Modern Recruitment Process

Purpose & Importance Of Recruitment

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Attract and encourage more and more candidates to apply in the organization.

Create a talent pool of candidates to enable the selection of best candidates for the organisation.

Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities.

Recruitment is the process which links the employers with the employees.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants.

Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time.

Meet the organizations legal and social obligations regarding the composition of its workforce.

Begin identifying and preparing potential job applicants who will be appropriate candidates.

Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants

Difference Between Recruitment And Selection

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Both recruitment and selection are the two phases of the employment process. The differences between the two are:

1. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts.

2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organisation, by attracting more and more employees to apply in the organisation WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organization.

3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates.

4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests.

5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee.

Recruitment Strategies

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Recruitment is of the most crucial roles of the human resource professionals. The level of performance of and organisation depends on the effectiveness of its recruitment function. Organisations have developed and follow recruitment strategies to hire the best talent for their organisation and to utilize their resources optimally. A successful recruitment strategy should be well planned and practical to attract more and good talent to apply in the organisation. For formulating an effective and successful recruitment strategy, the strategy should cover the following elements:

Identifying and prioritizing jobs
Requirements keep arising at various levels in every organisation; it is almost a never-ending process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify the positions requiring immediate attention and action. To maintain the quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on all vacancies equally or focusing on key jobs first.

Candidates to target
The recruitment process can be effective only if the organisation completely understands the requirements of the type of candidates that are required and will be beneficial for the organisation. This covers the following parameters as well:

Performance level required: Different strategies are required for focusing on hiring high performers and average performers.
Experience level required: the strategy should be clear as to what is the experience level required by the organisation. The candidate’s experience can range from being a fresher to experienced senior professionals.
Category of the candidate: the strategy should clearly define the target candidate. He/she can be from the same industry, different industry, unemployed, top performers of the industry etc.

Sources of recruitment
The strategy should define various sources (external and internal) of recruitment. Which are the sources to be used and focused for the recruitment purposes for various positions. Employee referral is one of the most effective sources of recruitment.

Trained recruiters
The recruitment professionals conducting the interviews and the other recruitment activities should be well-trained and experienced to conduct the activities. They should also be aware of the major parameters and skills (e.g.: behavioural, technical etc.) to focus while interviewing and selecting a candidate.

How to evaluate the candidates
The various parameters and the ways to judge them i.e. the entire recruitment process should be planned in advance. Like the rounds of technical interviews, HR interviews, written tests, psychometric tests etc.

Types Of Job Seekers

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Types Of Job Seekers

1. Quid Pro Que
These are the people who say that “ I can do this for you, what can you give me” These people value high responsibilities, higher risks, and expect higher rewards, personal development and company profiles doesn’t matter to them.

2. I will be with you
These people like to be with big brands. Importance is given to brands. They are not bothered about work ethic, culture mission etc.
3. I will do you what you want
These people are concerned about how meaningful the job is and they define meaning parameters criteria known by previous job.

4. Where do you want me to come
These people observe things like where is your office, what atmosphere do you offer. Career prospects and exciting projects don’t entice them as much. It is the responsibility of the recruiter to decide what the employee might face in given job and thus take decision. A good decision will help cut down employee retention costs and future recruitment costs.

External Factors Affecting Recruitment

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The external forces are the forces which cannot be controlled by the organisation. The major external forces are:

1. SUPPLY AND DEMAND
The availability of manpower both within and outside the organization is an important determinant in the recruitment process. If the company has a demand for more professionals and there is limited supply in the market for the professionals demanded by the company, then the company will have to depend upon internal sources by providing them special training and development programs.

2. LABOUR MARKET
Employment conditions in the community where the organization is located will influence the recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment, even informal attempts at the time of recruiting like notice boards display of the requisition or announcement in the meeting etc will attract more than enough applicants.

3.IMAGE / GOODWILL
Image of the employer can work as a potential constraint for recruitment. An organization with positive image and goodwill as an employer finds it easier to attract and retain employees than an organization with negative image. Image of a company is based on what organization does and affected by industry. For example finance was taken up by fresher MBA’s when many finance companies were coming up.

4.POLITICAL-SOCIAL- LEGAL ENVIRONMENT
Various government regulations prohibiting discrimination in hiring and employment have direct impact on recruitment practices. For example, Government of India has introduced legislation for reservation in employment for scheduled castes, scheduled tribes, physically handicapped etc. Also, trade unions play important role in recruitment. This restricts management freedom to select those individuals who it believes would be the best performers. If the candidate can’t meet criteria stipulated by the union but union regulations can restrict recruitment sources.

5.UNEMPLOYMENT RATE
One of the factors that influence the availability of applicants is the growth of the economy (whether economy is growing or not and its rate). When the company is not creating new jobs, there is often oversupply of qualified labour which in turn leads to unemployment.

6.COMPETITORS
The recruitment policies of the competitors also effect the recruitment function of the organisations. To face the competition, many a times the organisations have to change their recruitment policies according to the policies being followed by the competitors.

Internal Factors Affecting Recruitment

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The internal forces i.e. the factors which can be controlled by the organization are:

RECRUITMENT POLICY
The recruitment policy of an organization specifies the objectives of recruitment and provides a framework for implementation of recruitment programme. It may involve organizational system to be developed for implementing recruitment program mes and procedures by filling up vacancies with best qualified people.

FACTORS AFFECTING RECRUITMENT POLICY

• Organizational objectives
• Personnel policies of the organization and its competitors.
• Government policies on reservations.
• Preferred sources of recruitment.
• Need of the organization.
• Recruitment costs and financial implications.

HUMAN RESOURCE PLANNING
Effective human resource planning helps in determining the gaps present in the existing manpower of the organization. It also helps in determining the number of employees to be recruited and what qualification they must possess.
SIZE OF THE FIRM
The size of the firm is an important factor in recruitment process. If the organization is planning to increase its operations and expand its business, it will think of hiring more personnel, which will handle its operations.
COST
Recruitment incur cost to the employer, therefore, organizations try to employ that source of recruitment which will bear a lower cost of recruitment to the organization for each candidate.
GROWTH AND EXPANSION
Organization will employ or think of employing more personnel if it is expanding it’s operations.

Sources Of Recruitment

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

Hiring Mistake - Desperate Hiring

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With each increasing day a position is unfilled, desperation makes a geometric leap forward. Desperation hiring causes hiring managers to cut corners and eliminate critical steps. A strong heartbeat sometimes becomes the primary criteria in desperation hiring.
Becoming desperate leads to wide range of hiring mistakes including not investing time to define success, fishing in shallow waters for average candidates, not asking the right questions and being a 1st impression victim.
The Success Factor Methodology eliminates desperation hiring by instilling a rigorous and systematic process that ensures top talent can be recruited, effectively evaluated, and shown how great your opportunity can be for their career.

Hiring Mistake - Ignoring Top Candidate Needs

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Not understanding what motivates top talent can lead to pain and frustration after months of recruiting and interviewing when the candidate rejects the offer.
Most top performers desire an opportunity to learn, to have a strong impact, and to become something greater for their time in the role. In addition, they want to work for an excellent boss and be in an outstanding company.
Recognizing these common expectations of top talent leads to a very different approach to marketing the position to top talent and recruiting that top candidate, many of whom have multiple opportunities concurrently.

Hiring Mistake - Failure to Probe for Specific Core Success Factors

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Participants in our Research Study found that when traditional interview techniques were used, hiring mistakes frequently occurred.
A lack of deep probing questions to validate candidate stories, examples, and illustrations, led to embellishment and exaggeration. Interview accuracy is improved when the hiring manager probes deeply - peeling the onion, playing the role of detective, or peering deeply through microscope.

Hiring Mistake - Fishing in Shallow Waters

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If all you're seeing are applicants floating near the surface of the candidate pond, you're doomed to fail before you even start!
Our Research Study participants found that not having a strong slate of top talent resulted in having to choose from the "best of the worst". Frequently, the candidate hired failed to achieve the desired results.
You MUST COMPEL top talent in the deep end of the pond to get excited about your opportunity. Using a Compelling Marketing Statement to excite top talent about your opportunity is dramatically different than the traditional "drill sargeant" or "residential real estate" approach to advertising

Hiring Mistake - Performance Bias

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To the best actor goes the job. How many times have you hired someone who blew you away in the interview, only to be disappointed after the hire? One of the major mistakes in interviewing is assuming the presentation the candidate makes is indicative of their on the job success

Hiring Mistake - Historical Bias

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Most interviewing training and interview methodologies focus purely on past performance - an approach known as behavioral interviewing. Hiring mistakes occur when only focusing on this technique.
A balance must be struck between past performance and future potential, which is based on predicting core traits of success

Hiring Mistake - Snap Judgments

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Positive snap judgments, also know as positive first impressions, led many executives in our research study to hire candidates they "liked" in the interview, but could deliver the required results.
Conversely, many good candidates are excluded prematurely who have extraordinary on-the-job performance, but do not initially interview well.
There is a natural human tendency to make a 1st Impression judgment. Overcoming this natural human tendency to make a first impression judgment of a candidate within seconds can be done through using a Success Factor Snapshot and the 5-Core Question Interview

Hiring Mistake - Inappropriate Prerequisities

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Our research has shown that many times top performers don't have 10-12 years of experience, a BS degree in Mechanical Engineering, and an MBA from a top 20 school.

Picking top talent is not the same as ordering at the drive-through window of your favorite fast food restaurant. Defining Success Factors through the SOAR approach will overcome the mistake of using inappropriate prerequisites to judge candidates.

The typical laundry list of minimum education, skills, knowledge, years of experience, behaviors, attitudes, and credentials is mis- leading in predicting future success.

Hiring Mistake - Superficial Interviewing

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Traditional interviews are useless in predicting future success. The tribal method of hiring consists of asking the 20 standard, inane, canned interview questions that solicit canned responses. Layered on top is the concern among most hiring managers that candidates embellish and exaggerate their accomplishments.

Most hiring managers would have better luck picking a candidate if they were at the crap tables in Vegas rolling dice. Hiring top talent should not be based on luck.

Hiring Mistake - Inadequate Job Descriptions

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Most job descriptions are worthless as a hiring tool. At best they are a listing of minimum, average, and medicore qualifications that are misleading in predicting success.

It's not what a candidate has (education, skils, prior duties) that makes a difference, it's what they do with these elements. Choosing a candidate based on a list of minimal qualifications might fill seats in your company, but it is not a recommended solution for consistently hiring top talent.

A more effective tool to select and manage top talent is the Success Factor Snapshot, a dynamic document tied back to business/organizational goals.

Advantages from Modern Recruitment Procedures and Methods

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Structure and systematically organize the entire recruitment processes. Facilitates faster, unbiased, accurate and reliable processing of applications from various applications. Helps to reduce the time-per-hire and cost-per-hire. Helps to incorporate and integrate the various links like the application system on the official website of the company, the unsolicited applications, outsourcing recruitment, the final decision making to the main recruitment process. Maintains an automated active database of the applicants facilitating the talent management and increasing the efficiency of the recruitment processes. Provides and a flexible, automated and interactive interface between the online application system, the recruitment department of the company and the job seeker. Offers tolls and support to enhance productivity, solutions and optimizing the recruitment processes to ensure improved ROI.
o Helps to communicate and create healthy relationships with the candidates through the entire recruitment process.

Pipeline Development in recruitment

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Data is driven by the number of potential candidates the recruiter has developed relationships with for key strategic positions. Data is managed through an effective CRM system. Similar to tracking pipeline development of sales professionals, measuring recruiter-developed candidate pipelines can have a dramatic improvement on time-to-fill (candidates are already in process for commonly needed positions), cost-per-hire (pipeline candidates have no additional cost associated with placing them), and quality of hire.

Companies can decrease their time to fill and decrease their cost per hire, but if they can increase their quality of hire and quality of service, the entire game changes. Better employees translate into higher performance, more revenue, and higher profits.
By using the right metrics you will encourage recruiters to focus their behaviors on the causes and not the symptoms of recruitment success. The combination of having the right recruiter with the right measurements will lead each recruiter to focus on finding the right candidate.

Candidate - Metrics in Hiring

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Data is driven by the percentage of new hires who are satisfied with the hiring process as judged by a candidate survey. Candidate satisfaction surveys drive recruiting organizations to have a greater focus on the quality of service provided to each candidate, which has a positive impact on the
brand positioning/employment branding of the company. Additional candidate metrics may also be valuable from candidates who were not selected, and candidates who declined offers. These last two groups are often overlooked, but they can provide valuable information about your recruiting operations.

Referral Rates - Hiring Metrics

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Data is driven by the percentage of hires from referrals generated by the recruiter. Referral programs are most commonly focused on generating referrals from the greater employee population. Referrals generated by recruiters directly soliciting them from prospective candidates and new employees will have a measurable and positive impact on the quality of hire (studies show referrals make better performing hires), cost-per-hire (little to no cost for these referrals), and time-to-fill ratios.

Source of Hire and Metrics

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Data is driven by the percentage of new hires from each defined candidate source. Data is also driven by the percentage of hires per source, with highest on-the-job performance and tenure rates. Tracking source of data information allows management to better understand the quality of their sourcing Strategy. This metric also helps recruiting managers see sourcing channels in terms of outcomes, not just sheer numbers.

Manager vs recruitment

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Data is driven by the percentage of managers who are satisfied with the hiring process and the candidates. This metric provides
important, easily tracked data to determine a hiring manager‟s preferences before recruiting begins, and then to evaluate staffing performance post-hire. Effective recruiting organizations rely on customer feedback to be successful. However, customer satisfaction should never be viewed as a stand-alone metric because it can be misleading.

Performance/Quality of Hire:

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Data is driven by performance appraisal ratings and/or production 6 to 12 months into the new employee‟s job as compared to their peers. Quality should be the first and most important recruiting metric. Since there is no formula for determining quality, recruiters and the hiring managers should define the standards for quality before recruiting. Quality of hire can be accessed through a simple survey that lists each criterion separately and asks the manager how the employee meets each standard on a scale of 1 to 5. New hire quality can also be tracked through formal performance evaluations, production reports, etc. A survey reported in Staffing.org‟s Recruitment Metrics and Performance Benchmark Report found that the more regularly recruiting professionals measure new hire quality in an organization, the more satisfied hiring managers are with new hire quality.

Modern Recruitment Metrics

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The recruiter of today has to move from being transaction ally driven to relationship-driven. Recruiters are now sales professionals responsible for prospecting, building relationships, and advancing the sale. This function change requires the metrics associated with success of today‟s recruiter to change as well.
Although the following is not an all-inclusive list, the following six metrics are examples of metrics that drive the right results and create the necessary behaviors needed to achieve these results.