Answer / hari

recruitment is the process of attracting qualified
applicants for a specific job. the process begins when
applications are brought in and ends when the same is
finished. the result is a pool of applicants, from where
the appropriate candidate can be selected.

Answer / sailaja.m

Recruitment is the process of attracting prospective
employees and stimulating them for applying job in an
organization.

Answer / pallavi

RECRUITMENT – Placing the RIGHT PERSON in RIGHT PLACE at
RIGHT TIME.

Answer / pavan agrawal

recruitment is the process of hiring the right kinds of
candidates on the right job.

Answer / santhu

hi,
recruitment is the process where the HR identifying the
gaps to be filled, attracting the suitable person's cv's
through different media ( like adds. in paper, approaching
consultants, employee references, campus placements( when
the requirement is huge), even u can verify active working
employees in ur company through promotions/transfers) &
etc., upto receiving the cv's.
selection starts from scrutining the received cv's,
conducting the tests & finally ends with the HR round of
interview for taking a desicion whether selected or not.

santhosh.p

Answer / ahammad

Recruitment is the process of searching for prospective
employees and stimulating them to apply for the jobs in
the organization

Answer / sukanya

Recruitment refers to the process of finding right people
for the right job or function, usually undertaken by
recruiters. It also may be undertaken by an employment
agency or a member of staff at the business or organization
looking for recruits. Advertising is commonly part of the
recruiting process, and can occur through several means:
through online, newspapers, using newspaper dedicated to
job advertisement, through professional publication, using
advertisements placed in windows, through a job center,
through campus graduate recruitment programs, etc

Answer / esha sharma

Recruitment is the process of generating the pool of
applicants. It starts with the job desription and job
specification..Then the whole recruitment cycle is
followed...
Recruitment, as compared to selection is the positive
process, coz in selection u have to select limited number
of peoples from the pool and you have to reject some. But
recruitment is a positive process as it aims at generating
pool of applicants.

Regards,
Esha

Answer / mamatha.m

according to EDWIN B FLIPPO, "Recruitment is the process of
searching for prospective employees and stimulating and
encouraging them to apply for jobs in an organisation."
Thus, recruitment enables the organisation to select
suitable employees for different jobs. it is the most
important function of the personnel department.
It is concerned with the discovery of the sources of
manpower and tapping of these sources so that the potential
employees are properly evaluated and the new employees are
placed and inducted to fill up the vacant position in the
organisation.
Recruitment aims at developing and maintaining
adequate supply of labour force according to the need of
the organisation.

Answer / nm

Recruitment is the process of identifying the qualified
candidates from various sources like , internal database,
Employee references, Internet, employment agencies, campus
hiring, Job adds in newspaper etc.,and attract them to apply
for a specific job.

After the recruitment the organisation starts selection process.

Let suppose your post a vacancy and 5000 resume received, How do you screening and short list them for interview???? regards Munsif

2 Answers  

what is recruitment,objective,function,process,duties,kinds etc

0 Answers   Jain Group,

what is change management? what strategies do organisations adopt to manage change?

1 Answers  

What is the reason to choose ur carrer in HR

3 Answers   Consultancy, Deloitte,

What is the Difference between salary and wage?

42 Answers  

Hello Everyone , I have done Graduation and a diploma in aviation & Hospitality, planning to do MBA in HR Mgt and i have one and half year of experience in admin. Front office executive and now i m working as a help desk executive but now i want myself to work with HR dept . But in interview i won't be able to answer that why am i changing my profile to get into HR Dept? Please help me to answer this question thank you.

2 Answers  

what is the HR Metrics?

1 Answers  

what control mechanisms might be most appropriate to ensure that action plans match targeted needs ?

1 Answers  

what is the difference between a head-hunting recruitment and referral recruitment?

2 Answers  

y did u choose MBA, why HR?

1 Answers   Hetero,

As a manager, what did you look for when you hired people

2 Answers   Genpact,

Case let 1 Trust them with knee-jerk reactions," said Vikram Koshy, CEO, Delta Software India, as he looked at the quarterly report of Top Line Securities, a well-known equity research firm. The firm had announced a downgrade of Delta, a company listed both on Indian bourses and the NASDAQ. The reason? "One out of every six development engineers in the company is likely to be benched during the remaining part of the year." Three analysts from Top Line had spent some time at Delta three weeks ago. Koshy and his team had explained how benching was no different from the problems of excess inventory, idle time, and surplus capacity that firms in the manufacturing sector face on a regular basis, "Delta has witnessed a scorching pace of 30 per cent growth during the last five years in a row," Koshy had said, "What is happening is a corrective phase." But, evidently, the analysts were unconvinced. Why Bench? Clients suddenly decide to cut back on IT spends Project mix gets skewed, affecting work allocation Employee productivity is set to fall, creating slack working conditions. High degree of job specialization leads to redundancy What are the options? Quickly cut costs in areas which are non-core look for learning’s from the manufacturing sector Focus on alternative markets like Europe and Japan Move into products, where margins are better. Of course, the Top Line report went on to cite several other "signals," as it said: the rate of annual hike in salaries at Delta would come down to 5 per cent (from between 20 and 30 per cent last year); the entry-level intake of engineers from campuses in June 2001, would decline to 5 per cent (unlike the traditional 30 per cent addition to manpower every year); and earnings for the next two years could dip by between 10 and 12 per cent. And the loftiest of them all: "The meltdown at Nasdaq is unlikely to reverse in the near future." "Some of the signals are no doubt valid. And ominous," said Koshy, addressing his A-Team, which had assembled for the routine morning meeting. "But, clearly, everyone is reading too much into this business of benching. In fact, benching is one of the many options that our principals in the US have been pursuing as part of cutting costs right since September, 2000. They are also expanding the share of off-shore jobs. Five of our principals have confirmed that they would outsource more from Delta in India-which is likely to hike their billings by about 30 per cent. At one level, this is an opportunity for us. At another, of course, I am not sure if we should be jubilant, because they have asked for a 25-30 per cent cut in billing rates. Our margins will take a hit, unless we cut costs and improve productivity." "Productivity is clearly a matter of priority now," said Vivek Varadan, Vice-President (Operations). "If you consider benching as a non-earning mode, we do have large patches of it at Delta. As you are aware, it has not been easy to secure 70 per cent utilization of our manpower, even in normal times. I think we need to look at why we have 30 per cent bench before examining how to turn it into an asset." "There are several reasons," remarked Achyut Patwardhan, Vice-President (HR). "And a lot of it has to do with the nature of our business, which is more project-driven than product-driven. When you are managing a number of overseas and domestic projects simultaneously, as we do at Delta, people tend to go on the bench. They wait, as they complete one project, and are assigned the next. There are problems of coordination between projects, related to the logistics of moving people and resources from one customer to another. In fact, I am fine-tuning our monthly manpower utilization report to provide a breakup of bench costs into Examination Paper Semester I: Human Resource Management IIBM Institute of Business Management specifics-leave period, training programmes, travel time, buffers, acclimatization period et al." "It would be worthwhile following the business model used by US principal Techno Inc," said Aveek Mohanty, Director (Finance). "The company has a pipeline of projects, but it does not manage project by project. What it does is to slice each project into what it calls 'activities'. For example, communication networking; user interface development; scheduling of processes are activities common to all projects. People move from one project to another. It is somewhat like the Activity Based Costing. It throws up the bench time straightaway, which helps us control costs and revenue better." "I also think we should reduce our dependence on projects and move into products," said Praveen Kumar, Director (Marketing). "That is where the opportunity for brand building lies. In fact, now is the time to get our technology guys involved in marketing. Multiskilling helps reduce the bench time." "Benching has an analogy in the manufacturing sector," said Girish Shahane, Vice-President (Services). "We could look for learning's there. Many firms have adopted Just-In-Time (JIT) inventory as part of eliminating idle time. It would be worthwhile exploring the possibility of JIT. But the real learning lies in standardization of work. It is linked to what Mohanty said about managing by activities." "At a broader level, I see several other opportunities," said Koshy, "We can fill in the space vacated by US firms and move up the value chain. But before we do so, Delta should consolidate its position as the premier outsourcing centre. Since there are only two ways in which we can generate revenue-sell expertise or sell products-we should move towards a mix of both. Tie-ups with global majors will help. Now is the time to look beyond the US and strike alliances with firms in Europe- and also Japan-as part of developing new products for global markets." Questions 1. Should benching be a matter of concern at Delta? 2. What are the risks involved in moving from a project- centric mode to a mix of projects and products?

0 Answers   Reliance,