A COMPREHENSIVE STUDY ON

“RECRUITMENT AND SELECTION PROCESS IN

SBI LIFE INSURANCE”

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PROCESS IN SBI LIFE INSURANCE.” as my contribution to the research work carried out
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SELECTION PROCESS IN SBI LIFE INSURANCE” in the College as laid down by the
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 ACKNOWLEDGEMENT

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(Designation), (Department Name), (University Name), who has worked tirelessly with me
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(his/her unflinching support and collaboration during my studies.
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CHAPTER CONTENT
NO.

1. EXECUTIVE SUMMARY OF THE

PROJECT

2. PREVIEW

A.) ANALYZING THE EXISTING

LITERATURE
B.) INVESTIGATION GOAL
C.) STUDY JUSTIFICATION

3.
METHODOLOGICAL
APPROACH

4.
ANALYSIS &
INTERPRETATION
OF DATA

a. FINDINGS OF THE STUDY

b. CONCLUSION

c. RECOMMENDATIONS AND
SUGGESTIONS
d. LIMITATIONS OF THE STUDY
 5. ANNEXURES

a. QUESTIONNAIRE

6.
REFERENCE LIST

EXECUTIVE SUMMARY OF THE PROJECT

“The art of choosing men is not nearly as difficult as the art of enabling those one has chosen
to attain their full worth”.

According to Edwin B. Flippo, recruiting is "the process of searching the candidates for
employment and stimulating them to apply for jobs in the organization." Employment seekers
and hiring organizations are brought together through the recruitment process. Some
definitions of recruiting are provided in the next paragraph:

A method of locating and enticing qualified job candidates. The process begins when a
vacancy is recognized and ends when suitable applicants have been received. The result is a
group of applicants from which new hires can be made. Candidate recruitment is the initial
stage of the selection process, and it enables the organization to gather a pool of competent
applicants from which the management can make final hiring decisions. Even when there are
no open positions, companies are always looking to expand their talent pool for when they
inevitably need to hire new employees. When a manager fills out an employment request for
an open position or an expected opening, the recruitment process officially begins.

To fill open positions inside an organization, recruitment is conducted. It's essential for
businesses to constantly bring in fresh talent, whether it's to fill open positions, learn new
skills, or expand operations. Human resource planning comes first; the selection process that
evaluates applicants is integral to that strategy. Even the most reliable selection process is
useless without an adequate pool of candidates to choose from, which can be attained through
effective recruitment. When a position opens up, and the recruiter is given permission to fill
it, the recruiting process officially begins. The next stage is to analyze the position and list the
knowledge, abilities, and experience required to carry it out properly. The next phase entails:
v Gathering potential candidates through internal and external channels. Select candidates for
further evaluation; convince selected individuals; provide an offer the purpose of this
document is to outline the steps involved in filling permanent positions in an organization
through recruitment, selection, and appointment.

The HR Director and the CEO/President must sign off on any policy adjustments. Exclusions:
The post-employment procedures are not specifically addressed in the policy. VOLUME OF
ACTION When developing the hiring process, keeping the company's guiding principles in
mind is important. The HR division is responsible for establishing policies and procedures for
hiring new employees. Managers of personnel-related operations are ultimately responsible
for the fairness and efficiency of their organizations' selection processes. The purpose of the
procedure is to outline the steps that must be taken by all parties involved in the hiring
procedure, as well as the necessary controls and data collection points. The Functional Head
and the HR & Branch Manager are responsible for the Recruitment and Selection process.

INTRODUCTION TO HRM

HRM entails selecting, developing, deploying, and compensating workers in a

way that benefits both the business and the individuals who work there.

Characteristics of HRM:

1. HRM focuses on helping employees individually and collectively. Employees' mental,

emotional, and social well-being is also a major focus.
2. Human resource management includes workers of all grades and types. It includes
workers with and without unions.
3. It's an ongoing procedure that will never cease.
4. Each worker has their own set of priorities, which may include feeling appreciated by
their employer, having a sense of purpose in their work, gaining professional growth
opportunities, and so on.
 5. It pervades all forms of functional management and serves as the backbone of a
company.

Human Resource Management's Roles

Roles can be categorized into two distinct groups.

 Supervisory roles.
 Executive / Operative Roles

Supervisory Roles

Strategizing, organizing, leading, and controlling are all managerial duties associated with
human resource management. Operations are affected by all of these factors.

Details about them are provided below.

a) Strategy: It's a plan of action that's been thought out ahead of time. Planning entails
creating ahead-of-time plans for people initiatives and changes that will aid in
achieving organisational goals. What this means is that it entails the planning of
human resources and requirements, as well as the recruiting, selection, training, etc.
This also includes anticipating the effects of employees' shifting values, attitudes, and
behaviours on the business.
b) Group: A group is a tool for achieving success as a unit. It's crucial to follow through
on the planned strategy. Many department heads consult with the personnel manager
for guidance due to the complexity of the interdepartmental ties. In this way, a
corporation fosters camaraderie among its staff, increasing the odds that its members
will work together to achieve its objectives.
c) Directing: Execution follows planning and organization as the next natural step. Staff
management's primary objective is to inspire work from its members at all levels.
When given clear and concise instructions, employees are more likely to willingly and
productively contribute to the achievement of organizational goals. People can be
pushed to their full potential through encouragement and direction.
Executive / Operative Functions:

Human resource management's core responsibilities revolve around four main areas of human
resource administration: hiring, training, pay, and employee relations. All of these roles
interact with managerial roles. Furthermore, these duties are to be carried out in tandem with
managerial duties.

Employment

It focuses on finding and keeping employees who possess the abilities necessary to fulfil the
objective of the firm. This broad field includes employment and HR strategizing, hiring,
placement, selection, and orientation.

1. Job Analysis: It entails learning about a given position's inner workings and duties
through research.
2. HR Strategizing It's a method for figuring out and making sure that enough qualified
people will be on hand at the right times to carry out the tasks that will both benefit
the business and the people working there.
3. Hiring: Hiring is the process of locating and enticing qualified candidates to apply for
open positions within a business.
4. Selection: Assessment of a candidate's credentials, experiences, abilities, knowledge,
etc., to determine whether or not they are qualified for a position.
5. Placement: It's the act of placing the chosen individual in the position that best suits
their skills and experience. The term "job matching" refers to the process of
comparing job criteria with candidate qualifications.
6. Induction and Orientation: An organization's induction and orientation programs
are designed to help new hires adjust to their new environment and become familiar
with the organization's culture, values, goals, and people.

Human Resource Development:

Development involves shaping and reshaping an individual's set of abilities in light of their
current and anticipated roles in an organization.
This feature entails:

1. Performance Appraisal: Performance appraisal methodically examines an

employee's work output and future potential.
2. Training: Training is the process by which workers are taught certain tasks and
procedures.
3. Management Development: Executive development is the process of creating and
delivering programs to improve managers' interpersonal and organizational abilities
with their staff.
4. Career Planning and Development: Career development entails thinking about
where you want to go professionally, actively seeking out those opportunities, and
gaining the skills and experiences you need to get there.

Compensation:

It's the practice of paying workers a wage that's just right for them.

It consists of the following:

 Job Appraisal: It's the method used to rank the value of various occupations.
 Payroll Management: This is the method through which an appropriate salary and
wage calculator is built and maintained.
 Stimulus: It involves the process of developing, putting into place, and assessing
systems of financial incentives in addition to the regular distribution of wages and
salaries.
 Fringe Benefits: These are supplementary compensation advantages. The
management provides perks to encourage employees and prepare them for the
unexpected.
 Human Relation: Relationships between employees and management, as well as
between employees, trade unions, and management, are fostered by HR policies and
programs like hiring, training, pay, and communication.
In other words, it's the act of interacting with another human being. Human relation is
a subfield of management concerned with maximizing economic, psychological, and
social well-being at the workplace through the optimal integration of individuals
there.
 A firm grasp of and facility with models of perception, character, learning,
interpersonal and intergroup dynamics, and application.
 Employee motivation.
 Increasing employee morale.
 Increasing communication abilities.
 Strengthening one's leadership abilities.
 Improving employees' work-life satisfaction through participation and other
strategies.
 Creating a comfortable workplace by lowering fatigue, monotony, boredom, and
workplace accidents.
 Assisting employees in releasing their stress, strain, and tensions and finding solutions
to their family, professional, and personal difficulties.

Industrial Relations:

It alludes to the investigation of interactions between employers, employees, the government,

and labour unions. It contains:

 Indian Workforce
 Labor organization
 Negotiated agreements
 Labor disputes
 Participative management
 Problem-solving groups

Current HRM Tendencies:

HRM is rapidly developing.

Some examples of current HRM trends are:
 Total Quality in Human Resources
 Quality of Work Life
 Accounting, Auditing, and Research in Human Resources
 HRM methods developed recently
Human resource management today encompasses a large array of activities. In reality, HRM's
purview was restricted to the nitty-gritty of payroll and benefits administration. Over time, it
grew to encompass things like human resource management, strategic human resources,
relationship maintenance, and other forms of employee welfare. There has been a steady
broadening of the focus.
The following are all within the purview of HRM.
 HRM goals
 HRM structure
 HRM strategy
 Staffing
 Learning and skill-building
 Pay and benefits administration
 Inspiration
 Participatory Management
 New HRM Trends
 Industrial Relations
DIFFERENT TYPES OF RECRUITMENT REQUIREMENTS

PLANNED: Needs anticipated due to retirement and organizational shifts.

ANTICIPATED: The term "anticipated needs" refers to the shifts in personnel that a
company can foresee by analyzing internal and external trends.
UNEXPECTED: Demands that arise out of the blue due to resignation, death,
accident, or illness.

RECRUITING'S INTENT AND IMPORTANCE

 Inspire a growing number of interested individuals to submit applications to our

company.
 Make a pool of qualified applicants available to make the best possible hires.
 In tandem with the company's Personnel planning and job analysis initiatives, identify
the organization's current and future needs.
 Employers and prospective workers are brought together through recruitment.
 Attract more qualified applicants at little cost.
 Lower the percentage of unsuccessful applicants by eliminating those who are
patently unqualified or overqualified.
 Decrease the risk that recent hires may resign from their positions within a short
period.
 Accommodate the organization's staff in a way that satisfies its legal and social
responsibilities.
 Start looking for qualified people for the open positions and getting them ready to
apply.
LITERATURE REVIEW
 LITERATURE REVIEW

Based on the research of Korsten (2019)

Korsten (2019) uses the advantages of assessments, interviews, and psychometric testing as
examples of how HRM theories promote recruiting and selection strategies. In addition to
internal or external handling, they also discussed the possibility of Internet recruitment. This
process is frequently organized around hiring practices, job descriptions and information,
advertising, the application and interview process, evaluation, judgment calls, formal
selection, and training.

Jones et al. (2021) suggested looking at examples of recruitment policies in the hospital,
commercial, or industrial sector to gain a better understanding of how to create recruiting
policies and outline managerial objectives. These examples can be found in any of those three
sectors.

Interviews and psychometric tests are effective tools for determining a candidate's strengths
and weaknesses after a thorough examination of the job description, the current state of the
labour market, and the candidate. Job analysis, emotional intelligence in less-experienced
applicants, and corporate social responsibility are just some of the topics experts in the field
take charge of during the interview and assessment phases. Describe further selection
procedures, such as a range of interviews, role plays, group debates, and group assignments.

Failure in recruitment can have unfavourable impacts on a company's profitability and

incorrect levels of personnel or employee skills (Jones et al. 2021). This is why recruitment is
such a crucial part of any management process. A lack of recruitment might cause a shortage
of labour or stymie managerial decision-making.
Standardized psychological testing, in-person interviews, and the seven-point approach
developed by Rodgers are all fundamental to this school of thought (Jones et al., 2021).

Research of Price (2007):

Candidate sourcing and screening are explicitly defined as the retrieval and attraction of
qualified applicants for employment by Price (2007) in his book HRM in a Business Context.
According to him, management judgment and strategic planning are required to choose the
best possible personnel, therefore recruitment is more than just a selection procedure. There
is rivalry among businesses to entice the most potential workers on the way to producing
innovations because management decision-making and employers aim to hire just the top
applicants who would be the best fit for the corporate culture and ethics specific to the
organization (Price 2007). This indicates that the administration is looking for people who are
not just qualified but also have the interpersonal and collaborative skills necessary for the job.
Given the importance of teamwork in any managerial role, team player traits are a must-have
(Price, 2007).

Hiltrop’s (1996) Research

Based on his research, Hiltrop (1996) concluded that HRM customs, HRM strategies, and
Efficiency all have a direct impact on each other. The HR managers and business officials of
the 319 European organizations that were polled by Hiltrop (1999) identified the most
significant HR practices as being job security, opportunities for professional progress,
staffing and hiring, collaboration, staff involvement, and talent management strategy. These
were deemed to be the most important HR practices. Human resources' top priority is to
foster growth and improvement among workers and to maintain order and discipline in the
workplace through management and leadership. Selective hiring has a favourable effect on
organizational performance, as shown by Hiltrop's (1996) research; this is a significant piece
of useful information for business leaders. There is still a lot of curiosity about hiring and
personnel. Training, especially in areas like communication and teamwork, tends to take up a
larger portion of the time spent by high-performing organizations (Hiltrop, 1999) because of
the recruitment and selection procedures that allow them to make more informed hiring
decisions. It is consistent with the human capital perspective that training is positively related
to firm performance. Hiltrop (1996) recommends that managers adopt HR methods with a
stronger emphasis on training to gain a competitive advantage.
 INVESTIGATION GOAL
The first goal of the investigation is to compare and contrast various businesses. To achieve
this goal, it has been broken down into the following sections:

• To learn why people choose to work in the insurance industry.

• To learn which method of hiring is most commonly used.

• Find out how clients feel about working with Max Insurance, as well as what they anticipate
from competitors.

• To learn how satisfied customers are with an agent's service.

• To research how different recruitment processes might help businesses.

 NEED OF THE STUDY
 Company recruitment policy needs to be organized to accommodate various staff
types.
 Examine the company's hiring practices.
 Evaluate how the Recruitment policy stacks up against other policies.
 To supply a methodical method of hiring.
 It applies to everyone in the company. It includes visits to branches, construction
projects, and client meetings across the country.
 Employees, Secretaries, Officers, Supervisors, and Managers at all levels are
included.
 COMPANY PROFILE
One of India's leading financial institutions, the State Bank of India (SBI), and a
multinational insurance firm, BNP Paribas Cardif, have partnered to form SBI Life Insurance.
In a total amount capital injection of Rs. 20 billion, SBI owns 62 per cent BNP Paribas Cardif
owns 22 per cent.

In October 2001, following clearance from the Insurance Regulatory and Development
Authority of India (IRDAI), the company opened for business. SBI Life Insurance now has
over 1,500 locations and over 130,000 agents and brokers across the country. It also has 21
bank assurance partners with whom it has formed strategic alliances.

Fitch Ratings has awarded SBI Life Insurance the first-ever AAA (Ind) rating for National
Insurer Financial Strength among Indian insurers. The Economic Times - AC Nielsen ORG
Marg poll of 'Most Trusted Brands' has named it India's Most Trusted Private Life Insurer for
multiple years running.

As SBI Life Insurance continues to expand its distribution network, enhance its product
offerings, and cater to a growing customer base, it remains committed to providing top-notch
economical solutions to buyers across India.

Outlook:

Our vision is to be the industry standard bearer for Life, Health, and Pension insurance
through an unwavering commitment to our policyholders and the communities we serve.

This vision will become reality by:

 Understanding and addressing the unique needs of our customers by offering them
innovative and superior products and services.
 Harnessing the power of technology to deliver prompt, efficient, and convenient
services to our customers.
 Creating and enforcing solid risk-risk management investment plans to guarantee
steady returns for our policyholders.
  Creating an inclusive growth-oriented atmosphere that fosters learning, development,
and career progression for our employees.
 Emphasizing transparency in all our interactions and transactions.

The triumph of SBI Life Insurance is deeply anchored in our steadfast dedication to five
fundamental principles: Honesty, Priority on Customers, Cooperation, Responsibility, and
Zeal. These values establish our distinctiveness, steer our conduct, and mould our corporate
ethos.

We firmly believe that SBI Life Insurance is poised for an exciting new phase, where we
have the opportunity to redefine and reshape the insurance sector. With the strong support of
our parent company and the dedication of our team, we are confident that there are no limits
to our growth and the positive impact we can create.

Our values:

At SBI Life Insurance, we are driven by a set of core values that guide us in everything we
do. These values are deeply ingrained in our culture and have been instrumental in our
success. Our five core values are:

1. Honesty: We uphold the highest honesty, transparency, and ethical behaviour standards.
We believe in doing the right thing, even when faced with challenges, and maintaining the
trust of our customers, partners, and stakeholders.

2. Priority on customers: The needs of our customers are always our top priority. We're
committed to getting to know them, giving them first-rate care, and giving them cutting-edge
financial solutions. Our goal is to develop enduring connections with our clients by going
above and beyond their expectations.

3. Cooperation: We are firm believers in the benefits of working together. At our company,
we encourage an environment where everyone is welcome and everyone's ideas are given
equal weight. By working together across functions and departments, we leverage collective
expertise to achieve shared goals and drive sustainable growth.

4. Responsibility: We take ownership and responsibility for our actions and outcomes. We
are accountable for delivering results and continuously improving our performance. We
encourage a sense of ownership among our employees, empowering them to take initiative,
make informed decisions, and drive positive change.

5. Zeal: We are passionate about what we do. We approach our work with enthusiasm,
dedication, and a drive to excel. Our passion fuels our commitment to delivering the best
possible solutions and experiences for our customers. We embrace challenges, seek growth
opportunities, and inspire others through our unwavering passion for our mission.

These core values define who we are as an organization and serve as the guiding principles
for our actions and decisions. They inspire us to constantly raise the bar, innovate, and strive
for excellence in serving our customers and creating value for all our stakeholders.

Leadership Overview:

Executive Team

The SBI Life Insurance Company Limited executive team comprises a group of experienced
individuals who provide strategic guidance and direction to the organization. These
accomplished professionals bring diverse expertise and backgrounds from various sectors,
fostering effective decision-making and ensuring the company's growth and success.

Dinesh Khara, President

Ashwani Bhatia, Managing Director

Swati Sharma, Director

Rajnish Kumar, Director

Arijit Basu, Administrator

Anshula Kant, Director

Prashant Kumar, Director

Sanjiv Chadha, Director

Atanu Kumar Das, Executive

Leadership Group:

The SBI Life Insurance Company Limited executive cohort encompasses a collective of
capable individuals from the finance sector, showcasing exceptional talent and expertise in
their respective roles within the organization.

Ashwani Bhatia, President & Chief Executive Officer

Sanjeev Nautiyal, Principal Director

Amar Gupta, Principal Director

K. Ganesh, Vice President – of Customer Service & Technology

R. S. Sodhi, Appointed Actuary

Vibha Padalkar, Executive Vice President

COMPANY PRODUCT

Details of SBI Life Insurance Products:

 Smart Wealth Builder

 Smart Power Insurance
 Smart Scholar
 Smart Humsafar
 Smart Money Planner
 Smart Women Advantage
 Smart Shield
 Smart Elite
  Smart Guaranteed Savings Plan
 Smart Income Protect

SBI has a wide variety of plans to choose from since they want to help their customers
achieve their specific financial goals. These products provide comprehensive coverage and
financial protection to policyholders. Each product is carefully crafted to offer unique
benefits and features that align with customers' requirements and long-term financial
planning.

RECRUITMENT STRATEGIES:
Software companies, which rely on the dissemination and development of ideas and data for
their economic success, are driven forward by the expertise of their employees rather than by
technological advancements. In this piece, I'll try to prove that recruitment methods are
important, not just for the Indian software business. Human resource plans, like any other sort
of business strategy, are heavily influenced by the nature and scale of the firm it serves. With
the use of a survey, this article intends to analyze the varying approaches to hiring employed
by software companies of varying sizes. The results lend credence to the theory that such
organizations tailor their recruitment techniques to the needs of their current, short-term
projects based on their size.
Some of the methods firms use to find new employees are:

Whether to Outsource or Insource?

Businesses use their human resources to find and hire qualified individuals, and then train
and develop them. The term "In-sourcing" describes this method. Some businesses hire and
train people so they may sell them on to other businesses that specialize in manufacturing,
servicing, and the like as a source of labour. Rapidly growing industries like the information
technology sector and others focused on cutting-edge technologies need rapid access to large
numbers of qualified workers. If you need access to a large pool of workers quickly, the
Internet is your best bet.

RECRUITMENT SOURCES
Traditional sources of recruitment
Internal and external channels of hiring are the two most common approaches. If the
expenditure is for a company-related purpose, the money originates from within the
company. Assistance from sources outside the company.
Internal Sources include:

 Engaged full-time staff members

 Employees on temporary or contractual terms
 Retired/retrenched employees
 Survivors of late persons, individuals with special needs, former personnel who have
retired, and recipients of benefits from current employees.

1. Engaged full-time staff members

Individuals from this source are considered for higher-level employment by

organizations because there is a greater availability of individuals who are most fit for
the roles, either in comparison to candidates from external sources or on an equal
footing with those applicants, to satisfy the demands of trade unions and because it is
the goal of the organization to inspire the employees who are already working for the
company.
2. Employees on temporary or contractual terms

Organizations discover the source to fill the openings at a comparatively lower level
due to the availability of acceptable people, pressures from trade unions, or to inspire
them on the work they already have. This may be done to save money.

3. Retired employees or retrenched:

When there is a dearth of work for people to do, an organization will have to lay off
some of its employees. As a result of obligations, trade union pressure, and other
factors, the organization takes job applicants from among the employees who have
been laid off. Sometimes, companies decide it is in their best interest to rehire
previously retired personnel. This might be done as a gesture of gratitude for the
employees' previous commitment to the company, or it could be done to delay the
resolution of certain interpersonal problems, such as those involving promotion.

4. Survivors of deceased, individuals with disabilities, retired personnel, and

current employees' beneficiaries:
 In addition to building a reputation and offering employment to the surviving spouse
or dependent children of employees who have died, become disabled, or retired, some
firms run to foster the passion and devotion of the employee's extended family. These
types of enterprises find that this source is an efficient way to recruit new employees.

External Sources Comprise:

• University Recruitment
• Independent Staffing Agencies/Avisorsrs
• Government Employment Agencies
• Professional Guilds
• Talent Databases
• Casual Job Seekers
• Parallel Organizations
• Labor Unions

1. University Recruitment
Inexperienced candidates of various kinds can be obtained from a variety of
educational institutions such as colleges and universities that provide education in
fields such as science, commerce, the arts, engineering and technology, medicine,
and management studies, amongst other topics, by various kinds of organizations,
such as businesses, service organizations, social or religious organizations, and
even social or religious organizations.

2. Independent Staffing Agencies/Advisors

Independent Employment Agencies or Consultants, such as ABC consultants in
India, conduct recruitment responsibilities on behalf of a client organization in
exchange for payment of a fee. Line managers are freed from the responsibility of
recruiting candidates to allow them more time to focus on the operational aspects
of their jobs. Instead, the recruitment tasks are delegated to a private agency or
outside consultants.

3. Government Employment Agencies

 The government of the country established government employment agencies so
that job seekers could obtain information about available positions, and so that
businesses could get assistance in locating people who were a good fit for the jobs
they were looking to fill.

4. Professional Guilds
The complete biographical information of their members is kept up to date by
professional organizations, who then make such information available to other
organizations upon request. In addition to this, they serve as a conduit via which
their members and the companies that hire them can communicate with one
another, share information, and resolve any questions that may arise. Companies
believe that this source is more useful than others when it comes to recruiting
experienced and professional individuals such as executives, managers, and
engineers.

5. Talent Databases
The management team can gather the candidates' biodata from a variety of
sources, such as employment exchanges, educational training institutes,
candidates themselves, and so on, and then input it into the computer system.

6. Casual Job Seekers

Candidates apply haphazardly for positions either through the mail or by handing
over their applications to the personnel department. How candidates apply for jobs
depends on the reputation of the organization, how quickly it responds, how
actively the organization participates in activities in the community, and the
unemployment rate. This could be a potential source for jobs that are both
temporary and entry-level.

7. Parallel Organizations
In most cases, firms that produce comparable goods or that are involved in
activities that are analogous to the position being filled have access to people with
relevant work experience. This would be the most effective source for executive
roles, as well as for newly founded organizations or businesses that have
expanded.
8. Labor Unions
In general, people who are unemployed, underemployed, or employees who are
looking for a shift in employment may talk to the leaders of trade unions in the
hopes of finding acceptable employment due to the intimacy that trade union
leaders have with management. The management makes decisions regarding the
sources based on a variety of factors, such as the sort of candidates required, the
amount of time that has passed, etc. After determining the source, it is necessary
to choose one or more methods for the recruitment process.

Contemporary Sources of Recruitment include Consultant In, Talent Acquisition,

Workforce Deployment, Talent Pool Expansion, Virtual Hiring, and External
Resourcing.

1. Consultant In and Walk In

Companies that are active and energetic invite people who are interested in
working with them to approach them personally and consult them about available
positions. Through the use of the selection process, the companies choose suitable
candidates for employment from among such individuals. Walk-In -: Companies
that are constantly evolving and extremely busy organisations typically do not
have the time to fulfil the numerous recruitment functions. As a result, they advise
those individuals who might be interested in applying for the position to show up
for an interview on a particular date, at a specific time, and in a particular location
without first applying. After putting the applicants through a battery of tests and
conducting interviews, the most qualified applicants will be chosen for the
position available.

2. Talent Acquisition
The corporation has sent a request to the relevant professional bodies, asking them
to look for the most qualified applicants, particularly for senior executive jobs.
Professional organizations seek the people who would be the best fit for the open
jobs, and they provide advice to the corporation about how such positions should
 be filled. 'Search consultants' is another term that can be used to refer to head-
hunters.

3. Workforce Deployment
The pool of human resources that is available for potential employment is
developed by high-tech training institutes in addition to professional
organizations. To recruit potential candidates from these organizations, potential
employers get in touch with them. If that is not possible, the organizations will
approach potential employers directly to place their human resources. The
professionals who work at these establishments and receive their training are
referred to as "body shoppers," and the activities themselves are called "body
shopping." This is primarily utilized by individuals working in the field of
computer science.

4. Talent Pool Expansion

Obtaining human resources is made easier by the use of business alliances such as
acquisitions, mergers, and expansions In addition, businesses often form alliances
with one another to share their human resources on an as-needed basis.

5. Virtual Hiring
The technological change in telecommunications made it possible for companies
to use the Internet as a source of potential employees. The available jobs at
various organizations are typically publicized on the website. The applicants
submit their resumes and job applications via email via the Internet.

6. External Resourcing
Recently, some firms have begun developing their human resource pools by hiring
applicants for open positions in their companies. These companies need their own
HR department but instead outsource HR services to meet the fluctuating demands
of other businesses.

RECRUITMENT METHODS:
Techniques of recruitment are the means or channels via which management
contacts encourage individuals to submit applications for available jobs. The
management team will utilize a variety of methods to pique the interest of both
internal and external candidates. These methods can be categorized as either
conventional approaches or current methodologies.

Traditional Methods Comprise:

1. Elevations:
Most internal candidates would be encouraged to take on more responsibility
and indicate interest in more senior-level work if they knew they would be
promoted to the next level if they performed well. Furthermore, they would be
more likely to volunteer for more advanced work.

2. Relocations:
Employees will be encouraged to work in new sections or areas if the
management intends to move them to places of their choice, and this transfer
may occur at any time.

3. Marketing:
Even though it mostly serves as a one-way mode of communication, this kind
of recruitment has gained widespread acceptance. Candidates are given,
through a variety of channels, information about the company and the
position, which encourages them to submit applications for the open positions.
It encompasses advertising done through a variety of mediums such as
newspapers, periodicals of varying types, radio, and television, among other
things. This strategy ought to have the following goals in mind:
 Drawing the interest of potential applicants.
 Generating and sustaining interest in addition to • Inspiring action on
the part of the candidates.

Modern Methods:

1. Talent Sourcing or Scouting:

Companies often send representatives to numerous recruitment sources to
encourage and motivate potential employees to apply for open positions.
 Representatives share company backgrounds, facilitate information
sharing, and answer questions from prospective employees.

2. Pay and Perks:

Businesses encourage prospective applicants to apply by providing better
levels of pay and benefits, as well as quicker promotions and other
incentives.

3. Employees Stock Ownership Programs (ESOPs):

Employees’ Stock Ownership Programs, or ESOPs, have recently been a
popular perk for workers to get from their employers. These programs
allow workers to purchase shares of the company's stock.

SELECTION

A company's selection procedure is the set of measures taken to determine if an applicant's

skills and experience are a good fit for the open position. The term "selection" refers to the
method used to determine which of the applicants chosen for an open position is the best fit.
Until and unless these conditions hold, the selection process will not be successful;

 The job's requirements have been well outlined (using tools like Job Analysis).
 Physical, cognitive, social, and behavioural requirements, among others, have been
laid out in detail.
 Potential participants have been attracted to screening.

Significance of the screening process:

The efficiency of an organization's selection programmer is a major factor that determines

whether or not it will be able to successfully achieve its objectives and flourish in an
environment that is always changing. If the right people are hired, personnel management as
a whole becomes easier, employee contribution and loyalty soar, and tensions between
workers and management melt away.