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SOURCES OF RECRUITMENTHuman Resource ManagementGROUP 14

TY BMS (A)

Semester : V

Submitted to: Prof. Vijaya Gangal

17th

August

2011

xyz

[Type the company name]

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CERTIFICATE

This is to certify that the students of Third Year of Bachelors of Management studiesDiv. A, comprising Ms.Pallavi Arora, Mr.Rohan Grover, Ms.Nikitha Dsouza,

Ms.Shumaila Ansari, Mr.Aman Dedhia and Mr. Hassan Husseini have successfully

completed the project titled SOURCES OF RECRUITMENT . RELATE WITH A

CASE STUDY OF A COMPANY SHOWING ITS MAIN SOURCES OR RECRUITMENT

, for the Bachelor of Management studies, University of Mumbai, under our

supervision and is the result of their earnest work. The information given by them in

this project is original and true to the best of our knowledge.

Date:

External Examiner

Project Guide

______________

______________

Principal B.M.SCoordinator

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DECLARATION

We, the students of the Second Year of Bachelors of Management Studies of Lala

Lajpatrai College of Commerce & Economics hereby declare that the information

submitted by us, in this hardcopy on The study of relationship of demographic

factors such as Age, Income, Gender and Profession with Brand choice and Brand

switching of mobile phone handset users in Mumbai has been done by us, and is true

and original to the best of our knowledge.

Name Roll No Signature

SHUMAILA ANSARI 9100105 ___________

PALLAVI ARORA 9100107 ___________

NIKITHA DSOUZA 9100122 ___________

AMAN DEDHIA 9100126 ___________

ROHAN GROVER 9100138 ___________

HASSAN HUSSEINI 9100142 ___________

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ACKNOWLEDGEMENTS:

We would like to acknowledge and thank:

Professor Vijaya Gangar, our teacher and guide for his unrelenting

support and his commendable patience throughout the completion of our

internal assessment and giving us this challenging research which has

aided in developing our insight for the subject which initially seemed dry

and difficult.

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RESEARCH PROPOSAL

Research question:

STATE THE VARIOUS SOURCES OF RECRUITMENT AND RELATE WITH ACASE STUDY OF A COMPANY SHOWING ITS MAIN SOURCES OF

RECRUITMENT

Rationale for study:

India being the country with the second largest population in the world it has

unmatched scope for businesses to explore the large and untapped manpower and

potential high quality labor. Thus it is important to know the various sources of

recruitment employed by firms in the largely competitive oligopolistic market of

India.

Theoretical framework:

We plan to use the various tools such extensive secondary research on the various

sources of recruitment and the policies employed by a business in recruiting

manpower. This will then be supplemented by a case study showing the various

sources of recruitment used by a firm in India.

Key Areas of the syllabus:

RECRUTIMENT

SOURCES OF RECRUITMENT

INTERNAL RECRUITMENT POLICIES EXTERNAL RECRUITMENT POLICIES

RECRUITMENT POLICIES

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IntroductionRecruitment is the process of searching the candidates for employment

and stimulating them to apply for jobs in the organisation. It involves a

process of finding and attracting capable applicants for employment.

Recruitment is understood as the process of searching for and obtaining

applicants for the jobs, from among whom the right people can be

selected.

Recruitment means to estimate the available vacancies and to makesuitable arrangements for their selection and appointment.

A formal definition states, It is the process of finding and attractingcapable applicants for the employment. The process begins when new

recruits are sought and ends when their applicants are submitted. The

result is a pool of applicants from which new employees are selected. In

this, the available vacancies are given wide publicity and suitable

candidates are encouraged to submit applications so as to have a pool of

eligible candidates for scientific selection.

In recruitment, information is collected from interested candidates. For

this different source such as newspaper advertisement, employment

exchanges, internal promotion, etc. are used.

In the recruitment, a pool of eligible and interested candidates is created

for selection of most suitable candidates. Recruitment represents the first

contact that a company makes with potential employees.

Recruitment is the process of searching for

prospective employees and stimulating them to

apply for jobs in the organization.

- EDWIN FLIPPO,

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SOURCES OF RECRUITMENTSources of recruitment are the outlets through which suitable and

interested candidates are available. Every organisation has the option of

choosing the candidates for its recruitment processes from two kinds of

sources. Companies can use any source or both the sources of recruitment

as per need. For all recruitment, a preliminary question of policy

considers the extent to which it will emphasize external and internal

sources. A combination of both the sources is also desirable.

Internal: The sources within the organisation itself to fill a position

are known as the internal sources of recruitment.

External: Recruitment of candidates from all the other outside

sources are known as the external sources of recruitment.

INTERNAL

Promotion from within

Personal referencesNotice board

Newsletters

Memoranda

Retrenched or Retiredemployees

Dependants

Previous ApplicantsEXTERNAL

Campus recruitment

Press

Private agencies and Consultants

Job Centres

Public employment exchanges

Professional Organizations

Data Banks

Casual applicants

Trade unions

Walk In

Mergers and Aquisitione-Recruitment

Outsourcing

Notices

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Internal Sources:

1. Promotion from within:Promoting entry level employees to moreresponsible positions is one of the best ways to fill job vacancies andimportant reason why company should have a human resource planning

system. An organization that has human resource planning system uses

succession plans and replacement charts to identify and prepare

individuals for upper level positions. Skills inventories are useful inidentifying individuals who have the potential for advancement, and

individuals desire to be promoted can be assessed in the performance

appraisal review. A promotion from within policy is intrinsic to careerdevelopment and human resource planning. A promotion from within

policy can stimulate great motivation among employee, and this

motivation is often accompanied by a general improvement in theemployee morale.

2. Personal References: The existing employees will probably knowtheir friends or relatives or colleagues who could successfully fill the

vacancy. Approaching them may be highly efficient method of recruitment

but will almost certainly offend other workers who would have wished tohave been considered for the job. To keep employees satisfied make surethat potentially suitable employees are informed of the vacancy so that

they can apply. Also anyone else who is likely to be interested is told

about it as well so that they can apply for the job.

3. Notice Boards:This is the convenient and simple method of passing onimportant messages to the existing staff. A job advertisement pinned to a

notice board will probably be seen and read by a sufficient number of

appropriate employees at little or no cost. However many of the staff willprobably not learn of the vacancy in this way either because the notice

board poorly located or is full of out dated notices that they dont bother tolook at it, as they assume there is nothing new to find out. A notice board

must be ensured that it is well sited. Wherever it is been placed it shouldbe certain that it is seen by everyone. It means there must be equal

opportunity to see to it and this happens when they know that just

important topical notices are on display. Attention must be paid to thedesign and contents of the notice if it is to catch the eye and make the

employee read on and then want to apply for the job.

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4. Newsletters:Many companies regularly produce in-house newsletters,magazines or journals for their staff to read. It is hoped that latestcompany news sheet is read avidly by all staff thus ensuring that everyone

is aware of the job opportunity advertised in it. Unfortunately this is notalways so, because it is sometimes not circulated widely enough and

employees may find it boring and choose not to read it. Newsletter can be

utilized as the source of recruitment if it is convinced that everybody will

see a copy.

5. Memoranda: Possibly the best way of circulating news of the jobvacancy is to send memoranda to department managers to read out to theteams or to write all employees perhaps enclosing memoranda in wage

packets if appropriate. However it can be a time consuming process tocontact staff individually, especially if there is a large work force. It

should also be kept in mind as to in which way the memorandum is

phrased out so that the job appeals to likely applicants.

6. Retrenched or Retired Employees: Employees retrenched due tolack of work are given employment by the organization due to obligation,

trade union pressure etc. Sometimes they are re-employed by the

organization as a token of their loyalty to the organization or to postponesome interpersonal conflicts for promotion.

7. Dependents of Deceased, Disabled, retired and presentemployment: Some organizations function with a view to developing

the commitment and loyalty of not only the employee but also the family

members.

8. Previous applicant:This is considered as internal source in the sensethat applications from the potential candidates are already lying with

organization. Sometimes the organization contacts though mail or

messengers these applicants to fill up the vacancies particularly for

unskilled or semiskilled jobs.

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EXTERNAL SOURCES:

1. Educational Institutions Or Campus Recruitment: Manyorganizations conduct preliminary search of prospective employees by conducting

interviews at the campuses of various institutes, universities and colleges. This

source is quite useful for selecting people to the posts of management trainees,

technical supervisor, scientist, and technicians. The organizations holdpreliminary interviews on the campus on the predetermined date and candidates

found suitable are called for further interviews at specified. Those companieswhich require a steady intake of young persons for new Youth Training to trainee

management positions ought establish and maintain close contact with colleges

and universities. The advantage of campus recruitment is, it is known that who theaudience to be addressed are. Promotional literature in the form of posters,

broachers, catalogues; press releases and so on can be issued to the audience so

that the companys name remains prominent in their and their students minds all

the time. Of late, some organizations such as HLL, HCL, L&T, Citibank,

Cadbury ANZ Grind lays, etc., in India have started visiting educational

and training institute/ campuses for recruitment purposes. Many Institutes

have regular placement cells / offices to serve liaison between the employer andthe students. Tezpur Central University has one Deputy Director (Training

and Placement) for purpose of campus recruitment and placement.

2. The Press: Advertising for the new staff through the press has provedsuccessful for many companies. Choose between local newspapers, national

newspapers and the magazines. All will put in touch with different audience.

Local newspapers, read by a large cross-section of the immediate population, maybe most suitable if there is sufficient talent in the area. National newspapers, with

their mass circulations and differing attitudes to news coverage appealing to

various tastes, could be better when looking out to fill the senior position. TradeMagazines often under estimated as useful source of recruitment might be worth

considering if looking out to recruit someone for a specialized job which possibly

requires previous experience of the particular industry. Naturally there are some

drawbacks to newspaper advertising. It is expensive in relation to other, oftenequally good source such as job and careers centers, which advertise free. Other

drawbacks of newspaper advertising include a high level of wastage (the vast

majority of readers will not be job hunting) and a short life span. The daily orevening newspaper is invariably discarded at the end of the day. A short series of

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advertisement incurring extra expenses may sometimes be required and

multiplying one advert by three or four starts to make this source prohibitivelycostly. Trade magazines could be a better way of recruiting staff depending upon

the circumstances.

3. Employment exchanges:The national commission labor (1969) observed inits report that in the pre-independence era, the main source of labor war ruralareas surrounding the industries. Immediately after independence, national

employment services were established to bring employer and job seeker together.

In response to it, the compulsory notification of vacancies act of 1959

(Commonly called employment exchange act) was instituted which becomeoperative in 1960.the main functions of these employment exchanges with the

branches in most cities are registration of job seeker and tier placement in the

notified vacancies. It is obligatory for employer to inform about the outcome of

selection within 15 days to the employment exchange. Employment exchange isparticularly useful in recruiting blue-collar, white- collar and technical workers.

4. Private Agencies and Consultants: There are various types of privateorganization that can help to find the right person for a particular job.

Employment agencies exist in many town and cities. Some handle all generalvacancies from junior unto supervisory level while others specialize in various

occupations such as accountancy, clerical or computer personnel and marketing or

sales. Since they maintain a register of job seekers, they initially attempt to findapplicants from this list. A short list will be drawn up by reading through

applications and conducting interviews on client organizations behalf. Although

fees vary, it isexpected to pay around 10 to 15% of the annual salary offered if a

suitable person is found for the job. This will be partly refundable if he leaveswithin a certain period of time. For temporary staff, it is normally charged on

hourly, daily or weekly rate by the agency. They will then pay the employee.

Recruitment agencies are similar to employment agencies in the services that theyoffer. The main difference is that recruitment agencies tend to operate at a higher

level, concentrating on technical, managerial and executive appointment.

Accordingly, increased time, effort and expertise are needed to compile a qualityshort list. This will be reflected in the fees charged, often between 18 and 22% of

the annual salary of the staff recruited. Again a proportion of this may be

refundable if the employees proves to be unsatisfactory and subsequently departs.

Search consultants, also known as Headhunters, specialize in finding candidatesfor senior positions. They normally head hunt people currently at work in similar

posts, possibly at rival companies. Discrete approaches, by telephone, are made

direct to the persons involved. Such a process is time consuming and requires

considerable tact and diplomacy if it is to be successful. Charges may be in excessof 30% of the annual salary. Before opting for this source attention must be paid

about those agencies who brashly promise to give a lengthy list of candidates very

quickly. It may sound impressive but suggests that they are simply pulling namesfrom a register perhaps of dubious quality and are not actively searching for and

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screening applicants properly. A good shortlist will take time to compile. It must

be ensured that the agency with which the organizations contracting must follow agood refund system in case the new recruit resigns or needs to be dismissed

shortly after joining. Also a free replacement warranty up to six months must be

provided by the recruiting agency.

5. Public Employment Exchanges : The Government set up PublicEmployment Exchanges in the country to provide information about vacancies to

the candidates and to help the organization in finding out suitable candidates. As

per the Employment Exchange act 1959, makes it obligatory for public sector andprivate sector enterprises in India to fill certain types of vacancies through public

employment exchanges. There are employment exchanges run by the government

almost in all districts. The employment seekers get themselves registered with

these agencies. Normally, such exchanges provide candidates for lower positionlike semi-skilled and skilled workers, and lower-level operations like clerks,

junior supervisors, etc

6. Professional Organizations : Professional organizations or associationsmaintain complete bio-data of their members and provide the same to various

organizations on requisition. They act as an exchange between their members andrecruiting firm.

7. Data Banks: The management can collect the bio-data of the candidates fromdifferent sources like Employment Exchange, Educational Training Institutes,

candidates etc and feed them in the computer. It will become another source andthe co can get the particulars as and when required.

8. Casual Applicants: Depending on the image of the organization its promptresponse participation of the organization in the local activities, level of

unemployment, candidates apply casually for jobs through mail or handover theapplication in the Personnel dept. This would be a suitable source for temporary

and lower level jobs.

9. Trade Unions: Generally unemployed or underemployed persons oremployees seeking change in employment put a word to the trade union leaders

with a view to getting suitable employment due to latter rapport with the

management.

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10.Walk In:The busy organization and rapid changing companies do not find timeto 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.

11.Mergers and Acquisitions : Business alliances like acquisitions, mergersand take over help in getting human resources. In addition the companies do also

alliances in sharing their human resource on adhoc basis.

12.E_recruitment: The technological revolution in telecommunications helpedthe organizations to use internet as a source of recruitment. Organizationsadvertise the job vacancies through the world wide wed (www). The job seekers

send their applications through e-mail using the internet. Many organizations

conduct preliminary search of prospective employees through the internet service.There are many job portals available on internet like Naukri.com, Monster.com

etc. Candidates register their cvs on the different job portals which are searched

by the recruiters who are looking for the candidates. The candidates whose

profiles match with the recruiters requirement are contacted through email or bytelephone for further interview process. Using the Internet is faster and cheaper

than many traditional methods of recruiting.

13.Outsourcing: Some organizations recently started developing human resourcepool by employing the candidates for them. These organizations do not utilize the

human resources; instead they supply HRs to various companies based on theirneeds on temporary or ad-hoc basis.

14.Notices: Displaying notices in and around business premises is a simple andoften overlooked method of advertising a job vacancy. They should be seen by alarge number of passerby, some actively looking for work. It can also be

inexpensive with a notice varying from a carefully hand written post card up to a

professionally produced poster. Pay attention to the appearance and contents of

the notice if it is intended that it is applied by the right people.

15.Job Centers : Most large towns have a job center which offers employers afree recruitment service, trying to match their vacancies to job seekers. Staff will

note information about a post and the types of person sought and then advertise

the vacancy on notice boards within their premises. Job center employees canfurther help if requested to do so by issuing and assessing application forms and

thus weeding out those applicants who are obviously unsuitable for the position.

Short listed candidates are then sent out for the employer to interview on his

business premises.

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16. Job fairs: The concept of a job fair is to bring those interested in finding a jobinto those companies who are searching for applicants.16 Job fairs are open fora

at which employers can exhibit the best their companies have to offer so that job

seekers can make informed choices. They are considered one of the most effective

ways for job seekers to land jobs. At the job fair, employers have a large pool ofcandidates on which to draw, while job seekers have the opportunity to shop

around for dozenssometimes hundredsof employers, all in one place.Notwithstanding the fact that the atmosphere at the fair is more relaxed than at an

interview, employers are still on the look out for qualified, potential employees

who have interest, dedication and initiative.

17.Deputation: Another source of recruitment is deputation I.e., sending anemployees to another organization for the short duration of two to three

years. This method of recruitment is practice in a pretty manner, in the

Government department and public sector organization does not have toincurred the initial cast of induction and training. However, thedisadvantages of this of deputation is that deputation period of two/three

year is not enough for the deputed employee to provide employee to provehis/her mettle, on the one hand, and develop commitment with organization

to become part of it, on the other.

18.Word-of-mouth: Some organizations in India also practice the word-of-mouth method of recruitment. In this method , the word is passed aroundthe vacancies or opening in the organization. Another from of word-of-mouth

method of employee-pinching i.e., the employee working

In another organization is offered by the rival organization. This method is

economic, in terms of both time and money. Some of the organization maintain

a file applications and sent a bio-data by a job seeker. These serve as a veryhandy as when there is vacancy in the organization. The advantage of this method

is no cost involved in recruitment. However, the disadvantages of this method

of recruitment are non- availability of the candidates when needed choice of

candidates is restricted to a too small number.

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EVALUATION OF INTERNAL SOURCES:Let us, evaluate the internal source of recruitment. Obviously, it can be done in

terms of its advantage and disadvantage the same are spelled out as follows:

ADVANTAGES:

The advantages of the internal source of recruitment include the following:

Familiarity with own employees: The organization has more knowledgeand familiarity with the strengths and weaknesses of its own employees than ofstrange on unknown outsiders.

Better use of the talent: The policy of internal recruitment also provides anopportunity to the organization to make a better use of talents internally available

and to develop them further and further.

Economical recruitment: In case of internal recruitment, the organizationdoes not need to spend much money, time and effort to locate and attract thepotential candidates. Thus, internal recruitment proves to be economical, or say,

inexpensive.

Improves morale: This method makes employees sure that they would bepreferred over the outsiders as and when they filled up in the organization

vacancies.

A motivator: The promotion through internal recruitment serves as a source ofmotivation for the employees to improve their carrier and income. The employees

feel that organization feel that organization is a place where they can build up

their life-long career. Besides, internal recruitment also serves as a means of

attracting and retaining employees in the organization.

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DISADVANTAGES:

The main drawback associated with the internal recruitment is as follows:

Limited choice: Internal recruitment limits its choice to the talents availablewithin the organization. Thus, it denies the tapping of talents available in the vast

labor market outside the organization. Moreover, internal recruitment serves as a

means for inbreeding, which is never healthy for the future organizations.

Discourage competition: In this system, the internal candidates are protected

from competition by not giving opportunity to otherwise competent candidates from

outside the organization. This in turn, develops a tendency among the employees to

take the promotion without showing extra performance.

Stagnation of skills: With the feeling that internal candidates will surely getpromoted, their skill in the long run may become stagnant or obsolete. If so,

productivity and sufficiency of the organization, in turn, decreases.

Creates conflicts: Conflicts and controversies surface among the internalcandidates, whether or not they deserve promotion.

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EVALUATION OF EXTERNAL SOURCES:

Like the internal source of recruitment, external sources are mixed of advantages and

disadvantages

ADVANTAGES

Open process: Being a more open process, it is likely to attract a large number ofapplicants/application. The, in turn, widens it option of selection.

Availability of Talented Candidates: With the large pool of applicants, itbecomes possible for organization to have talented candidates from the outside. Thus, it

introduces new blood in the organization.

Opportunity to Select the Best Candidate: With the large pool of applicants,selection process becomes competitive. This increases prospects for selection the best

candidates.

Provides healthy competition: As the external members are supposed to be moretrained and efficient. With such a background, they work with the positive attitude and

greater vigor. This helps create healthy competition and conductive work environment in

the organization.

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DISADVANTAGES:

However, the external sources of recruitment suffer from certain disadvantages too, these are:

Expensive and time consuming: This method of recruitment is both expensive andtime consuming. There is no guarantee that organization will get good and suitable

candidates.

Unfamiliarity with the Organization: As candidates some outside the

organization, they are not familiar with tasks, job nature and the international

scenario of the organization.

Discourage the Existing Employee: Existing employees are not sure to getpromotion. This discourages them to do the hard work. This, in turn, boils down to

decreasing productivity of the organization.

Advantages and Disadvantages Of Internal VS External Recruiting Resources

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Case Study : Tata Teleservices Ltd. (TATA

DOCOMO)

Company profile

Tata Teleservices Limited spearheads the Tata Group's presence in the

telecom sector. Incorporated in 1996, Tata Teleservices Limited is the

pioneer of the CDMA 1x technology platform in India. It launched

mobile operations in January 2005 under the brand Tata Indicom and

today enjoys a pan-India presence through existing operations in all of

India's 22 telecom Circles. The company is also the market leader in thefixed wireless telephony market with its brand Walky. The company has

recently introduced the brand Photon to provide a variety of options for

wireless mobile broadband access.

Tata Teleservices Limited (TTSL) now also has a presence in the GSM

space, through its joint venture with NTT DOCOMO of Japan, and

offers differentiated products and services under the TATA DOCOMO

brand name. TATA DOCOMO arises out of the Tata Group's strategic

alliance with Japanese telecom major NTT DOCOMO in November

2008. Tata Teleservices has received a pan-India license to operate GSM

telecom services, under the brand TATA DOCOMO and has also been

allotted spectrum in 18 telecom Circles. TTSL and has already rolled out

its services in various circles.

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DOCOMO is also a global leader in the VAS (Value-Added Services)

space, both in terms of services and handset designs, particularly

integrating services at the platform stage. TATA DOCOMO has also set

up a 'Business and Technology Cooperation Committee, comprising ofsenior personnel from both companies.

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RECRUITMENT POLICYTo actualize the organizational vision of providing Trusted services to 100 million

happy customers by 2011. Acquiring and retaining high quality talent is the key toan oragnizations success. The recruitment strategy of Tata Teleserviceslimited(TTSL) adopted for the same will mirror our corporate image and enhance

its brand value.

The recruitment process is the most visible and dynamic way of projecting an

organizations objectives & image outside.

OBJECTIVE Systematically hire competent human resource inline with HR Strategies

derived from business goals, future growth plans & evolving roles and

responsibilities of employees to keep pace with the changing dynamics of

the organization.

Hire Human resource with values similar to those advocated by theorganization to ensure the right culture fit.

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Adopt a continuous and conscious practice of exploring newer channels forsourcing the best talent in a cost effective manner.

Provide opportunities to employees to apply for vacant positions in thecompany through internal job-postings, with a view to enable career growth

for them.

Implement merit based hiring practices that provides equal opportunity toall.

Hire CRISP talent with requisite competence, skill set, knowledge andattitude to deliver business results today and tomorrow.

RECRUITMENT STRATEGY

While hiring a TTSLite, they look for the following attributes:-

C - Customer Focus

R - Result Orientation

I - Initiative and Speed

S - Self Confidence

P - Passion for achievement

SOURCING STRATEGYThe following sources will be used for identifying the potential Human Resources

for TTSL:Recruitment consultants, Employee Referrals, Job portals, Internal Resume

Database, Direct Recruitment- Walk Ins, News Paper Ads, Campus Recruitment,

Data bank, Voluntary application, Referral from Tata ecosystem, Voluntary

referrals from professional Agencies, NGOs facilitation, etc .

RECRUITMENT SOURCES

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Once the requirement for hiring is justified and manpower requisition is approved,

applications for specific positions are generated through various sources.

Following sources are used for recruitment:

Internal Sources(i) Internal Job Postings/External Job Postings (TATA WORLD)

This method is used for identifying qualified internal candidates. It has the

advantage of redeploying people already acquainted with the companysbusiness processes and culture and hence, job training can be reduced. It provides

opportunity for promotion and employee development. This procedure applies to

all budgeted vacancies as well as vacancies created due to replacement

requirements in levels M4 to M8.

(ii) CV databank

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The internal databank of CVs is an important source of profiles, specifically with

regard to local candidates. After the applications are received, they are screened

and short-listed for further processing.

(iii) Employee Referral Scheme Bring buddyEmployee referral is an efficient and cost effective way of attracting qualified

candidates. Employees not only get the referral fee but also they play a role in

shaping the companys future. Any employee who wants to refer an individual canforward to the HR function either through email or by submitting a hard copy.

(iv) Off- roll employeesHiring an outsourced employee simplifies the induction process as the employee is

acquainted with the job complexities and the organization culture. The term off

role employees refers to the employees working on the rolls of an agencyproviding results and services to TTSL. These employees are on the payroll of an

external agency.

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Appointment on TTSL rolls

suitability of the outsourced employee as an

applicant.

Criteriaons are for entry level positions only (M8M7)

with an agency providing services to TTSL.

External sources(i) Recruitment through Consultants

Recruitment consultants are used to assist in the hiring of qualified candidates.

They help in identifying job seekers and are a good and efficient source for

obtaining prescreened candidates. TTSL employs Recruitment Consultants on acontingency basis implying that they are paid a fee only when a position is closed

through them.

Selection of RCsThe list of consultants along with the applicable terms and conditions is finalized

by Corporate HR at the beginning of each year. Each RC is required to sign a

contract with Corporate HR before commencing work with TTSL.

Evaluation of RCsThe list of consultants is revised only at the beginning of each financial year, on

the basis of relative performance of the consultants.

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(ii) AdvertisementsPlacing advertisements in the newspaper is a method of recruiting external

applicants, to be used in specific cases such as walk ins, special positions etc.

Since potential candidates are first introduced to the company through

advertisements, this helps in building a positive image. Either TTSL or the vendorcan release an advertisement for vacancies.

When TTSL releases the advertisementThis source is used for hiring for M5 & above levels. For this an advertisement

copy should be prepared jointly and been approved by both the hiring function and

HR. All advertisements to be approved and ratified by Corporate HR & Corporate

MARCOM prior to release.

The advertisement should:a. Meet the criteria set by the company for release in the print media.

b. Be brief, precise and consistent with job specifications and the selection criteria.

It must specify the e-mail address/fax number/address where applicants can send

their CVs.

c. Attract the interest of potential and suitable applicants.

d. Have the following details:

Summary of TTSLs businessLevel/Title and location of position

Position code for each job

Job specifications in terms of skills,experience and qualifications required

Closing date of applications

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(iii) Job PortalsLeading job portals like Naukri, Times job, Monster etc. Should be used to get

CVs for closing positions at the level of M2 to M8. corp TA will maintain anannual matrix of usage of these portals by circle & will also circulate usage on a

quarterly basis.

(iv) TTSL WebsiteOpen positions up to M2 level should be put on the TTSL website for seeking

profile from interested applicants from external world.

All open positions which are to be put on TTSL website will be done so on

approval of CorporateTA head.

ConclusionIn all Public Service jurisdictions, new approaches to recruitment are being used.

In many territories, the strategies are manual but, as automated methods become

more pervasive, those mechanisms that support its use will assume greater

popularity. Whatever the strategies selected for use, the objective is to recruit the

most qualified, committed individuals into the organizations and ensure that the

provision of government services to the public is timely and effective, that the

goods are of consistent high quality and that the organisations achieve the

objectives for which they have been established.

Recommendations TTSL could adopt campus recruitment extensively. College recruitingsending an

employers representatives to college campuses to prescreen applicants and create an

applicant pool from that colleges graduating class is an important source ofmanagement trainees, promotable [entry-level] candidates, and professional and technical

employees.

To get the best out of this hiring strategy, the organisation and its career opportunitiesmust be made to stand out.

Human resource professionals should aware that few college students and potentialgraduates know where their careers will take them over the next fifteen to twenty years.

The organization that will succeed, then, is one can show how the work it offers meets

students needs for skill enhancement, rewarding opportunities, personal satisfaction,flexibility and compensation.

College recruitment offers an opportunity for recruiters to select the potential employeeswith the personal, technical and professional competencies they require in their

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organisation. The personal competencies identified may include, inter alia, a positive

work ethic, strong interpersonal skills, leadership capacity and an ability to function well

in a work team. The opportunity to discuss a students current strengths and potentialfuture value to an organisation cannot be replicated in any other setting.

Two major advantages of this strategy are the cost (which is higher than word-of-mouth

recruiting but lower than advertising in the media or using an employment agency), andthe convenience (since many candidates can be interviewed in a short time in the same

location with space and administrative support provided by the college itself). TTSL must be in constant touch with the consultants through out the recruitment process

to ensure that the agency is following the instructions and doing its job well.

They must also make sure to maintain equality of opportunity and avoiding unlawfuldiscrimination against applicants of a particular sex, marital status or any racial group.All applicants should be judged solely on their ability to do the job.

They must make sure that a good refund system with the agencies is made, in case thenew recruit resigns or needs to be dismissed shortly after joining. Also a free replacement

warranty up to six months must be provided by the recruiting agency.

When employing an agency or consultant, make sure that they know exactly what theyare expected to do. A clear job description and employee specification, must be providedso that they could screen by referring to the employee specification and so on. Full up todate information about the job and person required. Supply all details and all instructions

in writing to avoid subsequent misunderstandings and disagreements.

They must participate in job fairs and apply with job centers. They could also make use of more inexpensive internal sources like internal newsletters,

notices, magazines, memorandas,etc.

BIBLIOGRAPHYBooks:

Human resource management, Eleventh Edition GaryDessler, Biju Varkkey.

Essentials of HR Management and Industrial Relations,Fourth Edition Subba Rao

Websites:

www.google.com www.wekipedia.org www.tata.com

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www.tatadocomo.com www.humanresources.about.comwww.citehr.com

http://www.citehr.com/http://www.citehr.com/