RECRUITMENT End to End - Muzammil Torgal

1. Talent Acquisition
(Recruitment)
By
MrMuzammil.T

2. HRP & Factors contributing HRP
Organizational Objectives
Organizational growth phase
Finance-Budgeting
Information Processing
Organizational HR
Production-Demand & Supply
Marketing & Sales
Legal
Political
Social
Economic
Technological
Environmental
HRP
Internal External
HRP is a process of forecasting an organization's future, by ensuring that it has the
right number, right kind of people, at the right place, at the right time, capable of
effectively and efficiently completing the tasks that help achieving the organization's
objectives
•Competition
•Stock market
•Price variations-Bullion, Oil, Exchange
rates
•Recession
•Infrastructural development
•Climatic conditions

3. RECRUITMENT
Is a process of Finding & attracting capable applicants for employment. The process begins
when new recruits are sought and ends when their applications are submitted. The result
is the pool of applicants from which new employees are selected.
In simple –A process of searching applicants for a particular job and selecting the right
prospective Employees from that pool.

4. Factors governing Recruitment
Demand & Supply
Unemployment Rate
Labour Market
Political & Legal Considerations
Image of the company
Recruitment Policy
Human resource Planning
Size of the firm
Cost
Growth & Expansion
Recruitment
Internal FactorsExternal Factors
Refers to the demand & supply of specific skill-
sets in the labour market.
If the demand for a particular skill is high, then
extra effort on recruitment may be needed.
Eg: Demand for Java developers
When unemployment rate is high, the pool of
recruits will be more which would attract qualified
applicants and the recruitment effort would also be
less.
Labour market in particular area.
Eg: For Lower & middle management local pool would be
sufficient, but for Higher management state-wide or nation-
wide search would help
•Reservations
•Child labour (Prohibition & Regulation) Act
•Employment Exchange (Compulsory
notification of Vacancies) Act
•Minimum wages Act
•Sons of Soil
Established & reputed firm will attract more
applicants
•Internal or External
recruitment
•Temporary/Part time or Full
time
Cost of Recruiting –Budgeting-
Advertising, Interview process
etc
Requirement of Manpower based on
Present and future growth of the
organisation

5. Recruitment Process
5 Stages
Planning
Strategy Development
Searching
Screening
Evaluation & Control
Job Analysis:
1.Job Description –Number of positions/
Vacancies, Job title, Location…
2.Job Specifications –Qualifications, Education,
training, Initiativeness, Skill sets –Physical,
mental, communicational…
1.‘Make’ or ‘Buy’ employees –‘Who’
2.Technological assistance –‘How’
3.Geographical distribution –‘Where’
4.Sources of Recruitment –‘What’
5.Sequencing of recruitment process –‘When’
1.Evaluation of cost in terms of time, effort
spent on advertising, application collection
and database management, administrative
expenses, cost of recruitment process
2.Return rate of the applicants with respect to
the application sort

6. Recruitment Process
Requirement / Requisition
Resources
Sourcing
Screening
Interviews
Feedbacks
Selections
Joining & Documentations
Designing Job Descriptions
Releasing Offer Letters

7. Requirements of Different Organizations
Manufacturing
IT
Service Industry
Corporate
BPO
Hospitality Industry
PAN India
Logistics
NBFC -Microfinance

8. Assignment
To Be Contd…

10. ‘Different Levels @ the organizations’
Lower Level
Middle Level
Upper level

11. Structured Interview
Preplanned,Standardized, Patterned, Directed
Unstructured Interview
Not preplanned, Not designed.
Group Interview
Saves Timeof an Interviewer
Exit Interview
Reason behind leaving the
Panel Interview
Depth Interview
Semi-structured interview
The interviewer must have a good understanding of
human behavior.
Types of Interview

12. Individual Interview
One to One
Formal Interview
Formal atmosphere.
Pre-planned questions.
Informal Interview
Stress Interview
Types of Interview

13. Lower Level –Associates/Executive Line

26. Tell us something about yourself.
Why do you consider yourself a suitable
candidate for this position?
Will you be happy to work in night shifts or over
the weekends?
Are you a good team Player?
Can you sell this product to me?
Selling skills, Convincing skills, Strategy framing
etc.

27. Salary…?
Designation…?
Location…?
Timings…?
Accommodation & food.
Strengths & Weakness
Many More…!!!
‘Questions from the Interviewee’

28. ‘Middle Level-Frontline Managers’

29. Can you take me through your profile.?
Don’t you think, you are overqualified for
this position?
I see, there’s some gap in your work
history. Why?
Can you tell us something about your
previous Company/boss?
‘Middle Level-Frontline Managers’

30. -Professional Growth
-New challenges
-Change in profile
-Planning to relocate (if applicable)
-I am not actively looking for a job change but, I saw this
opening and it looked interesting.
Why are you leaving your previous job?

31. How long can you commit to work with us?
What is your expected salary?
You have stayed in your current job for quite a
long time, why?
Would you like to ask us anything?
-Career Growth.
If you were hiring for this position, what
qualities would you look for in a potential
candidate?

32. A Formal Discussion.
The interviewer should analyze the abilities.
Win-Win situation.
Views & Perception.
Negotiation.
Position.
‘Upper Level-Recruitment’

33. Will you be happy to re-locate, if required?
Discuss the most stressful situation you came
across in your previous job.
For how long do you expect to stay with our
organization?
‘Upper Level-Recruitment’

34. Package
Perks
Accommodation with family.
Compensation Benefits.
News Paper bills
Petrol, etc.
Medical
Insurance
Vehicle
Telephone
‘Upper Level-Recruitment’

35. ‘Salary Negotiation’

36. Salary Negotiation
Domake sure you've done your research on the salary you should
expect for the position you're seeking.
Don'tbring up salary before the employer does. Anddodelay
salary negotiation for as long as possible.
Dobe aware of your strengths and achievements. Anddobe sure
to demonstrate the value you'll bring to the employer.
Dolet the employer make the first salary offer. Anddo, if asked,
say you expect a salary that is competitive with the market --or
give a salary range that you find acceptable.
Don'tinflate your current earnings just to get a higher salary offer.
Don'tfeel obligated to accept the first salary offer.
Anddonegotiate salary if the offer made is inadequate.
Do's and Don'ts for Job-Seekers-Negotiation carries
risk.

37. Salary Negotiation
Dothanktheemployerfortheofferwhenitismade,butdon'ttry
tonegotiaterightaftertheofferismade.Dotakethetimeto
considerallfactorsbeforemakinganyjobofferdecisions.
Don'tgetoverlyaggressiveinnegotiatingthesalaryyouwant.
Don'tjustfocusonsalary.Dolookattheentirecompensationpackage.
Don'tacceptthefirstacceptablesalaryofferyoureceiveifyou'renotsure
aboutthejoborthecompany.
Dogetofferinwritingorelseintodigitalmediafordocumentation.
Do's and Don'ts for Job-Seekers-Negotiation carries
risk.

38. Get in the right mindset.
“friendly but assertive”
Taking control of your financial future
If you are at the final Stage of an interview-
The company has already invested lots of time and mental
energy in you and a little negotiation is not going to make
them rescind their offer.
Salary Negotiation
How to Prepare Negotiation Checklist

39. Research a salary range.
Beforeyounegotiateyoursalary,youneedtohaveanobjective
measurementofwhatyou’reworthontheopenmarket.
“IthinkI’mworth…”with“Someoneinmyposition
Remembertoresearchcomparablejobtitlesandcompanies.One
company’s“communitymanager”isanother’s“customerservice
associate.”
Salary Negotiation

40. Show your accomplishments.
Highlight ways you made and saved the company
money.
Salary Negotiation

41. Come ready to discuss more than money.
Numbers are only one side of the equation.
You may offer a salary range and discover that the company
can’t budge.
Accelerated review schedule
Additional vacation
Relocation fees
An altered bonus structure.
Salary Negotiation

42. Remember a few key phrases.
Budget-Applicable only for Middle & upper
level(Experienced).
Non Monetary Benefits.
Commitments/Agreements
Formal/Informal
Stay constant for the things you have committed.
Salary Negotiation

43. Assignment
Design an Interview Questionnaire for all
three levels.

44. Decidewhowillcreatethe
template. Typically,
organizationsusetheirhuman
resourcesorpersonnel
departmenttocreatejob
descriptiontemplates.Insome
cases however, a
departmental group, a
manager,oranotherindividual
(usuallythedirectsupervisor
ofaposition)mightbe
responsibleforcreating
one.
[3]
Inanycase,makesure
thecreatorofthetemplateis
Designing Job Description

45. Writeadescription
ofyourcompany
ororganization.
Thisoverviewwillbe
includedwithalljob
descriptions,togivea
sense of your
workplace.Thus,it
canbewrittenahead
oftimesothatitcan
beinsertedintothe
templatewhenyou
prepareit.
Company Description

46. Preparejobsummaries,if
relevant.Youcanusethejob
descriptiontemplateyouusefor
eachpositionthatyouadvertiseby
fillinginthetemplatewiththe
informationthatisrelevanttothat
position.However,ifyoudo(or
expecttodo)alotofhiringofa
particularposition,youmight
makeaspecialtemplatethat
includesasummaryofthat
job.
[4]
Thiswillsaveyousome
time.Forinstance,aschoolmight
haveageneraltemplateforall
jobs,aswellasamorespecialized
Job Summary

47. Creating the Template

48. Beginwiththepositiontitle.
Thespecificjobtitleisimportantbecauseitdifferentiates
onepositionfromanother.Youwillwanttoleaveaspace
atthebeginningofyourjobdescriptiontemplateforthe
positiontitle.Thinkaboutincludingajobtitlethatis
specificenoughtodifferentiatetheposition,andhelp
individualunderstanditsduties,yetalsobroadenoughto
coverallpotentialdutiesoftheposition.
Forinstance,“Teacher”mightbetoobroadofajobtitle,
while“MathematicsTeacherforSeventhGrade”might
actuallybetoospecificifthepositionmightalso
occasionallyneedtoteachmathtosixth-oreighth-
graders.Instead,“MiddleGradesMathematicsTeacher”
mightbebothspecificandbroadenough.
Creating the Template

49. Creating the Template
Leaveroomtospecify
thedepartment(if
relevant).
Ifyourcompanyor
organizationisdivided
intomultiplesections,
thenajobdescription
shouldmentionwhich
departmentorotherunit
thatparticularposition
reportsto.Whencreating
a job description
template,itisimportantto
leaveaplaceforlisting
thedepartment,usually

50. Creating the Template

51. Creating the Template
Definethesupervisor
Youmayfinditusefultoleaveasectiononyourtemplateto
beusedfordetailingthesupervisionofaparticularposition,
and/ortheextenttowhichitissupervised.Thiscanhelpan
individualunderstandwhoheorshewouldreporttowhile
performingaparticularposition,andtheroleoftheposition
withinthehierarchyofacompanyororganization.Youmay
alsoleaveasectiontodiscussthesupervisoryrolesofa
particularposition(ifrelevant),ifitinvolvesmanagingother
people.
Includingasectiononsupervisionwithinajobdescription
canalsobeausefulrecordwhendetermininghowtohandle
anyconflictsthatmayariseregardingaparticularposition.

52. Creating the Template

53. Creating the Template
Provideajobsummarysection
Thinkofthisasdescribingthepurposeoftheposition,and
itsrolewithinyourcompanyororganizationasawhole.Ajob
summarywillbrieflyacknowledgethefundamentalsofthe
position,soleavespaceonyourjobdescriptiontemplateto
answer:
Whatdoyouwantthejobtoachieve?
Whatisitspurpose?
Whatistheprimarydutyofthepersonworkinginthis
position?

54. Creating the Template

55. Creating the Template
Createaspacetodescribeessentialdutiesand
responsibilities.
Thesemightalsobecalled“majorfunctions”or“essential
functions.Whateveryoucallit,thissectionofajob
descriptionshouldprovidealistofthosedutiesthatare
associatedwiththeposition,nomatterwhofillsit.

56. Creating the Template
Createaspacetodescribeessentialdutiesand
responsibilities.
Listthedutiesinorderofimportance,usingabulletedlistorother
clearformatting.
Keepinmindthefollowingmodeltoeffectivelywriteaboutthe
essentialdutiesofajob:actionword+subject+specific
activities.Forexample,youmightlistonespecificdutyofa
workplacesafetycomplianceofficeras“Preparemonthlysafety
reportsbycollecting,verifying,andsummarizingworkplace
safetydata.”
Youmayalsowishtoincludepercentagesdescribingthe
amountoftimeapositionspendsdoingparticularduties.For
instance,ajobdescriptiontemplateforteacherscouldbeused
toindicatethatperhaps75%ofthepositionisdevotedto
teachingduties,15%toadvisingstudents,and10%toserving

57. Creating the Template
Consider leavinga
spacefor“other”duties
Iftheexactdutiesofsome
positionsatyourcompany
ororganizationdepend
upontheindividualsfilling
them,thenyoumightwant
toleaveaspacestating
“Other dutiesmay
include….”Thiswillgive
you flexibilityto
incorporateotherduties
andresponsibilitiesbased
on a candidate’s
experienceorabilities.

58. Creating the Template

59. Creating the Template
Create a required skills section.
Identifying a particular set of skills that are required to perform in
a particular job can help individuals understand if they have the
abilities and knowledge to complete its basic duties.Examplesof
skills include things like “Ability to use spreadsheet software
proficiently” and “Effectively manage team of 5-6 interns”
Remember that skills may be “hard” (teachable skills, such as
working with a particular tool, knowledge of a specific software
program, or the ability to create a certain type of document or
object) or “soft” (often called “people skills,” these refer to your
ability to interact with others and to use emotional intelligence).
Your job description template may want to reflect this by making
a specific place for one, or the other, or both.

60. Creating the Template

61. Creating the Template
Set aside a space to list required qualifications
The qualifications section of a job description template is used to
list any education, specific training, or certification that is require
to perform the job.
Qualifications might include: degrees earned; specific number of
years of experience doing a particular kind of work; experience
using specific equipment, software, etc.; and certifications
required by law or other regulations in order to complete the
duties of the job.
You may also consider including a space on your template for
minimum qualifications as well as desired qualifications.For
instance, a particular position may require the knowledge and
experience of a bachelor’s degree to perform its essential
duties, but your company or organization may prefer that

62. Creating the Template
Make room to
describeanyspecial
physicalormental
effortthejobmay
require.
Forinstance,youmay
wantaspaceonyourjob
descriptiontemplateto
describewhetherornot
aparticularposition
requiresthingslikelifting
heavyobjects,sittingfor
extended periods,
performing repetitive
tasks,ortraveling.

63. Creating the Template

64. Creating the Template
Leaveasectiontocharacterizeworkingconditions
Forsomepositions,itisrelevanttodiscloseworkingconditions.
Forexample,somepositionsrequireworkingwithoraround
thingsliketoxicmaterials,potentiallydangerousequipment,
excessivenoise,orextremeweather.Ifthisisrelevantforyour
workplace(ormayberelevantforsomepositions),includea
sectionforitinyourjobdescriptiontemplate.Ifaparticular
positionthatyoulaterusethetemplatefordoesnothaveany
hazardousorotherwisenotableworkingconditions,youcanwrite
somethinglike“normalofficeenvironment”inthissection,or
simplydeleteitfromthetemplate.

65. Creating the Template
Makeaspacetodetail
thesalary,benefits,or
funding.
Ifthejobdescription
templateyouarecreating
willormaybeusedfor
advertisingopenpositions
andrecruitingcandidates,
youmayalsodecideto
include financial
information.Youmay
leaveaplacetoidentifya
particularsalaryorsalary
range,adescriptionof
benefitsavailableatyour
institution (whether

66. Reviewing the Template

Distributeadraftof
yourtemplateto
managers and
supervisors.
Anyonewhowillneed
tousethetemplateto
create job
descriptionsshould
haveanopportunity
to review the
template,provide
feedbackonit,and
worktogetherto
make any
improvementstoit.

67. Reviewing the Template
Usethetemplateto
inputafewjob
descriptionsthat
arealreadywritten.
Thiswillhelpyou
determineifyouleft
anythingout,orneed
tobroaden the
template.Ifyoudo
notalreadyhavea
jobdescriptionwritten
out,usethetemplate
topracticewriting
one,thenreviewit
togetherwithany
relevantmanagers.

68. Reviewing the Template
Save the template.
Keep the template in a
place that is easily
accessible. If many
different people will
need to access the
template in order to
write job descriptions, it
needs to be readily
available. For example,
put the final template
on a company intranet,
if you have one.
Otherwise, save it in a
shared folder or cloud
storage.

69. Reviewing the Template
Reviewandupdate
thejobdescription
template on a
regularbasis.
Asacompanyor
organizationchanges
andgrows,itsjob
descriptionswillaswell.
Make a periodic
(annual,biennial,etc.)
reviewofthetemplatea
calendariteminyour
humanresourcesand
managementmeetings

70. Reviewing the Template
Reviewandupdate
thejobdescription
template on a
regularbasis.
Asacompanyor
organizationchanges
andgrows,itsjob
descriptionswillaswell.
Make a periodic
(annual,biennial,etc.)
reviewofthetemplatea
calendariteminyour
humanresourcesand
managementmeetings

71. Assignments