A STUDY ON-

“ROLE OF RECRUITMENT”-WITH RESPECT TO STARFING PVT LTD

INTRODUCTION:

Recruitment is a process of identifying, screening, shortlisting and hiring potential

resource for filling up the vacant positions in an organization. It is a core function of
Human Resource Management.

Recruitment is the process of choosing the right person for the right position and at the
right time. Recruitment also refers to the process of attracting, selecting, and appointing
potential candidates to meet the organization’s resource requirements.

Recruitment and Selection is an important operation in HRM, designed to maximize

employee strength in order to meet the employer's strategic goals and objectives. In
short, Recruitment and Selection is the process of sourcing, screening, shortlisting and
selecting the right candidates for the filling the required vacant positions.

We have Internal Factors as well as External Factors that influence the recruitment
process.

Internal Factors:
Organizations have control over the internal factors that affect their recruitment functions.
The internal factors are −

 Size of organization

 Recruiting policy

 Image of organization

 Image of job

Size of Organization:
The size of the organization is one of the most important factors affecting the recruitment
process. To expand the business, recruitment planning is mandatory for hiring more
resources, which will be handling the future operations.
Recruiting Policy:
Recruitment policy of an organization, i.e., hiring from internal or external sources of
organization is also a factor, which affects the recruitment process. It specifies the
objectives of the recruitment and provides a framework for the implementation of
recruitment programs.

Image of Organization:
Organizations having a good positive image in the market can easily attract competent
resources. Maintaining good public relations, providing public services, etc., definitely
helps an organization in enhancing its reputation in the market, and thereby attract the
best possible resources.

Image of Job:
Just like the image of organization, the image of a job plays a critical role in recruitment.
Jobs having a positive image in terms of better remuneration, promotions, recognition,
good work environment with career development opportunities are considered to be the
characteristics to attract qualified candidates.

External Factors:
External factors are those that cannot be controlled by an organization. The external
factors that affect the recruitment process include the following −

 Demographic factors − Demographic factors are related to the attributes of

potential employees such as their age, religion, literacy level, gender, occupation,
economic status, etc.

 Labor market − Labor market controls the demand and supply of labor. For
example, if the supply of people having a specific skill is less than the demand,
then the hiring will need more efforts. On the other hand, if the demand is less
than the supply, the hiring will be relative easier.

 Unemployment rate − If the unemployment rate is high in a specific area, hiring

of resources will be simple and easier, as the number of applicants is very high.
In contrast, if the unemployment rate is low, then recruiting tends to be very
difficult due to less number of resources.
  Labor laws − Labor laws reflect the social and political environment of a market,
which are created by the central and state governments. These laws dictate the
compensation, working environment, safety and health regulations, etc., for
different types of employments. As the government changes, the laws too change.

 Legal considerations − Job reservations for different castes such as STs, SCs,
OBCs are best examples of legal considerations. These considerations, passed
by government, will have a positive or negative impact on the recruitment policies
of the organizations.

 Competitors − When organizations in the same industry are competing for the
best qualified resources, there is a need to analyze the competition and offer the
resources packages that are best in terms of industry standards.

OBJECTIVE OF STUDY:

The main objectives of the study are as follows:

 To study the role of recruitment with respect to STARFING PVT LTD.

 Importance of recruitment in an organization.
 To bring up improvements to the company’s recruitment pattern.

REVIEW OF LITERATURE:
Brief Overview:

Effective research cannot be accomplished without studying critically what already exists
in the form of general literature and specific studies. Therefore, it is considered as an
important perquisite for actual planning and execution of research projects. The review of
existing literature helps to formulate hypothesis, identify research gaps and formulate a
framework for further investigation.

Theoretical framework of Recruitment & Career Advancement: Concept of

Recruitment Barber (1998) defines Employee recruitment as “practices and activities
carried on by an organization for the purpose of identifying and attracting potential
employees”. Many large corporations have employee recruitment plans that are designed
to attract potential employees that are not only capable of filling vacant positions but also
add to the organization’s culture.

According to Costello (2006) recruitment is described as the set of activities and

processes used to legally obtain a sufficient number of qualified people at the right place
and time so that the people and the organization can select each other in their own best
short and long term interests.

According to Montgomery (1996) is on matching the capabilities and inclinations of

prospective candidates against the demands and rewards inherent in a given job.

Jovanovic (2004) said recruitment is a process of attracting a pool of high quality

applicants so as to select the best among them. For this reason, top performing
companies devoted considerable resources and energy to creating high quality selection
systems. Due to the fact that organizations are always fortified by information technology
to be more competitive, it is natural to also consider utilizing this technology to re-organize
the traditional recruitment and selection process through proper decision techniques, with
that both the effectiveness and the efficiency of the processes can be increased and the
quality of the recruitment and selection decision improved.

Need of the Recruitment: Dessler, (2000) found in his study that the Recruitment and
selection forms a core part of the central activities underlying human resource
management: namely, the acquisition, development and reward of the workers. It
frequently forms an important part of the work of human resource managers – or
designated specialists within work organizations. However, and importantly, recruitment
and selection decisions are often for good reason taken by non-specialists, by the line
managers.

Recruitment and selection also have an important role to play in ensuring worker
performance and positive organizational outcomes. Recruitment and selection had the
capacity to form a key part of the process of managing and leading people as a routine
part of organizational life, it is suggested here that recruitment and selection has become
ever more important as organizations increasingly regard their workforce as a source of
competitive advantage. Of course, not all employers engage with this proposition even at
the rhetorical level. However, there is evidence of increased interest in the utilization of
employee selection methods which are valid, reliable and fair.

Dessler listing the essence of these in the following: build a pool of candidates for the job,
have the applicants fill out application forms, utilize various selection techniques to
identify viable job candidates, send one or more viable job candidates to their supervisor,
have 47 the candidate(s) go through selection interviews, and determine to which
candidate(s) an offer should be made.

Mullins (1999) indicated that to be a high performing organization, human resource

management must be able to assist the organization to place the right person in the right
job. The human resource management practices include recruitment, selection,
placement, evaluation, training and development, compensation and benefits, and
retention of the employees of an organization. Businesses have developed human
resource information systems that support: (i) recruitment, selection, and hiring, (ii) job
placement, (iii) performance appraisals, (iv) employee benefits analysis, (v) training and
development, and (vi) health, safety, and security.

Process of Recruitment: Odiorne (1984) indicated that the quality of new recruits
depends upon an organization's recruitment practice, and that the relative effectiveness
of the selection phase is inherently dependent upon the caliber of candidates attracted.

Smith et al. (1989) argue that the more effectively the recruitment stage is carried out, the
less important the actual selection process becomes. When an organization makes the
decision to fill an existing vacancy through recruitment, the first stage in the process
involves conducting a comprehensive job analysis. This may already have been
conducted through the human resource planning process, particularly where recruitment
is a relatively frequent occurrence. Once a job analysis has been conducted, the
organization has a clear indication of the particular requirements of the job, where that
job fits into the overall organization structure, and can then begin the process of
recruitment to attract suitable candidates for the par 48 reality, recruitment practices
involve little or no attempt to validate practices. Personnel managers tend to rely on
feedback from line managers and probationary periods and disciplinary procedures to
weed out mistakes. Firms with high quit rates live with them and tend to build them into
their recruitment practices and they do not analyze the constitution of their labor turnover.
A number of recent studies have suggested that some recruitment methods are more
effective than others in terms of the value of the employees recruited.

Miyake, (2002) indicated that while advertising is usual for job vacancies, applicants were
sometimes recruited by word of mouth, through existing employees. Besides being
cheaper, the “grapevine” finds employees who stay longer (low voluntary turnover) and
who are less likely to be dismissed (low involuntary turnover). People recruited by word
of mouth stay longer because they have a clearer idea of what the job really involves. The
study reviewed five studies in which average labor turnover of those recruited by
advertising was 51 percent. The labor turnover for spontaneous applicants was 37 per
cent and turnover for applicants recommended by existing employees was 30 percent.
One hypothesis proposed to account for this was the “best information” hypothesis. It was
argued that people who were suggested by other employees were better and more
realistically informed about the job than those who applied through newspapers and
agencies. Thus, they were in a better position to assess their own suitability. Better
informed candidates are likely to have a more realistic view of the job, culture of the
organization and job prospects.

Burack, (1985) argues that recruitment sources are significantly linked to differences in
employee performance, turnover, satisfaction and organizational commitment. In a
survey of 201 large US companies, Burack asked respondents to rate the effectiveness
of nine recruitment sources in yielding high-quality, high-performing employees. The three
top ranked sources were employee referrals, college recruiting and executive search
firms. However, cautions that, while these general results are useful, there is a need for
greater internal analysis of the relative quality of recruits yielded by different sources.

Kersley et al (1997) reiterated the anticipatory socialization stage for students planning to
enter professions, and in particular the effects of recruitment and selection experiences
on career expectations and orientation. They agreed that the nature of students’ job
search activity, the possession of relevant work experience, and exposure to employers
through recruitment and selection activities may form part of the “evolving sequence of a
person’s work experiences” which contributes to anticipatory socialization. It has been
argued that exposure to employers through recruitment and selection is a social process
where employers and potential employees gradually perceive a match. Through job
search activities and awareness of employers’ recruitment literature and events, students
gather information about the organization’s goals, values, climate and work practices to
guide their ultimate decision. Exposure to selection procedures provides information
about the culture and attributes of an organization, and candidates form judgments from
their perceptions of the fairness of the selection methods used.

Delery and Doty (1996) argued that providing students with a greater awareness of
employment opportunities, and equipping them with the ability to be proactive in
approaching potential employers, will lead to more effective career self-management and
selection processes.

CONCEPTUAL FRAMEWORK:
Recruitment process is the first step in creating a powerful resource base. The process
undergoes a systematic procedure starting from sourcing the resources to arranging and
conducting interviews and finally selecting the right candidates.

Recruitment Planning: Recruitment planning is the first step of the recruitment process,
where the vacant positions are analyzed and described. It includes job specifications
and its nature, experience, qualifications and skills required for the job, etc.
A structured recruitment plan is mandatory to attract potential candidates from a pool of
candidates. The potential candidates should be qualified, experienced with a capability
to take the responsibilities required to achieve the objectives of the organization.

Identifying Vacancy:The first and foremost process of recruitment plan is identifying the
vacancy. This process begins with receiving the requisition for recruitments from
different department of the organization to the HR Department, which contains
−Number of posts to be filled, Number of positions, Duties and responsibilities to be
performed, Qualification and experience required, etc.
When a vacancy is identified, it the responsibility of the sourcing manager to ascertain
whether the position is required or not, permanent or temporary, full-time or part-time,
etc. These parameters should be evaluated before commencing recruitment. Proper
identifying, planning and evaluating leads to hiring of the right resource for the team
and the organization.
Job Analysis: Job analysis is a process of identifying, analyzing, and determining the
duties, responsibilities, skills, abilities, and work environment of a specific job. These
factors help in identifying what a job demands and what an employee must possess in
performing a job productively.
The following steps are important in analyzing a job −

 Recording and collecting job information

 Accuracy in checking the job information

 Generating job description based on the information

 Determining the skills, knowledge and skills, which are required for the job

The immediate products of job analysis are job descriptions and job specifications.

Job Description: Job description is an important document, which is descriptive in

nature and contains the final statement of the job analysis. This description is very
important for a successful recruitment process.

 Job Title / Job Identification / Organization Position

 Job Location

 Summary of Job

 Job Duties

 Machines, Materials and Equipment

 Process of Supervision

 Working Conditions

 Health Hazards
Job Specification: Job specification focuses on the specifications of the candidate,
whom the HR team is going to hire. The information about each job in an organization
is as follows −Physical specifications, Mental specifications, Physical features,
Emotional specifications and Behavioral specifications.
A job specification document provides information on the following elements −

 Qualification

 Experiences

 Training and development

 Skills requirements

 Work responsibilities

 Emotional characteristics

 Planning of career

Job Evaluation:Job evaluation is a comparative process of analyzing, assessing, and

determining the relative value/worth of a job in relation to the other jobs in an
organization.
The main objective of job evaluation is to analyze and determine which job commands
how much pay. There are several methods such as job grading, job
classifications, job ranking, etc., which are involved in job evaluation. Job evaluation
forms the basis for salary and wage negotiations.

Recruitment Strategy: Recruitment strategy is the second step of the recruitment

process, where a strategy is prepared for hiring the resources. After completing the
preparation of job descriptions and job specifications, the next step is to decide which
strategy to adopt for recruiting the potential candidates for the organization.
The development of a recruitment strategy is a long process, but having a right strategy
is mandatory to attract the right candidates. The steps involved in developing a
recruitment strategy include −

 Setting up a board team

 Analyzing HR strategy
  Collection of available data

 Analyzing the collected data

 Setting the recruitment strategy

Searching the Right Candidates: Searching is the process of recruitment where the
resources are sourced depending upon the requirement of the job. After the recruitment
strategy is done, the searching of candidates will be initialized. This process consists of
two steps −
 Source activation − Once the line manager verifies and permits the existence of
the vacancy, the search for candidates starts.

 Selling − Here, the organization selects the media through which the
communication of vacancies reaches the prospective candidates.

Searching involves attracting the job seekers to the vacancies. The sources are broadly
divided into two categories: Internal Sources and External Sources.

Internal Sources: Internal sources of recruitment refer to hiring employees within the
organization through −

 Promotions

 Transfers

 Former Employees

 Internal Advertisements (Job Posting)

 Employee Referrals

 Previous Applicants

External Sources: External sources of recruitment refer to hiring employees outside the
organization through −

 Direct Recruitment

 Employment Exchanges

 Employment Agencies
  Advertisements

 Professional Associations

 Campus Recruitment

 Word of Mouth

Screening / ShortlistingScreening starts after completion of the process of sourcing the

candidates. Screening is the process of filtering the applications of the candidates for
further selection process. Screening is an integral part of recruitment process that helps
in removing unqualified or irrelevant candidates, which were received through sourcing.
The screening process of recruitment consists of three steps −
Reviewing of Resumes and Cover Letters
Reviewing is the first step of screening candidates. In this process, the resumes of the
candidates are reviewed and checked for the candidates’ education, work experience,
and overall background matching the requirement of the job

While reviewing the resumes, an HR executive must keep the following points in mind,
to ensure better screening of the potential candidates −

 Reason for change of job

 Longevity with each organization

 Long gaps in employment

 Job-hopping

 Lack of career progression

Conducting Telephonic or Video Interview

Conducting telephonic or video interviews is the second step of screening candidates.
In this process, after the resumes are screened, the candidates are contacted through
phone or video by the hiring manager. This screening process has two outcomes −

 It helps in verifying the candidates, whether they are active and available.

 It also helps in giving a quick insight about the candidate’s attitude, ability to
answer interview questions, and communication skills.
Identifying the top candidates: Identifying the top candidates is the final step of
screening the resumes/candidates. In this process, the cream/top layer of resumes are
shortlisted, which makes it easy for the hiring manager to take a decision. This process
has the following three outcomes −

 Shortlisting 5 to 10 resumes for review by the hiring managers

 Providing insights and recommendations to the hiring manager

 Helps the hiring managers to take a decision in hiring the right candidate

Evaluation and Control:

Evaluation and control is the last stage in the process of recruitment. In this process, the
effectiveness and the validity of the process and methods are assessed. Recruitment is
a costly process, hence it is important that the performance of the recruitment process
is thoroughly evaluated.

The costs incurred in the recruitment process are to be evaluated and controlled
effectively. These include the following −

 Salaries to the Recruiters

 Advertisements cost and other costs incurred in recruitment methods, i.e., agency
fees.

 Administrative expenses and Recruitment overheads

 Overtime and Outstanding costs, while the vacancies remain unfilled

 Cost incurred in recruiting suitable candidates for the final selection process

 Time spent by the Management and the Professionals in preparing job description,
job specifications, and conducting interviews.
SCOPE AND IMPORTANCE OF RECRUITMENT:

The scope of Recruitment and Selection is very wide and it consists of a variety of
operations. Resources are considered as most important asset to any organization.
Hence, hiring right resources is the most important aspect of Recruitment. Every
company has its own pattern of recruitment as per their recruitment policies and
procedures.

The scope of Recruitment and Selection includes the following operations −

 Dealing with the excess or shortage of resources

 Preparing the Recruitment policy for different categories of employees

 Analyzing the recruitment policies, processes, and procedures of the

organization

 Identifying the areas, where there could be a scope of improvement

 Streamlining the hiring process with suitable recommendations

 Choosing the best suitable process of recruitment for effective hiring of resources

Any organization wants its future to be in good and safe hands. Hence, hiring the right
resource is a very important task for any organization.

Recruitment is one of the most fundamental activities of the HR team. If the recruitment
process is efficient, then

 The organization gets happier and more productive employees

 Attrition rate reduces.

 It builds a good workplace environment with good employee relationships.

 It results in overall growth of the organization.

Here is a list that shows the purpose and importance of Recruitment in an organization:

 It determines the current and future job requirement.

 It increases the pool of job at the minimal cost.

 It helps in increasing the success rate of selecting the right candidates.

  It helps in reducing the probability of short term employments.

 It meets the organization’s social and legal obligations with regards to the work
force.

 It helps in identifying the job applicants and selecting the appropriate resources.

 It helps in increasing organizational effectives for a short and long term.

 It helps in evaluating the effectiveness of the various recruitment techniques.

 It attracts and encourages the applicants to apply for the vacancies in an

organization.

 It determines as per the organizational needs.the present futures requirements of

the organization and plan according.

 It links the potential employees with the employers.

 It helps in increasing the success ratio of the selection process of prospective

candidates.

 It helps in creating a talent pool of prospective candidates, which enables in

selecting the right candidates for the right job.

PROPOSED METHODOLOGY:
The research methodology is survey method. A survey is a research method in which
subjects respond to a series of statements or questions in a questionnaire or an interview.
Surveys target some population, which are the people who are the focus of research.
Because populations are usually quite large, the researcher will target a sample, which is
a part of a population that represents the whole.

Once our sample is selected, we need a plan for asking questions and recording answers.
The most common types of surveys are questionnaires and interviews. A questionnaire
is series of written statements or questions. With an interview, the researcher personally
asks subjects a series of questions and gives participants the freedom to respond as they
wish. Both questionnaires and interviews can include open-ended questions (allowing the
subjects to respond freely), or close-ended questions (including a selection of fixed
responses).
RESEARCH DESIGN:

This is a exploratory research which explores the importance of the study done.

TOOLS FOR DATA COLLECTION:

 Quesionnaire

SAMPLING:

Convenience sampling technique was used as samples were collected from the
employees of the organization regarding the importance of the recruitment procedure.

The sampling size is 20.

TOOLS FOR DATA ANALYSIS:

 MS-Excel

 Graphs

 Pie charts

LIMITATIONS:

As this was a academic project and the time was limited to 8 weeks, so the study is limited
to the organization located in Bangalore.