CEO Online Magazine (Ezine): Human Resources
Recruiting by Peter Emerson
It is very important for an enterprise to be adequately staffed. Systematic steps have to be taken to ensure that the right types of persons are available to the concern in right numbers. This process is called recruiting and it takes time and attention to find out persons who are not merely willing to work but are also suitable for the positions lying vacant. It goes without saying that the management should, to begin with, attempt to make an estimate of the requirements of individuals required in the different departments.
The number of workers required by an enterprise depends upon the scale of production, the degree of mechanization and methods of work. The management must, therefore, keep a watch on developments in these fields so as to be able to take advantage of new techniques of production and new machinery. These days, when it is difficult to get rid of surplus labor owing to the operation of various labor laws, it is necessary that no surplus worker be recruited in the first instance.
In short, management will do well to draw up a plan for the recruitment of employees for the coming year or so. The plan may be thoroughly scrutinized before steps are taken to recruit them. There are many different methodologies for actively recruiting a solid workforce. Recruitment should be conducted in an organized manner preferably by the personnel department. The personnel department will obviously keep in mind the requirements of various departments both as regards quantity and quality.
But, in small concerns where there is no personnel department, the departmental managers themselves recruit people for their respective departments. The essence of recruiting is attracting and enticing candidates to take positions in an organization. Before recruiting begins, the position requirements - which should directly relate to the task - must be clearly identified. This makes it easier to recruit suitable candidates from the outside.
Performing the function of recruitment i.e., increasing the selection ratio, is not as easy as it seems to be. This is because of the hurdles created by the internal factors and external factors that influence an organization. The first activity of executive recruiting i.e., searching for prospective employees is affected by many factors like organizational policy regarding filling up of certain percentage of vacancies by internal candidates, local candidates, influence of trade unions, government regulations regarding reservations of certain number of vacancies to candidates based on community/region/sex.
As such, the management is not free to find out or develop the source of desirable candidates and alternatively it has to divert its energies for developing the sources within the limits of those factors. The other activity of executive recruitment is affected by the internal factors such as working conditions, promotional opportunities, salary levels, type and extent of benefits, image of the organization and ability and skill of the management to stimulate the candidates.
It is also affected by external factors like personnel policies and practices of various organizations including working conditions, salary, benefits, promotional opportunities, and career opportunities in other organizations. However, formulating sound policies can minimize the degree of complexity of recruitment function.
The 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 personnel policies of other organizations regarding merit, internal sources. Recruitment policy should commit itself to the organization personnel policy like enriching the organization human resources or serving the community by absorbing the disadvantaged people of the society. Motivating the employees through internal promotions and improving the employee loyalty to the organization by absorbing the retrenched or laid off employees or temporary employees or dependents of former employees.
After identifying the sources of manpower from college, the next step is to stimulate them in applying for jobs in an organization. Then comes the step of selecting the right student from the college. The guiding policy in general is the intention to choose the best-qualified and suitable candidate for each unfilled spot and to avoid commitments to those who will not work well. The objective of the selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates.
The selection procedure at college recruiting is the system of functions and devices adopted in a given company to ascertain whether the candidate's specifications are matched with the job specifications and requirements or not. There is no standard selection process that can be followed by all the companies. Companies may follow different selection techniques or methods depending upon the size and nature of the business and kind and number of persons to be employed.
Selection procedure at college recruiting employs several methods of collecting information about the candidate's qualifications, experience, physical and mental ability, nature and behavior, knowledge, aptitude and the like for judging whether a given applicant is suitable for the job. The selection procedure is not a single act but is essentially a series of methods or stages by which different types of information can be secured through various selections techniques.
At each step, facts may come to light, which are useful for comparison with the job requirements and employee specifications. After the candidates are examined by the experts including the manager of the organization in the core areas of the job, the head of the department interviews the candidate once again mostly through informal discussion. The interviewer examines the interest of the candidate in the job, organization, adaptability to the working conditions and work adjustment.
Recruiting Software by Peter Emerson
Having selected the most suitable persons for the various categories of jobs in the enterprise through the application of recruitment techniques, it becomes necessary to arrange for their training. And that's where the role of recruiting software comes in.
While education improves the knowledge and understanding of employees in a general way, training aims at increasing the aptitudes, skills and abilities of the workers to perform specific jobs. With increased chances of a new worker doing well at his job, the systematic methods of vocational guidance and selection are extended to their logical conclusion.
A person, however capable and competent, cannot do his best at a job unless he is systematically trained in the current methods of work. The advantages of a training program are obviously enormous. In the first place, training brings about an improvement of the quality and quantity of output by increasing the skill of the employees. A novice, who has just started working without proper training, will normally produce less than another person who has been systematically trained. In fact, the quality of work done by him may not be up to the mark for lack of proper training.
Secondly, trained personnel will be able to make much better and more economical use of materials and equipment then untrained employees, thus reducing the cost of production. In addition, since trained personnel will commit very few mistakes, the management can well afford to focus its attention on planning the work and encourage expert workers.
Finally, training will create a feeling among the workers that they are being properly cared for, and that the employer is sincere to them. This will improve relations between the employers and employees. If, on the contrary, the workers are not fully trained in the correct methods of work, unwholesome developments may follow. The level of output and the quality of work may be poor.
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