In the era of technology, recruiters have also become accustomed to using technology while recruiting. This happens by means of e-recruitment process.
E-recruitment means using information technology (IT) to speed up or enhance parts of the recruitment process. It ranges from the applicant interface for advertising vacancies and making job applications, to the back office processes, which allow a liaison between human resources (HR) and line managers to set up a talent pool or database of potential recruits.
This can produce cashable savings, such as reduced advertising spend or postage costs and non-cashable productivity gains as HR staff. The full benefits of e-recruitment are often realised when it is part of an end-to-end process. Examples of this include allowing line managers to view applications online and seamless transfer of candidate information to employee records. While this may be in part an IT procurement issue, careful measurement of costs and employee time can provide quantifiable efficiency gains. Greater use of e-recruitment can also help combat longer-term recruitment issues through the use of talent pools and better management information about applicants and new hires.
But what’s the advantage for applicant?
Applicants receive a much higher quality of service, ranging from prompt and timely communications through to the ability to select their own interview time through an online interview zone all of which enhances the employer's brand making it easier in the long term to attract staff.
But the e-recruitment is not free from a few shortcomings.
1. Screening and checking the skill mapping and authenticity of millions of resumes is a problem and time consuming exercise for organizations.
2. There is low Internet penetration and no access and lack of awareness of internet in many locations across India. Organizations cannot be dependant solely and totally on the online recruitment methods.
3. In India, the employers and the employees still prefer a face-to-face interaction rather than sending e-mails.
But with the rapid changes one has to be updated. So the e-recruitment is the latest trend in recruitment process and is here to stay.
Friday, March 5, 2010
POACHING
“Buying talent” (rather than developing it) is the latest mantra being followed by the organisations today. It has become a challenge for human resource managers to face and tackle poaching, as it weakens the competitive strength of the firm.
Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry; the organisation might be a competitor in the industry. A company can attract talent from another firm by offering attractive pay packages and other terms and conditions, better than the current employer of the candidate.
But is it ethical?
On its face there is nothing unlawful about a company seeking to recruit the employees of its competitor. There is significant risk that if not properly handled a team recruitment drive will be found to be unlawful poaching exercise. Litigation against the employees and the new employer is also far more likely than in a case of individual recruitment. The loss of a team will usually have a serious detrimental impact on a business and make the costs of litigation seem justified.
Poaching has short term advantages but may have longer term disadvantages including:
1. breakdown in collaboration with other organizations
2. competition driving up salaries to unrealistic levels
3. weakening of local and national government as staff are tempted away
Maybe it is the term "poaching" that gets a rise out of people. But the end result of stealing, raiding, recruiting, enticing, poaching, offering a better opportunity, soft selling, hard selling, buying, whatever, your competition's talent is that you are damaging that organization.
Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry; the organisation might be a competitor in the industry. A company can attract talent from another firm by offering attractive pay packages and other terms and conditions, better than the current employer of the candidate.
But is it ethical?
On its face there is nothing unlawful about a company seeking to recruit the employees of its competitor. There is significant risk that if not properly handled a team recruitment drive will be found to be unlawful poaching exercise. Litigation against the employees and the new employer is also far more likely than in a case of individual recruitment. The loss of a team will usually have a serious detrimental impact on a business and make the costs of litigation seem justified.
Poaching has short term advantages but may have longer term disadvantages including:
1. breakdown in collaboration with other organizations
2. competition driving up salaries to unrealistic levels
3. weakening of local and national government as staff are tempted away
Maybe it is the term "poaching" that gets a rise out of people. But the end result of stealing, raiding, recruiting, enticing, poaching, offering a better opportunity, soft selling, hard selling, buying, whatever, your competition's talent is that you are damaging that organization.
REFERRAL RECRUITMENT
Last year due to economy slowdown, many people-from HR professionals, to Managing Partners lost their jobs. This also lead to a new kind of recruitment process called REFERRAL RECRUITMENT.
Today the focus of any recruitment strategy includes, next to creating a strong employer brand, using your own employees and its network to hire new talent into your organisation.
An employee referral scheme encourages a company's existing employees to select and recruit the suitable candidates from their social networks. As a reward, the employer typically pays the referring employee a referral bonus. This is the start of the company’s recruitment process where, at no cost to the employer, candidates and employees remove unsuitable and poor quality candidates, from the recruitment process ensuring a consistently high quality of applications
Referral recruitment creates a lot of business impact like:
1. Produce higher ROI: it is discovered that the ROI for an employee referral program could be well over 500 percent if the performance differential could be quantified and included. Obtaining that level of ROI did not include branding value (employees talking positively to strangers about the firm and its products)
2. Reduce the burden on recruiting departments. It is not uncommon for managed referral programs to produce more than 50 percent of an organization’s total new hires. Because managed programs focus on tuning the program to produce only qualified applicants, a great deal of the labour that the recruiting department would usually expend screening and sorting applicants is eliminated.
3. Function successful across borders in global organizations. Few recruiting programs can function across global borders without tweaks to tune the program to the local environment. Employee referral programs are one of the shining exceptions.
It’s important to note that even though many referral programs produce very good to stunning results, but many referral programs are either stagnant or so poorly designed that they are an embarrassment to the referral program’s name. A few of the many reasons for those failures include:
1. Assigning management of the program as a part-time responsibility (a number of organizations have even assigned it to interns.)
2. No rewards or delayed rewards.
3. Marketing and PR collateral crafted from the companies’ perspective and rarely updated.
4. Slow response time and poor treatment of referrals and “referrers.”
5. Burdensome administrative rules and processes.
6. Lack of metrics (or only cost metrics) to enable and drive continuous improvement efforts.
It turns out that referral programs are a lot like marriages; when they work, they provide exceptional happiness and results for all involved, but once one party gets let down, they fast deteriorate to a shell of their potential.
Today the focus of any recruitment strategy includes, next to creating a strong employer brand, using your own employees and its network to hire new talent into your organisation.
An employee referral scheme encourages a company's existing employees to select and recruit the suitable candidates from their social networks. As a reward, the employer typically pays the referring employee a referral bonus. This is the start of the company’s recruitment process where, at no cost to the employer, candidates and employees remove unsuitable and poor quality candidates, from the recruitment process ensuring a consistently high quality of applications
Referral recruitment creates a lot of business impact like:
1. Produce higher ROI: it is discovered that the ROI for an employee referral program could be well over 500 percent if the performance differential could be quantified and included. Obtaining that level of ROI did not include branding value (employees talking positively to strangers about the firm and its products)
2. Reduce the burden on recruiting departments. It is not uncommon for managed referral programs to produce more than 50 percent of an organization’s total new hires. Because managed programs focus on tuning the program to produce only qualified applicants, a great deal of the labour that the recruiting department would usually expend screening and sorting applicants is eliminated.
3. Function successful across borders in global organizations. Few recruiting programs can function across global borders without tweaks to tune the program to the local environment. Employee referral programs are one of the shining exceptions.
It’s important to note that even though many referral programs produce very good to stunning results, but many referral programs are either stagnant or so poorly designed that they are an embarrassment to the referral program’s name. A few of the many reasons for those failures include:
1. Assigning management of the program as a part-time responsibility (a number of organizations have even assigned it to interns.)
2. No rewards or delayed rewards.
3. Marketing and PR collateral crafted from the companies’ perspective and rarely updated.
4. Slow response time and poor treatment of referrals and “referrers.”
5. Burdensome administrative rules and processes.
6. Lack of metrics (or only cost metrics) to enable and drive continuous improvement efforts.
It turns out that referral programs are a lot like marriages; when they work, they provide exceptional happiness and results for all involved, but once one party gets let down, they fast deteriorate to a shell of their potential.
RECRUITMENT PROCESS OUTSOURCING
Organizations in today’s tough global economy are seeking ways to reduce costs while improving performance. For this purpose companies are adapting Recruitment Process Outsourcing programs to drive world-class recruitment performance levels. Companies adopt RPO according to their business need. Some organizations choose to keep recruiting higher-level positions within the organization, while outsourcing the candidate sourcing, screening and administrative support up to and some including onboarding (full life cycle).
Decision to turn over parts of such a key talent management process (recruiting) to a third-party service provider is not easy. Companies incur huge cost in doing this. So there has to some objective while taking such decisions. They can be –
1) Pressing staffing needs that they cannot meet,
2) Desire to concentrate on core business functions, and
3) Lack of sufficient internal HR resources to do the job
But choosing RPO does not simplify the task. There are certain challenges one faces.
The first challenge is the need to address strategic, rather than tactical, priorities with RPO. Three recruiting practices that comprise the core of a strategic approach to talent acquisition — talent strategy development/consulting, employer branding, and measuring success of recruitment process (metrics) — currently are the least likely practices to be outsourced. For most organizations, the strategic side of talent acquisition remains in-house.
The second challenge for RPO is one of focus and priority. Usually it is seen that companies outsource the recruitment process for temporary workers and executives which is not a priority task for companies.
The final RPO challenge may also be the greatest opportunity — maximizing the Return on Investment (ROI). As with every other business decision, the success of RPO can be measured by its ROI.
For those organizations that want to leverage the full potential of RPO to improve the talent acquisition process, and their overall business strategy, it is critical that they consider making RPO a larger part of their talent management strategy. Then, they may be able to join that group of respondents who manage to more fully benefit from RPO.
Decision to turn over parts of such a key talent management process (recruiting) to a third-party service provider is not easy. Companies incur huge cost in doing this. So there has to some objective while taking such decisions. They can be –
1) Pressing staffing needs that they cannot meet,
2) Desire to concentrate on core business functions, and
3) Lack of sufficient internal HR resources to do the job
But choosing RPO does not simplify the task. There are certain challenges one faces.
The first challenge is the need to address strategic, rather than tactical, priorities with RPO. Three recruiting practices that comprise the core of a strategic approach to talent acquisition — talent strategy development/consulting, employer branding, and measuring success of recruitment process (metrics) — currently are the least likely practices to be outsourced. For most organizations, the strategic side of talent acquisition remains in-house.
The second challenge for RPO is one of focus and priority. Usually it is seen that companies outsource the recruitment process for temporary workers and executives which is not a priority task for companies.
The final RPO challenge may also be the greatest opportunity — maximizing the Return on Investment (ROI). As with every other business decision, the success of RPO can be measured by its ROI.
For those organizations that want to leverage the full potential of RPO to improve the talent acquisition process, and their overall business strategy, it is critical that they consider making RPO a larger part of their talent management strategy. Then, they may be able to join that group of respondents who manage to more fully benefit from RPO.
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