Recruitment and Selection Process of Maruti

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PREFACE

The

The course course of of MBA MBA require require one one to to undergo undergo a a summersummer inte

internship rnship with with the the end end of of the the 22ndnd _Sem_Semest_ester,_{er, so}_{so as}_{as to}_{to get}_{get a}_a pract

practical ical knowlknowledge edge and and undersunderstanditanding ng the the practipracticalcal aspe

aspects cts of of all all the the theortheories ies read. read. It It helps helps us us to to make make the the bestbest use

use of of our our skiskills lls and and intintellelligeigence nce so so as as to to makmake e a a betbetterter research

research report. report. It It is is really really the the most most important important thing thing during during thethe course

course of of the the studstudy. y. The The purpospurpose e of of my my researesearch rch projeproject ct waswas to study

to study the Recruitment the Recruitment and and Selection process Selection process and its and its use inuse in sel

selectecting ing the the rigright ht candcandidaidatestes. . It It was was a a concontintinuous uous lealearnirningng expe

experience rience as as I I got got to to know know diffedifferent rent kinds kinds of of RecruiRecruitmenttment procedure, how they are conducted and are beneficial.

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ACKNOWLEDGEMENT

I would like to express my deep sense of gratitude to the guide I would like to express my deep sense of gratitude to the guide d

diissttiinngguuiissh h ppeerrssoonnaalliitty y ffoor r tthheeiir r pprreecciioouus s ssuuggggeessttiioon n aanndd encouragement during the project.

encouragement during the project. Th

The e ExExpeperirienence ce whwhicich h is is gagainined ed by by me me duduriring ng ththis is prprojojecect t isis essential for me at this turning point of my career.

essential for me at this turning point of my career. I

I am am tthahanknkfuful l tto o ______________________________________ __ (D(Dirireectctoror), ), MBMBA A anandd ______________

______________________ ________ (Deputy (Deputy Director) Director) MBA MBA for for their their kind kind supportsupport and supervision.

and supervision.

I am also thankful to my project guide Prof. I am also thankful to my project guide Prof.

For providing me guidance and support. For providing me guidance and support.

Last but not the least I would like to thanks all the faculty members, Last but not the least I would like to thanks all the faculty members, company officials, my family and friends for their constant support. company officials, my family and friends for their constant support.

(3)

ACKNOWLEDGEMENT

I would like to express my deep sense of gratitude to the guide I would like to express my deep sense of gratitude to the guide d

diissttiinngguuiissh h ppeerrssoonnaalliitty y ffoor r tthheeiir r pprreecciioouus s ssuuggggeessttiioon n aanndd encouragement during the project.

encouragement during the project. Th

The e ExExpeperirienence ce whwhicich h is is gagainined ed by by me me duduriring ng ththis is prprojojecect t isis essential for me at this turning point of my career.

essential for me at this turning point of my career. I

I am am tthahanknkfuful l tto o ______________________________________ __ (D(Dirireectctoror), ), MBMBA A anandd ______________

______________________ ________ (Deputy (Deputy Director) Director) MBA MBA for for their their kind kind supportsupport and supervision.

and supervision.

I am also thankful to my project guide Prof. I am also thankful to my project guide Prof.

For providing me guidance and support. For providing me guidance and support.

Last but not the least I would like to thanks all the faculty members, Last but not the least I would like to thanks all the faculty members, company officials, my family and friends for their constant support. company officials, my family and friends for their constant support.

(4)

DECLARATION

We hereby declare that the following documented Project Report We hereby declare that the following documented Project Report titl

titled RECRUITMEed RECRUITMENT NT AND SELECTIOAND SELECTION N IN IN MARUMARUTI SUZUKI LTD.” is TI SUZUKI LTD.” is anan authentic work done by us.

authentic work done by us.

The study was undertaken as a part of the course curriculum The study was undertaken as a part of the course curriculum of MBA Full Time Programme at Barkatullah University, Bhopal.

(5)

Content

C

Chhaapptteerr TTiittllee PPaaggee NNoo 1

1 IInnttrroodduuccttiioonn 2

2 CCoommppaanny y pprrooffiillee 3

3 RReeccrruuiittmmeennt t pprroocceessss 4

4 OObbjjeeccttiivve e oof f tthhe e ssttuuddyy 5

5 RReesseeaarrcch h mmeetthhooddoollooggyy 6 6 OObbsseerrvvaattiioonn 7 7 CCoonncclluussiioonn 8 8 RReeffeerreennccee

(6)

Introduction

Mar

Maruti

uti Suz

Suzuki

uki Ind

India

ia Lim

Limite

ited

d

com

common

monly

ly re

refer

ferre

red

d to

to as

as

Maruti

, is a

subsidiary company of Japanese

subsidiary company of Japanese automaker

automaker Suzuki Motor Corporation

Suzuki Motor Corporation. It

. It

has a market share of 37% of the Indian passenger car market as of

November 2012. Maruti

November 2012. Maruti Suzuki offers a

Suzuki offers a complete range of

complete range of cars from entry

cars from entry

level

level M

Maarru

utti

i

8

80

00 0,, M

Mar

arut

uti

i

E

Est

steeem

em and

and Alto

Alto,

,

tto

o

h

haattcch

hb

baacck

k Ritz

Ritz,, A-

A-Star

Star ,, Swift

Swift,, Wagon-R

Wagon-R ,, Estillo

Estillo aan

nd

d

sseed

daan

nss DZire

DZire,, SX4

SX4,

,

iin

n

tth

he

e

''C

C''

segment

segment Ma

Marut

ruti

i Eec

Eeco

o,, Ma

Marut

ruti

i Om

Omni

ni,

, Mu

Mult

lti

i Pu

Purp

rpos

ose

e ve

vehi

hicl

clee Ertiga

Ertiga and

and

Sports Utility vehicle

Sports Utility vehicle Grand Vitara

Grand Vitara..

It was the first company in India to mass-produce and sell more than a

million cars. It is largely credited for having brought in an automobile

revolution to India. It is the market leader in India, and on 17 September

2007,

Ma

Maru

ruti

ti Ud

Udyog

yog Li

Limi

mite

ted

d

w

was

as re

rena

name

med

d as

as

Ma

Maru

ruti

ti Su

Suzu

zuki

ki In

Indi

dia

a

Limited

. The company's headquarters are on Nelson Mandela Road,

. The company's headquarters are on Nelson Mandela Road, New

New

Delhi

Delhi. In February 2012, the company sold its 10th million vehicle in India.

. In February 2012, the company sold its 10th million vehicle in India.

Maruti Suzuki is India and Nepal's leading automobile manufacturer and

the market leader in the car segment, both in terms of volume of vehicles

so

sold

ld an

and

d re

reve

venu

nue

e ea

earn

rned

ed.

. Un

Unti

til

l re

rece

cent

ntly

ly,

, 18

18.2 .28%

8% of

of th

the

e co

comp

mpan

any

y wa

wass

owned by the

owned by the Indian government

Indian government, and 54.2% by

, and 54.2% by Suzuki

Suzuki of

of Japan

Japan. The BJP-

. The

BJP-led government held an

led government held aninitial public offering

initial public offering of 25% of the company in

of 25% of the company in

June 2003. As of 10 May 2007, the government of India sold its complete

share to Indian financial institutions and no longer has any stake in Maruti

Udyog.

Maruti Udyog Limited (MUL)

was established in February 1981, though

the actual production commenced in 1983 with the Maruti 800, based on

the

the Suz

Suzuki

uki Al

Alto

to ke

kei

i ca

car

r w

whi

hich

ch aat

t tthe

he ttim

ime

e w

waas

s th

the

e on

onlly

y m

mod

oder

ern

n ca

car

r

aav

vaaiillaab

blle

e

iin

n

IIn

nd

diiaa,

,

iitts

s

o

on

nlly

y

cco

om

mp

peettiitto

orrss-

-

tth

hee Hindustan

Hindustan

Ambassador

Ambassador and

and Premier Padmini

Premier Padmini were both around 25 years out of date at

were both around 25 years out of date at

that point. Through 2004, Maruti Suzuki has produced over 5 Million

ve

vehi

hicl

cles

es.

. Ma

Maru

ruti

ti Su

Suzu

zuki

kis

s ar

are

e so

sold

ld in

in In

Indi

dia

a an

and

d va

vari

riou

ous

s se

seve

vera

ral

l ot

othe

her

r

countries, depending upon export orders. Models similar to Maruti Suzukis

(b

(but

ut no

not

t ma

manu

nufa

fact

ctur

ured

ed by

by M

Mar

arut

uti

i Ud

Udyo

yog)

g) ar

are

e so

sold

ld by

by Suz

Suzuki

uki Mo

Motor

tor

Corporation

(7)

The company exports more than 50,000 cars annually and has an extremely

large domestic market in India selling over 730,000 cars annually. Maruti

800, till 2004, was the India's largest selling compact car ever since it was

launched in 1983. More than a million units of this car have been sold

worldwide so far. Currently, Maruti Suzuki Alto tops the sales charts but

Maruti Suzuki's Swift has taken over this titles by 19000 models in April

2012.The company imports diesel engines for all maruti Suzuki cars from

the fiat motors the great Italian company.The German car company

Volkswagen has a 19.9% non-controlling shareholding in Suzuki Motor

Corporation.

Due to the large number of Maruti 800s sold in the Indian market, the term

"Maruti" is commonly used to refer to this compact car model. Its

manufacturing

facilities

are

located

at

two

facilities Gurgaon and Manesar south of Delhi. Maruti Suzuki’s Gurgaon

facility has an installed capacity of 900,000 units per annum. The Manesar

facilities, launched in February 2007 comprise a vehicle assembly plant

with a capacity of 550,000 units per year and a Diesel Engine plant with an

annual capacity of 100,000 engines and transmissions. Manesar and

Gurgaon facilities have a combined capability to produce over 14,50,000

units annually. More than half the cars sold in India are Maruti Suzuki cars.

The company is a subsidiary of Suzuki Motor Corporation, Japan, which

owns 54.2 per cent of Maruti Suzuki. The rest is owned by public and

financial

institutions.

It

is

listed

on

the Bombay

Stock

Exchange and National Stock Exchange of India.

During 2007-08, Maruti Suzuki sold 764,842 cars, of which 53,024 were

exported. In all, over six million Maruti Suzuki cars are on Indian roads

since the first car was rolled out on 14 December 1983. Maruti Suzuki

offers 15 models, Maruti 800, Alto, Maruti Alto 800,WagonR , Estilo,

A-star , Ritz, Swift, Swift

DZire, SX4, Omni, Eeco, Gypsy, Grand

Vitara, Kizashi and the newly launched Ertiga. Swift, Swift DZire, A-star

and SX4 are manufactured in Manesar, Grand Vitara and Kizashi are

imported from Japan as completely built units(CBU), remaining all models

are manufactured in Maruti Suzuki's Gurgaon Plant. The company is

believed to be moving towards introduction of a new version of Maruti 800

(8)

parent company, is a global leader in mini and compact cars for three

decades. Suzuki’s technical superiority lies in its ability to pack power and

performance into a compact, lightweight engine that is clean and fuel

efficient. Nearly 75,000 people are employed directly by Maruti Suzuki

and its partners. It has been rated first in customer satisfaction among all

car makers in India from 1999 to 2009 by J D Power Asia Pacific. Maruti

Suzuki will be introducing new 800cc model by Diwali in 2012.The model

is supposed to be fuel efficient, hence more expensive.

Joint venture related issues

Relationship between the Government of India, under the United Front

(India) coalition and Suzuki Motor Corporation over the joint venture was

a point of heated debate in the Indian media till Suzuki Motor Corporation

gained the controlling stake. This highly profitable joint venture that had a

near monopolistic trade in the Indian automobile market and the nature of

the partnership built up till then was the underlying reason for most issues.

The success of the joint venture led Suzuki to increase its equity from 26%

to 40% in 1987, and further to 50% in 1992. In 1982 both the venture

partners had entered into an agreement to nominate their candidate for the

post of Managing Director and every Managing Director will have a tenure

of five years

R.C. Bhargava was the initial managing director of the company since the

inception of the joint venture. Till today he is regarded as instrumental for

the success of Maruti Suzuki. Joining in 1982 he held several key positions

in the company before heading the company as Managing Director.

Currently he is on the Board of Directors.

[13]

_{After completing his five-year}

tenure, Mr. Bhargava later assumed the office of Part-Time Chairman. The

Government nominated Mr. S.S.L.N. Bhaskarudu as the Managing

Director on 27 August 1997. Mr. Bhaskarudu had joined Maruti Suzuki in

1983 after spending 21 years in the Public sector undertaking Bharat Heavy

Electricals Limited as General Manager. In 1987 he was promoted as Chief

General Manager. In 1988 he was named Director, Productions and

Projects. The next year (1989) he was named Director of Materials

]

_{and in}

(9)

Suzuki Motor Corporation didn't attend the Annual General Meeting of the

Board with the reason of it being called on a short notice. Later Suzuki

Motor Corporation went on record to state that Bhaskarudu was

"incompetent" and wanted someone else. However, the Ministry of

Industries, Government of India refuted the charges. Media stated from the

Maruti Suzuki sources that Bhaskarudu was interested to indigenise most

of components for the models including gear boxes especially for Maruti

800. Suzuki also felt that Bhaskarudu was a proxy for the Government and

would not let it increase its stake in the venture.

[15]

If Maruti Suzuki would

have been able to indigenise gear boxes then Maruti Suzuki would have

been able to manufacture all the models without the technical assistance

from Suzuki. Till today the issue of localization of gear boxes is

highlighted in the press.

Industrial relations

Since its founding in 1983, Maruti Udyog Limited experienced few

problems with its labour force. The Indian labour it hired readily accepted

Japanese work culture and the modern manufacturing process. In 1997,

there was a change in ownership, and Maruti became predominantly

government controlled. Shortly thereafter, conflict between the United

Front Government and Suzuki started. Labour unrest started under

management of Indian central government. In 2000, a major industrial

relations issue began and employees of Maruti went on an indefinite strike,

demanding among other things, major revisions to their wages, incentives

and pensions.

Employees used slowdown in October 2000, to press a revision to their

incentive-linked pay. In parallel, after elections and a new central

government led by NDA alliance, India pursued a disinvestments policy.

Along with many other government owned companies, the new

administration proposed to sell part of its stake in Maruti Suzuki in a public

offering. The worker's union opposed this sell-off plan on the grounds that

the company will lose a major business advantage of being subsidised by

the Government, and the union has better protection while the company

remains in control of the government.

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competition and lower margins. The central government prevailed and

privatized Maruti in 2002. Suzuki became the majority owner of Maruti

Udyog Limited.

Manesar violence July 2012

On 18 July 2012, Maruti's Manesar plant was hit by violence as workers at

one of its auto factories attacked supervisors and started a fire that killed a

company official and injured 100 managers, including two Japanese

expatriates. The violent mob also injured nine policemen. The company's

General Manager of Human Resources had both arms and legs broken by

his attackers, unable to leave the building that was set ablaze, and was

charred to death. The incident is the worst-ever for Suzuki since the

company began operations in India in 1983.

Since April 2012, the Manesar union had demanded a three-fold increase in

basic salary, a monthly conveyance allowance of 10,000, a laundry

allowance of 3,000, a gift with every new car launch, and a house for

every worker who wants one or cheaper home loans for those who want to

build their own houses.Initial reports claimed wage dispute and a union

spokesman alleged the incident may be caste-related. According to the

Maruti Suzuki Workers Union a supervisor had abused and made

discriminatory comments to a low-caste worker. These claims were denied

by the company and the police. The supervisor alleged was found to belong

to a tribal heritage and outside of Hindu caste system; further, the

numerous workers involved in violence were not affiliated with caste

either. Maruti said the unrest began, not over wage discussions, but after

the workers' union demanded the reinstatement of a worker who had been

suspended for beating a supervisor.

[24]

The workers claim harsh working

conditions and extensive hiring of low-paid contract workers which are

paid about $126 a month, about half the minimum wage of permanent

employees. Maruti employees currently earn allowances in addition to their

base wage. Company executives denied harsh conditions and claim they

hired entry-level workers on contracts and made them permanent as they

gained experience. It was also claimed that bouncers were deployed by the

company.

India Today claimed that its interviews of witnesses present at the plant

confirms the dispute was over the suspended worker. The management

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insisted that they must wait for completion of inquiry underway before they

can take any action on the employee suspended for beating up his

supervisor. The management was then told, "you will be beaten up after we

get a signal." Thereafter, the workers broke up into groups, went on to set

the shop floor as well as all offices afire. They searched for management

officials and proceeded with a barbaric beating of the officials at the site

with iron rods.

The police, in its First Information Report (FIR), claimed on 21 July that

Manesar violence may be the result of a planned violence by a section of

workers and union leaders. The report claimed the worker's action was

recorded on close circuit cameras installed within the company premises.

The workers took several managers and high ranked management officials

hostage. The responsible Special Investigative Team official claimed,

"some union leaders may be aware of the facts, so they burnt down the

main servers and more than 700 computers." The recorded CCTV footage

has been used to determine the sequence of events and people involved. Per

the FIR, police have arrested 91 people and are searching for 55 additional

accused.

Maruti Suzuki in its statement on the unrest, announced that all work at the

Manesar plant has been suspended indefinitely. A Suzuki spokesman said

Manesar violence won't affect the auto maker's business plans for

India. The shut down of Manesar plant is leading to a loss of about Rs 75

crore per day. On July 21, 2012, citing safety concerns, the company

announced a lockout under The Industrial Disputes Act, 1947 pending

results of an inquiry the company has requested of the Haryana

government into the causes of the disorder. Under the provisions of The

Industrial Disputes Act for wages, the report claimed, employees are

expected to be paid for the duration of the lockout. On July 26, 2012,

Maruti announced employees would not be paid for the period of lock-out

in accordance with Indian labour laws. The company further announced

that it will stop using contract workers by March 2013. The report claimed

the salary difference between contract workers and permanent workers has

been much smaller than initial media reports - the contract worker at

(12)

providing contract employees to Maruti claimed the company gave its

contract employees the best wage, allowances and benefits package in the

region.

Shinzo Nakanishi, managing director and chief executive of Maruti Suzuki

India, said this kind of violence has never happened in Suzuki Motor

Corp's entire global operations spread across Hungary, Indonesia, Spain,

Pakistan, Thailand, Malaysia, China and the Philippines. Mr. Nakanishi

went to each victim apologising for the miseries inflicted on them by

fellow workers, and in press interview requested the central and Haryana

state governments to help stop such ghastly violence by legislating decisive

rules to restore corporate confidence amid emergence of this new 'militant

workforce' in Indian factories. He announced, "we are going to

de-recognise Maruti Suzuki Workers’ Union and dismiss all workers named in

connection with the incident. We will not compromise at all in such

instances of barbaric, unprovoked violence." He also announced Maruti

plans to continue manufacturing in Manesar, that Gujarat was an expansion

opportunity and not an alternative to Manesar.

Labour disputes are endemic in the auto industry of India and have affected

other manufacturers. India has strict labour laws, but their application is

widely sidestepped by hiring low-wage contract workers. Manesar violence

adds to India's recent incidents of labour disputes turning to violence.

Analysts claim recent incidents like Manesar violence suggest a need for

urgent reform of archaic Indian labour laws, the rigid rules on hiring and

layoffs, which harm the formal sector and discourage investment in India.

Government mandated procedures for labour dispute resolution are

currently very slow, with tens of thousands of cases pending for years. The

government of India is being asked to recognise that incidents such

as Manesar violence indicate a structural sickness which must be solved

nationally.

The company dismissed 500 workers accused of causing the violence and

re-opened the plant on August 21, saying it would produce 150 vehicles on

the first day, less than 10% of its capacity. Analysts said that the shutdown

was costing the company 1 billion rupees ($18 million) a day and costing

the company market share.

(13)

The previous week company officials had announced that Maruti would

scrap the practice of hiring contract workers and that the workers currently

on temporary contracts would be made permanent. It would begin the

process of hiring new workers on a permanent basis from September 2,

2012

Recuitment process of maruti Suzuki

Our ambitious plan to reach an independent R & D capability and our goal

to achieve 1 million car sales mark by 2011 requires huge talent pool.

To induct the best talent from the country and to develop them into

successful engineers and managers for leadership positions, who drive

Maruti to excellence and push innovation is our objective. Campus

Recruitment is done for engineers and MBA's.

We hire people from all across the country for our all verticals. The

process starts with a campus visit where interviews are conducted after

a brief shortlisting method. Various tools of selection are used to search

the best talent. The interviews are conducted by the panel of senior

management and they are assessed through a rigorous selection process.

Offers are made to suitable candidates.

Maruti Suzuki Direct Recruitments Offer

Here is a scam where the criminal is assuming I’ve added

my resume to

Monster.com and anxiously awaiting word from a company.

They explain that you need to pay them before the interview, but

that you’ll get it all back when you respond to this Maruti Suzuki

direct recruitments offer and do the face to face interview. There

will never be a face to face and you’ll lose all your money and

(14)

–

MARUTI SUZUKI INDIA LTD (MSIL)

Head Office Maruti Suzuki,

India Limited Nelson Mandela Road,

Vasant Kunj, New Delhi-110070.

Board no.46781000.

Fax: 46150275 and 46150276

Email: [email protected]

REF: MARUTI SUZUKI DIRECT RECRUITMENTS OFFER.

Your Resume has been selected from MONSTER.COM for our

new plant. The Company selected 62 candidates list for Senior

Engineer, IT, Administration, Production, marketing and

general service Departments, It is our pleasure to inform you

that your Resume was selected as one of the 62 candidates

shortlisted for the interview.

The Company SUZUKI is the best Manufacturing Car Company

in India, The Company is recruiting the candidates for our new

Plants in Delhi, Bangalore, and Pune and mumbai. Your

interview will be held at The Company Corporate office in New

Delhi on 13th Of February 2011 at 11.30 AM, You will be pleased

to know That The 62 candidates selected 55 candidates will be

giving appointment, Meaning that your Application can progress

(15)

to final stage of the MARUTI SUZUKI DIRECT

RECRUITMENTS OFFER.

You will have come to The Company corporate office in New

Delhi. Your offer letter with Air Ticket will be sent to you by

courier before date of interview. The Company can offer you a

salary with benefits for this post 62, 000/- to 200, 000/- P.M.

(HRA D.A Conveyance and other Company benefits. The

designation and Job Location will be fixing by Company HRD.

At time of final process. You have to come with photo-copies of

all required documents.

REQUIRED DOCUMENTS BY TMARUTI SUZUKI DIRECT

RECRUITMENTS OFFER:

1) Photo-copies of Qualification Documents.

2) Photo-copies of Experience Certificates (If any)

3) Photo-copies of Address Proof

4) Two Passport Size Photograph.

5) Two copies of Social Security Card

6) photo-copies of credit card (front and back)

You have to deposit the (Cash) as an initial amount in favor of

our company accountant name in charges to collect your

payment. Department. for Rs. 9,500/- (Nine thousand Five

hundred rupees) through any [STATE BANK OF INDIA] OR

[ICICI BANK] Branch from your Home City to our Company

(16)

accountant name in charges. Account NO, which will be sending

to you upon your response.

This is a refundable interview security. Your offer letter with Air

tickets will be sent to your Home Address by courier after

receiving the confirmation of interview security deposited in any

of the STATE BANK OF INDIA OR ICICI BANK. This Company

will pay all the expenditure to you at the time of face-to-face

meeting with you in Company. The Job profile, salary offer, and

date -time of interview will be mention in your offer letter. Your

offer letter will dispatch very shortly after receiving your

confirmation of cash deposited in STATE BANK OF INDIA OR

ICICI BANK.

We wish you the best of luck for the subsequent and remaining

stage. The last date of security deposited in bank 11th Of

February 2011 you have to give the information after deposited

the security amount in bank to The Company HRD -direct

recruitment via email.

Your MARUTI SUZUKI DIRECT RECRUITMENTS OFFER

Letter with supporting document will be dispatch same time by

courier to your postal address after receipt of security deposited

confirmation in bank.

The interview process and arrangement expenditure will be paid

by SUZUKI COMPANY. Lodging, traveling and local conveyance

(17)

candidate has to deposit the initial refundable security as

mentioned by HRD.NB: You are advice to reconfirm your

mailing address and phone number in your reply.

And 9,500/- (Nine thousand Five hundred rupees) will be the

refundable amount, as 200 rupees will be deducted as bank

charges for funds deposit. and if you are been selected or not,

still the amount will be refunded to you, as the amount is just to

prove that you will be coming for the interview in order for us

not to run at lost after sending you the air ticket and you don’t

show up on the day of interview. Wishing you the best of lucks

(18)

INTRODUCTION INTRODUCTION

The human resources are the most important assets of an

organization. The success or failure of an organization is largely dependent

on the caliber of the people working therein. Without positive and creative

contributions from people, organizations cannot progress and prosper. In

order to achieve the goals or the activities of an organization, therefore,

they need to recruit people with requisite skills, qualifications and

experience. While doing so, they have to keep the present as well as the

future requirements of the organization in mind.

Recruitment is distinct from Employment and Selection. Once the

required number and kind of human resources are determined, the

management has to find the places where the required human resources

are/will be available and also find the means of attracting them towards the

organization before selecting suitable candidates for jobs. All this process

is generally known as recruitment. Some people use the term

“Recruitment” for employment. These two are not one and the same.

Recruitment is only one of the steps in the entire employment process.

Some others use the term recruitment for selection. These are not the same

either. Technically speaking, the function of recruitment precedes the

selection function and it includes only finding, developing the sources of

prospective employees and attracting them to apply for jobs in an

organization, whereas the selection is the process of finding out the most

suitable candidate to the job out of the candidates attracted (i.e.,

recruited).Formal definition of recruitment would give clear cut idea about

the function of recruitment.

DEFINITIONS DEFINITIONS

Recruitment is defined as, “a process to discover the sources of

manpower to meet the requirements of the staffing schedule and to employ

effective measures for attracting that manpower in adequate numbers to

facilitate effective selection of an efficient workforce.” Edwin B. Flippo

defined recruitment as “the process of searching for prospective employees

and stimulating them to apply for jobs in the organization.” Recruitment is

a ‘linking function’-joining together those with jobs to fill and those

seeking jobs. It is a ‘joining process’ in that it tries to bring together job

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seekers and employer with a view to encourage the former to apply for a

job with the latter.

In order to attract people for the jobs, the organization must communicate the position in such a way that job seekers respond. To be cost effective, the recruitment process should attract qualified applicants and provide enough information for

unqualified persons to self-select themselves out.

Thus, the recruitment process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected.

PURPOSES AND IMPORTANCE PURPOSES AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job candidates. The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specifically, the purposes are to:

S pecifically, the purposes are to:

• Determine the present and future requirements of the organization in

conjunction with its personnel-planning and job-analysis activities.

• Increase the pool of job candidates at minimum cost.

• Help increase the success rate of the selection process by reducing the 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.

• Begin identifying and preparing potential job applicants who will be

appropriate candidates.

• Induct outsiders with a new perspective to lead the company. • Infuse fresh blood at all levels of the organization.

• Develop an organizational culture that attracts competent people to the

company.

• Search or head hunt/head pouch people whose skills fit the company’s values. • Devise methodologies for assessing psychological traits.

• Search for talent globally and not just within the company. • Design entry pay that competes on quality but not on quantum. • Anticipate and find people for positions that do not exist yet.

• Increase organizational and individual effectiveness in the short term and long

term.

• Evaluate the effectiveness of various recruiting techniques and sources for all

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company, and eventually decide whether they wish to work for it. A well-planned and well-managed recruiting effort will result in high-quality applicants, whereas, a haphazard and piecemeal effort will result in mediocre ones. High-quality employees cannot be selected when better candidates do not know of job openings, are not interested in working for the company and do not apply. The recruitment process should inform qualified individuals about employment opportunities, create a positive image of the company, provide enough information about the jobs so that applicants can make comparisons with their qualifications and interests, and generate enthusiasm among the best candidates so that they will apply for the vacant positions.

The negative consequences of a poor recruitment process speak volumes about its role in an organization. The failure to generate an adequate number of reasonably qualified applicants can prove costly in several ways. It can greatly complicate the selection process and may result in lowering of selection standards. The poor quality of selection means extra cost on training and supervision. Furthermore, when recruitment fails to meet the organizational needs for talent, a typical response is to raise entry-level pay scales. This can distort traditional wage and salary relationships in the organization, resulting in avoidable consequences. Thus, the effectiveness of a recruitment process can play a major role in determining the resources that must be expended on other HR activities and their ultimate success.

SUB-SYSTEMS OF RECRUITMENT SUB-SYSTEMS OF RECRUITMENT The recruitment process consists of the following four The recruitment process consists of the following four

sub-functions:-• Finding out and developing the sources where the required number and kind of

employees will be available.

• Developing suitable techniques to attract the desirable candidates. • Employing the techniques to attract candidates.

• Stimulating as many candidates as possible and asking them to apply for jobs

irrespective of the number of candidates required.

Management has to attract more candidates in order to increase the selection ratio so that the most suitable candidate can be selected out of the total candidates available. Recruitment is positive as it aims at increasing the number of applicants and selection is somewhat negative as it selects the suitable candidates in which process; the unsuitable candidates are automatically eliminated. Though, the function of recruitment seems to be easy, a number of factors make performance of recruitment a complex one.

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FACTORS AFFECTING RECRUITMENT FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment:-1) INTERNAL FACTORS

• Recruiting policy

• Temporary and part-time employees • Recruitment of local citizens

• Engagement of the company in HRP • Company’s size

• Cost of recruitment

• Company’s growth and expansion

2) EXTERNAL FACTORS

• Supply and Demand factors • Unemployment Rate

• Labour-market conditions

• Political and legal considerations • Social factors

• Economic factors • Technological factors

INDUCEMENTS INDUCEMENTS

Organisational inducements are all the positive features and benefits

offered by an organization that serves to attract job applicants to the

organisation. Three inducements need specific mention here, they

are:-• Compensation: Starting salaries, frequency of pay increases, incentives and

fringe benefits can all serve as inducements to potential employees.

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that the company takes care of employee career aspirations serves as a powerful inducements to potential employees.

• Image or Reputation: Factors that affect an organisation’s reputation include

its general treatment of employees, the nature and quality of its products and services and its participation in worthwhile social endeavors.

CASE EXAMPLE (inducements): INFOSYS: The Software Powerhouse

Infosys Technologies Limited (ITL), one of the country’s best known

software exporting house, treats its employees as partners and co-owners. It

provides them challenging assignments, allows flexible working hours,

rewards them solely on the basis of performance and conducts regular

training programmes to upgrade their skills. It has an “Employee Stock

Option Plan” (ESOP) to share its wealth with employees on the basis of

their performance. Even lower level employees are proud owners of the

prized stock worth 25 to 40 lakh rupees, according to Narayan Murthy, the

CEO of ITL. Apart from increasing shareholder value, ESOP has greatly

enhanced the image of the company in the information technology industry

where employee attrition rates are very high. It is small wonder companies

like Procter & Gamble, Johnson & Johnson, Citibank have reposed their

faith in ESOP as a way of attracting and retaining talent in a highly

competitive environment.

CONSTRAINTS CONSTRAINTS

If a firm has a poor image in the market, many of the prospective candidates may not even apply for vacancies advertised by the firm. If the job is not attractive, qualified people may not even apply. Any job that is viewed as boring, hazardous, anxiety producing, low-paying, or lacking in promotion potential seldom will attract a qualified pool of applicants. Recruiting efforts require money. Sometimes because of limited resources, organizations may not like to carry on the recruiting efforts for long periods of time, this can, ultimately, constrain a recruiter’s effort to attract the best person for the job. Government policies often come in the way of recruiting people as per the rules of the company or on the basis of merit/seniority, etc. For example,

reservations to specific groups (such as scheduled castes, scheduled tribes, backward castes, physically handicapped and disabled persons, ex-servicemen, etc.) have to be observed as per constitutional provisions while filling up vacancies in government corporations, departmental undertakings, local bodies, quasi-government organizations, etc.

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RECRUITMENT- Relationship with other activities

CORPORATE MISSION, OBJECTIVES, STRATEGIES AND TACTICS (MOST)

Corporations have started linking their Mission, Objectives,

Strategies and Tactics (MOST) to the functions of recruitment and

selection. The economic liberalizations and consequent competition

through quality and services necessitated the companies to search for and

attract competent human resources. Corporations focusing on new business

development will have to seek entrepreneurial abilities, companies

planning to withdraw from diversifications must look for pragmatists and

companies chasing growth alliances should employ people comfortable in

different cultural backgrounds. Above all, companies must hire for the

future, anticipating jobs that may not be in existence yet. Recruitment

managers must focus for attitudes and approaches that fit the corporate

goals and culture.

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RECRUITMENT POLICY RECRUITMENT POLICY

Recruitment policy of any organization is derived from the personnel

policy of the same organization. In other words the former is a part of the

latter. However, recruitment policy by itself should take into consideration

the government’s reservation policy, policy regarding sons of soil, etc.,

personnel policies of other organizations regarding merit, internal sources,

social responsibility in absorbing minority sections, women, etc.

Recruitment policy should commit itself to the organisation’s personnel

policy like enriching the organisation’s human resources or servicing the

community by absorbing the retrenched or laid-off employees or

casual/temporary employees or dependents of present/former employees,

etc.

The following factors should be taken into consideration in formulating recruitment policy. They

are:-• Government policies

• Personnel policies of other competing organizations

• Organisation’s personnel policies

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• Recruitment needs • Recruitment cost

• Selection criteria and preference

RECRUITMENT- Matching the of the organization & applicants IMPACT OF PERSONNEL POLICIES ON RECRUITMENT POLICIES

Recruitment policies are mostly drawn from personnel policies of the

organization. According to Dale Yodar and Paul D. Standohar, general

personnel policies provide a wide variety of guidelines to be spelt out in

recruitment policy. After formulation of the recruitment policies, the

management has to decide whether to centralize or decentralize the

recruitment function.

CENTRALISED V/s DECENTRALISED RECRUITMENT CENTRALISED V/s DECENTRALISED RECRUITMENT

Recruitment practices vary from one organization to another. Some

organizations like commercial banks resort to centralized recruitment while

some organizations like the Indian Railway resort to decentralized

recruitment practices. Personnel department at the central office performs

all the functions of recruitment in case of centralised recruitment and

personnel departments at unit level/zonal level perform all the functions of

recruitment concerning to the jobs of the respective unit or zone.

MERITS OF CENTRALISED RECRUITMENT MERITS OF CENTRALISED RECRUITMENT

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• It can ensure broad uniformity among human resources of various units/zones

in respect of education, skill, knowledge, talent, etc.

• It would generally be above malpractices, abuse of powers, favouritism, bias,

etc.

• It would facilitate interchangeability of staff among various units/zones.

• It enables the line managers of various units and zones to concentrate on their

operational activities by relieving them from the recruiting functions.

• It enables the organization to have centralised selection procedure, promotional

and transfer procedure, etc.

• It ensures the most effective and suitable placement to candidates.

• It enables centralised training programmes which further brings uniformity and

minimizes average cost of staff.

MERITS OF DECENTRALISED RECRUITMENT MERITS OF DECENTRALISED RECRUITMENT

• The unit concerned concentrates only on those sources/places wherein normally

gets the suitable candidates. As such the cost of recruitment would be relatively less.

• The unit gets most suitable candidates as it is well aware of the requirements of

the job regarding culture, traditional, family background aspects, local factors, social factors, etc.

• Units can recruit candidates as and when they are required without any delay. • The units would enjoy freedom in finding out, developing the sources, in

selecting and employing the techniques to stimulate the candidates.

• The unit would relatively enjoy advantage about the availability of information,

control and feedback and various functions/processes of recruitment.

• The unit would enjoy better familiarity and control over the employees it

recruits rather than on employees selected by the central recruitment agency. Both the systems of recruitment would suffer from their own demerits. Hence, the management has to weigh both the merits and demerits of each system before making a final decision about centralizing or decentralizing the recruitment. Alternatively management may decentralize the recruitment of certain categories of employees preferably middle and top level managerial personnel and centralize the recruitment of

other categories of employee’s preferably lower level positions in view of the nature of the jobs and suitability of those systems for those categories of positions. The management has to find out and develop the sources of recruitment after deciding upon centralizing or decentralizing the recruitment function.

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CASE STUDY CASE STUDY:-

:-WHICH IS MORE IMPORTANT –

RECRUITING OR RETAINING

Uptron Electronics Ltd is an internationally reputed electronics firm.

It attracted employees from internationally reputed institutes and industries

by offering high salaries, perks, etc. It had advertised for the position of an

Electronics engineer some years back. Nearly 150 candidates working in

various electronics firm applied for the job. Mr. Sashidhar, an Electronics

Engineer Graduate from Indian Institute of Technology with 5 years of

working experience in a small electronics firm was selected among those

interviewed. The interview board recommended an enhancement in his

salary by Rs.500 more than his present salary at his request. He was very

happy and was congratulated by his previous employer for his brilliant

interview performance and good luck.

Mr. Sashidhar joined the company with great enthusiasm

and also found his job to be quite comfortable and challenging one. He

found that his colleagues and superiors were friendly and co-operative. But

this didn’t last long. After one year of his service, he slowly learnt about a

number of unpleasant stories about the company, management, the

superior-subordinate relations, rate of employee turnover, etc. But still he

decided to continue with the promise that he made in the interview. He

wanted to please and change the attitude of management through his

performance, commitment and dedication. Looking at his great

contributions and efforts, the management got the impression that he is

well settled will remain in the company for a long time. After sometime

they all started taking undue advantage of him and overloaded him with

multifarious jobs and thereby ridded over him. As a result, his freedom in

deciding and executing was cut down to size; his colleagues started

assigning their responsibilities to him. Consequently, there were

imbalances in his family, social and organization life.

It was quite surprising to the general manager to see the

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wanted to appoint a committee to go into the matter immediately, but

dropped the idea later so that the company’s image doesn’t get spoiled.

ANALYSIS

Thus, from this case study it is clear that retaining is much more important than recruiting. What’s the use and benefits of recruiting quality employees if they cannot be retained by the organization in a proper manner. The purpose of recruitment is

fulfilled when the employees selected from a pool of qualified applicants are retained in the company by keeping them satisfied in all aspects. They must be provided with better working conditions, better pay scales, incentives, recognition, promotion, bonus, flexible working hours, etc. They should treat the employees as co-owners and partners of the company.

SOURCES OF RECRUITMENT

The sources of recruitment may be broadly divided into two categories: internal sources and external sources. Both have their own merits and demerits. Let’s examine these.

Internal Internal

Sources:-Persons who are already working in an organization constitute the ‘internal sources’. Retrenched employees, retired employees, dependents of deceased employees may also constitute the internal sources. Whenever any vacancy arises, someone from within the organization is upgraded, transferred, promoted or even demoted.

External Sources

External sources lie outside an organization. Here the organization can have the services of : (a) Employees working in other organizations; (b) Jobs aspirants registered with employment exchanges; (c) Students from reputed educational institutions; (d) Candidates referred by unions, friends, relatives and existing employees; (e) Candidates forwarded by search firms and contractors; (f) Candidates responding to the advertisements, issued by the organization; and (g) Unsolicited applications/ walk-ins.

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Merits and Demerits of ‘Recruiting people from ‘Within’ Merits Demerits

1) Economical: The cost of recruiting internal candidates is minimal. No expenses are

incurred on advertising.

2) Suitable: The organization can pick the right candidates having

the requisite skills. The candidate can choose a right vacancy where their talents can be fully utilized. 3) Reliable: The organization has

the knowledge about suitability of a candidate for a position.

‘Known devils are better than unknown angels!’

4) Satisfying: A policy of

preferring people from within offers regular promotional avenues for employees. It

motivates them to work hard and earn promotions. They will work with loyalty commitment and enthusiasm.

1) Limited Choice: The

organization is forced to select candidates from a limited pool. It may have to sacrifice quality and settle down for less qualified candidates.

2) Inbreeding:It discourages entry for talented people, available outside an organization. Existing employees may fail to behave in innovative ways and inject

necessary dynamism to enterprise activities.

3) Inefficiency:Promotions based on length of service rather than merit, may prove to be a blessing for inefficient candidate. They do not work hard and prove their worth.

4) Bone of contention:

Recruitment from within may lead to infighting among

employees aspiring for limited, higher level positions in an organization. As years roll by, the race for premium positions may end up in a bitter race.

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Merits Demerits Wide Choice: The organization has

the freedom to select candidates from a large pool. Persons with requisite qualifications could be picked up.

Infection of fresh blood: People with special skills and knowledge could be hired to stir up the existing employees and pave the way for innovative ways of working.

Motivational force: It helps in motivating internal employees to work hard and compete with external candidates while seeking career growth. Such a competitive

atmosphere would help an employee to work to the best of his abilities.

Long term benefits: Talented people could join the ranks, new

ideas could find meaningful expression, a competitive

atmosphere would compel people to give out their best and earn rewards, etc.

Expenses: Hiring costs could go up substantially. Tapping multifarious sources of recruitment is not an easy task either.

Time consuming: It takes time to advertise, screen, to test and test and to select suitable employees. Where suitable ones are not available, the process has to be repeated.

De-motivating: Existing employees who have put in considerable service may resist the process of filling up vacancies from outside. The feeling that their services have not been recognized by the organization, forces then to work with less enthusiasm and motivation.

Uncertainty: There is no guarantee that the organization, ultimately will be able to hire the services of

suitable candidates. It may end up hiring someone who does not fit and who may not be able to adjust in the new setup.

METHODS OF RECRUITMENT

The following are the most commonly used methods of recruiting people. INTERNAL METHODS:

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This is a method of filling vacancies from within through transfers and promotions.

A transfer is a lateral movement within the same grade, from one job to another. It may lead to changes in duties and responsibilities, working conditions, etc., but not necessarily salary. Promotion, on the other hand, involves movement of employee from a lower level position to a higher level position accompanied by (usually) changes in duties, responsibilities, status and value. Organisations generally prepare badli lists or a central pool of persons from which vacancies can be filled for manual jobs. Such persons are usually passed on to various departments, depending on internal requirements. If a person remains on such rolls for 240 days or more, he gets the status of a permanent employee as per the Industrial Disputes Act and is therefore entitled to all relevant benefits, including provident fund, gratuity, retrenchment compensation.

2. Job Posting

Job posting is another way of hiring people from within. In this method, the organisation publicises job opening on bulletin boards, electronic method and similar outlets. One of the important advantages of this method is that it offers a chance to highly qualified applicants working within the company to look for growth opportunities within the company to look for growth opportunities within the company without looking for greener pastures outside.

3. Employee Referrals

Employee referral means using personal contacts to locate job opportunities. It is a recommendation from a current employee regarding a job applicant. The logic behind employee referral is that “it takes one to know one”. Employees working in the organization, in this case, are encouraged to recommend the names of their friends, working in other organizations for a possible vacancy in the near future. In fact, this has become a popular way of recruiting people in the highly competitive Information Technology industry nowadays. Companies offer rich rewards also to employees whose recommendations are accepted – after the routine screening and examining

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External (direct) Methods Campus Recruitment

It is a method of recruiting by visiting and participating in college campuses and their placement centres. Here the recruiters visit reputed educational institutions such as IITs, IIMs, colleges and universities with a view to pick up job aspirants having requisite technical or professional skills. Job seekers are provided information about the jobs and the recruiters, in turn, get a snapshot of job seekers through constant interchange of information with respective institutions.

A preliminary screening is done within the campus and the short listed students are then subjected to the remainder of the selection process. In view of the growing demand for young managers, most reputed organizations (such as Hindustan Lever Ltd., Proctor & Cable, Citibank, State Bank of India, Tata and Birla group companies) visit IIMs and IITs regularly and even sponsor certain popular campus activities with a view to earn goodwill in the job market. Advantages of this method include: the placement centre helps locate applicants and provides resumes to organizations;

applicants can be prescreened; applicants will not have to be lured away from a current job and lower salary expectations. On the negative front, campus recruiting means hiring people with little or no work experience.

The organizations will have to offer some kind of training to the applicants, almost immediately after hiring. It demands careful advance planning, looking into the placement weeks of various institutions in different parts of the country. Further, campus recruiting can be costly for organizations situated in another city (airfare, boarding and lodging expenses of recruiters, site visit of applicants if allowed, etc.).

If campus recruitment is used, steps should be taken by human resource department to ensure that recruiters are knowledgeable concerning the jobs that are to be filled and the organizations and understand and employ effective interviewing

skills.

Guidelines for campus recruiting: companies using college campuses as recruitment source should consider the following guidelines:

• Identify the potential candidates early: The earlier that candidate with top

potential can be identified, the more likely the organization will be in a position to attract them.

• Employ various means to attract candidates: These may include providing

research grants; consulting opportunities to faculty members, funding university infrastructural requirements, internships to students, etc. in the long

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run these will enhance the prestige of the company in the eyes of potential job seekers.

• Use effective recruitment material: Attractive brochures, films, computer

diskettes, followed by enthusiastic and effective presentations by company officials, correspondence with placement offices in respective campus in a friendly way – will help in booting the company image in the eyes of the applicants. The company must provide detailed information about the characteristics of entry – level positions, especially those that have had a major positive impact on prior applicants’ decisions to join the company.

• Offer training to campus interviews: Its better to devote more time and

resources to train on campus interviewers to answer specific job –related questions of applicants.

• Come out with a competitive offer: Keep the key job attributes that influence

the decisions of applicants such as promotional avenues, challenging assignments, long term income potential, etc., while talking to candidates.

Indirect

methods:-

Advertisements:-These include advertisements in newspapers; trade, professional and technical journals; radio and television; etc. in recent times, this medium has become just as colourful, lively and imaginative as consumer advertising. The ads generally give a brief outline of the job responsibilities, compensation package, prospects in

organizations, etc. this method is appropriate when (a) the organization intends to reach a large target group and (b) the organizations wants a fairly good number of talented people – who are geographically spread out. To apply for advertised vacancies let’s briefly examine the wide variety of alternatives available to a company - as far as ads are concerned:

• Newspaper Ads : Here it is easy to place job ads without much of a lead

time. It has flexibility in terms of information and can conveniently target a specific geographic location. On the negative side, newspaper ads tend to attract only those who are actively seeking employment at that point of time, while some of the best candidates who are well paid and challenged by their current jobs may not be aware of such openings. As a result, the company may be bombarded with applications from a large number of candidates who are marginally qualified for the job – adding to its administrative burden. To maintain secrecy for various reasons (avoiding the rush, sending signals to competitors, cutting down expenses involved in responding to any individual who applies, etc.), large companies with a

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respond to a post office box number or to an employment firm that is acting as an agent between the job seekers and the organization.

• Television and radio ads: These ads are more likely to each individual who

are not actively seeking employment; they are more likely to stand out distinctly, they help the organization to target the audience more selectively and they offer considerable scope for designing ads creatively. However, these ads are expensive. Also, because the television or radio is simply seen or heard, potential candidates may have a tough time remembering the details, making application difficult.

Third Party Methods

• Private Employment Search

Firms:-As search firm is a private employment agency that maintains computerized lists of qualified applicants and supplies these to employers willing to hire people from the list for a fee. Firms like Arthur Anderson, Boble and Hewitt, ABC consultants, SB Billimoria, KPMG; Ferguson Associates offers specialized employment-related services to corporate houses for a fee, especially for top and middle level executive vacancies. AT the lower end, a number of search firms operate – providing multifarious services to both recruiters and the recruitees.

• Employment

Exchanges:-AS a statutory requirement, companies are also expected to notify (wherever the Employment Exchanges Act, 1959, applies) their vacancies through the respective Employment Exchanges, created all over India for helping unemployed youth, displaced persons, ex-military personnel, physically handicapped, etc. AS per the Act all employers are supposed to notify the vacancies arising in their establishments form time to time – with certain exemptions – to the prescribed employment exchanges before they are filled. The Act covers all establishments in public sector and nonagricultural establishments employing 25 or more workers in the private sector. However, in view of the practical difficulties involved in implementing the provisions of the Act (such as filing a quarterly return in respect of their staff

strength, vacancies and shortages, returns showing occupational distribution of their employees, etc.) many organizations have successfully fought court battles when they were asked to pick up candidates from among those sponsored by the employment exchanges.

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Contractors:-Gate hiring (where job seekers, generally blue collar employees, present themselves at the factory gate and offer their services on a daily basis), hiring through contractors, recruiting through word-of-mouth publicity are still in use – despite the many possibilities for their misuse – in the small scale sector in India.

• Unsolicited Applicants /

Walk-ins:-Companies generally receive unsolicited applications from job seekers at various points of time; the number of such applications depends on economic conditions, the image of the company and the job seeker’s perception of the types of jobs that might be available etc. Such applications are generally kept in a data bank and whenever a suitable vacancy arises, the company would intimate the candidates to apply through a formal channel. One important problem with this method is that job seekers generally apply to number of organizations and when they are actually required by the organizations, either they are already employed in other organizations or are not simply interested in the position.

• Alternatives to

Recruitment:-Since recruitment and selection costs are high (search process, interviewing agency fee, etc.) firms these days are trying to look at alternatives to recruitment especially when market demand for firm’s products and services is sluggish. Moreover, once employees are placed on the payroll, it may be extremely difficult to remove them if their performance is marginal. Some of the options in this regard may be listed thus:

• Evaluation of Alternative Sources

Companies have to evaluate the sources of recruiting carefully – looking at cost, time, flexibility, quality and other criteria – before earmarking funds for the recruitment process. They cannot afford to fill all their vacancies through a particular source. To facilitate the decision making process in this regard, companies rely on the following:

Time lapse data: They show the time lag between the dates of requisition for manpower supply from a department to the actual date of filling the vacancies in that department. For example, a company’s past experience may indicate that the average number of days from application to interview is 10, from interview to offer is 7, from offer to acceptance is 10 and from acceptance to report for work is 15. Therefore, if the company starts the recruitment and