UNIT 2

HR PLANNING AND RECRUITMENT

• Job: A job may be defined as a “collection or aggregation of tasks, duties and responsibilities
which as a whole, are regarded as a regular assignment to individual employees,” and which is
different from other assignment.

• In other words, when the total work to be done is divided and grouped into packages, we call it a
“job.”

• Each job has a definite title based upon standardized trade specifications within a job; two or more
grades may be identified, where the work assignment may be graded according to skill, the
difficulty of doing them, or the quality of workmanship.

• Thus, it may be noted that a position is a “collection of tasks and responsibilities regularly
assigned to one person;” while a job is a “group of position, which involve essentially the same
duties, responsibilities, skill and knowledge.”

• A position consists of a particular set of duties assigned to an individual.

 Job Analysis Information Hierarchy

Job analysis is nothing but an accurate recording of the Career

activities involved. For these recording we are simply
gathering information to specific job attributes. The Occupation
hierarchy of JA Info are shown beside:
Job family

Job

Position

Duty

Task

Element
1. Element: A job element is the smallest unit into which work can be divided. Ex-Scanning picture

2. Task: A Distinct work activity carried out for a distinct purpose. Ex- preparing lecture, typing
letter

3. Duty: Is a number of tasks. Counseling students is a duty for instructor.

4. Position: Refers to one or more duties performed by one person in an organization. Individual
employee can hold a position. Assistant. Prof. – Business Administration

5. Job: Job is a type of position within the organization. Example: Assistant. Professor. May be 25
Assistant. Prof. In an organization but the job is one- Assistant. Prof.

6. Job Family: Group of two or more jobs that either call for similar worker characteristics or
contain parallel work tasks. Manager, Sales and Manager, marketing may be a job family.

7. Occupation: Is a group of jobs found across organization. Accountant, Lift man etc.

8. Career: Sequence of positions, jobs, or occupations that a person has over his or her working life.
Example
Definitions

1. According to Michael L. Jucius, “Job analysis refers to the process of studying the
operations, duties and organizational aspects of jobs in order to derive specifications or as
they called by some, job descriptions.”

2. According to DeCenzo and P. Robbins, “A job analysis is a systematic exploration of the

activities within a job. It is a basic technical procedure, one that is used to define the duties,
responsibilities, and accountabilities of a job.”

3. According to Herbert G Herman “A job is a collection of tasks that can be performed by

a single employee to contribute to the production of some product or service provided by
the organization. Each job has certain ability requirements (as well as certain rewards)
associated with it. Job analysis process used to identify these requirements.”
 Types of job analysis data
There are three primary types of job analysis data:

Work activities: Data on the specific activities that make up a job.

Worker attributes: Data on the qualities that workers need to do the job.
Work context: Data on the internal and external environment of the job.
 The purpose of a job analysis
Job analysis purpose Description

• A job description is an internal document that specifies the requirements for a new
position, including the required skills, role in the team, personality, and capabilities of
Job description a suitable candidate.
• Creating a job description using data from a job analysis helps you place the right
people in the right roles

• Job classification is the process of placing one or more jobs into a cluster or family of
similar positions. Data from job analysis is critical in job classification because it
Job classification
considers the duties, responsibilities, scope, and complexity of a job.
• The goal is to set pay rates and use the information in employee selection.
• Job evaluation is the process of determining the relative rank of different jobs in an
Job evaluation organization. The purpose is to create pay transparency and equity.
• For example, senior positions have higher performance and capability requirements.

• Job design is the process of creating a job that adds value to the company and is
motivating to the employee.
Job design • One of the characteristics of a motivating job includes skill variety, i.e., the degree to
which a job requires a broad array of skills. Job analysis helps you determine the skill
variety of a job.
 Job analysis purpose Description

Personnel • HR can use the job analysis outcome to set the minimum qualifications or requirements
requirements of roles in the organization. This is also helpful in recruitment.

• The job analysis provides input for the performance appraisal of the individual
performing the job.
Performance appraisal
• To evaluate an employee’s performance, you need to understand the role requirements
first.

• Once you identify the knowledge, skills, abilities, and other characteristics, you can
Worker training
quickly identify training needs or skill gaps and train your employees.

• Job analysis is useful in identifying the knowledge, skills, abilities, and other
Worker mobility characteristics required for a role, which you can then match with an internal or external
hire.

• You can use job analysis to improve efficiency at work by analyzing activities and
Efficiency
optimizing how people in the role perform them.

• Job analysis can identify hazardous behaviors and working conditions that increase the
Health & safety
chance of accidents and injury, leading to a safer working environment.
Steps in Job Analysis
1. Determine the Use of the Job Analysis Information:
Start by identifying the use to which the information will
be put, since this will determine the type of data you collect
and the technique you use to collect them.
2. Collection of Background Information: Background
information such as organization charts (which show how
the job in question relates to other jobs and where they fit
into the overall organization); class specifications (which
describe the general requirements of the class of job to
which the job under analysis belongs); and the existing job
descriptions which provide a starting point from which to
build the revised job description”.
3. Selection of Jobs for Analysis: To do job analysis is a
costly and time consuming process. It is hence, necessary
to select a representative sample of jobs for purposes of
analysis. Priorities of various jobs can also be determined.
A job may be selected because it has undergone
undocumented changes in job content. The request for
analysis of a job may originate with the employee,
supervisor, or a manager.
4. Collection of Job Analysis Data: The duties of such a trade job analyst are (i) to outline the complete scope of
a job and to consider all the physical and mental activities involved in determining what the worker does.; (ii)
find out why a worker does a job; and for this purpose he studies why each task is essential for the overall result;
and (iii) the skill factor which may be needed in the worker to differentiate between jobs and establish the extent
of the difficulty of any job.

5. Processing the Information: Once job analysis information has been collected, the next step is to place it in a
form that will make it useful to those charged with the various personnel functions. First, how much detail is
needed? Second, can the job analysis information be expressed in quantitative terms? These must be considered
properly.

6. Preparing Job Descriptions : Job information which has been collected must be processed to prepare the job
description form. It is a statement showing full details of the activities of the job. Separate job description forms
may be used for various activities in the job and may be compiled later on.

7. Developing Job Specifications: Job specifications are also prepared on the basis of information collected. It is a
statement of minimum acceptable qualities of the person to be placed on the job. It specifies the standard by
which the qualities of the person are measured. Job analyst prepares such statement taking into consideration the
skills required in performing the job properly. Such statement is used in selecting a person matching with the
job.
 Techniques of Data Collection in Job Analysis
Techniques of
Data Collection

Questionnaire Job Observation Critical Interview Diary Technical Task

Performance Incident Maintenance Performance Inventory
Analysis

Management
Position Work Common Fleishman
Functional position MOSAIC
analysis profiling metric job analysis
job analysis description model
questionnaire system questionnaire system
questionnaire
Position Analysis Questionnaire
Task Inventory Analysis- Example
 Job Description
It is a written record of the duties, responsibilities and requirements
of a particular job. It is concerned with the job itself and not with the Writing Job Description
job holders. It is a statement describing the job in such terms as its
title, location, duties, working conditions and hazards. 1. Job Identification
2. Job Summary
Flippo has Defined Job Description as, “A job description is an
organized, factual statement of duties and responsibilities of a
3. Duties and
specific job. In brief, it should tell what is to be done. How it is done Responsibilities
why. It is a standard of function, in that defines the appropriate and 4. Supervision
authorized content of a job. 5. Relation to Other Jobs
6. Machine
According to Pigors and Myres, “Job description is a pertinent 7. Working Conditions
picture (in writing) of the organizational relationships, 8. Social Environment
responsibilities and specific duties that constitutes a given job or
position. It defines a scope of responsibility and continuing work
assignments that are sufficiently different form that of other jobs to
warrant a specific title.”
 Job Specifications
The job specification states the minimum acceptable qualifications that
the incumbent must possess to perform the job successfully. Based on
the information acquired through job analysis, the job specification
identifies the knowledge, skills, and abilities needed to do the job A Job Specification should
effectively. Individuals possessing the personal characteristics include:
identified in the job specification should perform the job more
effectively than individuals lacking these personal characteristics. 1. Physical characteristics
2. Psychological and social
According to Dale Yoder, “The job specification, as such a summary characteristics
properly described is thus a specialized job description, emphasizing 3. Mental Characteristics
personnel requirement and designed especially to facilitate selection 4. Personal Characteristics
and placement.”

Flippo has defined job specification as, “Job specification is a

statement of the minimum acceptable human qualities necessary to
perform a job properly ………….. It is a standard of personnel and
designates the qualities required for acceptable performance.”
A Pro Forma Job Specification Statement
 Job Description and Job Specification Example
XYZ Ltd. is looking for a Tele Marketing Executive. It posts the job Job Specification – Tele Marketing Executive
description and job specification regarding the open position on a job Educational Qualification: Any graduate/MBA
portal, and it looks something like this: in Marketing or Sales
Job Description – Tele Marketing Executive Skills and Competencies:
About Us: Excellent communication skills
XYZ Ltd. is an established sales and marketing company with Good time management skills
branches across the country. The company has 800 employees and is Result-driven
into B2B sales with clients who are big business firms and corporate Ability to work under pressure
leaders. Persistent
Job Title: Tele Marketing Executive Positive attitude
Role: We are looking for a Tele Marketing Executive for the company. Excellent negotiation skills
The job requires the candidate to make outbound calls to convert Proactive
prospective customers into clients. It is an office job, but may require Experience: 0-1 year of experience in sales or
the candidate to travel to different cities. marketing
Duties and Responsibilities:
Call prospective customers
Influence customers to buy
Prepare sales report
Handle direct customer inquiries
Achieve sales targets
Identify prospects and grab new business opportunities
Maintain sales record on CRM software
 Job Design
• Job design follows job analysis i.e. it is the next
Job Design Methods
step after job analysis. It aims at outlining and
organising tasks, duties and responsibilities into a
single unit of work for the achievement of certain
objectives.
• It also outlines the methods and relationships that
are essential for the success of a certain job.
• In simpler terms it refers to the what, how much,
how many and the order of the tasks for a job/s.

• More specifically the following areas are fine

tuned:
1. Checking the work overload.
2. Checking upon the work under load.
3. Ensuring tasks are not repetitive in nature.
4. Ensuring that employees do not remain isolated.
5. Defining working hours clearly.
6. Defining the work processes clearly.
1. Job Rotation: This method of job design, known as job rotation, is where employees of an
organization as exposed to several different roles & profiles across the company. Employees
are rotated across various job profiles and the best-suited roles are identified.

2. Job Simplification: Job design method based on complexity of work can be understood by
job simplification. This involves identifying mechanical processes, repetitive work, one-
product development, tools & skills required.

3. Job Enlargement: The job design method of job enlargement adds more tasks & value to
an existing job profile. Apart from the basic skills & abilities required to do the basic work,
job enlargement offers more tasks to be performed to the employee

4. Job Enrichment: Job enrichment method of job design looks at enriching the work of the
employee by adding more responsibility, value and decision-making powers. This enriches
an individual not only professionally but also adds to personal development.
 Job Design Example
A sales department in a B2B company where a new sales representative joins. Now the simple
understanding of the work would be that the Sales representative should be calling and meeting
potential customers. Eventually he has to close the deals and meet targets.
The job design goes beyond it. It makes sure that not only the work and targets are being met but
also the quality of work is good for the sales rep so that he/she is overall happy in the job profile.
Job Design can be as per the following:
1. On-boarding of the Sales rep
2. Overview of the company and the role
3. Training and development of the sales representatives so that they understand the role and
products well
4. Assignment of mentor and manager to guide the sales representative to do the job properly and
address the concerns
5. As per the performance, job enrichment can be implemented
6. Ability for the sales representative to choose career path after 2 years of good performance
7. Constant review of the sales approach taken by the company and alignment with the overall
strategy to keep the job relevant.
Human Resource Planning (Manpower Planning)
Definition
Human resource planning is the business process for ensuring that an
organisation has suitable access to talent to ensure future business
success.

In the words of E.W. Vetter, “A process by which an organisation

should move from its current manpower position to the desired
manpower position. Through planning the management strives to
have the right number, right kind of people at right place and at right
time, doing things which results in both organisation and individual
receiving maximum long run benefits.”

According to Robbins and Coulter, "HR Planning is the process by

which manager ensures that they have the right number and right kind
of capable people in the right places and at right times."

In the words of K Aswathappa, “HR Planning is the process of

forecasting a firm’s future demand for, and supply of, the right type of
people in the right number.”
Objectives of any HR planning are:
1. Attracting, developing and retaining an efficient workforce
2. Evaluating and rewarding its performance
3. Inventing and controlling HR plans and programmes to optimize the HR cost.

Importance of HR planning in Human Resource Management-

4. Assessing future recruitment requirements
5. Optimum utilization of available human resource
6. Developing training and retraining programmes
7. Formulating compensation policies
8. Determining management development programmes
9. Gaining competitive advantage
10. Shaping future plains and strategies
 Human Resource Planning Process
Step 1: Forecasting the demand for Human Resources

Organisational Forecasting
External challenges Workforce factors
decisions techniques

Economic
Judgmental methods
developments

Political, legal, social

Trend analysis
and technical changes

Competition Mathematical models

Computer models
Step 2: Preparing Manpower Inventory (Supply Forecasting)

i. Internal labour supply

ii. Forecasting techniques

a. Staffing table: It shows the number of employees in each job. It tries to classify employees on
the basis of age, sex, position, experience, skills, etc., A study of the table indicates whether
current employees are properly utilised or not.
b. Markov analysis: This technique uses historical rates of promotions, transfer and turnover to
estimate future availabilities in the workforce. Based on past probabilities, one can estimate the
number of employees who will be in various positions with the organisation in future.
c. Skills inventory: A skills inventory is an assessment of the knowledge, skills, abilities,
experience and career aspirations of each of the current employees. This record should be
updated at least every 2 years and should include changes such as new skills, additional
qualifications, changes job duties, etc.,
d. Replacement chart: It shows the profile of job holders department-wise and offers a snapshot of
who will replace whom of there is a job opening.

iii. External labour supply: Population mobility, Education levels of workforce, Demand for specific
skills, etc.,
Step 3: Determining manpower gaps
Step 4: Formulating HR Plans

i. Recruitment plan
ii. Redeployment plan
iii. Redundancy plan
iv. Training plan
v. Productivity plan
vi. Retention plan
vii. Control plan
Recruitment
• Recruitment is the generating of applications or
applicants for specific positions to be filled up in the
organisation.
• In other words, it is a process of searching for and
obtaining applicants for jobs so that the right people
in right number can be selected.
 Meaning and Definition of Recruitment
• Recruitment forms a step in the process which continues with selection and ceases with the
placement of the candidate.
• It is the next step in the procurement function, the first being the manpower planning.
Recruiting makes it possible to acquire the number and types of people necessary to ensure the
continued operation of the organisation.
• Recruiting is the discovering of potential applicants for actual or anticipated organisational
vacancies.
• According to Edwin B. Flippo, “Recruitment is the process of searching for prospective
employees and stimulating them to apply for jobs in the organisation.”
• According to Lord, “Recruitment is a form of competition. Just as corporations compete to
develop, manufacture, and market the best product or service, so they must also compete to
identify, attract and hire the most qualified people. Recruitment is a business, and it is a big
business.”
• In the words of Dale Yoder, “ Recruiting is a process to discover the sources of manpower to
meet the requirements of the staffing schedule and to employ effective measures for attracting
that manpower in adequate numbers to facilitate effective selection of an efficient working
force.”
• According to Scott, Clothier and Spriegel the need for
recruitment arises out of the following situations:
 Vacancies created due to expansion, diversification, and
growth of business.
 An increase in the competitive advantage of certain concerns,
enabling them to get more of the available business than
formerly.
 An increase in business arising from an upswing during the
recovery period of a business cycle.
 Vacancies created due to transfer, promotion, retirement,
termination, permanent disability or death.
 The normal population growth, which requires increased goods
and services to meet the needs of the people.
 A rising standard of living, which requires more of the same
goods and services as well as the creation of new wants to be
satisfied.
Factors Affecting Recruitment
I. Internal Factors:
1. Size of the Organisation: The size of the firm is an important factor in recruitment process. Experience
suggests that larger organisations find recruitment less problematic than organisations with smaller in
size.
2. Recruiting Policy: The recruiting policy of the organisation i.e., recruiting from internal sources (from
own employees) and from external sources (from outside the organisation) also affects recruitment
process. Generally, recruiting through internal sourcing is preferred, because own employees know the
organisation and they can well fit into the organization's culture.
3. Other Internal Factors
 Wage and salary policies;
 The age composition of existing working force;
 Promotion and retirement policies;
 Turnover rates;
 The nature of operations involved the kind of personnel required;
 The level and seasonality of operations in question;
 Future expansion and reduction programmes;
 Human resource planning strategy of the company;
 Cost involved in recruiting employees, and finally;
 Growth and expansion plans of the organisation.
II. External Factors:
Like internal factors, there are some factors external to organisation which has their influence on
recruitment process. Some of these are given below:
1. Labour Market: Labour market conditions i.e., supply and demand of labour is of particular
importance in affecting recruitment process. Employment conditions in the community where
the organization is located will influence the recruiting efforts of the organization. If there is
surplus of manpower at the time of recruitment, even informal attempts at the time of
recruiting like notice boards display of the requisition or announcement in the meeting etc
will attract more than enough.
2. Image of Organisation: Image of the employer can work as a potential constraint for
recruitment. An organization with positive image and goodwill as an employer finds it easier
to attract and retain employees than an organization with negative image. Managerial actions
like good public relations, rendering public services like building roads, public parks,
hospitals and schools help earn image or goodwill for the organisation.
3. External Cultural Factors: Obviously, the culture may exert considerable check on
recruitment. For example, women may not be recruited in certain jobs in industry.
4. Unemployment Situation: When the unemployment rate in a given area is high, then the
number of applicants is expectedly very high which makes easier to attract the best qualified
applicants. The reverse is also true. With a low rate of unemployment, recruiting process tends to
become difficult.
5. Labour Laws: There are several labour laws and regulations passed by the Central and State
Governments that govern different types of employment like Child Labour (Prohibition and
Regulation) Act, 1986, Employment Exchange (Compulsory Notification of Vacancies) Act,
1959, the Apprentices Act, 1961and the Mines Act, 1952 deal with recruitment. These cover
working conditions, compensation, retirement benefits, and safety and health of employees in
industrial undertakings
6. Competitors : The recruitment policies of the competitors also affect the recruitment function of
the organizations. To face the competition, many a times the organizations have to change their
recruitment policies according to the policies being followed by the competitors.
7. Economic Factors: Such as a tight or loose labour market, the reputation of the enterprise in the
community as a good pay master or otherwise and such allied issues which determine the quality
and quantity of manpower submitting itself for recruitment.
8. Political and Legal Factors: These factors also exert restraints in respect of nature and hours of
work for women and children, and allied employment practices in the enterprise, reservation of
Job for SC, ST and so on.
 Recruitment: Indian Experiences
The Indian industries, commented about the recruitment function: "Woven into strategic planning, recruitment
no longer involves short-term vacancy-filling measures or the annual ritual of campus recruitment Translating
corporate strategies into a manpower plan and developing a long-term hiring programme accordingly,
corporations are tracking down people with the combination of knowledge, experience, skills and behavior
best suited to achieving the company's objectives”

What do Indian Companies expect from Job-seekers?

Recruitment of Trainees: Expectations of Indian Companies
1. Pepsi: Pepsi is a flat organisation. There are a maximum of four reporting levels. Executives here
emphasize achievement, motivation, the ability to deliver come what may. As the Personnel Manager of
Pepsi Foods remarked "we hire people who are capable of growing the business rather than just growing
with the business", Recruitees must be capable of thinking outside the box, cutting the cake of
conventional barriers whenever and wherever necessary. They must have a winner's mindset and a
passion for creating a dynamic change. They must have the ability to deal with ambiguity and informality.
2. Reebok: As Reebok's customers are young, the company
places emphasis on youth. The average age at Reebok is In a recent survey carried out by a
26 years. Employees are expected to have a passion for leading search firm. Executive
the fitness business and reflect the company's aspirations. Access, recruiting companies
Recruitees should be willing to do all kinds of job demanded the following skills of the
operations. The willingness to get one's hands dirty is B-school graduates, in the following
important. They must also have an ability to cope with order of importance.
Informality, a flat organisation and be able to take 1. Ability to work in a team
decisions independently and perform consistently with 2. Analytical and problem solving
their clearly defined goals. skills
3. Communication and other soft
3. Indian Hotels: The Taj group expects the job aspirants to skills
stay with the organisation patiently and rise with the 4. Creativity and resourcefulness
company. Employees must be willing to say 'yes sir' to 5. Leadership potential
anybody. Other criteria include: communication skills, the 6. General Managerial skills
ability to work long and stressful hours, mobility, 7. Entrepreneurial skills
attention to personal appearance and assertiveness
without aggression.
 Methods/Techniques of Recruitment

Third Party Methods

Direct Methods
1. Campus Interview
Internal methods a. Shortlist campuses
1. Private
employment
b. Choose recruiting Indirect Methods
1. Promotions and search firms
team carefully
Transfers 2. Employment
c. Pay smartly, not
highly
1. Advertisements exchanges
2. Job posting and 3. Gate hiring and
d. Present a clear a. Newspaper ads
Job bidding contractors
image b. Television and
3. Employee 4. Unsolicited
e. Do not oversell radio ads
Referrals (word applications/
yourself
of mouth f. Get in early
Walk-ins
advertising) 5. Internet
g. Not everyone fits
recruitment
the bill
 Centralized vs. Decentralized Recruitment
Decentralized recruitment for staffing
Centralized recruitment for staffing
• This means each manager or dedicated
• In a centralized recruitment model, a
recruiter is solely responsible for recruitment
single unit handles all hiring decisions
decisions within their unit.
and recruitment responsibilities. • For instance, they can choose their own
• That means one corporate human
employees based on different criteria.
resources (HR) department has sole • Decentralized recruitment processes vary
decision-making authority with
from unit to unit.
recruiting. • They also allow for a lot of freedom in
• This centralized group is exclusively
recruiting strategy.
responsible for standardizing and • Additionally, some companies take a hybrid
overseeing the whole hiring process.
approach.
• In particular, some decisions and policies are
deployed globally while others are local.
 Why and when should you centralize the recruiting function?
Today, about 50% of HR organizations have a centralized recruitment structure. Samsung operates with a
centralized structure, which works well for the communications company. Why? Because it allows for extensive
product development oversight at the corporate level.
Advantages of centralizing staffing
Operating with a centralized structure allows recruiting teams to develop consistent policies. Usually, that means
the central HR department houses all of the valuable recruitment data. They can even use the same tech stack
to operate as one recruitment powerhouse.
• For large corporations, a centralized process tends to be faster and more cost-effective.
• Centralizing responsibilities allows for better efficiency and lower costs overall. Specific employees can
focus on recruitment, freeing up individual department leads to handle other responsibilities.
• A centralized recruitment function can also help ensure fair hiring practices.
• Standardizing recruiting requirements means every applicant has to follow the same process. As a result, the
candidate experience is more likely to be fair and unbiased.
Disadvantages of centralizing staffing
• In most cases, there is a lack of flexibility when it comes to hiring and recruitment decisions. Especially if a
change needs to happen fast due to something like high turnover.
• A centralized team often has a limited understanding of the unique needs of each business unit or local
market.
• Unfortunately, this can result in the recruitment team making ill-fitting hires. For instance, by not
understanding department staffing needs or mismanaging candidate expectations.
 Why and when to decentralize recruitment?
Only around 15% of organizations operate without any input or oversight from their corporate headquarters.
However, decentralizing the recruitment function makes sense for some employers. For example, Johnson & Johnson
uses a decentralized recruiting function to suit their global structure.
Advantages of a decentralized recruitment process
• With a decentralized recruiting process, policies can be tailored to unit or market needs and priorities.
• That means a decentralized process offers better recruiting flexibility.
• And that can lead to faster hiring, especially when you need to fill a position quickly.
• Hiring managers benefit from firsthand knowledge of the working environment and departmental or local
market needs.
• That personal touch can go a long way to making the right hires. It also empowers hiring managers with
localized experience to operate independently of corporate headquarters.
Disadvantages of a decentralized recruitment process
• For one thing, a lack of standardization across various business units. This can create a fragmented, disorganized
hiring process with different recruitment standards and varying policies and pay grades.
• It’s hard for company leaders to ensure hiring practices are fair for every department and location. This can
result in interviewer bias and prevent building inclusive teams.
• In many cases, a decentralized recruiting function also results in really limited record-keeping. This is because
there’s often not a sole database like an applicant tracking system used to track candidates. Typically, this also
results in minimal recruitment data being stored. As such, that limits corporate visibility into different stages of
the hiring process.
 The best of both worlds: A hybrid recruitment structure

The remaining 35% of organizations have embraced a hybrid recruitment model. They operate
with both a centralized and decentralized component. Recruiters are dispersed across various
departments, but maintain a close relationship with the central recruitment function at
headquarters.

Coca Cola is an example of a well-known organization that operates with a hybrid HR model.
While their global headquarters retains overall decision-making, the corporation is divided into
various regions. These geographic territories follow what some refer to as “decentralization
within centralization,” or a hybrid model.

Subway is another company that gives local stores control over hiring for those specific
markets. However, they also staff a centralized recruitment department to oversee the process
and put universal standards and policies in place.
Process of Recruitment
Place of Recruitment in Selection Process
 Recent Recruitment Practices
1. E-Recruitment As per Dhruvakanth B Shenoy, Vice President-Marketing, Asia, Monster.com, India “The
growth in the e-recruitment industry has been fuelled with the adoption of technology by prospective
employers and Internet penetration. Organizations have cut costs by almost 80 percent over traditional
recruitment modes by moving over to the online recruitment process.”
Today Organizations have their own sites or job postings are given in the placement sites. Again the
candidates can visit the sites, post resume, contact the company directly without any delay. All these are just
one ‘click’ away.
Methods Used In E-Recruitment
1. Job Boards: These are the places where the employers post jobs (like www.naukri.com,
www.timesjobs.com, www.monsterindia.com etc) and search for candidates. Candidates become aware of
the vacancies. One of the disadvantages is, it is generic in nature.
2. The Corporate Website: The website of the organization can be used for posting a job through a link for
career options where the potential candidates can log in for the current openings. On company’s own
website, HR department has a choice of posting the vacancies freely and indicate the career path expected
after joining the organisation. The corporate website attracts only the interested candidates towards itself.
3. Professional Websites: These are for specific professions, skills and not general in nature. Human
Resource Management sites like www.shrm.org can also be used for the recruitment purpose. The
professional associations will have their own site or society.
2. Outsourcing: Now-a-days HR processes are outsourced by organisations. The outsourcing firms do initial
screening of the candidates according to the specific needs of the organisation and create a suitable pool of
talent to make the final selection easier for the employer organisation. Outsourcing firms function as the
intermediaries and they charge the employer organisations for this. The followings are the advantages of
outsourcing.
• The Company can save time and lot of its resources by outsourcing the HR process
• More time to focus on strategic level processes of HRM
• Company need not worry to plan for their human resources much in advance.
• It provides competitive advantage and operational flexibility.
• Outsourcing creates value for the employer organization
• Management may focus on strategic level processes of HRM.

3. Poaching: It is a managerial approach that involves "buying talent" in place of developing it. It is
concerned with employing competent and experienced persons of other reputed & competitive companies.
Now-a-days companies offer attractive pay packages and better terms of service than that of current employer
in order to attract talent. As this practice is considered unethical so it is not openly talked about. This practice
weakens the human resource strength of the firm and subsequently the competitiveness.