A Study On Recruitment Strategies In It Companies

“A highly successful organisation is built on the strengths of exceptional people. No matter how much technology and mechanisation is developed, no organisation could survive and prosper without them”. --- Luszez and Kleiner, 2001 The most important corporate resource over the next few years will be talent: smart, sophisticated business people who are technologically literate, globally astute, and operationally agile. And even as the demand for talent goes up, the supply of it will be going down. This seems to particularly hold true in case of the IT-ITES (Information Technology and Information Technology- Enabled Services) industry in India which requires high quality and highly skilled labour force to cater to the rapidly increasing global demand for software services but is currently facing an increasing shortage of skills supply. Moreover, due to shortages of skilled workers, high turnover rates, and rapid business growth in the service sectors, it has been noted that recruiting, selecting, and placing applicants are among the top three priorities of human resource professionals. Since the IT industry in India is faced with these three challenges, recruitment and selection comprises an important human resource practice in this industry. Further, in this industry, human resources comprise both the raw material and the 'technology', and are therefore of prime importance. As India completes the transition from being an agrarian economy to being a full-fledged, first-world economy, operating at the leading edge of contemporary technology, the IT sector is emerging as major driver of the economy. The Indian IT industry comprises of domestic software and services firms as well as foreign firms looking to consolidate their presence in India owing to the increasing cost pressures in US and Europe. This has increased the need to setup in-house development centers or outsource to third-party service providers in low cost countries such as India. IT and IT enabled services include a wide range of services from back-office data entry and processing to customer contact services, corporate support functions, knowledge support functions and research and design activities. As per the latest Forbes Research, India now controls 44 per cent of the global offshore outsourcing market for software and back office services. As per Nasscom estimates, it is projected to grow to 51 per cent. If this growth is sustained, Nasscom has estimated that there will be a potential shortfall of above 2, 10,000 IT and ITES professionals in India by the year 2012 and demand will out-pace the supply. Though the Indian IT industry is in a strong position to leverage this global software opportunity (as India currently has one of the world’s largest, most qualified pools of scientific and engineering manpower), this growing global demand is not only for numbers but also for appropriately skilled, industry-oriented professionals as companies are further scaling their operations and offering high value-added services which involve higher levels of technology and more specialized, higher-end services. Hence, firms which want to maintain their competitive advantage have to carefully recruit and select the most suitable out of the large pool of available manpower. Moreover, according to a recent study by McKinsey & Co., although the potential supply of talent in low wage countries such as India is large and growing rapidly, only a fraction of the job candidates could successfully work at a foreign company on account of their limited suitability i.e. though there are many candidates with the technical skills to fill a position, they may not have the cultural skills to “fit in” with the organisation. The same issue is also faced by large globally competitive domestic Indian firms who are competing for the same pool of talent and skills as their foreign counterparts to remain competitive and survive in global and domestic markets.

In his study, Jan Posthumus uses the grounded theory method to explore the implementation of marketing instruments such as segmentation and targeting in the recruitment of high potentials in the pharmaceutical industry. The implementation of these instruments can best be understood as the result of an interaction between four categories: the identified internal need for certain groups of high potentials; the scarcity of these groups of high potentials in the market; the attitudes, opinions, and strategies within human resources; and the technological capabilities. Depending on the situation, different recruitment instruments are used to recruit high potentials. However, the interviewees did not use an explicit high potential recruitment profile, though they implicitly search for varying combinations of high-potential characteristics such as: intelligence and agility, engagement, the ability to perform in various environments, and the ability to manage one’s energy levels.

The decision of whether to go to college, or where, is hampered by poor information and inadequate understanding of the financial risk involved. Adding to the confusion, the same degree can cost dramatically different amounts for different people. A barrage of advertising offers new degrees designed to lead to specific jobs, but we see no information on whether graduates ever get those jobs. Mix in a frenzied applications process, and pressure from politicians for "relevant" programs, and there is an urgent need to separate myth from reality. Peter Cappelli, an acclaimed expert in employment trends, the workforce, and education, provides hard evidence that counters conventional wisdom and helps us make cost-effective choices. Among the issues Cappelli analyzes are: What is the real link between a college degree and a job that enables you to pay off the cost of college, especially in a market that is in constant change? Why it may be a mistake to pursue degrees that will land you the hottest jobs because what is hot today is unlikely to be so by the time you graduate. Why the most expensive colleges may actually be the cheapest because of their ability to graduate students on time. How parents and students can find out what different colleges actually deliver to students and whether it is something that employers really want. College is the biggest expense for many families, larger even than the cost of the family home, and one that can bankrupt students and their parents if it works out poorly. Peter Cappelli offers vital insight for parents and students to make decisions that both make sense financially and provide the foundation that will help students make their way in the world.

As the recruiting landscape changes, different methods are needed to attract talent, and social media is a key channel. However, many HR and recruiting professionals are not equipped with the knowledge and understanding to create a social media recruiting strategy. Social Media Recruitment combines practical guidance with case studies and insights from industry thought leaders to provide a full understanding of what social media means for HR and recruitment and how to successfully integrate and use it. In a series of easy-to-follow chapters and manageable steps, Social Media Recruitment covers the essentials from the beginning to the end of the process, including: how to implement a social media strategy; the crossover between HR, recruiting and marketing; measuring ROI; HR policies and procedures needed; big data and HR; using technology in recruiting, such as video interviewing; social media as an internal collaboration and communication tool across companies; how social media will impact recruiting and HR in the future. Ideal for all HR and recruitment professionals, and anyone responsible for talent strategy, Social Media Recruitment focuses on devising and implementing a social media recruitment strategy that works for your organization and is aligned with your recruitment objectives.

Bachelor Thesis from the year 2010 in the subject Business economics - Personnel and Organisation, grade: 1,0, Justus-Liebig-University Giessen, course: Personal, language: English, abstract: This study observes the effects of different recruitment practices of SMEs on quantitative and qualitative recruitment outcomes. Thereby the concepts of Person-Organizations (P-O) fit and Person-Job (P-J) fit are introduced with regards to qualitative outcome measures. The examined practices include traditional forms of recruitment such as network recruitment, but also relatively new constructs such as strategic isomorphism. Results reveal that recruitment practices differ in their influence on applicant pool quantity and quality. It is found out that a specific recruitment source either influences quantitative or qualitative recruitment outcomes, but hardly both. The findings also show that SMEs use different approaches when recruiting graduate or non-graduate students. Further, practices vary in their effectiveness on these two target groups. Network recruitment, for example, was able to enhance the P-O fit of graduate applicants, but had no effect on the fit of non-graduate applicants.

This book focuses on strategic and operational human resources, giving the reader the core curriculum of subjects usually presented in an MBA program specialized in organizational behaviour and human resource management. The topics covered can be applied to a variety of real world business situations. This book aims to contribute to the growth and development of individuals in a competitive and global economy, by covering the latest developments in the field of human resources management. Innovative practices and theories as well as the current policies and practices of HRM are described in this book.

This handbook includes the most up to date, evidence-based, and comprehensive coverage of recruitment and retention, as written by the top leaders of recruitment research in the world.