CASIRJ Volume 5 Issue 1 [Year - 2014] ISSN 2319 – 9202

E-RECRUITMENT AND SELECTION PROCESS

Sarvesh Kumar
Research Scholar
Himalayan University, Arunachal Pradesh

Dr. Manjeet Kaur

Supervisor
Introduction
E-Recruitment refers to the process of attracting, screening, selecting, and on boarding a
qualified person for a job. At the strategic level it may involve the development of an employer
brand which includes an 'employee offering'. Depending on the size and culture of the
organization e-Recruitment may be undertaken in-house by managers, human resource
generalists and / or e-Recruitment specialists. Alternatively parts of all of the process might be
undertaken by either public sector employment agencies, or commercial e-Recruitment agencies,
or specialist search consultancies.

International Research Journal of Commerce Arts and Science

www.casirj.com Page 435
CASIRJ Volume 5 Issue 1 [Year - 2014] ISSN 2319 – 9202

E-Recruitment Process Parts

Purpose and Importance of E-Recruitment and Selection Process

o Attract and encourage more and more candidates to apply in the organization.

o Create a talent pool of candidates to enable the selection of best candidates for the
organization.

o Determine present and future requirements of the organization in conjunction with

its personnel planning and job analysis activities.

o E-Recruitment is the process which links the employers with the employees.

o Increase the pool of job candidates at minimum cost.

o Begin identifying and preparing potential job applicants who will be appropriate
candidates.

o Increase organization and individual effectiveness of various recruiting techniques

and sources for all types of job applicants.

o Proper selection of candidates reduces the cost of training.

o Proper Selection also reduces personnel problems in the organization like: Labor
turnover, absenteeism and monotony shall not be experienced in severity in the
organization.

o It also helps management in getting the work done by people effectively.

E-Recruitment and Selection process directly effects the organization and its goals.

Job Analysis

In situations such as where one or more new jobs are to be created and recruited to for the first
time, a job analysis and/or in some cases a task analysis might be undertaken to document the
actual or intended requirements of the job. From these the relevant information is captured in
such documents as job descriptions and job specifications. Often a company will already have
job descriptions that represent a historical collection of tasks performed. Where already drawn
up, these documents need to be reviewed or updated to reflect present day requirements. Prior to
initiating the e-Recruitment stages a person specification should be finalized to provide the
recruiters commissioned with the requirements and objectives of the project.

Sourcing

International Research Journal of Commerce Arts and Science

www.casirj.com Page 436
CASIRJ Volume 5 Issue 1 [Year - 2014] ISSN 2319 – 9202

Sourcing is the use of one or more strategies to attract or identify candidates to fill job vacancies.
It may involve internal and/or external advertising, using appropriate media, such as local or
national newspapers, specialist e-Recruitment media, professional publications, window
advertisements, job centers, or in a variety of ways via the internet. Alternatively, employers may
use e-Recruitment consultancies or agencies to find otherwise scarce candidates who may be
content in their current positions and are not actively looking to move companies may be
proactively identified.

Components of E-Recruitment sources

This initial research for so-called passive candidates, also called name generation, results in a
contact information of potential candidates who can then be contacted discreetly to be screened
and approached

Screening and Selection

Suitability for a job is typically assessed by looking for
relevant skills, knowledge, aptitude, qualifications and educational or job related experience.
These can be determined via: screening résumés (also known as CVs); job
applications; interviews. More proactive identification methods include performance
assessments, psychological, aptitude, numeracy,physical and literacy testing. Many recruiters
and agencies use applicant tracking systems to perform the filtering process, along with software
tools for psychometric testing and performance based assessment. Performance based assessment
is a process to find out if job applicants perform the responsibilities for which they are
applying. In many countries, employers are legally mandated to ensure their screening and
selection processes meet equal opportunity and ethical standards.

International Research Journal of Commerce Arts and Science

www.casirj.com Page 437
CASIRJ Volume 5 Issue 1 [Year - 2014] ISSN 2319 – 9202

Lateral Hiring
"Lateral hiring" refers to a form of recruiting; the term is used with two different, almost
opposite meanings. In one meaning, the hiring organization targets employees of another, similar
organization, possibly luring them with a better salary and the promise of better career
opportunities. An example is the recruiting of a partner of a law firm by another law firm. The
new lateral hire then has specific applicable expertise and can make a running start in the new
job. In some professional branches such lateral hiring was traditionally frowned upon, but the
practice has become increasingly more common. An employee's contract may have a non-
compete clause preventing such lateral hiring.

On-boarding

"On boarding" is a term which describes the process of helping new employees become
productive members of an organization. A well-planned introduction helps new employees
become fully operational quickly and is often integrated with a new company and environment.
On-boarding is included in the e-Recruitment process for retention purposes. Many companies
have on boarding campaigns in hopes to retain top talent that is new to the company; campaigns
may last anywhere from 1 week to 6 months.
Conclusion

There are a variety of e-Recruitment approaches and most organizations will utilize a
combination of two or more of these as part of ane-Recruitment exercise or to deliver their
overall e-Recruitment strategy. In summary five basic models more commonly found are:-

 An in-house personnel or human resources function may in some case still conduct all stages
of the e-Recruitment process. In the smallest organizations e-Recruitment may be left to
individual managers. More frequently whilst managing the overall e-Recruitment exercise
and the decision-making at the final stages of the selection process external service providers
may undertake the more specialized aspects of the e-Recruitment process.

 Outsourcing of e-Recruitment to an external provider may be the solution for some small
businesses and at the other extreme very large organizations

 Employment agencies are established as both publicly funded services and as commercial
private sector operations. Services may support permanent, temporary, or casual worker e-
Recruitment. They may be generic agencies that deal with providing unskilled workers
through to highly skilled managerial or technical staff or so-called niche agencies that
specialize in a particular industrial sector or professional group.

 Executive search firms for executive and professional positions. These firms operate across a
range of models such as contingency or retained approaches and also hybrid models where
International Research Journal of Commerce Arts and Science
www.casirj.com Page 438
CASIRJ Volume 5 Issue 1 [Year - 2014] ISSN 2319 – 9202

advertising is also used to ensure a flow of candidates alongside relying on networking as

their main source of candidates.

 Internet e-Recruitment services including e-Recruitment websites and job search engines
used to gather as many candidates as possible by advertising a position over a wide
geographic area. In addition social network sourced e-Recruitment has emerged as a major
method of sourcing candidates.
References

 "How to Find Recruiters in Your Niche". Wall Street Journal. Retrieved 2012-08-03.
 "Directory of E-Recruitment Agencies". Retrieved 2013-05-02.
 "List of REC members across the UK". Retrieved 2013-05-02.
 "Social Recruiting and Your Job Search". About. Retrieved 2012-07-18.
 Schultz & Schultz, Duane (2010). Psychology and work today. New York: Prentice Hall.
p. 53. ISBN 0-205-68358-4.
 Bell, Graham (1997). Selection: The Mechanism of Evolution. New York: Chapman &
Hall. pp. 699 p. ISBN 0-412-05521-X. (2nd edition published in 2008 by Oxford
University Press, 553 p., ISBN 0-19-856972-6)

International Research Journal of Commerce Arts and Science

www.casirj.com Page 439