HUMAN RESOURCE MANAGEMENT

UNIT- 2 : HUMAN RESOURCE PLANNING, RECRUITMENT AND

SELECTION

HUMAN RESOURCE PLANNING

Introduction:

Human resource planning is a practice that identifies current and future human
resources needs for an organization to accomplish its objectives. This is a strategy
for the acquisition, utilization, improvement and preservation of enterprise human
resources.

Human resources planning involve forecasting the need for labour and the supply
of labour, then planning the programs necessary to ensure that the organization
will have the right mix of employees and skills when and where they are needed.
It is concerned with the flow of people into, through and out of an organization.

Meaning:

Human resource planning is a practice of identifying current and future human

resources needs for an organization to accomplish its objectives. This is a strategy
for the acquisition, utilization, improvement and preservation of enterprise human
resources. This is a plan of action formulated to meet the future human resource
needs of an organization.

Definition Of Human Resource Planning:

According to Reilly P, “Human Resource Planning is the process in which an

organization attempts to estimate the demand for labour and evaluate the size,
nature and sources of supply which will be required to meet the demand”.
Mr. Nithin Menezes, Lecturer 1
Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
Different Aspects Of Human Resource Planning:

The two important aspects of human resource planning are:

1. Estimating the required workforce

2. Staffing policies and programme

1. Estimating the Work Force:

Includes the forecasting the number of employees of various categories required

by the firm for a given period. This is a long range activity taken up by the firm
and hence it should estimate the HR required for a specific period.

2. Staffing policies and programme:

Staffing policies and programme include the mode of selection of staff,

maintaining human resources data, periodical reporting of man power objectives,
develop measures for utilization of HR, effective work allocation to improve the
quality of work and to utilize the work to maximum, to take up research activity
for continuously assessing the quality of work and find out, utilization of human
resources to suggest remedial measures to rectify such under utilization, assessing
the economic factors i.e., cost-benefit analysis of HR rejection of HR.

Importance Of Human Resource Planning:

The Importance of Human Resource Planning can be summarized as follows:

Mr. Nithin Menezes, Lecturer 2

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 I. HRP is important to create highly talented personnel: HRP helps prevent
shortages of labour caused by attrition. Further technology changes would
further upgrade or degrade jobs and create manpower shortages. In these
situations only accurate human resource planning can help to meet the
resource requirements.
II. Protection of weaker sections: A well-conceived personnel planning would
also help to protect the interests of the SC/ST, physically handicapped,
children of socially oppressed and backward classes who enjoy a certain
percentage of employments notwithstanding the constitutional provisions
of equal opportunity for all.
III. Cope with change: HRP enables an enterprise to cope with changes in
competitive forces, markets, technology, products and government
regulations. Such changes generate changes in job content, skills demands
and number of human resources required.
IV. Forecast future personnel needs: To avoid the situations of surplus or
deficiency of manpower in future, it is important to plan your manpower
in advance. For this purpose a proper forecasting of futures business needs
helps you to ascertain our future manpower needs.
V. International requirements: International expansion strategies largely
depend upon effective HRP. With growing trends towards global
operations, the need for HRP further becomes more important as the need
to integrate HRP more closely into the organization keeps growing.
VI. HRP helps to increase investments in HR: Another importance is the
investment that an organization makes in human capital. It is important that
employees are used effectively throughout their careers.
VII. Resistance to change and move: The growing resistance towards change
and move, self evaluation, loyalty and dedication making it more difficult
to assume that organization can move its employees everywhere. Here
Mr. Nithin Menezes, Lecturer 3
Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 HRP becomes very important and needs the resources to be planned
carefully.
VIII. Performance Appraisals: HRM encourages the people working in an
organization, to work according to their potential and gives them
suggestions that can help them to bring about improvement in it. The team
communicates with the staff individually from time to time and provides
all the necessary information regarding their performances and also defines
their respective roles.

Factors Affecting Human Resource Planning:

I. Employment: HRP is affected by the employment situation in the country

i.e. in countries where there is greater unemployment; there may be more
pressure on the company, from government to appoint more people.
Similarly some company may force shortage of skilled labour and they
may have to appoint people from other countries.
II. Technical changes in the society: Technology changes at a very fast speed
and new people having the required knowledge are required for the
company. In some cases, company may retain existing employees and
teach them the new technology and in some cases, the company has to
remove existing people and appoint new,
III. Organizational changes: Changes take place within the organization from
time to time i.e. the company diversify into new products or close down
business in some areas etc. In such cases the HRP process i.e. appointing
or removing people will change according to situation.
IV. Demographic changes: Demographic changes refer to things referring to
age, population, composition of work force etc. A number of people retire

Mr. Nithin Menezes, Lecturer 4

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 every year. A new batch of graduates with specialization turns out every
year. This can change the appointment or the removal in the company.
V. Shortage of skill due to labour turnover: Industries having high labour
turnover rate, the HRP will change constantly i.e. many new appointments
will take place. This also affects the way HRP is implemented.
VI. Multicultural workforce: Workers from different countries travel to other
countries in search of job. When a company plans it’s HRP it needs to take
into account this factor also.
VII. Pressure groups: Company has to keep in mind certain pleasure. Groups
like human rights activist, woman activist, media etc. As they are very
capable for creating problems for the company, when issues concerning
these groups arise, appointment or retrenchment becomes difficult.
VIII. Present Workforce: Taking into account of the existing workforce is the
basic factor of Manpower Planning and is the initial point of all planning
force. To analyse the existing people resource inside an organization, one
must study the position of total available manpower by dividing it into
group on the basis of function, occupation, level of skill or qualification.
IX. Wastage: For a good planning, appropriate adjustment in the present
workforce should be made for the possible wastage of man power caused
by any foreseeable changes in the organization.
X. Future Human Resource Requirement: After evaluating the present
workforce and analysing the factors of wastage, one may quite easily assess
the future requirement of human resource.

Steps Involved In Human Resource Planning:

Step 1: Forecasting Future Human Resource Needs:

Mr. Nithin Menezes, Lecturer 5

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
The quantity and quality HR required by an organization is determined by its
objectives. The demand for HR is determined by the quantity of production,
technology adopted in production process, men required for marketing, finance,
etc. If the size of the business units is large, more human resources are needed.
But again it depends upon the technology adopted. Forecasts may be short range,
mid-range, long-range.

Step 2: Estimating Supply:

After estimating demand of human resource for different categories of work the
supply of HR has to be examined and sources are to be identified. While making
supply analysis, the firm should consider the existing resources that may be
continued or employee movement into through and out of the organization. The
real supply estimate has to be prepared. It should be fit flexible to make marginal
adjustments.

Step3: Matching Supply and Demand:

The supply estimates of human resources are too compared with demand
estimates. After considering the internal supply, the net requirements of human
resource are to be estimated for future. While estimating net demand position,
each number in each category of work has to be specified. This demand gives the
organization, a picture, relating to the actual future requirement of HR.

Step 4: Designing Employment Policy:

The planners have to identify the recruitment of required work force and
incorporate the same in the human resource plan. Alternative sources are to
identify for quick selection of workforce. The recruitment and training policies
are to be incorporated in human resource plan.

Mr. Nithin Menezes, Lecturer 6

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
Step 5: Appraisal of Human Resource Planning:

Another important aspect to be considered while preparing HR plan, the benefit

from such plan has to be projected. Really it is very difficult to make cost benefit
analysis of human resource plan.

Benefits Of Human Resource Planning:

I. HRP helps to meet up requirements of the organization: To do work in the

organization every organization needs personnel of desired skill,
knowledge and experience. This human resources requirement of
organization can be effectively fulfilled through proper human resource
planning.
II. Counterbalance insecurity and change: There must be proper utilization of
human and non- human resources in the organization. Sometimes the
organization may have adequate non- human resources e.g. machines,
materials and money but inadequate human resources as a result,
manufacturing process/production cannot be started.
III. It helps in checking labour imbalance: Human resource planning helps to
anticipate shortages and/or surpluses of manpower in the organization. The
shortage of manpower as well as surplus of manpower is not good for the
organization. It proves very expensive for the organization.
IV. Right-sizing the human resource requirements of the organization: In an
existing organization, there is a constant need for right-sizing the
organization. In the organization, some posts may fall vacant as a result of
retirement, accidents, resignations, promotions or death of employees.
V. Helps to meet expansion and diversification needs of the organization: It
helps to execute future plans of the organization regarding expansion,
Mr. Nithin Menezes, Lecturer 7
Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 diversification and modernization. Through human resource planning it is
ensured that employees in right number and of right kind are available
when required to meet these needs of the organization.
VI. Training and Development of Employees: There is constant need of
training and development of employees as a result of changing
requirements of the organization. It provides scope for advancement and
development of employees through training and development etc.
VII. Fulfil Individual Needs of the Employees: It helps to satisfy the individual
needs of the employees for promotions, transfer, salary encashment, better
benefits etc.
VIII. Helps Formulation of Budgets: It helps in anticipating the cost of human
resources e.g. salary and other benefits etc. It facilitates the formulation of
human resource budget for various departments/divisions of the
organization.

Dimensions Of Human Resource Planning:

A) Quantitative Dimension Of Human Resource Planning:

Quantitative HRP focuses on the numerical aspects of workforce
management, including forecasting the number of employees required
and planning for changes in workforce size. The goal is to ensure that
the organization can meet its operational needs without surplus or
shortage of staff.

1. Workforce Forecasting

Mr. Nithin Menezes, Lecturer 8

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 • Demand Forecasting: This involves predicting the future workforce needs
based on factors such as business growth, expansion plans, and changes
in operational processes. Techniques include trend analysis, which
examines historical data to project future needs, and statistical models that
use various indicators to estimate future demand.
• Supply Forecasting: This focuses on predicting the availability of internal
and external labour, Internal supply forecasting assesses current employee
numbers, skills, and potential retirements or resignations, while external
supply forecasting looks at labour market conditions and the availability
of qualified candidates.

2. Employee Replacement Planning

• Succession Planning: Identifying and preparing internal candidates to fill
key positions in the event of planned or unplanned vacancies. This involves
assessing potential candidates’ readiness and developing their skills to
ensure a smooth transition.
• Turnover Analysis: Analysing employee turnover rates and patterns to
predict future staffing needs. This includes calculating turnover rates,
understanding reasons for departures, and planning for replacements or
adjustments.

3. Workforce Optimization
• Staffing Levels: Determining the optimal number of employees required to
meet operational demands. This involves balancing the workload and
employee capacity to avoid under-staffing or over-staffing.
• Productivity Analysis: Measuring employee productivity and its impact on
workforce planning. This includes analysing performance data to ensure
that staffing levels align with productivity targets.
Mr. Nithin Menezes, Lecturer 9
Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 4. Cost Analysis
• Budgeting: Estimating the cost of hiring, training, and compensating
employees. This includes evaluating the financial impact of workforce
changes and ensuring that the HR budget aligns with organizational goals.
• Cost-Benefit Analysis: Assessing the financial implications of various HR
decisions, such as hiring new. Staff versus training existing employees, to
ensure cost-effectiveness.

B) Qualitative Dimensions of Human Resource Planning:

Qualitative HRP focuses on the non-numerical aspects of workforce

management, emphasizing the skills, competencies, and attributes
required for employees to perform effectively. It addresses the
qualitative factors that impact employee performance and
organizational success.

1. Skills and Competency Mapping

• Skill Requirements: Identifying the specific skills and competencies needed
for various roles within the organization. This involves analysing job
descriptions, performance standards, and future skills needs based on
business strategy and technological advancements.
• Competency Development: Developing and implementing training
programs to build the necessary skills and competencies in the workforce.
This includes creating career development plans and providing
opportunities for continuous learning and growth.

2. Talent Management
Mr. Nithin Menezes, Lecturer 10
Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 • Recruitment and Selection: Attracting and selecting candidates who
possess the required skills, experience, and cultural fit for the organization.
This involves crafting effective job descriptions, conducting thorough
interviews, and using assessment tools to evaluate candidates.
• Employee Engagement: Ensuring that employees motivated, committed,
and aligned with the organization’s goals. This includes developing
strategies to enhance job satisfaction, recognition, and work-life balance.

3. Organizational Culture and Fit

• Cultural Alignment: Ensuring that employees’ values and behaviours align
with the organization’s culture and values. This involves assessing cultural
fit during the recruitment process and fostering a positive organizational
culture through leadership and management practices
• Change Management: Managing the impact of organizational changes on
employees. This includes preparing and supporting employees through
transitions, such as mergers, restructuring, or shifts in business strategy.

4. Employee Development and Succession Planning

• Career Development: Providing employees with opportunities for growth
and advancement within the organization. This includes identifying career
paths, offering mentorship, and supporting professional development
initiatives
• Leadership Development: Preparing employees for leadership roles by
identifying potential leaders and providing them with the necessary
training and experiences. This ensures a strong pipeline of future leaders
who can drive the organization’s success.

Mr. Nithin Menezes, Lecturer 11

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
JOB ANALYSIS

Introduction:

Job analysis aids the organization in recruitment and selection, performance

management training needs identification, deciding compensation and benefits,
etc. The process of job analysis involves collecting information related to work
activities, behaviour and human requirements machines, tools, job aids,
performance standards, job contest, etc. And help define the job description and
job specification.

Meaning of Job Analysis:

Job analysis is the process of studying and collecting information relating to the
operations and responsibilities of a specific job.

Job Analysis is the process of establishing job related factors that the incumbent
needs to perform at the workplace. It identifies the tasks, responsibilities and
duties involved in the job.

Definition Of Job Analysis:

According to Wilson, M., “Job analysis as the process that involves the analyst
describing the duties of the incumbent, then the nature and conditions of work
and finally some basic qualifications”.

Components Of Job Analysis:

1. Job Description: A statement of the tasks performed on a job and the

purpose of the job.
2. Job Specification: A listing of the skills, knowledge, and abilities needed
for a job.

Mr. Nithin Menezes, Lecturer 12

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
Difference Between Job Description and Job Specification.

Mr. Nithin Menezes, Lecturer 13

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
Objectives Of Job Analysis:

i. Job Description: The term “job description refers to a job profile that
outlines the specific duties and responsibilities of a position and is based
on information gathered through the process of Job Analysis, It lays out the
tasks and responsibilities of a specific job.
ii. Job Specification: A job specification is a list of the skills and abilities
needed to complete specific task. It also specifies the minimum
qualifications needed to effectively carry out the assigned task. In order to
complete a task effectively, it outlines the knowledge, abilities, and skills
needed.
iii. Job Evaluation: Job analysis also provides information required for
determining the worthiness of jobs. Job analysis also aids in the evaluation
of actual performance against the pre- determined standard and identifies
any deviations.
iv. Work simplification: Job analysis provides job-related information, which
simplifies the job. Work simplification is the process of dividing a job into
small parts in order to improve job performance.
v. Setting up of standards: The term “standard” refers to the expected
outcomes or performance of a specific job. Job analysis aids in establishing
information about each job’s standard.

Process of Job Analysis:

I. Collection of Information: This is the first step in which necessary

information about various aspects of jobs is gathered using various
methods such as interviews, observations, questionnaires, critical
incidents, and so on.
Mr. Nithin Menezes, Lecturer 14
Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 II. Review of Information: After gathering the necessary data, it is reviewed
in order to create organisational charts, job descriptions and specifications,
processes, and guidebooks. These contribute to a thorough evaluation of
the job.
III. Selection of the job position which is to be analysed: Analysing all jobs is
a time-consuming and expensive process. As a result, only a subset of jobs
is chosen for detailed examination. The job analyst investigates which
managers or employees in the organisation require job analysis.
IV. Analysis of the Selected Job: Following the selection of a job to be
analysed, the job analyst gathers the necessary information about the
chosen jobs. Data and information are gathered through the use of
questionnaires, observations, and interviews, among other methods.
V. Developing a Job Description: After gathering all of the necessary
information, a job description schedule is created, which is a written
statement that defines the noticeable characteristics of the job, as well as
the responsibilities and level of risk that will be involved.
VI. Developing the Job Specification: After creating a Job Description, it is
necessary to create a Job Specification, which is a detailed specification
statement that outlines the minimum acceptable requirements for
performing each job. It

Methods Of Job Analysis:

1. Questionnaire Method: The questionnaire method is when analysts create

a series of questions for employees to answer about their jobs. They often
ask the employee’s managers and others on the team about their
perceptions of the role to identify any gaps between expectations.

Mr. Nithin Menezes, Lecturer 15

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 2. Interview Method: The interview method involves a discussion between
the job analysis and job experts. Individual or group interviews help in
collecting data for job analysis. This information collected from the
employees is often supplemented by supervisors whose jobs are analysed.
3. Technical Conference Method: In this method, services of the supervisors
who possess extensive knowledge about a job are used with the help of a
conference of the supervisors. The analyst initiates discussion which
provides details about the job.
4. Daily Method: The daily method requires the employees to record their
daily activities in detail. The information of the employees’ everyday
activities is collected in detail and then analysed.
5. Check list or Record Method: The checklist method is a job analysis
technique that involves using a checklist to rate the relevance of job-related
tasks, skills, and characteristics.

Benefits Of Job Analysis:

I. Job analysis is very helpful in Recruitment and Selection: Information

about a person’s role, responsibilities, knowledge, and skills, among other
things, aids in the selection of the most qualified candidates for a given
position. Job analysis assists the personnel manager in recruiting and
selecting the most qualified candidates for the most appropriate positions.
II. It is helpful in determining the need and scope of Training: Job analysis
provides information on the inputs required for an employee to progress
from one stage to another, which can be used to design training and
development programmes to prepare employees for promotions and higher
responsibilities.

Mr. Nithin Menezes, Lecturer 16

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 III. It is also very helpful in the Evaluation of a job: Job analysis can be used
to evaluate jobs, which is then used to categorise them. An accurate
assessment of the job requirements is required for equitable compensation.
IV. It eliminates the distorting effect of the Chain of Command: In order to
avoid the overlap of authority and responsibility relationships, job analysis
is used to eliminate. The distortion of the command-and-control chain.
V. It is helpful in the development of compensation plans.: Since
compensation is commensurate with duties and responsibilities of a job,
job analysis can be utilised for to sketch out the compensation structure.
VI. It is beneficial in the evaluation of performance: Job analysis also helps in
the effective implementation. Of performance appraisal procedures in the
organisation. It facilitates the comparison of an employee’s performance
with predetermined standards, which in turn facilitates the making of
appropriate decisions.
VII. It contributes to favourable labour-management relations: Job analysis
assists in the development of positive working relationships between
management and labour unions. It also aids in the resolution of
disagreements and grievances.
VIII. Job analysis ensures safety of employees: In various jobs, job analysis
reveals the presence of unhealthy and hazardous environments and
working conditions. This information assists management in developing
policies and procedures to protect the health and safety of their employees.

Job Design:

Job design follows job analysis i.e. it is the next step after job analysis. Job design
means to decide the contents of a job. It fixes the duties and responsibilities,
organize tasks for a job, it also outlines the methods and relationships between

Mr. Nithin Menezes, Lecturer 17

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
the job holder (manager) and his superiors, subordinates and colleagues that are
essential for the success of a certain job.

Methods Of Job Design:

• Job Simplification: In job simplification, the complete job is broken down

into small subparts; this is done so that employee can do these jobs without
much specialized training.
• Job Rotation: Another technique designed to enhance employee motivation
is job rotation, or periodically assigning employees to alternating jobs or
tasks.
• Job Enlargement: Job enlargement is defined as a work design that expands
the role and responsibilities of an employee by adding a few more tasks. It
helps employees develop a broader skillset and enhance their professional
experience.
• Job Enrichment: Job enrichment is a process that can be used to increase
the satisfaction and motivation of employees in their jobs.

RECRUITMENT:

Meaning of Recruitment:

Recruitment is the process of attracting potential employees and inspiring them

for applying job in an organization. This is the process by which organizations
locate and attract individuals to fill job vacancies.

Definition of Recruitment:

According to Edwin B. Flippo, “Recruitment is the process of searching for

prospective employees and stimulating them to apply for jobs in the organization”
Mr. Nithin Menezes, Lecturer 18
Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
Objectives Of Recruitment:

Recruitment fulfils the following objectives:

• To review the list of objectives of the company and tries to achieve them
by promoting the company in the minds of public.
• To forecast how many people will be required in the company.
• To enable the company to advertise itself and attract talented people.
• To provide different opportunities to procure human resource.

Sources Of Recruitment:

A. Traditional Sources of Recruitment

1. Internal Source of Traditional Recruitment

2. External Sources of Traditional Recruitment

B. Modern Sources of Recruitment

1. Internal Source of Modern Recruitment

Mr. Nithin Menezes, Lecturer 19
Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 2. External Sources of Modern Recruitment

A. TRADITIONAL SOURCES OF RECRUITMENT

i) Internal Source of Traditional Recruitment

1. Present Permanent Employees: Organizations consider the candidates from

this source for higher level jobs due to availability of most suitable
candidates for jobs relatively or equally to the external source to meet the
trade union demands and due to the policy of the organization to motivate
the present employees.
2. Retrenched or Retired Employees: Generally, a particular organization
retrenches the employees due to lack of work. The organization takes the
candidates for employment from the retrenched employees due to
obligation, trade union pressure and the like.
3. Dependents of Deceased, Disabled, Retired and Present Employees: Some
organizations function with a view to developing the commitment and
loyalty of not only the employee but also his family members and to build
up image and provide employment to the dependent(s) of the deceased,
disabled and present employees. Such organization finds this as an
effective source of recruitment.

Mr. Nithin Menezes, Lecturer 20

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 4. Previous Applicants: Although not an internal source in the true sense,
those who have previously applied for jobs can be contacted by mail. This
is a quick and an inexpensive way to fill an unexpected vacancy. This is a
very suitable method for filling the professional openings.

ii) External Sources of Traditional Recruitment

1. Professional Agencies: Professional agencies maintain complete bio-data

of the members who have registered in their particular concerns. These
agencies further supply these bio-data of the required eligible candidates
to those organization who are in demand for a particular class of labour
during that particular period, the concerned number of candidates required
would be informed to these agency.
2. Advertisements: These are the best method of recruitment. It is especially
useful for recruitment of persons for higher and experienced jobs. The
advertisements are given in local or national press, trade or professional
journals.
3. Employment Exchanges: These are run by government and also act as a
source of recruitment. Unemployed persons get themselves registered with
these exchanges. The vacancies may be notified with the exchanges,
whenever there is a need.
4. Campus Recruitment: Here colleges, universities, research laboratories
form the ground for recruitment. The IIMs and the IITs are the classic
examples for campus recruitment. In fact they form the top list avenues for
the recruiters.

Mr. Nithin Menezes, Lecturer 21

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 5. Trade Unions: Generally, unemployed or underemployed persons or
employees seeking change in employment put a word to the trade union
leaders with a view of getting suitable employment due to latter’s intimacy
with the management.
6. Casual Applicants: Depending upon the image of the organization, its
prompt response, participation of the organization in the local activities,
level of unemployment, candidates apply casually for jobs through mail or
handover the applications in the personnel department.
7. Data Banks: The management can collect the bio-data of the candidates
from different sources like employment exchange, educational training
institutes, candidates etc. And feed them in the computer.

B. MODERN SOURCES OF RECRUITMENT

i) Internal Sources of Modern Recruitment

1. Employee Referrals: Present employees are well aware of the

qualifications, attitudes, experience and emotions of the friends and
relatives. They are also aware of the job requirements and organizational
culture of their company.
2. Promotions: Promotion is advancement of an employee to a better job,
better opportunity, better in terms of greater responsibility, more prestige,
greater skill and especially increased salary.
3. Transfers: “Transfer” is a term which is used for shifting a person from one
position to another in the same category of job or on promotion to a higher
Mr. Nithin Menezes, Lecturer 22
Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 level job or activity. It is a “lateral shift causing movement of individuals
from one position to another usually without involving any marked change
in duties, responsibilities, skills needed or compensation”.

ii) External Sources of Modern Recruitment

1. Walk-In: The busy organizations and the rapid changing companies do not
find time to perform various functions of recruitment. Therefore, they
advise the potential candidates to attend for an interview directly and
without a prior application on a specified date, time and at a specified place.
2. Consult-In: The busy and dynamic companies encourage the potential job
seekers to approach them personally and consult them regarding the jobs.
The companies select the suitable candidates from among such candidates
through the selection process.
3. Head-Hunting: The company’s request the professional organizations to
search for the best candidate’s particularly on the senior most positions.
The professional organizations search for the most suitable candidates and
advise the company regarding filling up of the positions.
4. Mergers and Acquisition: Business alliances like acquisitions, mergers and
take over help in getting human resources. In addition, the companies do
also have alliances in sharing their human resources on ad-hoc basis.
5. Outsourcing: Some organizations recently started developing human
resource pool by employing the candidates for them. These organizations
do not utilize the human resource instead they supply human resource to
various companies based on their needs on temporary or ad-hoc basis.

Mr. Nithin Menezes, Lecturer 23

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 6. Customers: Loyal customers are pleased with the organization’s product or
services. To some extent they have made a commitment to the organization
and might be familiar with the culture, the responsibilities of some of the
jobs and the working conditions. In other words, they have a realistic job
preview.
7. Suppliers and Competitors: Employees of suppliers and competitors are
often good sources of applicants. They are familiar with the industry and
frequently familiar with the organization itself.
8. Professional and Trade Associations: Virtually all professional and trade
associations provide placement services for their members and allow
employers to post job openings on their website, typically for a fee. In
addition, these associations normally publish newsletters or journals in
which the organization can place recruiting advertisements.
9. Job Fairs and Special Events: Job fairs held by other organization-for
example, the local chamber of commerce tend to attract a wide variety of
applicants and might provide the organization with numerous recruiting
leads and applicants. However, many organizations have found that some
individuals attending these types of events are merely shopping and are not
really interested in changing jobs.
10. Internet: The Internet has opened up all sorts of possibilities and associated
challenges in recruiting. There are essentially three major sources of
applicants using e-recruiting: commercial job boards, professional/trade
association websites and the employer’s website. Many organizations have
successfully used commercial job boards such as Monster.com, Times
Jobs.com, Naukri.com and Hotjobs.com where, for a fee.
11. Outplacement Firms: Many organizations have formed alliances with
outplacement firms. These firms provide placement assistance to

Mr. Nithin Menezes, Lecturer 24

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 individuals, many of whom have been involuntarily separated from their
former employer through no fault of their own.

Factors Affecting Recruitment Process:

There are two types of factors that influence recruitment are:

1. Internal Factors
2. External Factors

1. Internal Factors:

The internal factors also called as endogenous factors are the factors within the
organization that effect recruiting process in the organization. The internal forces
that is factors, which can be controlled by the organization, are:

i. Size of Organization: The size of 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.
ii. Recruiting Policy: The recruitment policy of an organization specifies the
objectives of recruitment and provides a framework for implementation of
recruitment program. Recruitment policy gives an outline for the execution
of the recruitment program.
iii. Human Resource Planning: How many employees are to be recruited and
what qualification they should have is decided with the help of effective
human resource planning.

Mr. Nithin Menezes, Lecturer 25

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
iv. Recruitment Cost: Recruitment process expenses are bared by the
employer, therefore, organizations try to make use of that source of
recruitment, which gives more output at less cost
v. Working Environment: Good working environment such as sufficient
lighting and ventilation. Safety requirements, and welfare measures, such
bonuses, quarters. Subsidized food, and medical facilities, all have a good
impact on the organization’s recruitment process.
vi. Image of Organization: Organization having a good positive image in the
market can easily attract competent and proficient resources. Maintaining
good public relations, providing public services, and leading the goodwill
of the organizations, definitely helps an organization.
vii. Image of Job: The image of job plays an important role recruitment. Job
having a positive image in terms of better remuneration, promotions,
recognition, and good work environment with career development
opportunities.

2. External Factors:

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

i. Demographic Factors: Demographic factors such as gender, age, literacy,

economic status etc. Have influence of recruitment process.
ii. Supply and Demand: An important factor in the recruitment process is the
manpower supply, both inside and outside the organization. If the demand
for professionals in the company is more and the supply of professionals
in the market is low, then the company will have to rely on internal sources
for training and developing employees.
Mr. Nithin Menezes, Lecturer 26
Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
iii. Unemployment Rate: If the unemployment rate is high in an exact area,
hiring of people will be simpler and easier, as the number of candidates is
very high. In contrast, if the unemployment rate is low, then recruiting
tends to be very difficult due to less number of resources.
iv. Government Rules and Regulations: Government restrictions such as
Minority quota, Women quota, disabled person quota, child labour etc.
Have a direct effect on recruiting processes, and organizations must follow
these regulations when hiring staff.
v. Labour Market: Labour market circumstances are continually shifting and
dynamic. There may be a surplus or lack of well-qualified candidates in a
certain type of post for which a vacancy is to be filled at any given time.
vi. Economic and political Factors: Economic conditions such as the cost of
recruitment, the ability to hire qualified people, working conditions in other
similar businesses, and so on all have an impact on the organization’s
recruitment process.
vii. Competitors: The recruitment policies and procedure of the competitors
also affect the recruitment function of the organization, time to time the
organizations have to change their recruitment policies and manuals
according to the policies being followed by the competitors.

Methods Of Recruitment:

The different methods of recruitment are as follows:

1. Direct Method:

Under the direct method, the organizations locate and attract individuals to fill
job vacancies through their own personnel. They send their employees to

Mr. Nithin Menezes, Lecturer 27

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
colleges, universities and institutions for technical education. Most college
recruiting is done in co-operation with the placement office of college.

2. Indirect Method:

Indirect method involves mostly advertising in newspaper, on the radio, FM91,

in trade and professional journals, technical magazines and over Internet.
Advertising in news papers or trade journals and magazines most frequently used
method, when qualified or experienced personnel are not available from other
sources.

3. Third Party Method or Recruitment Process Outsourcing:

Recruitment Process Outsourcing is a process of recruitment under which an

employer outsources or transfers all or part of its recruitment activities to an
external service provider Recruitment is the personnel management sub-function
which is required for searching right person to fulfil the vacancy of an
organization. Vacancy identification is the main activity of recruitment The
outsourced people or organization performs the activity properly which is cost
effective for an organization. These includes the different types of agencies like,
commercial or private employment agencies, state agencies, placement offices of
schools, college and professional associations, recruiting firm, managing
consulting and firms.

Advantages Of Recruitment Process Outsourcing:

• Recruitment Experts
• Efficient Resource Use
• Compliance Assistance
• Advanced Metrics
• Globalization
Mr. Nithin Menezes, Lecturer 28
Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
Disadvantages Of Recruitment Process Outsourcing:

• Lack Of Knowledge
• Loss Of Control
• Cost
• Technology Integration
• Communication Barriers

E-recruitment:

E-recruitment is the use of technology and electronic resources for the process of
attracting, selecting and managing the recruitment in a company. E-recruitment
is also known as online recruitment as internet communication is vital to this
process.

E-recruitment includes practices carried out by the organization using technology,

particularly web-based technology for the purpose of identifying and attracting
potential employees.

Elements Of E- recruitment:

1. Applicant Tracking: Software that helps companies manage the

recruitment process by receiving and storing resumes, tracking
applications, and communicating with candidates.
2. Online Job Board: Online job boards are websites that list job postings
from multiple companies. Job seekers can search for positions by keyword,
location, or job type.

Mr. Nithin Menezes, Lecturer 29

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 3. Social Media: Social media platforms, such as LinkedIn and Twitter, can
be used for e-recruitment. Employers can post job openings on their social
media platforms and job seekers can search for positions using keywords.
4. Career Websites: Career websites are websites that are specific to one
company. They often include job postings, as well as information about the
company culture and benefits.
5. Online Testing: Some kind of evaluation of candidates over internet, others
like multiple posting tools, intelligent CV parsing etc.

Advantages Of E- recruitment:

1. Cost-effective: E-recruitment is a cost-effective way to find the best talent

for a company while hiring candidates. It saves time and money by
eliminating the need to post job advertisements in newspapers or other
traditional channels.
2. Customized filtration: Additionally, e-recruitment makes it easier to target
specific groups of candidates. For example, employers can use e-
recruitment to search for candidates with particular skills or experience.
3. Quicker process: E-recruitment is a quicker process than traditional
recruitment methods. It allows employers to post job openings and receive
applications from candidates within a matter of days as e-recruitment
systems speed is quite fast.
4. Flexible: E-recruitment is a flexible recruitment method that can be tailored
to the specific needs of a company. For example, e-recruitment can be used
to fill entry-level positions or senior executive positions.

Disadvantages of e-recruitment:

Mr. Nithin Menezes, Lecturer 30

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 1. Limited reach: One of the main disadvantages of e-recruitment is that it has
a limited reach. E-recruitment only reaches candidates who have access to
the internet and are actively searching for job openings.
2. Lack of personal interaction: One of the main disadvantages of e-
recruitment is that it lacks the personal interaction of traditional
recruitment methods. E-recruitment relies heavily on computerized
systems and automated processes.
3. Increased competition: Another disadvantage of e-recruitment is that it
increases competition for jobs. With more employers using e-recruitment,
candidates must compete against a larger pool of applicants.
4. Security risks: One of the main disadvantages of e-recruitment is that it
poses some security risks. For example, e-recruitment systems can be
hacked and personal information can be stolen.
5. Technical difficulties: Another disadvantage of e-recruitment is that it can
be difficult to use. E-recruitment systems can be complicated and difficult
to navigate.

SELECTION:

Meaning Of Selection:

Selection is the process of assessing the candidates by various means and making
a choice followed by an offer of employment.

Selection can be conceptualized in terms of either choosing the fit candidates or

rejecting the unfit candidates or a combination of both. So, selection process
assumes rightly that, there is more number of candidates than the number of

Mr. Nithin Menezes, Lecturer 31

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
candidates actually selected, where the candidates art made available through
recruitment process.

Definition Of Selection:

“Selection is the process of differentiating between applicants in order to identify

(and hire) those greater likelihood of success in a job”. -Thomas Stone

Steps In Selection:

Step-1: Job Analysis-

A job analysis is the process used to collect information about the duties,
responsibilities, necessary skills, outcomes and work environment of a particular
job. Selection influenced by several external and internal environmental factors.

Step-2: Preliminary Interview (Screening Applications)-

Initial screening is done to weed out totally undesirable/unqualified candidates at

the outset. It is essentially a sorting process in which prospective candidates are
given the necessary information about the nature of the job and the Organization,
at the same time, the necessary information is also elicited from the candidates
about their education, skills, experience, salary expected and the like.

Step-3: Selection Test-

A selection test is a systematic and standardized procedure of sampling human

behaviour in order to obtain qualified applicants for organizational activities. It is
used to assess the ability, aptitude and personality of prospective candidates.

Mr. Nithin Menezes, Lecturer 32

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
Selection test is conducted in order to select a right person for the right job who
will be capable of performing organizational activities if hired.

Types Of Selection Test:

I. Intelligence tests: Intelligence tests are used to judge the mental capacity
of the applicant. Intelligence tests evaluate the ability of an individual to
understand instructions and make decisions.
II. Aptitude Tests: Aptitude means the potential which an individual has for
learning new skills. Aptitude tests indicate the person's capacity and his
potential for development.
III. Trade or Proficiency tests: Trade tests are designed to measure the skills
already acquired by the individuals. They measure the level of knowledge
and proficiency in the area of profession or technical training.
IV. Personality tests: Personality tests probe for the overall qualities of a
person as a whole. They provide clues to a person's emotional reactions,
maturity level, value system etc.
V. Interest tests: Interest tests identify the areas in which a candidate has
special concern, fascination, involvement etc. These tests suggest the
nature of job liked by a candidate which may bring him job satisfaction.

Step- 4: Employment Interview

Interview is considered as a method of personal appraisal, through face to face

conversation and observation. The interviewing persons are experts in the
interview technique and they have thorough knowledge in their respective fields.
Interview helps the employer to evaluate the candidate.

Methods Of Interview:

Mr. Nithin Menezes, Lecturer 33

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 I. Direct Interview: Under this method, direct questions are asked to the
applicant, to identify his skills, character, area of interest, attitudes etc. The
in-depth knowledge of applicant is not observed under this type of
interview.
II. Indirect Interview: Under this method, the applicant (candidate) is asked to
express his opinion on any topic he likes. Here the interviewer listens to
the views of the applicant without any intervention. This interview helps
the interviewer to assess the personality of the applicant.
III. Patterned or structural interview: In this type of interview, t interviewer is
looking for information in a particular area of interest the organisation. A
number of standard questions are framed in advance which is to be
answered by the applicant.
IV. Stress interview: In this interview, the interviewer will intentional try to
upset the applicant, to see his reactions under pressure Uncomfortable or
irritating questions may be asked to the applicant to test his patience.
V. Board or Panel Interview: In this interview a group of persons called
interviewers ask the applicant, questions in different subjects or area of
interest of the candidate. Immediately after the interview, they meet,
discuss and evaluate the performance of the applicant on the basis of
answers given by him.
VI. Group Interview: A Group interview occurs when several candidates for a
position are interviewed simultaneously. A common topics presented
before the candidates for discussion. Group interview offers candidates to
express their leadership potential and style.

Step 5: Reference and Background checks-

In addition to the requisite educational qualifications, skill and experience, the

candidates must also possess other qualities like balanced temperament, honesty,
Mr. Nithin Menezes, Lecturer 34
Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
loyalty etc. These qualities cannot be judged on the basis of any test. Therefore,
information is to be obtained and verified from the heads of educational
institutions where the candidates have studied or from the persons whose names
are given by the candidates as referee or from their previous employers.

Step 6: Selection Decision-

After a candidate has cleared all the hurdles in the selection procedure the
employer may take a decision of selection after consulting the concerned manager
who is responsible for the performance of the new employee.

Step 7: Medical Examination-

Candidates finally selected for the job are asked to undergo medical examination
to see whether they are physically fit for the job. The physical fitness of
employees reduces labour turnover, absenteeism, accidents etc., and ensures
higher standard of health of employees in the organisation.

Step 8: Job Offer(issue of Appointment letter)-

Candidates finally selected are offered to join the organisation, for which a formal
appointment order is issued by the organisation. It contains the nature of the job,
the remuneration, pay scale and other terms and conditions relating to
employment. Usually a reasonable time is given to the candidates to join the
organisation.

Step 9: Contract of Employment(Acceptance of job offer)-

If the selected candidate decides to join the organisation, he has to report to the
concerned authority and formally join the organisation by giving his consent
(acceptance) in writing. Then, the organisation will open a service register in the

Mr. Nithin Menezes, Lecturer 35

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
name of the candidate and records all details like qualification, particulars of
employment, pay scale etc.

Step-10: Evaluation of Selection Procedure-

The organization should have a committee to find out whether the adopted
selection procedure is helping the organization in getting committed, competent
and talented workforce or not.

Step-11: Placement-

The organization has to place the selected candidate, once he reports to duty. The
candidate will be trained in the job during the training or probation period. The
final placement of the candidate is decided only after the probation or training
period is over. The probation period is between 6 months to 2 years. If the
candidate has not performed well, during the probation, the organization may
extend the probation or ask the candidate to quit the job.

PLACEMENT AND INDUCTION:

Placement:

Meaning Of Placement:

Placement in HRM is the process of placing the right person at the right job. The
objective of placement in HRM is to position the selected candidates in the jobs
for which they are most suited.

Definition Of Placement:

Mr. Nithin Menezes, Lecturer 36

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
According to Dale Yoder, “Placement is the assignment of a particular job to a
newly appointed employee”.

Importance of Placement:

I. Reduces Labour Turnover and Absenteeism: A proper placement of

employee results reduces absenteeism and employee turnover leads to
better utilisation of machines, equipment and materials and thus, keeps the
employee satisfied.
II. Improves Efficiency of Employee: Proper placement enhances employee
efficiency, leading to better results, effective interpersonal relationships,
high morale, consistent attendance, and a reduction in mistakes.
III. Gives Motivation: Proper placement keeps the employee motivated by
matching their skills to requirements and better motivation results in better
performance.
IV. Keeps Employees Satisfied: The purpose of placement is to fit square pegs
into square holes so that the efficiency of work is high and the employees
get personal satisfaction.
V. Improves Employee Morale: Proper placement helps to improve employee
morale. If a candidate adapts to the job and continues to perform as
expected, it might mean that the candidate is properly placed.

Principles Of Placement:

I. Job requirement – Man should be placed on the job according to the

requirement of the job rather than qualification and requirement of the man.
II. Qualification – The job offered should match with the qualification
possessed by an employee.

Mr. Nithin Menezes, Lecturer 37

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
III. Information – All the information relating to the job should be given to the
employees along with the prevailing working conditions. They should also
be made known that they have to pay penalty for wrong doing.
IV. Loyalty and Co-operation – Every effort should be made to develop a sense
of loyalty and co-operation in employees to make them understand their
responsibilities.

Types Of Placement:

I. Direct Placement: In direct placement, employees are hired and placed

directly into permanent positions within the organization. This method
typically follows a thorough recruitment and selection process, ensuring
that the right candidate is matched to the job from the outset.
II. Temporary Placement: Temporary placement involves hiring employees
for short-term roles or specific projects. This type of placement is often
utilized to meet seasonal demands, cover for absent staff, or complete time-
sensitive projects.
III. Contract Placement: Contract placement refers to hiring employees on a
contractual basis for a defined period or project. These roles may involve
specific tasks or responsibilities, and the employment relationship typically
ends when the contract term is fulfilled.
IV. Internships and Co-op Placements: Internships and co-op placements are
designed for students or recent graduates seeking practical experience in
their field of study. These placements provide valuable learning
opportunities while allowing organizations to assess potential future
employees.

Mr. Nithin Menezes, Lecturer 38

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 V. Promotion Placement: Promotion placement involves moving existing
employees to higher-level positions within the organization. This type of
placement recognizes employees’ contributions and potential, facilitating
career advancement while retaining.
VI. Lateral Placement: Lateral placement involves moving employees to a
different role at the same level within the organization. This may be done
to enhance skills, provide new challenges, or better align employee
interests with organizational needs.
VII. Redeployment: Redeployment occurs when employees are reassigned to
new roles or departments due to organizational changes, such as
restructuring or downsizing.

Induction:

Meaning Of Induction:

Induction program in HRM refers to welcoming new employees and helping them
adjust to the cultures and policies of the new company. When employees start a
new job, they might be stressed because of the new environment.

Definition Of Induction:

According to Edwin B. Flippo “Induction is the welcoming process to make the

new employee feel at home and generate in him a feeling of belongingness to the
organisation.”

Importance Of Induction:

Mr. Nithin Menezes, Lecturer 39

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 I. Helps to build confidence about self: An induction program helps to build
employee’s confidence, and eventually, new employees become productive
employees.
II. Reduces some costs: Most of the time, some employees resign from the
organization during their first month. In this case, the orientation programs
will help to reduce some costs
III. To overcome nervousness: New employees can overcome their
nervousness and shyness because of the orientation program.
IV. It helps to increase commitment: A committed employee means an
employee who recognizes organizational needs and prepares himself to
work hard to accomplish them.
V. Maintain a good communication: The employees and
management/employers can maintain good communication with the
orientation program.

Objectives Of Induction:

I. Provide essential information about the organization to new employees

II. To develop employee confidence to become productive employees
III. Provide a better understanding of the organization’s vision, mission,
functions, and other organizational strategies.
IV. To provide facilities to the employees.
V. To introduce new employees to their managers, team leaders, and
subordinates.
VI. To maintain a good relationship with the existing employees.

Mr. Nithin Menezes, Lecturer 40

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
Process Of Induction:

There are three main stages in the induction process. The stages are preparation,
conduct, and evaluation.

1. Preparation: As the first stage in this process, the organization needs to

welcome its new employees. In this stage, an organization needed to find
solutions for the following questions.
o Who should give the information?
o How to give information?
o Within what time of period should the information be given?
o Where should the information be given

2. Conduct: As the second stage in this process, the organization briefly

provides information to the employees. The person or persons provide a
general introduction about the company, including the company’s name,
vision, mission, functions, products, customers, top management, and
company history.

3. Evaluation: The new employees should not be dropped by if any problems

occur during the orientation period; hence, formal and systematic follow-
up is necessary for the process. The manager/supervisor should frequently
evaluate how well the new employee is doing his job.

Types Of Induction:

Basically there are two types of inductions, Formal induction and informal
induction.

Mr. Nithin Menezes, Lecturer 41

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 I. Formal Induction: This is a structured and organized onboarding process
where newly recruited employees follow a pre-defined schedule and
curriculum. It typically includes presentations, training sessions, and
orientation activities.
II. Informal Induction: Informal induction relies on a more casual, ad-hoc
approach. New employees may learn about their roles and the organization
through interactions with colleagues and supervisors without a structured
program.

Phases Of Induction:

1. General Orientation: It is conducted by the personnel department. This type

of induction is general; it gives the necessary general information about the
history and operations of the organization, the purpose of this is to build
employee’s pride and interest in the organisation.
2. Specific Orientation: It is conducted by the job supervisor. This type of
induction is specific in nature and requires skill on the part of the foreman.
The employee is oriented his department or place of work, introduced to
other employees of the department, informed about the organisation’s
specific practices and customs.
3. Follow-up Orientation: It takes place within one week to six months from
the time of the initial hiring and orientation. It is conducted either by a
foreman or a human resource specialist. Its purpose is to find out whether
the employee is satisfied or unsatisfied with the work place, how he feels
about his fellow workers, how he feels about his boss, and whether he has
any suggestions for improvement in organization.

Mr. Nithin Menezes, Lecturer 42

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
Recent Trends In HR Planning, Recruitment and Selection:

Recent trends in recruitment and selection are transforming the way companies
attract, hire, and retain talent. Here are some of the most significant trends:

i. *Virtual Recruitment*: With the rise of remote work, virtual recruitment

has become increasingly popular. This trend enables companies to hire the
best talent from all over the world, regardless of geographical location.
ii. *Candidate-Centric Recruitment*: The recruitment process is becoming
more dynamic and challenging for HR departments. To win the war for
talent, recruiting managers must adopt a candidate-centric approach,
focusing on providing a positive candidate experience.
iii. *Artificial Intelligence (AI) in Recruitment*: AI is changing the
recruitment landscape by automating tasks, reducing bias, and improving
candidate matching. AI-assisted applicant tracking systems can interpret
context to find talent with the required skill set.
iv. *Skills-Based Hiring*: This trend involves using skills-based hiring
instead of relying on resumes and education. Skills-based assessments
show when a candidate’s skills match what the recruiting team is looking
for, eliminating hiring bias and broadening the candidate pool.
v. *Diversity, Equity, and Inclusion (DEI)*: Companies are focusing on
creating a diverse and inclusive workplace, recognizing that diverse
perspectives drive innovation and decision-making. DEI efforts are
substantially more important for younger workers, with Gen Z at 77% and
Millennials at 63%.
vi. *Employer Branding*: Employer branding is crucial in attracting qualified
candidates and influencing their decision to apply. Companies must

Mr. Nithin Menezes, Lecturer 43

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 showcase their values, culture, and benefits to stand out in a competitive
job market.
vii. *Automation and AI*: Automation and AI support tracking, storing, and
analysing data during various stages of the hiring process. These
technologies help avoid human error and bias, saving time by eliminating
manual, repetitive tasks.
viii. *Remote and Hybrid Work*: The shift toward remote and hybrid work has
made it essential for companies to adopt more flexible, digital-first
approaches to recruitment.
ix. *Data-Driven Recruitment*: Data-driven recruitment strategies help
companies make informed hiring decisions. Analytics and predictive tools
forecast future hiring needs and talent pool trends.
x. *Chabot’s and Virtual Assistants*: Chabot’s and virtual assistants are being
used to improve candidate engagement and conversion rates. These tools
provide instant responses to candidate queries, saving time for recruiters
and HR.

Mr. Nithin Menezes, Lecturer 44

Dept. Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.