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Recruitment
Introduction:
Before proceeding further, I like to share some facts about recruitment, probably known
to you, in a survey it has been found that -
1. Identify vacancy
2. Prepare job description and person specification
3. Advertise
4. Managing the response
5. Short-listing
6. Visits
7. References
8. Arrange interviews
9. Conduct the interview
10. Decision making
11. Convey the decision
12. Appointment action
The recruitment process for most organizations is designed along the same path;
applications are received, either via an online application form, a postal form or a CV.
Candidate are short-listed and invited for interview. The interview format can vary
considerably, as we discuss later, and can include assessment centers. The number of
interviews also varies. Some companies are satisfied after just one interview whereas
others will want to bring back a further shortlist of candidates for one or more interviews.
If you are successful at the interview stage you will receive an official letter offering you
the job. This information describes what you can expect at interviews and assessment
centers, and takes you through to making a decision about any offers that may result.
When considering whether or not to invest, most of us ask perfectly sensible questions
like: "What will the return be?", "What's the risk?" and "How quickly will I get the
returns?" Would you put your hard-earned money into high-risk investment schemes
without knowing about their past performance? Would you invest with professionals who
are very thorough, but who can't prove that their methods deliver business results? At the
end of the day, the organization is interested in knowing the return on recruitment
investments and HR Manager/Recruitment Manager is responsible for it and hence can be
questionable. I remember, once someone asked me, how HR department can become
"Earning Department", it is only by saving costs and saving expenses.
How many organizations expect sensible questions about the return on recruitment
investment to be answered? The truth is that very few really do. Recruitment is evaluated
on the basis of the speed with which positions are filled the feedback from participants
and the percentages of candidates who end up being employed. Very few organizations
expect that the true impact on business performance can ever be proven, or recruitment
processes fine-tuned to deliver precisely the business benefits required. Instead,
recruitment is allowed to carry on without anyone ever knowing if it is delivering the
goods, or if opportunities are being missed.
But is it really so unrealistic to believe that we can measure the business impact of
different approaches to recruitment? More and more organizations are asking these
questions, and the ones who can respond effectively are achieving surprising business
results through their HR functions. A wide range of organizations in western countries,
have invested in examining the business success of their recruitment practices, and
achieved clear returns. Organizations are starting to find that, with some skill, it is
possible to assess the return on investment. It is possible to define the business benefits
required, and track the results. This is not just a bean-counting exercise aimed at proving
that we are right - it points the way to improve results, and deliver business performance
through HR.
A. Start off with a clear analysis of the organizational and commercial outcomes
required from recruitment. What is the business trying to achieve, and what part
will successful candidates need to play?
B. Develop clear ways of tracking and measuring these outcomes
C. Carry out an objective and open-minded analysis of the qualities people need to
perform. Ruthlessly avoid your judgement being colored by past practice or
"knowing what works from experience". if doing this well seems expensive in the
short run, it's never as expensive as doing it badly in the long run!
D. Ensure that you assess the full range of qualities needed for success - include
personality, motivation and aptitude as well as experience
E. Ensure that everyone involved in recruitment is trained to the highest possible
standards
F. Carefully connect recruitment to induction, training, management and
performance management - to ensure that the business does not just get the right
people, but nurtures and capitalizes in them as well
In common with all people processes, recruitment is there to deliver tangible human and
business benefits. Devoting a little time to considering the return on investment is not a
nebulous luxury - it is essential to delivering the results the organization needs. It is also a
powerful way of positioning HR at the heart of the business. You will not regret
Technology has ushered in new ways of thinking about and executing on talent attraction,
selection, and acquisition.
These benefits provide a foundation for talent management to be in play at a broad and
individual level.
Don't be mistaken. If the biggest pain point in your recruiting process today is that you
have no way to track applicants electronically.
For most recruiters, a basic applicant tracking system, even if it starts as an Excel
spreadsheet or Access database, is a key to survival and certainly to efficiency. If
anything, the urgency to implement even a basic system has only increased in the past
few years, as the Internet has made it so easy for candidates to apply for jobs. If you don't
have an automated way to capture and search for candidate information, your job is going
to be defined by performing administrative tasks that consume a significant portion of
your available time-time that could almost certainly be better spent on higher-level
activities. The good news is that if you're just getting started with applicant tracking,
there are many good systems available today to fit almost any budget.
Recruitment Management picks up where applicant tracking left off. Tracking your
applicants efficiently is no longer a self-sustaining hiring process and you will inevitably
start focusing on the following areas to raise your recruiting process to the next level:
Conclusion:
At the end, I like to say that HR professional is having a big responsibility to hire a best
person from the available talent pool. At the same time, one needs to be cost conscious. It
is a good practice in recruitment to be objective and seek to identify the candidates'
abilities. Judge on individual merits and set the same standards for all. Whereas
generalized assumptions made about ability or ambition, based on applicant's sex, caste,
age, religious belief, sexual orientation or any disability, is a bad practice. One need to
use the technology, to get the best results from recruitment process.