Recruitment Sources

 

Both success and survival of an organization depends on the quality of human resources available to it and/or use. Therefore the organization should focus on identifying and attracting the most competitive candidates, which is achieved through a recruitment process efficiently (MUSCALU, 2015).

 

Personal or informal recruitment sources (referrals, social networks, rehires.) will systematically provide better information than formal recruitment sources (newspapers, databases , employment agencies). In turn, better information is believed to translate into higher probability of obtaining employment and more positive post-hire outcomes, such as quality of employment, entry wage and subsequent wage profile, organization- and job-related attitudes, and lower voluntary turnover (CALDWELL, 1985).

 

At the earliest stages in an employee’s tenure, turnover rates tend to be quite low. However, as information and experience are acquired by the employee (Morrison, 1992).

 

Primarily, organizations focus on calling for candidates through direct applications by placing advertisements in their own websites, employment search websites and newspapers (Drake, 1973).

 

Recruiting sources and job survival rates observed several recruiting sources for obtaining new workers used by an insurance company, a bank, and a professional abstracting service were compared in terms of their relationship to later job survival. Types of jobs studied included clerical, managerial, professional, and sales. Significant differences were found among the various recruiting sources in their relationship to later employee turnover (Decker, 1979).

   

Figure 01. Sources of Recruitment 

 

(Prachi M, 2008)

       

Major Recruitment Sources (Miron, 2014)       

01. Job Boards

Post jobs in general job boards as well, especially when looking for entry-level candidates, as they tend to go there first (Thomsen, 2007)

02. Company Website

Posting all job opportunities on your company’s website is a given. Whether candidates arrive there directly or are directed there from another site (Thompson, 2003)

03. Social Media

LinkedIn, Google+, Face book, Twitter, among others—these social media networks are key recruiting sources (Dolan Antenucci, 2014)

04. Referrals

One of the fastest growing recruiting sources out there is employee referrals. Tapping into existing workforce to get new talent is a smart strategy Consider offering referral incentives, like bonuses (Williams, 1993)

05. Direct Contact.

Similar to employee referrals, direct contact leverages current employees specifically going after a candidate. This usually works well with senior-level staff, since they know very well what the company is looking for and they have wide professional networks. These employees seek out candidates, cultivate relationships, and bring them in as referrals when the right time comes (Copnell, 2017)

06. Temp-to-Hires

Bring in new employees is through temporary or part-time employment first. Find temporary and seasonal employees can all be seen as a recruiting source (Miron, 2014)       

07. Career Fairs

Company presence at career fairs. Candidates with a certain skill set—like software development or graphic design—as industry-specific career fairs tend to yield more potential candidates (Phillips, 2010).

08. Agency

Recruiting agencies can be cost-effective options for finding top candidates from wider talent pools, or to find heavily sought-after candidates in more specialized industries (Steffen Raub, 2006).

09. Newspapers

Print job ads are still playing a role in the recruiting scene, especially considering the papers’ online presence (KATHRYN DOBIE, 1998).

 

Example of Recruitment Sources at a Leading Consumer Durable Organization in Sri Lanka where I work

Ø  Present Employees

Ø  Employee Referrals

Ø  Advertisements

Ø  Campus Recruitment

Ø  Outsourcing Consultancies

Ø  Contractors

Ø  Professional Associations

  

List of References

CALDWELL, C. A. (1985). The impact of normative social influence and cohesiveness on task perceptions and attitudes: A social information processing approach.

Copnell, A. E. (2017). Ethical and Practical Realities of Using Letters for Recruitment in Bereavement Research.

Decker, P. J. (1979). A note on recruiting sources and job survival rates.

Dolan Antenucci, M. C. (2014). Using Social Media to Measure Labor Market Flows.

Drake, L. R. (1973). Organizational performance as a function of recruitment criteria and effectiveness.

KATHRYN DOBIE, J. P. (1998). Motor Carrier Road Driver Recruitment In a Time of Shortages: What Are We Doing Now?

Miron, A. (2014). Understanding Recruitment Sources.

Morrison, A. M. (1992). The New Leaders: Guidelines on Leadership Diversity in America. Jossey-Bass Management Series.

MUSCALU, E. (2015). SOURCES OF HUMAN RESOURCES RECRUITMENT ORGANIZATION.

Phillips, P. S. (2010). Hospitality Career Fairs: Student Perceptions of Value and Usefulness.

Prachi M ,(2008). “Sources of Recruitment”,< https://theinvestorsbook.com/sources-of-recruitment.html>.

Steffen Raub, E. M. (2006). Realistic recruitment: An empirical study of the cruise industry.

Thompson, L. F. (2003). Internet Recruiting: The Effects of Web Page Design Features.

Thomsen, D. (2007). Targeted collection and use of information from job boards, job listings and similar sources.

Williams, C. R. (1993). Recruitment sources and posthire outcomes for job applicants and new hires: A test of two hypotheses.

Recruitment Determinants

 

Organizations using HR outsourcing can gain certain advantage. Lists three advantages of HR outsourcing and that is economic value, technological value and strategic value, these increase the level of HR management and the competitive advantage of the organization (Wang, 2008). The economic advantage of outsourcing means that “outsourcing can make the enterprise use the outsourcing service provider of economies of scale advantage and low cost service for better services, human resources management and the ability to keep receiving outsourcing the changing of advanced equipment, advanced technology and space expansion of the human resources management advantages” (Hepeng, 2018).

Degree of use of outsourcing is determined by factors such as the degree of intervention of top managers and his decision-making power, strategic position and asset specific HR outsourcing (Tomás F. Espino-Rodríguez, 2017). “Human resources management business whose asset specific city is higher, if it is outsourced, suppliers may not be able to fully understand the culture so outsourcing risk is higher (Lihua, 2013).

Key factors in outsourcing success are the decision process, partners, contract and partnership quality. Partnership quality, which is the independent variable of the study, is formed by factors such as trust, business understanding, benefit / risk share, conflict and commitment (Ooi Ee, 2012). These factors are determined to be affected positively by certain determiners such as joint action, communication quality, information sharing, mutual dependency, cultural similarity and top management support (Ates, 2013).

The implementation of outsourcing is accompanied by many changes, such as the changing role of the workers who used to provide R & S services and who must adapt to new challenges in the organization (Jahyun Goo, 2009). Change of their former work process can be frustrating and demotivating, so adequate preparation for the implementation of these changes using change management plan is recommended (BOS, 2008).

Recruiting from internal sources and external also affect the recruitment process. The recruitment policy of an organization determines the destinations or enlistment and gives a structure to usage of recruitment program (Cocuľová, 2015).

 

 Internal & External Recruitment Determinants (Cocuľová ,2015).

 

Internal Recruitment Determinants

 

01. Recruitment Policy

 

Ø  Need of the organization.

Ø  Organizational objectives

Ø  Preferred sources of recruitment.

Ø  Government policies on reservations.

Ø  Personnel policies of the organization and its competitors.

Ø  Recruitment costs and financial implications

 

02.  Human Resource Planning

 

Effective human resource process and procedure helps in fixing the loops present in the existing manpower of the organization. This also helps in filter the number of employees to be recruited and what kind qualification and skills they must possess (Bramham, 1994).

 

03. Size of the Organization

 

The size of the organization affects the 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 (Richard M. Burton, 2004)

 

04. Cost involved in recruitment

 

Recruitment process also count the cost to the employer, that why organizations try to employ/outsource the source of recruitment which will be cost effective to the organization for each candidate (Roberts, 1997).

 

05. Growth and Expansion

Organization will utilize or consider utilizing more work force in the event that it is growing  its operations (Ansoff, 1965).

 

External Recruitment Determinants

 

01. Supply and Demand

The availability of manpower both within and outside the organization is an essential factor in the recruitment process (California. Employment Development Department. Employment Data and Research, 1981). 

 

02. Labour Market

 

Employment conditions where the organization is located will effected by the recruiting efforts of the organization (Purohit, 1989). 

 

03. Image of the organization

 

Image of the firm is another factor having its effect on the Different government controls forbidding separation in contracting and work has coordinate effect on enlistment practices A company with positive image as an employer able to easier to attract and retain employees than an organization with negative image (Morgan, 1998).

 

04. Political-Social- Legal Environment

 

Different government controls forbidding separation in contracting and work have coordinate effect on enlistment practices (Daniel V. Davidson, 2016).

 

05. Unemployment Rate

 

The Element that influences the availability of applicants is the economy growth rate. At the point when the organization isn't making new jobs, there is frequently over supply of qualified work which thusly prompts unemployment (Dickens, 1994).

 

06. Competitors

 

The recruitment policies and procedure an of the competitors also affect the recruitment function of the organizations. Recruitment is one of the main departments which place the right candidates to the right job. The recruiters should identify the best candidates from different sources and job sites (Taylor, 1987).

 

Example of Employee Recruitment Determinant at a Leading Consumer Durable Organization in Sri Lanka where I work

External Determinants

Ø  Social & Economic Factors

Ø  Employment Rates

Ø  Labor Market condition

Ø  Reservation System

Ø  Market Competition

Ø  Information System

Internal Determinants

Ø  Company pay’s Package

Ø  Work Type

Ø  Organization Culture

Ø  Career Planning

Ø  Company’s Size

Ø  Company’s Product

Ø  Company’s Growth Rate

Ø  Cost of Requirement

 

 

List of References

 

Ansoff, H. I. (1965). Corporate Strategy: Business Policy for Growth and Expansion.

 

Ates, M. (2013). The effect of partnership quality on outsourcing success in human resources functions.

 

BOS, J. (2008). Top Tips For Driving RPO Success,Workforce Management, 2008.

 

Bramham, J. (1994). Human Resource Planning.California. Employment Development Department. Employment Data and Research. (1981). Butte County Labor Supply & Demand.

 

Cocuľová, J. (2015). AN ANALYSIS OF DETERMINANTS OF RECRUITMENT AND SELECTION OUTSOURCING IMPLEMENTATION.

 

Daniel V. Davidson, L. M. (2016). Business in the Contemporary Legal Environment.

 

Dickens, W. T. (1994). An analysis of the nature of unemployment in Sri Lanka.

 

Hepeng, D. (2018). Aligning strategy typology and human resource management in a transitional environment : the case of Huabo Group.

 

Jahyun Goo, R. K. (2009). The Role of Service Level Agreements in Relational Management of Information Technology Outsourcing: An Empirical Study.

 

Lihua, J. a. (2013). Hepatitis B virus X protein represses miRNA-148a to enhance tumorigenesis.

 

Morgan, G. (1998). Images of Organization.

 

Ooi Ee, H. A. (2012). The effects of partnership quality on business process outsourcing success in Malaysia: key users perspective.

 

Purohit, Y. S. (1989). Industrialising Economy and Labour Market in India.

 

Richard M. Burton, B. O. (2004). Strategic Organizational Diagnosis and Design: The Dynamics of Fit.

 

Roberts, G. (1997). Recruitment and Selection.

 

Taylor, M. (1987). Organizational recruitment activities and applicants' reactions at different stages of the recruitment process.

 

Tomás F. Espino-Rodríguez, J. C.-F. (2017). Factors determining hotel activity outsourcing. An approach based on competitive advantage.

 

Wang, K. L. (2008). Does IT outsourcing deliver economic value to firms?

Selection Techniques in Consumer Durable Industry

 

Employees are searching best job as there qualification and employers are want to best employee for business development manner. It is very important to select the best candidates for the job by using various tools and techniques (Rahaman, 2016).

Implementing a hiring process oriented towards competencies represents an important condition for companies to remain competitive on the labor market. Starting with the planning and establishment of the requirements for both jobs and organization (Armstrong, 2011).

Entire staffing process is strongly dependent on the success of the recruitment. Given the importance of employee recruitment for attaining highly qualified human capital, the attention around this issue has increased during the last years (Starke, 2000).

 

Moreover, referred candidates had higher selection ratios compared to the applicants occurred through formal sources (newspaper advertisement, employment agencies or school placement) (Dovidio, 2000). Still, further performance evaluation results (the sales performance of the hired candidates) did not support any difference between recruitment sources (GEISINGER, 1989).

 

Recruitment and selection not only seek to attract, obtain, and retain the human resources the organization needs to achieve the strategic goals, but may also have significant impact upon the composition of the workforce, the ultimate fit with the organization's needs and culture, and upon long-range employment stability (Beer et al., 1984).

“The process of choosing from among available applicants , the individuals who are most likely to successfully perform a job”. It is the process of gathering all necessary information about applicants and using that information to decide which applicants to employ (Chapman, 2005). Once an adequate number of qualified applicants are identified through proper recruitment, the selection process begins. Selection is one of the most important functions of HRM because wrong selection of employees hampers organizational performance enormously (Dessler, 2007).

Selection process differs from organizations to organizations (H E Aldrich, 1976). An ideal selection process comprises some steps such as filling up application forms, initial screening, preliminary interview, employment tests, written examination, comprehensive interview, background examination/ reference check, medical examinations, and job offer (DA DeCenzo, 1999).

The recruitment and selection process determines the decisions as to which candidates will get employment offers (Anderson, 2002). The aim of this practice is to improve the fit between employees, the organization, teams, and work requirements, and thus, to create a better work environment (Tzafrir, 2006).

Sophisticated recruitment and selection system can ensure a better fit between the individual's abilities and the organization's requirement (Fernandez 1992). Employment stability can be achieved through a selection procedure based on ability (Mohinder Chand, 2007).

Recruitment and selection was positively related to all organizational performance variables such as effectiveness, efficiency, innovation, and quality. Innovation is at the heart of the Consumer Durables industry and aim to reflect the recruitment process using technology as part of the candidate introduction process (Thavisay, 1999).

 

Effective Employee Selection Techniques (Heather, 2020)

 

Ø  Assess cognitive ability

Ø  Evaluate learning agility

Ø  Test situational Judgment

Ø  Measure employee integrity

Ø  Test job knowledge

Ø  Give a test work assignment

Ø  Organize an assessment center

Ø  Structure your interview process

Ø  Conduct peer interviews

Ø  Check candidate references

Ø  Host a job trial day

 

Headhunting entails conducting a specified search to identify the ideal candidate for a particular role, regardless of whether the candidate is active or passive talent. While active candidates are reaching out to their professional networks and sending resumes in response to job openings, passive candidates are currently employed and not seeking new opportunities. For high-level roles with a unique desired skill set, passive candidates are more desirable—they are currently working and gaining industry-specific experience at a competitor (Lioy, 2019)

 

Example of Selection Techniques (Territory Manager Post) at a Leading Consumer Durable Organization in Sri Lanka where I work

Preliminary Screening

Once an employer has received what it considers sufficient interest in the position, the recruiter starts screening the applications or resumes determining which applicants to contact for the preliminary screening interview

In-Person Interviews

Face-to-face interviews take time, which is one of the reasons the applicant pool should be narrowed by conducting preliminary screening and telephone interviewing

Cultural Fit Selection

Candidate’s values align with the organization’s values. It’s a subjective analysis, and one that Recruiting Managers are check only attribute to being a gut feeling

Past Experience

Evaluate the past employment experience & match with current vacancy 

Evaluate learning Ability

Field visit with the HR Manager given write to analytical report about the field visit before the final interview.

 

List of References

AKRAWAH, O. D. (2019). Recruitment strategies of the banking industry in Nigeria: The head hunting panacea.

Anderson, N. (2002). Recruitment and selection: Applicant perspectives and outcomes.

Armstrong, W. (2011). Plasmacytoid dendritic cells are recruited to the colorectum and contribute to immune activation during pathogenic SIV infection in rhesus macaques.

Beer, M. (1984). Managing Human Assets.

Chapman, D. S. (2005). Applicant Attraction to Organizations and Job Choice: A Meta-Analytic Review of the Correlates of Recruiting Outcomes.

DA DeCenzo, S. R. (1999). Human Resource Management.

Dessler, A. E. (2007). Observations of deep convective influence on stratospheric water vapor and its isotopic composition.

Dovidio, J. F. (2000). Aversive Racism and Selection Decisions: 1989 and 1999.

Dovidio, J. F. (2000). Aversive Racism and Selection Decisions: 1989 and 1999.

GEISINGER, J. A. (1989). THE RELATIONSHIP BETWEEN RECRUITING SOURCE, APPLICANT QUALITY, AND HIRE PERFORMANCE: AN ANALYSIS BY SEX, ETHNICITY, AND AGE .

H E Aldrich, J. P. (1976). Environments of Organizations.

Heather. (2020). Effective Employee Selection Methods To Start Using Today.

Lioy, T. (2019). What’s the Difference Between Headhunting and Recruiting?

Mohinder Chand, A. A. (2007). The impact of HRM practices on organisational Performance in the Indian hotel industry.

Rahaman, M. A. (2016). Employees’ Perception of Recruitment and Selection Practices in Local Companies.

Starke, J. A. (2000). Research on Employee Recruitment: So Many Studies, So Many Remaining Questions.

Thavisay, T. Q. (1999). Privatization and Human Resource Development Issue: A Preliminary Study of State-Owned Enterprises in the Lao People’s Democratic Republic.

Tzafrir, S. S. (2006). Relationship between HRM practices and firm performance at different points in time.