RECRUITMENT

INTRODUCTION

Recruitment is an important function of health manpower management, which

determines, whether the required will be available at the work spot, when a job is actually to be
undertaken. Recruitment procedures include the process and the methods by which vaccines are
notified, post are advertised, applications are handled and screened, interviews are conducted and
appointments are made.

MEANING

Recruitment is understood as the process of searching for and obtaining applicants for
job, from among whom the right people can be selected.

DEFINITION:

Recruitment is defined as the process of searching for prospective employees and

stimulating them to apply foe job in the organization

- Flippo

Recruitment is a process to discover the sources of manpower to meet the requirements

of the staffing schedule and to employ effective measures for attracting that manpower in
adequate numbers to facilitate effective selection of an efficient working force.

- Yoder

TYPES OF RECRUITMENT:

There are three types of recruitment:

1. Planned: arise from changes in organization and recruitment policy.

2. Anticipated: by studying trends in the internal and external organization.

3. Unexpected: arise due to accidents, transfer and illness.

LINKAGES OF REQUIREMENT TO HUMAN RESOURCE ACQUISITION

The requirement process is concerned with the identification of possible sources of

human resources supply and tapping those resources, the total process acquiring and placing

human resources in the organization. Requirement fails in between different sub process

BASIC ELEMENTS OF SOUND RECRUITMENT POLICY:

1. Discovery and cultivation of the employment market for post in the public service
2. Use of the attractive recruitment literature and publicity
3. Use of the scientific tests for determining abilities of the candidate
4. Tapping capable candidates from within the services
5. Placement program which assigns the right man to the right job

PURPOSES AND IMPORTANCE:

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

personnel planning and job analysis activities

 Increase the pool of job candidates with minimum cost

 Help increase the success rate of the selection process reducing the number of obviously

under qualified or over qualified job applicants.

  Help reduce the probability tat the job applicants, once recruited and selected will leave

the organization only after short period of time.

 Meet the organization‘s legal and social obligations regarding the composition of its
work force
 Start identifying and preparing potential job applicants who will be appropriate

candidates

OBJECTIVES OF RECRUITMENT:

 To attract people with multi-dimensional skills and experiences that suit the present and
 future organizational strategies
 To induct outsiders with new perspective to lead the company
 To infuse fresh blood at all levels of organization
 To develop an organizational culture that attracts competent people to the company
 To search or heat hunt/ head pouch people whose skills fit the company‘s values
 To devise methodologies for assessing psychological traits
 To seek out non-conventional development grounds of talent
 To search for talent globally and not just within the company.
PRINCIPLES OF RECRUITMENT:
Recruitment should be done from a central place.
Eg: Administrative officer/Nursing Service Administration.
1) Termination and creation of any post should be done by responsible officers, eg:
regarding nursing staff the Nursing superintendent along with her officers has to take the
decision and not the medical Superintendent.
2) Only the vacant positions should be filled and neither less nor more should be employed.
3) Job description/ work analysis should be made before recruitment.
4) Procedure for recruitment should be developed by an experienced person
5) Recruitment of workers should be done from internal and external sources
6) Recruitment should be done on the basis of definite qualifications and set standards.
7) A recruitment policy should be followed
8) Chances of promotion should be clearly stated
9) Policy should be clear and changeable according to the need.
SOURCES OF RECRUITMENT:
The sources of recruitment are

I) Internal sources:

Internal sources include present employees, employee referrals, former employee and

former applicants.

Present employees:

promotion and transfers from among the present employees can be good source of
recruitment. Promotions to higher positions have several advantages. They are:

a. It is good public relations

b. It builds morale
c. It encourages competent individuals who are ambitious
d. It improves the probability of a good selection, since information of the candidate
is readily available
e. It is less costly
f. Those chosen internally are familiar with the organization.

However promotions can be dysfunctional to the organization as the advantage of hiring

outsiders who may be better qualified and skill is denied. Promotions also results in breeding
which is not good for the organization.

Another way to recruit from among present employees is the transfer without promotion.

Transfers are often important in providing employees with a broad based view of the

organization, necessary for the future.

Employee referrals: This is the good source of internal recruitment. Employees can develop

good prospects for their families and friends by acquainting with the advantages of a job with the

company, furnishing cards introduction and even encouraging them to apply. This is very

effective because many qualified are reached at very low cost.

Former employees: some retired employees may be willing to come back to work on a part-

time basis or may recommend someone who would be interested in working for the company.

An advantage with these sources is that the performance of these people is already known.

Previous applicants: although not truly an internal source, those who have previously applied

for jobs can be contacted by mail, a quick and inexpensive way to fill an unexpected opening.

Evaluation of internal recruitment:

Advantages:

 It is less costly

 Organizations typically have a better knowledge of the internal candidates‘ skills and

abilities than the ones acquired through external recruiting.

 An organizational policy of promoting from within can enhance employees‘ morale,

organizational commitment and job satisfaction.

Disadvantages:

 Creative problem solving may be hindered by the lack of new talents.

 Divisions complete for the same people

 Politics probably has a greater impact on internal recruiting and selection than does

external recruiting.

I) External sources:

Sources external to an organization are professional or trade associations, advertisements,

employment exchanges, college/university/institute placement services, walk-ins and writer-ins,

consultants, contractors.

 Professional or trade associations: many associations provide placement services for

their members. These services may consist of compiling seekers‘ lists and providing

access to members during regional or national conventions.

 Advertisements: these constitute a popular method of seeking recruits as many

recruiters; prefer advertisements because of their wide reach. For highly specialized

recruits, advertisements may be placed in professional/ business journals. Newspaper is

the most common medium.

Advertisement must contain the following information:

 The job content ( primary tasks and responsibilities)

 A realistic description of working conditions, particularly if they are unusual
 The location of the job
 The compensation, including the fringe benefits
 Job specifications
  Growth prospects and
 To whom one applies.

Employment exchange: Employment exchanges have been set up all over the country in

deference to the provisions of the Employment exchanges (Compulsory Notification of

Vaccination) Act, 1959. The Act applies to all industrial establishments having 25 workers or

more. The Act requires all the industrial establishments to notify the vacancies before they are

filled. The major functions of the exchanges are to increase the pool of possible applicants and to

do preliminary screening. Thus, employment exchanges act as a link between the employers and

the prospective employees.

Campus recruitment: colleges, universities and institutes are fertile ground for recruitment,

particularly the institutes.

Walk-ins, write-ins and Talk-ins: write-ins those who send written enquire. These job-seekers

are asked to complete applications forms for further processing. Talk-in is becoming popular

now-in days. Job aspirants are required to meet the recruiter (on an appropriated date) for

detailed talks. No applications are required to be submitted to the recruiter.

Consultants: ABC consultants, Ferguson Association, Human Resources Consultants Head

Hunters, Bathiboi and Co, Consultancy Bureau, Aims Management Consultants and The Search

House are some among the numerous recruiting agents.

Contractors: Contractors are used to recruit casual workers. The names of the workers are not

entered in the company records and to this extent, difficulties experienced in maintaining
permanent workers are avoided.

Radio Television:
International Recruiting: Recruitment in foreign countries presents unique challenges

recruiters. In advanced industrial nations more or less similar channels of recruitment are

available for recruiters.

MODERN SOURCES OF RECRUITMENT:

 Walk-in
 Consult in
 Tele recruitment: Organizations advertise the job vacancies through World Wide Web

RECRUITMENT PROCESS / STEPS:

Recruitment refers to the process of identifying and attracting job seekers so as to build a
pool of qualified job applicants. The process comprises five inter-related stages

FACTORS EFFCTING RECRUITMENT:

All organization, whether large or small, do engage in recruiting activity, though not to

the same extent. This differs with:

1) The size of the organization

2) The employment conditions in the community where the organization is located

3) The effects of past recruiting efforts which show the organization‘s ability to locate and

keep good performing people

4) Working conditions an salary and benefit packages offered by the organization- which

may influence turnover and necessitate future recruiting

5) The rate of growth of organization

6) The level of seasonality of operations and future expansion and production programs.

7) Culture, economical and legal factors etc.

CREDENTIALING

INTRODUCTION

Credentialing is the process of establishing the qualification of licensed professionals,

organizational members or organizations, and assessing their background and legitimacy. Many

health care institutions and provider networks conduct their own credentialing, generally through

a credentialing specialist or electronic service, with review by a medical staff or credentialing

committee. It may include granting and reviewing specific clinical privileges and medical or

allied health staff membership.

DEFINITION

Credentialing is the process of establishing the qualifications of licensed professionals,

organizational members or organizations, and assessing their background and legitimacy.

PURPOSE OF CREDENTIALING

The purpose of credentialing is:

1) To prevent a problem before it happens.

2) To research the qualifications and backgrounds of individuals and companies. Credentialing

is also the process of reviewing and verifying information

SIGNIFIANCE

Credentialing is very significant because it shows that an individual or company

performing a service is qualified to do so. For example: your doctor must have certain credentials

to prescribe medicine to you.

HEALTH CARE CREDENTIALING

DEFINITION:

Health care credentialing is a system used by various organizations and agencies to

ensure that their health care practitioners meet all the necessary requirements and are

appropriately qualified. The credentials may vary depending on the specified area of the

practitioner. For example: An X-ray technician may have different credentialing forms than an

osteopathic physician.

WHO IS CREDENTIALED?

1) Practitioners: Medical Doctors (MD), Doctor of osteopathy (DO), Doctor of Podiatric

Medicine (DPM), Doctor of Chiropractic (DC), Doctor of dental Medicine (DMD), Doctor of

Dental Surgery (DDS), Doctor of Optometry (OD), Doctor of Psychology (PhD) and Doctor of

Philosophy (PhD).

2) Extenders: Physician of assistant (PA), Certified Nurse Practitioner (CRNP), Certified Nurse

Midwife (CNM).
Facility and Ancillary service Providers: Hospitals , Nursing Homes, Skilled Nursing

Facilities, Home Health, Home Infusion Therapy, Hospice, Rehabilitation Facilities,

Freestanding Surgery Centers, Freestanding Radiology Centers, Portable X-ray Suppliers, End

Stage Renal Disease Facilities, Clinical Laboratories, Outpatient Physical therapy and Speech

Therapy providers, Rural Health Clinics, Federally Qualified Health Centers Orthotic and

Prosthetic providers and Durable Medical Equipment (DME) providers.

COMPOTENTS OF CREDENTIALING

As with physicians, the components of a credentialing system for nurses would be:

1) Appointment: Evaluation and selection for nursing staff membership.

2) Clinical privileges: Delineation of the specific nursing specialties that may be managed

types of illnesses or patients that may be managed within the institution for each member of

the nursing staff.

3) Periodic reappraisal: Continuing review and evaluation of each member of the nursing staff

to assure that competence is maintained and consistent with privileges.

CRITERIA FOR APPOINTMENT:

Criteria for appointments would include proof of licensure, education and training,
specialty board certification, previous experience, and recommendations. Clinical privileges
criteria would include the proof of specialty training and of performance of nursing procedures
or specialty care during training and previous appointments.

PRINCIPLES OF CREDENTIALING ACCORDING TO (ANA)

A report of the Committee for the study of Credentialing in Nursing was made in 1979. It

included fourteen principles of credentialing related to:

1) Those credentialed.

2) Legitimate interests of involved occupation, institution, and general public.

3) Accountability

4) A system of checks and balances

5) Periodic assessments

6) Objective standards and criteria and persons competent

7) Representation of the community of the interests

8) Professional identity and responsibility

9) An effective system of role delineation

10) An effective system of program identification

11) Coordination of credentialing mechanisms

12) Geographic mobility

13) Definitions and terminology

14) Communications and understanding.

SELECTION

INTRODUCTION

“The selection process starts when applications are screened in the personnel department.

Selecting includes interviewing, the employer‘s offer, acceptance by the applicant, and signing

of a contract or written offer‖.

Those applicants who seem to meet the job requirements are sent blank job-application
forms
and are directed to fill them up and return the same for further action. The job application form is

one of most important tools in the selection process.

DEFINITION

It is the process of choosing from among applicants the best qualified individuals,

Selecting includes interviewing, the employer‘s offer, acceptance by the applicant, and signing

of a contract or written offer‖. Selection may be carried out centrally or locally, but in either case

certain policies or methods are adopted.

SELECTION POLICIES

1. Application forms

The issue and receipt of application forms is the administrative responsibility, and much
of the preliminary work is handled by the clerical staff under the supervision of the
administrative head of the college. The information contained in the application form and reports
received in connection with them should be systematically tabulated and filed as they are useful
for evaluating the effectiveness of the form, analyzing entrance standards, assessing academic

achievement with subsequent performance, and knowing from which parts of the state or country
the students are most frequently admitted or apply for admission.

The application form should elicit the following information

Name

Address

Age of the candidate

Name of parents or guardians

Occupation of father

Details of education
Details of employment

Particular aptitudes or abilities

It may also ask the student to write short easy on her interests and her reasons for

choosing nursing as a career. It should give details of any material she should submit such as a

medical certificate, evidence of date of birth etc. and should give the exact address to which it

should be sent. The names of the persons given as references should be asked to furnish

information regarding the candidate‘s character and personality, and the information to be given

by the head teacher should include candidate‘s attendance at school, studies completed, grades,

rank in class and his or her own evaluation of the candidate‘s suitability of nursing.

A job application form serves three main purpose:

1) It enables the hospital authorities to weed out unsuitable candidates

2) It acts as a frame of reference for the interview.

3) It forms the basis for the personal record file of the successful candidates

2. Selection committee:

Usually the selection occurs in the college itself. Otherwise, if the selection is carried
outside the college, it is important that at least representatives of the college be a part of
committee and as far as possible students be selected for a specific college according to its
individual admission policies and the programme it offers.

The members o f the selection committee should include

a) The head of the college of nursing

b) Professor

c) Representative of the local controlling authority

 d) Representative of the nursing division of the state

e) An educational psychologist

The procedure for selection should consist of a personal interview of the candidate and

possibly a separate interview with her parents. It may also include tests of previous

achievements, both written and oral, to assess her knowledge of various subjects such as

Arithmetic, English, the regional language and general science and her ability to express herself

orally and in writing. If psychological tests are given, only those devised by experts in their field

should be used.

It should be made clear to them that final acceptance for the course will be subject to a

satisfactory medical report and assessment during the preliminary training period. The college

should make every effort to start the course on the appointed day with the full quota of students.

Only in exceptional circumstances should students be admitted later and in their cases, special

arrangement should be made for them to cope up with the other students.

3. Orientation programme:

After admission an orientation programme is to be conducted to make the students aware

of the college rules, hostel rules and the hospital and the college building and associated parallel

medical education departments. Orientation should be given by a senior faculty of the college of

nursing. Orientation programme may take three to five days.

4. Development of master plan:

When a particular batch is admitted the class teacher may draw master plan according

to which the whole programme is planned. Date of examinations and periodic evaluation
measures etc are formulated. 5. Parent teachers association:

All parents are enrolled in the parent teachers association and this will help to have a

contact between the family members and teachers. This will help to improve the administration.

Meetings of PTA are held frequently and the parents are kept informed of the students progress.

Before taking any disciplinary actions PTA members are called when students unrest

occurs due to certain problems. Thus parents are also involved in the administration of students.

STEPS IN SELECTION:

The steps which constitute the employee selection process are the

following:

I. Interview by personnel department

II. Pre-employment tests-written/oral/practical

III. Interview by department head

IV. Decision of administrator to accept or reject

V. Medical examination

VI. Check of references

VII. Issue of appointment letter.

I. Interviewing:

Interviewing is the main method of appraising an applican ‘s suitability for a post. This is

the most intricate and difficult part of the selection process. The employment interview can

be divided into four parts:

 The warm-up stage

 The drawing-out stage

 The information stage

 The forming an-opinion stage

Main objectives of an interview:

1) For the employer to obtain all the information about the candidate to decide about his

suitability for the post.

2) To give the candidate a complete picture of the job as well as of the Organization.

3) To demonstrate fairness to all candidates. Interviewing functions of the personnel manager:

The responsibilities of the personnel manager are:

A) To screen the application of the candidate

B) To give information about

a) general nature of work

b) hours of work

c) pay-scale, allowances and starting total salary

d) fringe benefits

e) leave policy

f) ‗brief‘ information about the background of the hospital

g) To discover any differences in the expectations of the hospital and those of the

candidate

The responsibilities of the department head are:

A) To review the job-application form to check pertinent data on experience;

B) To assess the professional competence of the candidate

C) To give detailed picture of the job requirement to the applicant;

D) To advise the personnel manager if he thinks that the previous training or experience or

both of the applicant justifies a higher starting salary.

II. Pre-employment tests

To ensure selection of the most suitable candidates for various posts, interviews should

be conducted carefully & pre-employment tests should be held in a systematic manner wherever

necessary & possible. For certain Categories of post, there is a need for testing the professional
competence of the candidates. These tests can broadly be divided in to four types:

1) Tests of general ability- intelligence

2) Tests of specific abilities- aptitude tests

3) Tests of achievement-trade tests

4) Personality tests- Tests of emotional stability, interest, values, traits etc.

1) Tests of general ability: These tests can give a useful indication of candidate‘s mental

caliber. It has been observed that for various professions, there is an optimum level of

I.Q. while selecting individuals who have I.Q.s within the required optimum range-not higher

or lower.

2) Tests of aptitude: aptitude tests measure whether an individual has the capacity or latent

ability to learn a new job, if given adequate training .These tests measure skills & abilities

that have the potential for later development in the person tested.

3) Tests of achievement: Tests of achievement measure the present level of proficiency that a
person has achieved. In hospitals, these tests can be used for typists, stenographers,

laboratory technicians, radiographers, etc. These tests can also be used at the end of training

programmers to assess the level of proficiency achieved.

4) Personality tests: Personality tests are used to assess certain personality characteristics.

These tests are used in selecting candidates for sales jobs, supervisory job, management

trances, etc., because certain personality characteristics are essential to succeed in such jobs.

III. Final approval by the head of the hospital:

In some hospitals, the selection committee consists of one person from the personnel

department, the department head/supervisor of the concerned department and one representative

of the head of the hospital. After the interviewing all the candidates, the selection committee

submits its recommendations for approval to the head of the hospital, who is generally the hiring

authority.

In other hospitals, the head of the hospital may prefer to interview all the candidates

himself for the key jobs and leave it to the selection committee for the less vital jobs. In case of

appointment of a department head, one expert is also usually included in the selection committee.

Different hospitals adopt different policies according to their own convenience for the selection

of their employees. Generally this authority lies with the Medical superintendent or

Administrator or Business Manager or Chief Executive.

IV. References:

The references provided by the applicant should be cross-checked to ascertain his past

performance and to obtain relevant information from his past employer and others who have
knowledge of his professional competence.The references letters should be brief and should
require as little writing as possible by the person to whom it is sent. If it is directed to a former
employer, it should ask for the following data:

a. Date of joining
b. Date of leaving
c. Job title
d. Last salary drawn
e. Promotion/demotion, if any
f. Unauthorized absentee record
g. Reason for termination/ leaving
h. Ability to work with others
i. Dependability
j. Emotional stability
k. Health conditions
l. Does the employee habitually borrow money?
m. Would you re-employ?
n. Any other information

V. Medical examination:

The medical examination of a prospective employee is an aid both to the employee and to

the management. The selection of the right type of employee who can give his best and be happy

requires a thorough knowledge of his physical capacities and handicaps. The purpose of the

medical exam ination of a prospective employee is an aid both to the employee and to

the management. The selection of the right type of employee who can give his best and be happy

requires a thorough knowledge of his physical capacities and handicaps. The purpose of the

medical examination is threefold:

a) It is for the protection of the applicant himself to know whether that job will suit him or not
from the medical point of view.

b) It is for the protection of the other employees so that they are not at risk of any communicable

or other disease which the prospective employee may have.

c) It is for the protection of the employer as well, so that he may avoid selecting a wrong person.

The medical examination will eliminate an applicant whose health is below the standard or one

who is medically unfit.

VI. Joining report by the employee:

When new employees reports for joining, he should be given an appointment letter, his

job description and handbook of the hospital. He should be asked to submit his joining report. A

model appointment letter and joining report form are given.

PLACEMENT

INTRODUCTION:

Placements are a credit bearing part of a degree course and all placements optional. If a

student opts out of a placement or there is no placement available, this means that placement is

not guaranteed.

DEFINITION:

State of being placed or arranged.

IMPORTANCE PLACEMENTS:

The school of service management believes that taking a placement is one of the most

important decisions you can make in your university carrier. Not only will you benefit from

building personal confidence during your placement year but you will also establish contacts in
your chosen sector which may provide invaluable for graduate opportunity.

IMPORTANCE OF SELECTION AND PLACEMENT:

1)  To fairly and without any element of discrimination evaluate job applicants in view of
2) individual differences and capabilities
3)  To employee qualified and competent hands tat can meet the job requirement of the
4) organization
5)  To place job applicants in the best interests of the organization and the individual
6)  To help in human resources man power planning purposes in organization
7)  To reduce recruitment cost that may arise as a result of poor selection & placement
8) exercises.

PLACEMENT TEAM:

placement team consists of a placement coordinator & four academic tutors,

each with specialist knowledge relevant to the degree courses you under the supervision are
studying. These tutors advice and support you throughout your preparation for placement.

PLACEMENT PROSESS

Collect details about the employees

Conrtuct his or her profile

Compare to specific job profiles

Assign the individual to job

SUMMARY

Recruitment is the process of attracting, selecting, and hiring the best candidates for a job
opening.. Effective recruitment considers diversity, inclusion, and compliance with labor laws..
A well-planned recruitment process improves quality of hire, reduces turnover costs, enhances
organizational performance, and boosts employee satisfaction. Key metrics include time-to-hire,
cost-per-hire, and quality-of-hire. By leveraging multiple channels and best practices,
organizations can optimize their recruitment process.

CONCLUSION

Recruitment is a vital process that enables organizations to identify, attract, and hire top
talent to drive business success. By leveraging effective strategies, best practices, and
technology, organizations can streamline their recruitment processes, improve candidate
experiences, and ultimately find the best fit for their teams.
JOURNAL ABSTRACT

Hamza (2021), “Recruitment and Selection: The Relationship between Recruitment and
Selection with Organizational Performance” published by International journal of engineering
business and management.
The recruitment is the main function of HR department and the recruitment process is the
first step towards making the competitive quality and the recruitment strategic advantage for the
association. A quantitative method used to analyze this study, the researchers prepared
questionnaire and distributed at Telecommunication Companies in Erbil-Kurdistan. The
objective of this research paper is to determine the recruitment and selection procedures in
organizations, and finding out the methodologies that are involved in the process. Moreover,
finding out how being qualified and having certificates affects the recruitment process, and how
different criteria such as gender, race, and culture effect on it as well. The survey was conducted
at Telecom Companies. Employees filled the survey. Data was collected and Statistical Package
for Social Sciences (SPSS) version 23 was used as the statistical analysis tool while descriptive
statistics were calculated and used in the interpretation of findings. The population of this study
is approximately 220 employees, The researchers distributed 80 questionnaires, but 69
questionnaires received from participants, however only 60 questionnaires were properly filled
out by the participants, accordingly my sample size was initially a total of (60) surveys, and
%100 was turned back which means 60 surveys. Data for the research paper was collected
through a questionnaire paper distributed to employees working at Telecom Companies. The
researchers found that there is no difference in candidates' race and gender in internal promotion
at Telecommunication Companies in Erbil-Kurdistan, therefore the researchers answered the first
research question, and the second research question which stated that Within our organization,
for second question the researchers found that the majority of participants believed that selection
methods used (application forms, assessment centers, psychometric tests, interviews, CV data,
references, group interviews) are important.
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