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Human resource management in an organization will not bepossible if they cannot select a suitable person to work in the organization.The problem of retention begins with recruitment.. Ac

CHAPTER I INTRODUCTION

Human resources play an important role in the process of economicgrowth and are the lifeblood of an organization Today, in every organizationpersonnel planning as an activity is necessary It is an important part of anorganization and is a vital ingredient for the success of the organization in thelong run There are certain ways that are to be followed by every organization,which ensures that it has right number and kind of people, at the right placeand right time, so that organization can achieve its planned objective

For every organization, it is important to have the right person for theright job In having shortage of skills and the use of new technology areputting considerable pressure on how employers recruit a good staff,recruitment will play a vital role The effective recruitment and selection ofemployees is the fundamental human resource management activity that (if it

is well managed) can have a significant impact on organizationalperformance as well as lead to a more positive organizational image (Pilbeamand Corbridge, 2006)

Recruitment is one of the most important roles of the human resourceprofessionals The performance quality of an organization depends on theeffectiveness of its recruitment function Organizations have to develop andfollow recruitment strategies to hire the best talent for their organization andutilize their resources optimally A successful recruitment strategy should bewell planned and implemented as well to attract more and more talentedindividuals in the organization

“Right person for the right job” is the basic principle of recruitment andselection Every organization has to give attention to the selection of itsmanpower, especially the high-quality manpower The operative manpower isimportant and essential for the orderly operation of the organizations Everyorganization needs manpower for carrying different activities smoothly andefficiently, hence, recruitment and selection of suitable candidates isessential Human resource management in an organization will not bepossible if they cannot select a suitable person to work in the organization.

The problem of retention begins with recruitment In most of theorganizations, the recruitment function operates independently of the retentiondepartment Indeed, the human resource has a direct relationship betweenthem and the increase of the number of employees Therefore, everyorganization’s hiring process affects the quality of employee and instrumental

in devising suitable strategies

In recruitment, human resource department comes across a widerange of people who are different in terms of their mind, their attitudes, beliefs,and all other factors It becomes difficult to judge what motivates whom.Incentives may motivate a certain person, but may be equally unimportant toothers The money, it has been observed is the prime motivator in most of thecases but only to a certain extent and may fail afterwards The talentedmanagers do not deal with all this They do not have strategies are almosthaving a universal appeal or in other words, they have not designed programsthat motivate all

Recruitment is the input of the human resources management process

and it affects the quality of human resources in organizations However, afterrecruiting, retaining the employees is difficult Organizational problems such

as training time and investment, losing knowledge and looking for thecandidates, and failing to retain a key employee, are all costly Variousassessments suggest that losing a middle manager costs an organization up

to 100 percent of his salary The loss of a senior executive is even morecostly A recent study shows that 85% of human resource executives said thatthe greatest challenge in managing the workforce is their organization has theinability to recruit and retain good employees and managers (Greg Smith,2008) Employers tend to face major challenges when they are aware of theincreasing difficulty of finding skilled people, a younger workforce withdifferent attitudes about work, and a growing population of older workersheading toward retirement Therefore, employee retention, especially the keyemployees, is an important challenge in organizations today

Background of the Study

In Vietnam, the globalization and the integration process recently havecreated an increase in different types of businesses and the job market hasbeen established quickly The movement of human resources betweendifferent organizations has an impact in the job market and it may lead to

“brain drain” problem as their competent employees leave

This is not only happening in Vietnam, but also in the global arena asthe state of the job market has raised the stakes in the war for talent (Crump,2008) Also, an unemployment rate of just 6% makes it easy for your top

performers to find another job if they are unhappy working for you- and hardfor you to replace them In the position of an organization’s leader, there aremany times you have to ask yourself: How to recruit a good employee? Infact, recruiting good employees is very difficult, but retaining them is doublydifficult They're leaving after training or having steady experience makesorganization’s leaders having a headache Many people believe that the onlyemployees’ retention strategy is showing their rights and responsibilities in thelabor contract That is not the only way Performance’s effect, the motivation

to implement contract’s commitment and the determination to fulfill theemployee's duties depends on their working environment In fact, the worldeconomy is at the most exciting stage of globalization Organizations mustcomplete in many aspects, especially human resources More than ever,human resource - a key factor for the success or failure of the organizationsbecomes a scarce and expensive resource In Vietnam, along with theprocess of international integration is the emergence of many corporationsand foreign organizations This makes the labor market boom, while the risk

of lacking human resources is very high because there are manyopportunities for them

An organization can become successful not only by attracting manytalented employees, but also knowing how to put the right people in the rightjobs and have strategies to retain them Thus, attracting talented employees

is always some of the primary goals of the human resources management inall the organizations If the organizations do not know how to retain talentedemployees, they will transfer to the competitors and the organizations have tolook for the new supplementary human resource These will make them to

spend more and consume a lot of their time In the Northern Midlands andMountains of Vietnam, consisting of 15 provinces with a very specialgeographic location and have the significant roles in economic, political,cultural and social and security and defense This region has the highestterrain, the most divided and the most dangerous in Vietnam and the largestterritory of Vietnam The total area of this region is 100.965 km2, accountingfor 28.8% of the total natural area of the country The Northern Midlands andMountains is a sparsely populated area Average population density inmountainous areas is 116persons/km2 This is a region with many ethnicminorities, 30/53 minorities (56.6% of ethnic groups in Vietnam) Economicgrowth of this region is still slow and there is a great disparity in the level ofsocio-economic development between midland and mountainous areas In theregion, there are seven universities, including one regional university - ThaiNguyen university, four universities under the management of the ministries(Quang Ninh University of Industry; Viet Tri University of Industry; Tay BacUniversity; Bac Giang Agriculture and Forestry University) and two localuniversities under the management of the provincial authorities are HungVuong University (Phu Tho province) and Tan Trao University (Tuyen Quangprovince).

Tan Trao University in Tuyen Quang Province was establishedunder Decision No 1404 / QD-TTg dated 14 August 2013 of the PrimeMinister, on the foundation of the Tuyen Quang College of Pedagogy.Currently, the university has 8 faculties and 2 departments directly underthe school, 5 centers, and 11 function rooms Tan Trao University is apublic, multilevel, and multidisciplinary university; a tertiary training,

postgraduate, scientific research, application, and transfers technologycenter in the fields of education, economics, culture, science, andtechnology It plays a pivotal role in the system of professional traininguniversity in Tuyen Quang Province The average scale of the university isabout 6000 students per year The total number of lecturers is 240, whereinthere are 1 associate professor, 22 doctors, 163 masters degree holder,and 54 bachelors degree holder, in which 140 are women and 100 aremen, with 38 main trainers, and 212 trainers.

Hung Vuong University in Phu Tho province, on the other hand, wasestablished in 2003 on the foundation of the Phu Tho College of Pedagogy.The mission of the university is to develop and train quality humanresources for Phu Tho province and other neighboring provinces Its goal is

to become an interdisciplinary and multi-level center for training high-qualityhuman resources It also aimed to be a center for scientific and technologyresearch for the socio-economic development of the province and themountainous region in the north In 2003, Hung Vuong University has atotal of 180 employees, in which there are 136 lecturers, 1 associateprofessor, 2 doctorate degree holder, and 1 fellow and more than 20masters degree holder According to the project of building anddevelopment lecturers of Hung Vuong University from 2005 – 2010, it plans

to train lecturers to obtain a doctorate and master’s degree, with the vision

2030 In 2015, 60% of teachers have a master's degree, and 11% havedoctorate degree The plan in 2020 for the 940 employees is 70% of themwill have a master’s degree, 15% have PhD to ensure that in 2030, 100%

of the lecturers meet the standard qualifications, which is 70% masters, and

30% PhD In 2017, Hung Vuong University has a total of over 590employees, of which there are 374 lecturers, 9 associate professors, 52doctorate degree holder, 213 master’s degree holder, 11 engineers and 89teachers, who are taking PhD and Master’s degree courses.

In the 21st century, education and training in general and tertiaryeducation, in particular, are facing many challenges of the intellectualeconomy, globalization, revolutionary modern science and technology, andharsh competition for high-quality human resources Therefore, tertiaryeducation in Vietnam nowadays plays an important role The ResolutionNo:14/2005/NQ-CP confirms that reform of higher education is the duty ofthe entire people under the leadership of the Party and the State'smanagement The State increases investment in higher education, and topromote socialization, creating favorable conditions in policies fororganizations, individuals and the whole society to participate in thedevelopment of higher education During the last few years, highereducation in Vietnam has been developing in terms of both quantity andtraining scale Since 1997, in order to meet the demands of humanresources for the localities, the education system in Vietnam hasestablished the universities under the management of the provincialauthorities, besides the national universities, regional universities, and theuniversities under the management of the ministries In the process offormation and development, besides the advantages, provincial universitiesare facing many challenges, especially in high-quality employee recruitmentand retention

The provincial universities' goal is to become the center for traininghigh-quality human resources and also be the center for scientific researchand technology for the socio-economic development of the provinces and themountainous region in the north To strengthen and supplement the staff, theprovincial universities became interested in proposing many policies to recruitand attract talented employees (such as professors, associate professors,doctorate degree and master’s degree holder; graduates with excellent andgood degree, or employees transfer from other organizations and from thevariety of sources) by improving economy, housing, working conditions, andlearning conditions Like the other mountainous provinces of Vietnam, thenorthern midland and mountainous provinces are still the poor provinces.There are a lot of difficulties in comparison with the big cities and other deltaprovinces in terms of socioeconomic conditions The investment in education

is limited and in general, the living standard of local people is still low Hence,

it is so hard to keep and attract talented individuals from other provinces, aswell as in local places to work permanently

In fact, the universities have created advantage conditions to motivateemployees, both teaching, and non-teaching, for higher educational trainingsuch as master’s and doctorate degrees in Vietnam and abroad Facilitiessuch as house for staff, classrooms were upgraded; lounge and quarters werealso provided with modern equipment and working conditions were improved.However, it seemed that the effort to keep them working in the universities toserve as the stable workforce is not quite effective Now, the provincialuniversities are facing the situation of "brain - drain" More than ten years(from 2003 to 2016), each year Hung Vuong University appoints an average

of 6 - 10 people to take doctorate degree courses and 10 - 15 people to takemaster ‘s degree courses However, most of them want to move to anotherorganization after graduating for various reasons According to an annualsummary report from the Human Resource Department in the last 3 years(since 2014 to 2016), Hung Vuong University has more than 25 people, whotransfers to other organization, in which 7 have doctorate degree, 15 havemaster’s degree and 4 with bachelors degree (in which, in 2014, there were 1with doctorate degree, 4 with master’s degree; in 2015, there were 3 withdoctorate degree, 5 with master’s degree and 1 with bachelor’s degree; and in

2016 there were, 3 with doctorate degree, 6 with master’s degree and 3 withbachelor’s degree)

Another learning institution, Tan Trao University experienced the loss

of 12 employees (3 with doctorate degree and 9 with master’ degrees).According to the statistics from the Human Resource Department of theuniversities and preliminary investigations through direct interviews withemployees, they discovered that the causes of this situation may be theuniversities’ recruitment policies; inability to recruit the right people in the rightjobs and positions, and many employees and lecturers recruited do not haveappropriate specialization Besides that, about 65% of the staff are young(under 35 years old), they are qualified, trained, and have desire andambition, so they want experience more and look for new opportunities Also,

"brain drain" at the provincial universities may be a result of poor workingcondition, lack of appreciation, lack of opportunity for advancement,inadequate compensation, shifts in career and family circumstances

In the light of this, the researcher believed that an assessment andevaluation of recruitment and retention practices at the provincial universities

in the northern midland and mountainous provinces should be made to findout solutions to improve the recruitment and retention practice, as well as toattract and retain talented employees Therefore, the researcher embarked onthis dissertation entitled: “Recruitment and Retention Practices of theProvincial Universities in the Northern Midland and Mountainous Region ofVietnam”

Objectives of the Study

The study intended to analyze and improve the employee recruitmentand retention practices of the provincial universities in the northern midlandand mountainous region of Vietnam Specifically, it focused on the followingobjectives:

1 To determine the profile of the respondents in terms of thefollowing:

1.1 Age

1.2 Sex

1.3 Highest educational attainment

1.4 Length of work experience

2 To determine the recruitment practices of the provincial universities

in terms of the following:

2.1 Job analysis

2.2 Sourcing

5 To determine the retention practices of the provincial universities interms of the following:

5.1 Growth opportunities

5.2 Compensation

5.3 Support

5.4 Relationship

5.5 Culture and work environment

6 To assess the retention practices of the provincial universities asperceived by the group of the respondents

7 To determine if there is a significant difference in the retentionpractices of the provincial universities as assessed by the group ofthe respondents

8 To identify problems encountered by the respondents on thefollowing practices:

8.1 Recruitment

8.2 Retention

9 To propose solutions for recruitment and retention practices of theprovincial universities

Ho1: There is no significant difference in the recruitment practices ofthe provincial universities as assessed by the group of the respondents

Ho2: There is no significant difference in the retention practices of the

provincial universities as assessed by the group of the respondents.

Significance of the Study

This study is important to the provincial universities looking on itshuman resources management practices and to the other agencies of theprovinces

Specifically, results are significant to the following:

Provincial Universities and other Agencies of the Provinces This

will help to give exact consideration, evaluation and direction to the employeerecruitment and retention practices at the provincial universities, in particularand provincial agencies, in general The results of this study can be the basisfor building a strategy on human resource and strategy on recruitment andretention in provincial universities and other provincial agencies This studywill also help the provincial universities to solve problems in staff recruitmentand retention, plan for human resource management, and have a good staffrecruitment and retention strategy Identifying problems and suggestingsolutions to help provincial universities to have a successful strategy for staffrecruitment and retention The study will help the provincial universities andother agencies to have appropriate strategies for employees retention toreduce “brain – drain” to a minimum Besides that, this study will provide a

framework for inter–organizational comparison, particularly in terms of staffrecruitment and retention practices at universities in Vietnam.

Administrators: This study can guide administrators to build strategies

on human resource development and policies on human resource recruitmentand retention Furthermore, this study will be helpful to policy makers atuniversities particularly, in terms of staff acquisition, and the personneldepartment in terms of personnel policies and practices that will retain theircompetent workforce toward achieving the goals of the universities

It will be relevant to administrators to know that application of staffrecruitment and retention practices that are in line with employees’ preferenceserve to keep competent workforce in the employment of organizations Suchstrategies will include humane treatment of staff; informing staff on a regularbasis; explaining why certain actions are taken and the likely results of thoseactions,and implementations of policies This shows management’sconfidence to staff members in their day – to – day activities, organizationalpolicies, and practices that view members of staff as friends and partners inprogress In addition, policies on staff recognition and promotion emphasizehard work, honesty and integrity, rather than undue favoritism of staff arisingfrom sentiment on the part of management staff

It will enable administrators to appreciate the usefulness of theprovision of adequate reward systems for staff performance In addition, it willenable them to realize that reward systems need to be meaningful in terms ofquality, hard work, measurable criteria to achieve and disparity of volume to

be given out to staff as a basis for staff performance

Employees Employees can be more motivated and satisfied with their

jobs, which will lead to job involvement and later will result in anorganizational commitment Staff recruitment and retention practices thatemphasize the need for everyone seeking employment to have access torecruitment information and equal opportunity to compete for the vacantposition could enhance organizational performances at universities inVietnam

Researcher. There are accurate assessments on employeerecruitment and retention in the provincial universities, which provide usefulinformation that may be applied in their work and their study It will also help

to implement the work according to the regulations and enhance the quality ofthe performance, contributing to improve quality of teaching, learning anddoing researches

Future Researchers: This study will help the future researchers to

have a basis about content, research methodology, analysis and evaluation ofthe human resource recruitment and retention practices that will determineexisting problems to examine other aspects of the study

Scope and Limitation of Study

The study was conducted at the two provincial universities in thenorthern midland and mountainous region of Vietnam: Hung VuongUniversity in Phu Tho province and Tan Trao University in Tuyen Quangprovince These are two universities with many common characteristicsbecause they are located in two northern midland and mountainous provinces

(Phu Tho and Tuyen Quang), which have similar economic, political, andsocial characteristics Both of them are under the management of the localauthority and under the management of the Ministry of Education and Training

on the profession

The study specifically focused on the evaluation of the currentemployee recruitment and retention practices of Hung Vuong and Tan TraoUniversity to find the problems encountered and to propose solutions toimprove it The respondents included the regular teaching and non – teachingemployees, who are working in Hung Vuong and Tan Trao University Therespondents of the study were considered in their demographic profile such

as age, sex, educational attainment, and length of workexperience Theexisting employee recruitment and retention practices were evaluated withconsiderations on the following factors, which included Job analysis,Sourcing, Screening, and Selection for recruitment and Growth Opportunities,Compensation, Support, Relationships, Culture and Work Environment forretention

Compensation refers to money given or received as payment or reparation

for a service, loss, or personal injury

Culture refers to the typical way of behaving within an organization or in

society, and the environment in which employees work all of the time

Demographic Profile consist of attributes related to age, sex, educational

attainment, length of work experience and position of the respondents

in this study

Department is the specialized functional area within a university or a division,

that deals with a particular area of study or work

Educational Attainment refers to the highest level of education a person has

reached in elementary, university, college, vocational or postgraduatestudies, and the like

Employee refers to the worker who has to carry out instructions from

managers and to complete his/her own tasks An employee is anindividual who was hired by an employer to do a specific job Theemployee is hired by the employer after an application and interviewprocess results in his or her selection as an employee

Employee Recruitment is the process of finding candidates, reviewing

applicant credentials, screening potential employees, and selectingemployees for a university Effective recruitment results in a universityhiring employees, who are skilled, experienced, and fit the corporateculture Recruitment is the activity that links the employers and the jobseekers

Employee Retention is a systematic effort by employers to encourage valued

employees to remain in the university It involves taking measures toencourage employees to remain in the university for the maximumperiod

Growth opportunities refer to opportunities to be promoted to a higher

position in a hierarchy

Human Resource Management is the function within a university that

focuses on recruitment, management, and providing direction for thepeople who work in the university

Job Analysis is the process of gathering and analyzing information about

the content and the human requirements of jobs, as well as, thecontext in which jobs are performed This process is used to determinethe placement of jobs

Position refers to the status of the managers, staff administrative or lecturer

in the university

Provincial universities are the public universities, which is under the

management of the provincial people’s committees and professionalmanagement of the Ministry of Education and Training

Recruitment is the process of finding and hiring the bestqualified candidate (from within or outside of a university) for

a job opening, in a timely and cost effective manner The recruitmentprocess includes analyzing the requirements of a job,attracting employees to that job, screening and selecting applicants,

hiring, and integrating the new employee to the university.

Relationships describe how managers in groups maintain their position

through a series of tacit exchange agreements with their employees

Retention is the process or maintaining employees of the university terms of

work opportunities, compensation, leader member exchange, and workenvironment

Salary refers to the amount of money paid for the job each month or year.

Salary is a fixed amount of money or compensation paid to anemployee by an employer in return for work performed

Screening is a process in which a prospective employee is investigated to

verify qualifications and confirm that the person would be a safe andappropriate match for the workplace It refers to a testing procedure inorder to identify those with particular characteristics, and ascertain thecharacter and competence of applicants, employees

Selection refers to the process that starts with gathering complete information

about applicants from the use of application form and ends withbringing the candidate into the university Also, it is the process ofinterviewing and evaluating candidates for a specific job and selecting

an individual for employment based on certain criteria

Sourcing refers to the identification and uncovering of candidates (also

known as talent) through proactive recruiting techniques

Support refers to the valuable material and emotional support that employers

provide to employees and make them feel valued to the organization.

Work Environment refers to the social and professional environment of the

university where employees are supposed to interact with a number ofpeople

CHAPTER II REVIEW OF RELATED LITERATURE

This chapter presents the ideas and studies gathered from variousreferences and previous researches, which have importance in this study.This chapter focuses on both the foreign and local literature reviews, as well

as foreign and local studies

Overview of Provincial Universities

The local university was officially established and recognized as anindispensable part of the university system in Vietnam with the establishment

of Hong Duc University in Thanh Hoa Province (1997) However, until nowthere has been no formal definition of this type of school Based on their roles,functions, and duties, provincial universities are the universities that mainlyserve the economic and social development of the locality Based on learner’scriteria, provincial universities have students who are mostly local According

to the host institution, the provincial universities are the universities under themanagement of the provincial authority

According to Dr Vu Ngoc Hai (2008), the provincial universities are themultidisciplinary, multi-level educational and research organization Itparticipates in on-site human resources training, and creates favorableconditions for local children, especially the poor to gain access to highereducation Moreover, Dr Dang Ba Lam (2008) stated that provincialuniversities are provincial and local public universities that aims to servehuman resource needs and meet the requirements of local socio-economicdevelopment Thus, it can be defined that the provincial universities are public

universities established based on the suggestion of the locality Localityinvests in constructing and supplying the budgets, and under themanagement of the local authority and under the management of the Ministry

of Education and Training on the profession It is a level, disciplinary educational institution, training mainly according to applied -occupational oriented, in order to meet on-site human resource needs,serving the socio-economic development of the locality and neighborhood

multi-The starting point of provincial universities is established on the basis

of the merger or upgrading of a number of professional institutions managed

by the local government or on the base of a university's campus Therefore,the most basic characteristic of provincial universities compared to othertraditional universities is that in "Local characteristics"

Aside from this, they possess some basic characteristics The localitiessetup the establishment scheme, direct management, and supply operationalfunding State management of education and training for provincialuniversities is equal to the same level Ministry of Education and Trainingmanage on those concerning legal matters (appraising and approving thescheme of open sector code, a new sector, and enrollment criteria) Authoritymanages on State administration (organization structure; human resource,payroll, and budget) The primary goal of provincial universities is to provideopportunities for local people to study, and to train human resources to servefor socio-economic development of local and neighboring provinces

More so, performing the functions of training, research, and technologytransfer as other traditional universities, the prominent function of the

provincial universities is to serve the community It is not only a function, butalso a mission, a goal, a motivation for the development of it Provincialuniversities’ students are mostly local people The provincial universities’advantages are low tuition fees, diversify training programs, and flexible forms

of training

Organizational Structure

The organizational structure of the provincial universities is inaccordance with local universities Decision No 153/2003/TTg-CP, dated30/7/2003of Prime Minister of Vietnam that include: Organization of theCommunist Party of Vietnam; School Board; The Leaders of university(Rector, Vice Rectors); Training and Science Council, Advisory Councils(Emulation Council, Science and Technology Council, InternationalCooperation, and Technology Transfer); Faculties, Institutions of theUniversity; Departments, Units of the Faculties and Institutions; FunctionalDepartment (Administrative Department, Training Department, and HumanResource Department); mass and social organizations (Union, CommunistYouth Union of Ho Chi Minh, Women Union, and Student Union); Scientificand technological organizations; organization for training and production,business, and service organizations

Figure 1 Diagram of Organizational Structure

Mission of Provincial Universities

The missions of the provincial universities are training human resourcewith qualities politics, ethics, serving consciously for the local community Thestudents will be equipped with the knowledge, skills and professionalcapability in the implementation of different levels, with conscious discipline,and industrial style It will also help the students after graduation to find a job

or continue to improve their profession to meet the requirements of social development, that will contribute to the construction of Vietnam as a

economic-strong country with rich people.

Role of the Provincial Universities

The role of the local universities is manifested through the missionstatements, objectives, functions, tasks of the school Local universities arethe most important entity to realize ideology of popularization educationbecause this is the type of training institution that interferes with the

Training units

School Board

Training and Science

Council, Advisory Council

Administration The mass and social

organizations

Administrative unit

Class of studentsOrganization of the

Communist Party of Vietnam

professional education system Most of the provincial universities are level, multidisciplinary, implementing short-term, long-term training programsand inter-related programs.

multi-The establishment and development of a local school is one of thesolutions to decentralize the tertiary education in Vietnam It addresses theproblems of scale - quality; Training - use; School capacity - social needs;Knowledge – skills; Autonomy; and Social responsibility Provincialuniversities are the culture-social centers of the locals that opened theopportunity to offer higher education for everyone It is also an important tool

in the educational popularization process Moreover, the university is alwaysassociated with the socio-economic development of the locality by trainingand updating careers according to the general needs of the society and localcharacteristics; by training human resources to meet the requirements of localeconomic-social development and the labor market in various levels includingprimary, secondary, colleges, and universities Finally, they aid inscientificresearch and technology transfer with the tasks of: research and development

of science and technology; application of advanced science and technology;training and supplying the technological solutions, facilities, new products toserve the local eco- social development

Human Resource Management

Human resource management (HRM) is the strategic and coherentapproach to the management of an organization's most valued assets - thepeople working there whom individually and collectively contribute to theachievement of the objectives of the business The terms "human resource

management" and "human resources" (HR) have largely replaced the term

"personnel management" as a description of the processes involved inmanaging people in organizations In a simple sense, HRM means employingpeople, developing their capacities, utilizing, maintaining, and compensatingtheir services suitable for the job and organizational requirement

Practitioners in the field see Human Resource Management (HRM) as

a more innovative view of workplace management than the traditionalapproach Its techniques force the managers of an organization to representtheir goals with specificity so that they can be understood and undertaken bythe workforce and to provide the needed resources for them to perform theirassignments in successfully As such, HRM techniques, when properlypracticed, are expressive of the goals and operating practices of theorganization overall HRM is also seen by many to have a key role in reducingthe risk within organizations

Humans are an organization's greatest assets; without them, everydaybusiness functions such as managing cash flow, making businesstransactions, communicating through all forms of media, and dealing withcustomers could not be completed Humans and their potential drive anorganization Today, organizations are changing continuously Theorganizational change not only affects the business, but also its employees Inorder to maximize organizational effectiveness, human potential—individuals'capabilities, time, and talents - must be managed Human resourcemanagement works to ensure that employees are able to meet theorganization's goals It is the art and science of acquiring, motivating,

maintaining and developing people in their jobs in the light of their personal,professional and technical knowledge, skills, potentialities, needs and valuesand in synchronization with the achievements of individual, organization andsociety’s goals The process implies the five functions of management, whichare planning, organizing, staffing, directing, and controlling Human resourcemanagement deals only with people so that they can manage the resourceswithin their domain of responsibility effectively.

Synonyms such as personnel management are often used in arestricted sense to describe activities that are necessary for the recruiting of aworkforce, providing its members with payroll and benefits, and administratingtheir work-life needs Therefore, Torrington and Hall (2008) define Humanresource management as being a series of activities which: enable workingpeople and their employing organizations to agree about the objectives andnature of their working relationship ; and ensure that the agreement isfulfilled"

Human resource management is specifically charged with programsthat concerned people – the employees Moreover, it is the functionperformed in organizations that facilitate the most effective use of people(employees) to achieve organizational individual goals Furthermore, it is themanagement function through which manager’s recruit, select, train, anddevelops organizational members (Stoner, 2002)

The contributions of human resource management to organizationaleffectiveness include: helping the organization reach its goals, employing theskills and abilities of the workforce efficiently, providing the organization with

well-trained and well-motivated employees and increasing to the fullest theemployee’s job satisfaction and self – actualization.

Human resource management and every other function must worktogether to achieve the level of organizational effectiveness required tocompete locally and internationally The function of acquisition or procurement

of human resource includes five aspects: Human resource planning,recruitment, screening, selection, and placement It aims to ensure that theorganization has the right quantity and quality of people at the right places atthe right time

Recruitment is one of the most visible roles undertaken by humanresource department in organizations It can be considered as part of a trio,

“recruit, reward, and retain” Also, recruitment is a process of generating a

“poll” of candidates by reaching the “right” audience suitable to fill thevacancy Selection involves “picking” the most suitable candidates from the

“pool”, who are willing to fill the vacancy

More so, recruitment is one of the fundamental roles of the humanresource management This is because this function ensures that theorganization under consideration selects the most skillful and competentperson from a sea of applicants at that time This function involves evaluation

of ability and competency of potential employees in relation to what theorganization needs This role falls under the staffing role of management Ifthis function is well performed, the organization will increase valueconsequently being on the right pathway to achieve its organizational anddepartmental goals and objectives

Definition

Recruitment is the process of finding candidates, reviewing applicantcredentials, screening potential employees, and selecting employees for anorganization Effective recruitment results in an organization are hiringemployees who are skilled, experienced, and good fits with your corporateculture It can also estimate the available vacancies and to make suitablearrangements for their selection and appointment

More so, it is the process of finding and attracting capable applicantsfor the employment The process begins when new recruits are sought andends when their applicants are submitted The result is a pool of applicantsfrom which new employees are selected In this, the available vacancies aregiven wide publicity and suitable candidates are encouraged to submitapplications to have a pool of eligible candidates for scientific selection

In recruitment, information is collected from interested candidates Forthis different source such as newspaper advertisement, employment

exchanges, internal promotion, etc are used Then, a pool of eligible andinterested candidates is created for a selection of most suitable candidates.Recruitment represents the first contact that an organization makes withpotential employees

According to Parry & Wilson (2009) recruitment includes thosepractices and activities carried out by the organization with the primarypurpose of identifying and attracting potential employees Costello (2006) alsodefined recruitment as the set of activities and processes used to legallyobtain a sufficient number of qualified people at the right place and time sothat the people and the organization can select each other in their own bestshort and long term interests In support of this, Raymond J Stone (2008) inthe sixth edition of his book Human Resource Management definesrecruitment as the process of seeking and attracting a pool of applicants fromwhich qualified candidates for job vacancies within an organization can beselected

Other definitions of recruitment are: It is the process to find the sources

of manpower to meet the requirement of staffing schedule and to employeffective measures for attracting that manpower in adequate numbers tofacilitate effective selection of an efficient working force.; Recruitment ofcandidates is the function preceding the selection, which helps create a group

of prospective employees for the organization so that the management canselect the right candidate for the right job from this group.; Recruitment is acontinuous process, whereby the organization attempts to develop a group ofqualified applicants for the human resources needs in the future, even though

specific vacancies do not exist ; it is the process of identifying and hiring thebest-qualified candidate (from within or outside of an organization) for a jobvacancy, in a most timely and cost effective manner.; and Recruitmentinvolves the utilization of organizational practices to influence the number andtypes of individuals, who are willing to apply for job vacancies” (Rynes, 1991;Rynes & Cable, 2003).

Consequentially, recruitment can focus on the internal labor market(i.e., pursuing staff already employed by the organization) or the externallabor market (i.e., pursuing applicants from outside the organization) Internalcandidates can be recruited through internal job postings, word-of-mouth, orinternship programs Effective recruitment processes are vital in ensuring that

an organization has the people it needs to implement its strategy and meet itsobjectives The time and effort invested in planning the process of recruitmentcarefully can help get the right person for the job, reduce labor turnover andenhance competitive advantage

Three type’s of recruitment needs are: Planned: means the needs arising from changes in organization and retirement policy; Anticipated:

Anticipated needs are those movements in personnel, which an organizationcan predict by studying trends in the internal and external environment; and

Unexpected: Resignation, deaths, accidents, illness give rise to unexpected

needs

Purpose and Importance of Recruitment

Recruitment process of any organization is normally targeted towardsattracting more talent towards their job application The process is oriented in

such a way to encourage a maximum number of people to apply for the job.The job description is advertised to get the cream of the crop and the besttalent available This talent pool is then scrutinized to select one who fits bestfor the job The recruitment process at any point of time is based on thepresent and the future requirements of an organization The Human Resourcedepartment analyses the human resource requirements available in anorganization from time to time and recruits the best candidate for the job It isalso possible at times that the recruitment might happen internally in theorganization from other departments or from the available talent pool In thisprocess, the employers are linked with the employees and the employer hasthe ability to choose one he thinks fits as per his present or future projectneeds Most of the times, project managers and leaders prefer to accompanythe human resource department for recruitment processes so as to ensurethat the candidate has the right technical potential and attitude to meet theorganizational requirements.

Recruitment can be done in many ways namely referral, internal,external, etc Whatever the type of recruitment is, it always aims to solve thesame purpose The role of recruitment in organizational growth plays a criticalpart and is hence necessary to understand its importance and need Whenrecruitment happens, it provides access for an organization to avail a pool oftalent at a single place in a single time With a high number of candidates, theorganization is provided ample skills to choose the best one for present orfuture use In addition, companies can target upon potential candidates andrecruit them for future projects rather than striving to find the right one at thelast minute In addition, a well-planned recruitment process helps an

organization to filter out the candidates who do not pass their criterion andhence, concentrate more on the eligible candidates As the count of peoplewho attend recruitment drives are more, the eligible candidates would stillpose a good number in spite of the eliminations Also, a huge group willassess candidates with a variety of skill set and thus the need to recruitmultiple skills gets resolved in the same arena Recruitment process helpseliminate the fear of employees leaving the organization in between projects

as it helps recruit resources as a backup for key positions Thus, theprobability of distress when an employee leaves an organization is largelyreduced due to the process The process also ensures diversity in selection tomeet all legal and social type of obligations posed by the organization

Recruitment Process

The recruitment is one of the major functions of the human resourcedepartment and recruitment process because it is the first step towardscreating the competitive strength and the strategic advantage for theorganizations Recruitment process involves a systematic procedure fromsourcing the candidates to arranging and conducting the interviews A generalrecruitment process is as follows: Job analysis; Sourcing; Screening andSelection

Job analysis

The proper start to a recruitment effort is to accomplish a job analysis,

to record the actual or intended requirement of the job to be performed Thisinformation is captured in a job description Often an organization will have jobdescriptions that represent a historical collection of tasks performed in the

past These job descriptions need to be reviewed or updated prior to arecruitment effort to reflect nowadays requirements Starting recruitment with

an accurate job analysis and job description ensures the recruitment effortstarts on a proper orient for success

Job analysis is the process of understanding a job and presenting thisinformation in a format, which will help the other people enable to understandthe job Job analysis normally contains the following stages:

Gather information about the content and context of jobs and therelationships between them This information may be gathered by interviewingthe managers or job holders, from existing job descriptions, from statistical orfinancial data, organization charts, etc

Analyze and organize job information The skill of job analysis is aboutreally understanding the job in order to break it down into its key components

Present the information in a concise and systematic manner This isnormally in the form of an individual job description, generic role profile or jobfamily descriptor However, other ways of presenting job information areannotated organization charts, generic job matrices, and so on

Sourcing

Sourcing is the process of finding resumes within the recruitmentprocess Recruiters, both third party and corporate, need to find qualifiedcandidates for their open job orders, often times with unique or rich workexperience Sourcing refers to the initial part of recruiting (actually finding thecandidates through a variety of methods)

Sourcing involves: 1) advertising, a common part of the recruitingprocess, often encompassing multiple media, such as the Internet, generalnewspapers, job ad newspapers, professional publications, windowadvertisements, job centers, and campus graduate recruitment programs; and2) recruiting research, which is the proactive identification of relevant talentwho may not respond to job postings and other recruitment advertisingmethods done This initial research for so-called passive prospects, alsocalled name-generation, results in a list of prospects who then will becontacted to solicit interest, obtain a resume/CV, and be screened.

Every organization has option of choosing the candidates for itsrecruitment processes from two kinds of sources: internal source and externalsource The sources within an organization itself to fill a position are known asthe internal sources of recruitment (like transfer of employees from onedepartment to other, promotions) Recruitment candidates from all the othersources (like outsourcing agencies etc.) are known as the external sources ofrecruitment

SOURCES OF RECRUITMENT

Figure 2: Sources of Recruitment

(Source: 179/G7CRTechHumanResource/Recruitment-%E2%80%93-Types-Sources)

https://www.quora.com/profile/Neha-Singh-Internal sources of recruitment

Internal sourcing is the practice of advertising a new or recentlyvacated position within a business to existing employees More businesseshave come to use internal sourcing as a method to recruit employees upward

or laterally within the organization because little or no training is needed, andexpenses that include advertising for a new employee and runningbackground checks are spared It also fosters loyalty and parity among teammembers The internal sources of recruitment are:

Transfer: Transfer means changes in the place of employment withoutany change in the position, status, salary, and responsibility of the employee.Vacancy can be filled by transferring suitable candidates within anorganization The employees are transferred from one department to another

based on their efficiency and experience.

Promotion: Promotion means to give a higher position, status, salaryand responsibility to the employee The vacancy can be filled by promoting asuitable candidate within an organization The employees are promoted fromone department to another with more benefits and higher responsibility based

on efficiency and experience

Others: Others are upgrading and demotion of present employeesaccording to their performance Retired and Retrenched employees may also

be recruited once again in case of shortage of qualified personnel or increase

in the volume of work Recruit such people will save time and costs of theorganizations because these people knowabout the organizational culture andthe policies and procedures

External sources of recruitment

External sourcing is a method of recruitment that conducts anemployee candidate search through external recruitment tools, such as jobboards, newspaper advertisements, and trade publication announcements.This method favors bringing in job candidates that may or may not have directexperience in your small business' line of work; a candidate within a satellitefield may offer a fresh, out-of-the-box perspective to the organization Externalsourcing is also used when the open position is not able to be filled by acurrent employee because of the technicality or specialty of the position.Small business recommends that you know exactly what type of job candidateyou are looking for before advertising the position and accepting resumes.The external sources of recruitment are: Press advertisements:

Advertisements of the vacancy in newspapers and journals and mass mediaare widely used sources of recruitment The main advantage of this method isthat it has a wide reach; Educational institutes: various institutes, engineeringcolleges, medical colleges etc are good sources of recruiting well-qualifiedexecutives, engineers, medical staff etc They provide facilities for campusinterviews and placements These sources were known as CampusRecruitment; Placement agencies: Several private consultancy firms performrecruitment functions on behalf of client companies by charging a fee Theseagencies are particularly suitable for recruitment of executives and specialists.

It is also known as RPO (Recruitment Process Outsourcing); Employmentexchanges: Government establishes public employment exchangesthroughout the country These exchanges provide job information to jobseekers and help employers identify suitable candidates; Labor contractors:Manual workers can be recruited through contractors who maintain closecontacts with the sources of such workers This source is used to recruit laborfor construction jobs; Unsolicited applicants: Many job seekers visit the office

of well-known organizations on their own Such callers are considered anuisance to the daily work of the organization However, it can help to createthe talent pool or the database of the probable candidates for theorganization; Employee referrals/ recommendations: Many organizations havestructured system where the current employees of the organization can refertheir friends and relatives for some position in their organization In addition,the office bearers of trade unions are often aware of the suitability ofcandidates Management can inquire about these leaders for suitable jobs Insome organizations, these are formal agreements to give priority in

recruitment to the candidates recommended by the trade union; andRecruitment at factory gate: Unskilled workers may be recruited at the factorygate these may be employed whenever a permanent worker is absent.

Screening and Selection

Screening is the second step in the recruitment process Recruitersand employment specialists implement preliminary screening throughtelephone interviews to verify work history, basic qualifications and skills.Telephone interview is the first point at which an employer expresses itsinterest in a candidate The telephone interview also is the first chance for anemployer's representative to make a good impression on prospectiveemployees Therefore, employers who want to improve their businessreputation use preliminary screening opportunities to suggest that they thebest choice for applicants and the organizations are excited about beingconsidered for employment

Suitability for a job is typically assessed by the way looking for skills,e.g communication, typing, and computer skills Qualifications may be shownthrough documents, resume, job applications, interviews, educational orprofessional experience, the statement of references, or in-house testing,such as for software knowledge, typing skills, numeracy, and knowledgeability, through psychological tests or employment testing Other screeningcriteria may include the length of service, job titles and length of time at a job

In some countries, employers are legally required to provide equal opportunity

in hiring Business management software is used by many recruitmentagencies to automate the testing process Many recruiters and agencies are

using an applicant tracking system to accomplish many filtering tasks, alongwith software tools for psychometric testing.

Screening of applicants can be regarded as an integral part of therecruitment process, though many view it as the first step in the selectionprocess Even the definition on recruitment excludes screening from its scope.However, we have included screening in recruitment for valid reasons Theselection process will begin after the applications have been carefullyconsidered and short-listed The hiring of professors in a university is a typicalsituation Application received in response to advertisements is screened andonly eligible applicants are called for an interview A selection committeeincludes the vice-chancellor, registrar, and subject experts conduct theinterview Here, the recruitment process extends up to screening theapplications The selection process initiates only later

The purpose of screening is to remove the applicants who areunqualified for the job from the recruitment process, at an early stage.Effective screening can save a lot of time and money Care must beexercised, however, to assure that the best potentially employees are notrejected without justification In screening, clear job specifications arevaluable It is both good practice and a legal necessity that qualification of theapplicant is judged, because of their knowledge, skills, abilities, and interestrequired to do the job

The techniques used to screen applicants vary depending on thecandidate sources and recruiting methods Interview and application blanksmay be used to screen Campus recruiters and agency representatives use

interviews and resumes Reference checks are also useful in screening.

Selection is the next process that comes into action immediately after.Therefore, by recruitment, the process of attracting the deserving candidatesfor a vacant and by selection, we mean to choose the right candidate from theprospective candidates who applied for that vacant post It is also the process

of selecting the eligible applicants out of a large number of applicants throughdifferent tests In contrast, selection is a negative process as it involvesrejecting the unsuitable candidates and classifies applicants into two classes,who will be offered employment and those who will not be employed

The recruitment process concludes with a selection of a suitablyqualified candidate The actual selection process consists of more thanextending an employment offer In many cases, negotiations for acompensation and benefits package ensue after the employer extends anoffer In some circumstances, employers conduct background investigationsand reference checks to ensure that they are making a wise hiring decision Incase the candidates do not pass the background check or if the referencecheck reveals information that suggests the managers should consider othercandidates, and notes from interviews with other candidates come in handy

In summary, the general recruitment process is represented at the

figure below: