A manager can recruit in two different ways:
Internal recruitment is when the business looks to fill the vacancy from within its existing workforce.
External recruitment is when the business looks to fill the vacancy from any suitable applicant outside the business.
The four most popular ways of recruiting externally are:
Job centres - These are paid for by the government and are responsible for helping the unemployed find jobs or get training. They also provide a service for businesses needing to advertise a vacancy and are generally free to use.
Job advertisements - Advertisements are the most common form of external recruitment. They can be found in many places (local and national newspapers, notice boards, recruitment fairs) and should include some important information relating to the job (job title, pay package, location, job description, how to apply-either by CV or application form). Where a business chooses to advertise will depend on the cost of advertising and the coverage needed (i.e. how far away people will consider applying for the job
Recruitment agency - Provides employers with details of suitable candidates for a vacancy and can sometimes be referred to as ‘head-hunters’. They work for a fee and often specialise in particular employment areas e.g. nursing, financial services, teacher recruitment
Personal recommendation - Often referred to as ‘word of mouth’ and can be a recommendation from a colleague at work. A full assessment of the candidate is still needed however but potentially it saves on advertising cost.




2. What internal sources for recruiting have you seen work effectively and ineffectively? Why?
Many employers to follow a “promote from within” policy when filling job vacancies because:
· They can capitalize on investments made in recruiting, selecting, and developing current employees.
· Promotions reward employees for past performance and motivate them to continue their efforts.
· Job opportunities created by promotions help protect other employees from layoffs and send a positive message that the company supports career development.
· Management is already aware of the job history and capability of internal candidates, which may be a more accurate predictor of the candidate’s success than data gained about outside applicants through the selection process.
· The use of internal resources may facilitate compliance with EEO/AA requirements, maximize prior investments in existing human resources, eliminate the need for orientation, minimize training time, and reduce recruiting time and associated expenses.
While many companies find this option to be a valuable resource, it assumes the availability of qualified internal candidates. However, specialized skills or experience may not always be readily available within the company. This is particularly common in smaller companies. Applicants hired from outside of the company may also be a source of new ideas and knowledge, which could help to expand the company’s internal capabilities and prevent the inbreeding of ideas and attitudes.
Companies who decide to use this recruiting method need to develop a system for locating and enabling qualified job candidates to apply for the position. This involves establishing formal procedures for using and communicating system requirements. Two of the most common methods used to maximize the motivational value of a “promote from within” policy are job posting/bidding and skill tracking. Posting internal jobs is effective only when done before external job postings are made available. Employees should be made aware of vacancies by placing notices in areas where employees regularly frequent such as lounges, elevators, and near time clocks. Postings should also be placed in circulating publications (newsletters, memos) and on company bulletin boards. A system of internal job postings will allow for the upward and lateral mobility of employees








3. Define job evaluation and discuss briefly four methods of performing it?p.316

Job evaluation can be defined as ‘a method of determining on a systematic basis the relative importance of a number of different jobs'.1
It's a useful process because job titles can often be misleading - either unclear or unspecific - and in large organisations it's impossible for those in HR to know each job in detail. As a rough guide, job evaluation, like many pay management techniques, tends to be desirable in organisations once the number of employees exceeds around 50. It usually becomes essential once employee numbers increase to more than 250. But each organisation is different and the use of job evaluation techniques will depend on individual circumstances.
There are 4 basic methods of job evaluation: (1) ranking, (2) classification, (3) factor comparison. While many variations of these methods exist in practice, the three basic approaches are described here.

Ranking Method

Perhaps the simplest method of job evaluation is the ranking method. According to this method, jobs are arranged from highest to lowest, in order of their value or merit to the organization. Jobs also can be arranged according to the relative difficulty in performing them. The jobs are examined as a whole rather than on the basis of important factors in the job; and the job at the top of the list has the highest value and obviously the job at the bottom of the list will have the lowest value.
Jobs are usually ranked in each department and then the department rankings are combined to develop an organizational ranking. The variation in payment of salaries depends on the variation of the nature of the job performed by the employees. The ranking method is simple to understand and practice and it is best suited for a small organization. Its simplicity, however, works to its disadvantage in big organizations because rankings are difficult to develop in a large, complex organization. Moreover, this kind of ranking is highly subjective in nature and may offend many employees. Therefore, a more scientific and fruitful way of job evaluation is called for.
Classification Method

According to this method, a predetermined number of job groups or job classes are established and jobs are assigned to these classifications. This method places groups of jobs into job classes or job grades. Separate classes may include office, clerical, managerial, personnel, etc. Following is a brief description of such a classification in an office.

(a) (a)Class I - Executives: Further classification under this category may be Office manager, Deputy office manager, Office superintendent, Departmental supervisor, etc.
(b) (b)Class II - Skilled workers: Under this category may come the Purchasing assistant, Cashier, Receipts clerk, etc.
(c) (c)Class III - Semiskilled workers: Under this category may come Stenotypists, Machine-operators, Switchboard operators, etc.
(d) (d)Class IV - Semiskilled workers: This category comprises Daftaris, File clerks, Office boys, etc.

The job classification method is less subjective when compared to the earlier ranking method. The system is very easy to understand and acceptable to almost all employees without hesitation. One strong point in favor of the method is that it takes into account all the factors that a job comprises. This system can be effectively used for a variety of jobs.

The weaknesses of the job classification method are:

• Even when the requirements of different jobs differ, they may be combined into a single category, depending on the status a job carries.
• It is difficult to write all-inclusive descriptions of a grade.
• The method oversimplifies sharp differences between different jobs and different grades.
• When individual job descriptions and grade descriptions do not match well, the evaluators have the tendency to classify the job using their subjective judgments.