Unchanged: &nbsp;
 Unchanged: <b>Table of Contents</b>
 Unchanged: &nbsp;
 Unchanged: <ol>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Recruitment Plan</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Profile </span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Skill Set</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Job Opening </span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Job Applicant </span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Manpower recruitment and Plan</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Selection type and rounds</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Selection Process</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Offer Letter Generation</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Induction and Orientation Checklist</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Type Master Checklist, Shift, Employee Details</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Salary Structure</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Workload Allotment</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Shift Allotment (Attendance Setting)</span></li>
 Unchanged:  <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Reports</span></li>
 Unchanged: </ol>
 Unchanged: &nbsp;
 Unchanged: <span style="font-weight: 400;">Frequently Asked Questions</span>
-Deleted: &nbsp;
+Added: <a href="http:// help.goodbookserp.com/?p= 14737">Recruitment Management Workflow</a>
 Unchanged: <span style="font-weight: 400;">Practical Demo - Page </span>

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Revision Differences