ASSIGNMENT ON RECRUITMENT TO

RETENTION PROTOCOLS AND

SYSTEMS APPLICABLE TO JUNIOR &
MIDDLE LEVEL EMPLOYEES

COMPILED BY-
SWATI SINHA
ROLL NO.- 41
BBA-III (2007-10)
Patna women’s college
 RECRUITMENT
Recruitment refers to the process of identifying and attracting job seekers so as to
build a pool of qualified job applicants. In other words, recruitment refers to the
process of finding right candidate for the right kind of job or function. It creates a
common platform between the employers and the prospective employees, so that
both of them evaluate each other and take a decision which is mutually beneficial.

Theoretically, recruitment process is said to end with the receipt of applications, in

practice the activity extends to the screening of applications so as to eliminate
those who are not qualified for the job. It is concerned with the discovery of the
sources of manpower and tapping of these sources so that the potential employees
are properly evaluated and the new employees are placed and inducted to fill up
the vacant position in the organization. The general process of recruitment is to
provide a pool of potentially qualified job candidates.

Therefore, recruitment is the process of finding candidates, reviewing applicant

credentials, screening potential employees, and selecting employees for an
organization. Effective recruitment results in an organization hiring employees
who are skilled, experienced, and fit well with the corporate culture. Recruitment
methods should ensure engaged, competent and productive employees who are
loyal to the organization.

EXTERNAL SOURCES:

 PROFESSIONAL OR TRADE
INTERNAL SOURCES:
ASSOCIATIONS
 ADVERTISEMENTS
 PRESENT EMPLOYEES  EMPLOYMENT EXCHANGE
 EMPLOYEE REFERRALS RECRUITMENT  CAMPUS RECRUITMENT
 FORMER EMPLOYEES  WALK-INS & WRITE-INS
 PREVIOUS APPLICANTS  CONSULTANTS
 CONTRACTORS
 DISPLACED PERSONS
 RADIO & TELEVISIONS
 ACQUISITIONS & MERGERS
 E-RECRUITING
EMPLOYEES’ RETENTION
The term retention refers to the act of retaining, or the state of being retained.
Retaining the employees, especially the high performance employees, can be
challenging in this fast-paced employment world. Employee Retention involves
taking measures to encourage employees to remain in the organization for the
maximum period of time. Corporate is facing a lot of problems in employee
retention these days. Hiring knowledgeable people for the job is essential for an
employer, but retention is even more important criteria than hiring. There is no
dearth of opportunities for a talented person and there are many organizations
which are looking for such employees. If a person is not satisfied by the job he is
doing, he may switch over to some other more suitable job. In today’s cut-throat
environment, it becomes very important for organizations to retain their
employees.

In the present scenario, world is turning into a global village and the whole
globe is reachable from any destination. In this small world even companies are
reachable to the people and vice versa. And so their jobs are also easily accessible
for everyone. In this situation, the biggest challenge for a company is to retain its
workforce intact especially the Knowledge Banks.

EMPLOYEE REWARD PROGRAM

CAREER DEVELOPMENT PROGRAM
PERFORMANCE BASED BONUS
EMPLOYEE REFERRAL PLAN
TOOLS FOR LOYALTY BONUS
EMPLOYEE EMPLOYEE RECREATION
RETENTION GIFT AT SOME OCCASSIONS
ACCOUNTABILITY
MAKING THE MANAGERS EFFECTIVE
& EASILY ACCESSIBLE
SURVEYS
 RECRUITMENT TO RETENTION
PROTOCOLS & STRATEGIES
APPLICABLE TO JUNIOR AND MIDDLE-
LEVEL EMPLOYEES
A focus on recruitment and retention of staff is essential for today’s privately held
businesses. They are aware that competitiveness is devised from talent and it
follows that recruitment and retention are not just human resource issues but an
important part of business strategy. Human capital management now sits alongside
business strategy so organizations can be certain they have the right people, in the
right place at the right time.

Retaining talented employees begins in the recruitment phase itself. Spending time
on hiring the best candidate will benefit a company over the long-term. It starts
with selling the right story to the candidates. They need to have a clear idea about
the company, with no surprises. Companies should pay attention to the driving
factors of each employee, which could be opportunities to progress in the
company, being provided with training, or receiving appraisals on a regular basis.

RECRUITMENT PROTOCOLS & STRATEGIES

Recruitment is of the most crucial roles of the human resource professionals. The
level of performance of an organization depends on the effectiveness of its
recruitment function. Organizations have developed and follow recruitment
strategies to hire the best talent for their organization and to utilize their resources
optimally. A good and proper recruitment of junior and middle level employees is
as important as of the top level executives. A successful recruitment
strategy should be well planned and practical to attract more and good talent to
apply in the organization.

The recruitment process can be effective only if the organization completely

understands the requirements of the type of candidates that are required and will be
beneficial for the organization.
The most common and effective recruitment strategies include the following:-

 Identifying and prioritizing jobs.

 Obtain referrals from current employees.
 Participate in online social networking at sites such as LinkedIn, Twitter, and
Facebook.
 Tap into the online and off-line social networks of current employees.
 Offer an effective, informational, exciting corporate recruiting website.
 Participate in in-person networking at community and professional events.
 Attend and exhibit at job and career fairs at colleges and universities and
community and organization-sponsored events.
 Post job openings on job boards.
 Advertise job openings in newspapers and their associated websites.
 Sponsor scholarships, activities, class projects and events at local colleges
and universities.
 Contract for the services of a recruitment firm or headhunter.

RETENTION PROTOCOLS & STRATEGIES

Hiring good employees isn't enough in today's competitive labor market. Managers
and organizations have to focus on strategies for keeping their best employees
(especially the middle and junior level employees) on the job.

The basic protocols which should be kept in mind in the employee

retention strategies are:
 Empower the employees by giving some authority to them.
 Make employees realize that they are the most valuable asset of the
organization.
 Have faith in them, trust them and respect them.
 Provide them information and knowledge.
 Keep providing them feedback on their performance.
 Keep their morale high.
 Create an environment where the employees want to work and have fun.
 Appreciating and recognizing a well done job or their achievement.
  Personalized well done and thank-you cards from supervisors,
congratulations e-cards or cards sent to spouses/families, voicemails or
messages from top management, periodic days off for good performance,
rewards ( gift, special bonus, certificates, monetary and non monetary
rewards).
 Recognizing professional as well as personal significant events such as
wedding gifts, anniversary gifts, new born baby gifts, scholarships for
employee’s children, get-well cards/flowers, birthday cards, celebrations and
gifts, etc.
 Providing benefits like home insurance plans, legal insurance, travel
insurance, disability programs, medical care reimbursement, etc.
 Providing perks: It includes coupons, discounts, rebates, extended leaves of
absence, etc.
 Providing workplace conveniences: On-site ATM, on-site facilities for
which cost is paid by employees, laundry facility for bachelors,
gymnasiums, shipping services.
 Financial planning assistance.
 Employee support in tough time or personal crisis.
 Providing training and development and personal growth opportunities.

THREE LEVELS OF RETENTION STRATEGIES

LOW LEVEL MIDDLE LEVEL HIGH LEVEL

 APPRECIATING AND  APPRECIATING AND  PROMOTING WORK/ LIFE
RECOGNIZING A WELL DONE RECOGNIZING A WELL DONE EFFECTIVENESS
JOB JOB  UNDERSTAND EMPLOYEE
 RECOGNIZING PROFESSIONAL  BENEFIT PROGRAMS FOR NEEDS
AS WELL AS PERSONAL FAMILY SUPPORT  ENCOURAGING
SIGNIFICANT EVENTS  PROVIDING CONVINIENCES AT PROFESSIONAL TRAINING &
 PROVIDING BENEFITS WORKPLACES DEVELOPMENT AND
 PROVIDING PERKS  PROVIDING TRAINING & PERSONAL GROWTH
 PROVIDING WORKPLACE DEVELOPMENT AND OPPORTUNITIES
CONVINIENCES PERSONAL GROWTH  PROVIDE AN ENVIRONMENT
 FUN AT WORK OPPORTUNITIES OF TRUST
  EMPLOYEE SUPPORT IN
OCCASSIONAL STRESS
TOUGH TIME & PERSONAL
 HIRE THE RIGHT PEOPLE
RELIEVERS FROM THE BEGINNING
CRISIS
 IBM– Talent Strategy
RECRUITMENT AND RETENTION: THE
QUEST FOR THE RIGHT TALENT

Hiring good employees isn't enough in today's competitive labor market. Managers
and organizations have to focus on strategies for keeping their best employees on
the job. IBM is an example of a global company which boasts of its diversity
policies and has rolled this out along with employee feedback and diversity
programs to ensure that it lives up to its values. The corporation focuses on its
ability to attract and retain talent where the ultimate goal is to localize leadership.

IBM now operates in 170 countries, with about 30% of its employees in Asia
Pacific, and it anticipates that its future growth markets will be in Brazil, China,
India and Russia. For nearly a century, businesses, institutions and individuals
have sought a relationship with IBM because of this company’s unique ability to
conceptualize opportunities, to analyze developments and to re-imagine how the
world could work. For nearly a century, literally millions of women and men have
been drawn here to be part of an enterprise that above all grounded itself in lasting
values, and that valued, above all, the capacity of its people to think.

VISION
In 1953, IBM singed its first equal opportunities policy. Equal Opportunity at IBM
has been an evolutionary journey that underscores the company’s commitment to
an inclusive work environment where people’s ideas and contributions are
welcome - regardless of where you are from, what you look like or what personal
beliefs you hold. And in today’s global marketplace, workforce diversity is the
bridge between the workplace and the marketplace. Because of this rich heritage,
IBM is a company where inclusiveness remains a way of life, and individuality is
respected and rewarded, and customers do business with people who look like they
do. Today’s IBM diversity programs are an outgrowth of that heritage, which have
redefined the workplace around the world, making IBM one of the foremost
leaders for diversity policies and programs. IBM welcomes all talent. IBM is
focused on recruiting the person with the best skills for each role without regard to
race, color, religion, genetics, gender identity or expression, sexual orientation,
national origin, disability or age.
 RECRUITMENT & PIPELINE,
RETENTION & CAPABILITY
It is IBM's goal, through the development of best practice in recruitment,
accommodation, training and development, to enable people with a disability to
have an equal opportunity to participate in and benefit from employment with
IBM. As a part of its commitment to the employment of people with a disability,
they have a proactive and holistic approach to employment. The strategy includes
all aspects surrounding employment that aim to create a culture of inclusion. This
strategy includes growing the pipeline and recruiting people with a disability;
ensuring retention of people with a disability; building IBM's internal capability
and awareness, and partnering with the community.

RECRUITMENT & PIPELINE

 The IBM recruitment centre works with Disability Works Australia to tap
into the national disability candidate pool.
 IBM works with and communicates its diversity focuses to universities for
proactive hiring of graduates with a disability.
 IBM works with, and communicates its diversity focus to its Panel
Recruitment Supplier agencies for professional hires.
 IBM uses recruitment agencies to bring in employees from all over Europe
to work in the technical support centers.
 IBM Recruitment Specialists and Hiring Managers are provided training to
assist in the proactive hiring of people with a disability.
 General disability awareness training is provided to IBM's support functions
in the business, such as the wider Human Resource community, Real Estate,
Procurement and Diversity Contact Officers.
 General Awareness Training is also offered to the general employee and
manager population.
 To build and encourage the pipeline of candidates, IBM participates in an
external national wide mentoring program for tertiary students with a
disability.
RETENTION & CAPABILITY
 IBM's Real Estate team has a strategy plan in place to ensure all IBM offices
are accessible to employees (junior and middle level employees as well as
clients and the general public). The plan includes conducting building access
audits to adhere to the Disability Discrimination Act, and prioritization of
the continual improvement of access at IBM's buildings.
 To ensure there are no systemic barriers, IBM's technical infrastructure,
products and applications must also be accessible to people with a disability.
 Regular employees and contractors are encouraged to enhance their skills
and as well as on-the-job training, general classroom training is provided
and encouraged.
 IBM actively supports its People with a Disability Employee Networking
Group who provide feedback to IBM. The Group also has executive support
where IBM's CEO is the official Executive Sponsor of the Group.
 IBM ensures that a representation of employees is included in high-potential
succession planning strategies.
 There is also continual development of accessible products and services,
such as Video Remote Interpreting and Live Remote Captioning services.
 Education & Training is also provided to employees in Australian Sign
Language, Auslan.
CONCLUSION
Key indicators of successful recruitment and retention are found in the attrition
rates, employee feedback and diversity of the IBM population. Attrition levels
vary considerably between the different job types. As noted above call centers
attrition is generally higher than in the professional levels, management or
executive levels within IBM, although below the industry standard.

As important also are the result of the employee surveys – feedback is analyzed
and action plans developed to close gaps, educate the workforce or create new
employee programs. And there are measurements to check on the diversity
profile within the company in order to support the objective of reaching all
customers, markets and accessing talents.

Other indicators of success are career moves - for example moves between
specialties based on ability, skills and experience. Having the opportunity to
move around and gain new skills and business knowledge is a powerful
retainer.