Post on 09-Mar-2015
Recruitment & Selection Trends in FEHJ
OVERVIEW
Fortis Escorts Heart Institute, formerly known as Escorts Heart Institute and Research
Center, a pioneer in the field of fully dedicated cardiac care facility in India is a Fortis
(Fortis Healthcare Ltd.) network hospital. Fortis Healthcare Ltd is the fastest growing
hospital network in India.
Fortis Healthcare, led by the vision of late Dr. Parvinder Singh of creating an integrated
healthcare delivery system in India acquired Escorts Heart Institute and Research
Centre Ltd. in 2005. Established in 1988, Escorts celebrated 22 years of Cardiac
excellence last year.
Fortis Escorts Heart Institute has set benchmarks in cardiac care with its path breaking
work over the past 22 years. Today, it is recognized world over as a centre of excellence
providing the latest technology in Cardiac Bypass Surgery, Minimally Invasive Surgery
(Robotics), Interventional Cardiology, Non-invasive Cardiology, Pediatric Cardiology and
Pediatric Cardiac Surgery. The hospital is backed by the most advanced laboratories
performing complete range of investigative tests in the field of Nuclear Medicine,
Radiology, Biochemistry, Haematology, Transfusion Medicine and Microbiology.
Fortis Escorts Heart Institute has a vast pool of talented and experienced team of
doctors, who are further supported by a team of highly qualified, experienced &
dedicated support staff & cutting edge technology like the recently installed Dual CT
Scan. Currently, more than 200 cardiac doctors and 1600 employees work together to
manage over 14,500 admissions and 7,200 emergency cases in a year. The hospital
today has an infrastructure comprising of around 272 beds (it currently enjoys 100%
occupancy rate), 5 Cath Labs besides a host of other world-class facilities.
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Recruitment & Selection Trends in FEHJ
ACCREDITATIONS
Joint Commission International, USA
Fortis Escorts is a Joint commission international (JCI) accredited hospital.
JCI is the highest global accreditation body to recognize hospitals adhering
to patient care and safety norms. The receiving of the JCI accreditation is a vindication
of our excellence in medical services and the care we provide to each of our patients.
(Effective February 20, 2010)
NABH
National Accreditation Board for Hospitals & Healthcare Providers (NABH) is a
constituent board of Quality Council of India, set up to establish and operate
accreditation programme for healthcare organizations. The board is structured to cater to
much desired needs of the consumers and to set benchmarks for progress of health
industry.
Fortis Escorts is proud to announce the comprehensive NABH Accreditation
(Effective June 16, 2008)
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Recruitment & Selection Trends in FEHJ
NABH (Blood Bank) Accreditation
Blood is a Drug which has to be administered with great caution.This life saving elixir
can save lives but can also prove fatal for the recipient.
Effective Quality assurance is essential to ensure transfusion of safe,high quality blood
and its components.
National Accreditation Board for Hospitals and Healthcare providers(the highest quality
assurance wing of Quality Counsel of India) ,after a thorough check of processes and
procedures being practiced at EHIRC Blood Bank appreciated the high standards being
maintained and were pleased to grant NABH accreditation.The Blood Bank was
amongst the first few in the country to achieve this honour.To ensure the highest safety
of blood the blood bank carries out Leukodepletion on all the blood donated at this
centre and tests the blood by NAT Technology,the highest disease markers test
available in the world, in addition to mendatory regulatory requirements of testing.
(Effective January 28, 2009)
International Organization for Standardization (ISO) 9001:2000 Certification
Fortis Escorts has been certified by ISO 9001:2000 ensuring compliance across multiple
criteria including improved patient satisfaction, effective Quality Management System,
efficient management of our processes and continuous improvement of the system.
(Effective Feb 17, 2009)
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Recruitment & Selection Trends in FEHJ
Superbrand 2008 Award
Fortis Escorts Heart Institute - Honoured with Superbrand 2008 Award
Regional Director, Mr. Ashish Bhatia receives a Superbrand Award from Shri L K
Advani, Former Deputy Prime Minister and Leader of the Opposition and was the Chief
Guest for the Award Cermony in the evening held at Ashoka Hotel, Chanakyapuri.
The ‘Superbrand’ is a concept that evolved in the UK in 1993. Superbrand India was
launched in December 2002. The 1st edition of Business Superbrand India was out in
September 1995. An independent panel of judging experts called the Brand Council
awards the Superbrand status. The people of the panel represent the finest brand
management practices in the country. Each member has outstanding records of creating
and nurturing brands. Every country has its own jury. A Superbrand is one, which has
established the finest reputation in its field. It offers customers significant emotional
and/or tangible advantages over its competitors, which (consciously or sub-consciously)
customers want and recognize.
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Recruitment & Selection Trends in FEHJ
Nature of the Industry
Combining medical technology and the human touch, the healthcare industry
diagnoses, treats, and administers care around the clock, responding to the
needs of millions of people—from newborns to the terminally ill.
Industry organization. About 595,800 establishments make up the
healthcare industry; they vary greatly in terms of size, staffing
patterns, and organizational structures. About 76 percent of healthcare
establishments are offices of physicians, dentists, or other health
practitioners. Although hospitals constitute only 1 percent of all
healthcare establishments, they employ 35 percent of all workers
(table 1).
Table 1. Percent distribution of employment and establishments in health services by detailed industry sector, 2008
Industry segment
Total
Ambulatory healthcare services
Offices of physicians
Home healthcare services
Offices of dentists
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Table 1. Percent distribution of employment and establishments in health services by detailed industry sector, 2008
Industry segment
Offices of other health practitioners
Outpatient care centers
Other ambulatory healthcare services
Medical and diagnostic laboratories
Hospitals
General medical and surgical hospitals
Other specialty hospitals
Psychiatric and substance abuse hospitals
Nursing and residential care facilities
Nursing care facilities
Community care facilities for the elderly
Residential mental health facilities
Other residential care facilities
SOURCE: BLS Quarterly Census of Employment and Wages, 2008.
The healthcare industry includes establishments ranging from small-town private
practices of physicians who employ only one medical assistant to busy inner-city
hospitals that provide thousands of diverse jobs. In 2008, around 48 percent of
non-hospital healthcare establishments employed fewer than five workers. In
contrast, 72 percent of hospital employees were in establishments with more
than 1,000 workers.
The healthcare industry consists of the following segments:
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Recruitment & Selection Trends in FEHJ
Hospitals. Hospitals provide complete medical care, ranging from diagnostic
services, to surgery, to continuous nursing care. Some hospitals specialize in
treatment of the mentally ill, cancer patients, or children. Hospital-based care
may be on an inpatient (overnight) or outpatient basis. The mix of workers
needed varies, depending on the size, geographic location, goals, philosophy,
funding, organization, and management style of the institution. As hospitals work
to improve efficiency, care continues to shift from an inpatient to outpatient basis
whenever possible.
Nursing and residential care facilities. Nursing care facilities provide inpatient
nursing, rehabilitation, and health-related personal care to those who need
continuous nursing care, but do not require hospital services. Nursing aides
provide the vast majority of direct care. Other facilities, such as convalescent
homes, help patients who need less assistance. Residential care facilities
provide around-the-clock social and personal care to children, the elderly, and
others who have limited ability to care for themselves. Workers care for residents
of assisted-living facilities, alcohol and drug rehabilitation centers, group homes,
and halfway houses. Nursing and medical care, however, are not the main
functions of establishments providing residential care, as they are in nursing care
facilities.
Offices of physicians. About 36 percent of all healthcare establishments fall into
this industry segment. Physicians and surgeons practice privately or in groups of
practitioners who have the same or different specialties. Many physicians and
surgeons prefer to join group practices because they afford backup coverage,
reduce overhead expenses, and facilitate consultation with peers. Physicians and
surgeons are increasingly working as salaried employees of group medical
practices, clinics, or integrated health systems.
Offices of dentists. About 20 percent of healthcare establishments are dentist's
offices. Most employ only a few workers, who provide preventative, cosmetic, or
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emergency care. Some offices specialize in a single field of dentistry, such as
orthodontics or periodontics.
Home healthcare services. Skilled nursing or medical care is sometimes
provided in the home, under a physician's supervision. Home healthcare services
are provided mainly to the elderly. The development of in-home medical
technologies, substantial cost savings, and patients' preference for care in the
home have helped change this once-small segment of the industry into one of
the fastest growing healthcare services.
Offices of other health practitioners. This segment of the industry includes the
offices of chiropractors, optometrists, podiatrists, occupational and physical
therapists, psychologists, audiologists, speech-language pathologists, dietitians,
and other health practitioners. Demand for the services of this segment is related
to the ability of patients to pay, either directly or through health insurance.
Hospitals and nursing facilities may contract out for these services. This segment
also includes the offices of practitioners of alternative medicine, such as
acupuncturists, homeopaths, hypnotherapists, and naturopaths.
Ambulatory healthcare services. This segment includes outpatient care center
and medical and diagnostic laboratories. These establishments are diverse
including kidney dialysis centers, outpatient mental health and substance abuse
centers, blood and organ banks, and medical labs that analyze blood, do
diagnostic imaging, and perform other clinical tests.
Recent developments. In the rapidly changing healthcare industry,
technological advances have made many new procedures and methods of
diagnosis and treatment possible. Clinical developments, such as infection
control, less invasive surgical techniques, advances in reproductive technology,
and gene therapy for cancer treatment, continue to increase the longevity and
improve the quality of life of many Americans. Advances in medical technology
also have improved the survival rates of trauma victims and the severely ill, who
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need extensive care from therapists and social workers as well as other support
personnel.
In addition, advances in information technology have a perceived improvement
on patient care and worker efficiency. Devices such as hand-held computers are
used record a patient’s medical history. Information on vital signs and orders for
tests are transferred electronically to a main database; this process eliminates
the need for paper and reduces recordkeeping errors. Adoption of electronic
health records is, however, relatively low presently.
Cost containment also is shaping the healthcare industry, as shown by the
growing emphasis on providing services on an outpatient, ambulatory basis;
limiting unnecessary or low-priority services; and stressing preventive care,
which reduces the potential cost of undiagnosed, untreated medical conditions.
Enrollment in managed care programs—predominantly preferred provider
organizations, health maintenance organizations, and hybrid plans such as point-
of-service programs—continues to grow. These prepaid plans provide
comprehensive coverage to members and control health insurance costs by
emphasizing preventive care. Cost effectiveness also is improved with the
increased use of integrated delivery systems, which combine two or more
segments of the industry to increase efficiency through the streamlining of
functions, primarily financial and managerial. These changes will continue to
reshape not only the nature of the healthcare workforce, but also the manner in
which healthcare is provided.
Various healthcare reforms are presently under consideration. These reforms
may affect the number of people covered by some form of health insurance, the
number of people being treated by healthcare providers, and the number and
type of healthcare procedures that will be performed.
Working ConditionsAbout this section
Recent developments. Average weekly hours of nonsupervisory workers in
private healthcare varied among the different segments of the industry. Workers
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in offices of dentists averaged only 27.4 hours per week in 2008, while those in
psychiatric and substance abuse hospitals averaged 35 hours, compared with
33.6 hours for all private industry.
Many workers in the healthcare industry are on part-time schedules. Part-time
workers made up about 20 percent of the healthcare workforce as a whole in
2008, but accounted for 37 percent of workers in offices of dentists and 32
percent of those in offices of other health practitioners. Many healthcare
establishments operate around the clock and need staff at all hours. Shift work is
common in some occupations, such as registered nurses. It is not uncommon for
healthcare workers hold more than one part-time job.
Work environment. In 2008, the incidence of occupational injury and illness in
hospitals was higher than the average for private industry overall. Nursing care
facilities had an even higher rate.
Healthcare workers involved in direct patient care must take precautions to
prevent back strain from lifting patients and equipment; to minimize exposure to
radiation and caustic chemicals; and to guard against infectious diseases. Home
care personnel and other healthcare workers who travel as part of their job are
exposed to the possibility of being injured in highway accidents.
EmploymentAbout this section
As one of the largest industries in 2008, healthcare provided 14.3 million jobs for
wage and salary workers. About 40 percent were in hospitals; another 21 percent
were in nursing and residential care facilities; and 16 percent were in offices of
physicians.
Healthcare jobs are found throughout the country, but they are concentrated in
metropolitan areas.
Occupations in the IndustryAbout this section
Healthcare firms employ large numbers of workers in professional and service
occupations. Together, these two occupational groups account for 76 percent of
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jobs in the industry (table 2). The next largest share of jobs, 18 percent, is in
office and administrative support. Management, business, and financial
operations occupations account for only 4 percent of employment. Other
occupations in healthcare made up only 2 percent of the total.
Professional occupations, such as physicians and surgeons, dentists, registered
nurses, social workers, and physical therapists, usually require at least a
bachelor's degree in a specialized field or higher education in a specific health
field, although registered nurses also may enter through associate degree or
diploma programs. Professional workers often have high levels of responsibility
and complex duties. In addition to providing services, these workers may
supervise other workers or conduct research. Some professional occupations,
such as medical and health services managers, have little to no contact with
patients.
Health technologists and technicians work in many fast-growing occupations,
such as medical records and health information technicians, diagnostic medical
sonographers, radiologic technologists and technicians, and dental hygienists.
These workers may operate medical equipment and assist health diagnosing and
treating practitioners. These technologists and technicians are typically
graduates of 1-year or 2-year postsecondary training programs. Service
occupations attract many workers with little or no specialized education or
training. For instance, some of these workers are nursing aides, home health
aides, building cleaning workers, dental assistants, medical
assistants, andpersonal and home care aides. Nursing or home health
aides provide health-related services for ill, injured, disabled, elderly, or infirm
individuals either in institutions or in their homes. By providing routine personal
care services, personal and home care aides help elderly, disabled, and ill
persons live in their own homes instead of in an institution. With experience and,
in some cases, further education and training, service workers may advance to
higher-level positions or transfer to new occupations.
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Recruitment & Selection Trends in FEHJ
Each segment of the healthcare industry provides a different mix of wage and
salary health-related jobs.
Hospitals. Hospitals employ workers with all levels of education and training,
thereby providing a wider variety of opportunities than is offered by other
segments of the healthcare industry. About 28 percent of hospital workers are
registered nurses. Hospitals also employ many physicians and surgeons,
therapists, and social workers. About 21 percent of hospital jobs are in a service
occupation, such as nursing, psychiatric, and home health aides, or building
cleaning workers. Hospitals also employ large numbers of office and
administrative support workers.
Nursing and residential care facilities. About 63 percent of nursing and
residential care facility jobs are in service occupations, primarily nursing,
psychiatric, and home health aides. Professional and administrative support
occupations make up a much smaller percentage of employment in this segment,
compared with other parts of the healthcare industry. Federal law requires
nursing facilities to have licensed personnel on hand 24 hours a day and to
maintain an appropriate level of care.
Offices of physicians. Many of the jobs in offices of physicians are in
professional and related occupations, primarily physicians, surgeons, and
registered nurses. About 37 percent of all jobs, however, are in office and
administrative support occupations, such as receptionists and information clerks.
Offices of dentists. Roughly 35 percent of all jobs in this segment are in service
occupations, mostly dental assistants. The typical staffing pattern in dentists'
offices consists of one dentist with a support staff of dental hygienists and dental
assistants. Larger practices are more likely to employ office managers and
administrative support workers.
Home healthcare services. About 59 percent of jobs in this segment are in
service occupations, mostly home health aides and personal and home care
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aides. Nursing and therapist jobs also account for substantial shares of
employment in this segment.
Offices of other health practitioners. About 42 percent of jobs in this industry
segment are professional and related occupations, including physical therapists,
occupational therapists, dispensing opticians, and chiropractors. Healthcare
practitioners and technical occupations and office and administrative support
occupations also accounted for a significant portion of all jobs—35 percent and
31 percent, respectively.
Ambulatory healthcare services. Outpatient care centers employed high
percentages of professional and related workers like counselors and
registered nurses. Medical and diagnostic laboratories predominantly
employ clinical laboratory and radiological technologists and
technicians. Emergency medical technicians and paramedics are also
employed in ambulatory services.
Overview: The Healthcare Industry
The Industry Defined
The healthcare industry is massive and encompasses people who work in almost
every profession. For the purposes of this channel however, we've limited the
scope to those careers where the work involves the caring for other people in
need of medical treatment, and those who manage the caregivers. This consists
of physicians and nurses, of course, but also includes therapists, technicians,
assistants, and related positions that can extend to such occupations as hospital
or clinic administrators.
About 545,000 establishments of widely varying sizes and structures make up the
health care industry, according to the Occupational Outlook Handbook by the
U.S. Department of Labor's Bureau for Labor Statistics (BLS). By far the greatest
number of of health care establishments (about 76 percent) are offices of
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physicians, dentists, or other health practitioners. However, although hospitals
constitute only 2 percent of all health care establishments, they employ 40
percent of all workers.
In 2004, the BLS ranked healthcare as the largest industry in the U.S. -- providing
13.5 million jobs, including 13.1 million jobs for wage and salary workers and
about 411,000 jobs for the self-employed.
In addition to being the largest industry, healthcare remains among the fastest-
growing. According to BLS projections, 8 of the top 20 fastest-growing
occupations are in healthcare, and the industry is also expected to lead in new
wage and salary job creation -- generating some 3.6 million between 2004 and
2014.
While the technology- and science-intensive industry certainly has its share of
very highly educated workers, in fact it supports a wide range of jobs with varying
educational requirements. Most workers have jobs that require less than 4 years
of college education, according to BLS, although health diagnosing and treating
practitioners are among the most educated workers.
Industry Outlook
According to the BLS, job opportunities in healthcare should be excellent in all
employment settings because of high job turnover, particularly from the large
number of expected retirements and tougher immigration rules that are slowing
the numbers of foreign health care workers entering the U.S.
Wage and salary employment in the health care industry is projected to increase
27 percent through 2014, compared with 14 percent for all industries combined.
Employment growth is expected to account for about 3.6 million new wage and
salary jobs—19 percent of all wage and salary jobs added to the economy over
the 2004–14 period. Projected rates of employment growth for the various
segments of the industry range from 13 percent in hospitals, the largest and
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slowest growing industry segment, to 69 percent in the much smaller home
health care services.
Healthcare Sector Over View And Trends - 2010
The Indian healthcare industry, unlike other industries, stands untouched by
recession. There had been a steady growth in this sector, revenues from the
healthcare sector accounts for 5.2% of the GDP, making it the third largest
growing sector in India, and further the healthcare sector is projected to grow to
nearly 1,80,000 crores by year 2012 and a compounded annual growth rate
(CAGR) of 15-17 percent for at least the next 7-10 years.
Indian Healthcare Sector structure / Market size
The sector comprises hospital and allied sectors that include:
(a) Medical care providers that includes physicians, specialist clinics, nursing
homes and hospitals
(b) Diagnostic service centers and pathology laboratories
(c) Medical equipment manufacturers
(d) Contract research organizations and pharmaceutical manufacturers
(e) Third party support service providers
In India, 80% of all the healthcare expenditure is borne by the patients.
Expenditure borne by the state is 12%. The expenditure covered by
insurance claims is 3%. As a result the price sensitivity is quite high. The
high level healthcare facilities are out of reach for the patients.
Among the top five therapeutic segments, gastro-intestinal and cardiac are
experiencing both high volume and value growth. Opthologicals,
cardiovascular, anti-diabetic and neurological drugs continue to top the
growth list. The anti-infective, neurology, cardiovascular and anti-diabetic
segments have witnessed a high number of new product launches in
recent years.
Current Healthcare Landscape
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Amount spent on healthcare - 103,000 crores / annum
86,000 crores is the Healthcare delivery market
17,000 crores is the Retail pharma market
Key finndings of current private spending
Private spending on healthcare delivery 69,000 crores
61 % of this is spent on OPD services, 44,000 crores Indicates low levels
of affordability and a disease pattern dominated by infections
39 % on IPD services = 25,000 crores
85 % of IPD spend is in 5 areas : cardio, cancer, accidents, infections and
maternity
Road Ahead – 2012
Private spending on healthcare delivery 156,000 crores because of an
increase in population will lead to increase treatments
Change in socio-economic mix will lead to 8 % increase in treatment rate
and 30 % increase in avg. price paid
Change in prices – 26 % increase in price per treatment
Change in mix of diseases – 50 % increase in prevalence of lifestyle
diseases will lead to 12% increase in treatment rate & 7 % in price and
this would lead to a change in GDP from 5.2%to 6.2%
Richest 15% will account for 50% of all private healthcare spending & 60%
of inpatient spend
Private spending would increase by another 39,000 crores if the insurance
is likely to impact on middle-income households approx. 350 million in
2012, leading to achieving GDP spending to 7.5% and private spending
on healthcare delivery to 195,000 cr.
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Healthcare Fact File
Parameters Current By 2012
No. Of Beds 1.2 beds per 1000 9,14,543 In addition
No. Of Doctors 50,00,000 doctors 6,25,130 In addition
No. Of Nurses 0.8 per 1000 8,36,000 In addition
Infant Mortality Rate 34:1000 10:1000
Maternal Mortality Rate 4:1000 1 :1000
% of population Insured 12.00% 50.00%
Total Private Spending 69,000 Crores 156,000 Crores
OPD Spending 44,000 Crores 82,000 Crores
Hospitals 30,000 hospitals approx 17300 In addition
Primary Health Centres /
Community Health
Centres
1,50,000 approx 1,64,000 In addition
Retails chemist outlets 3,50,000 24,000 In addition
Medical Colleges 229 179 New
Estd Current mrkt size 103,000 Crores 1,80,000 Crores
Average life Expectancy 63.3 years 74 years
Investments plan in Healthcare
The sector has been attracting huge investments from domestic players as well
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as financial investors and private equity (PE) firms. Funds such as ICICI
Ventures, IFC, Ashmore and Apax Partners invested about US$ 450 million in
the first six months of 2008-09 compared with US$ 125 million in the same period
a year ago, according to an analysis carried out by Feedback Ventures.
Feedback Ventures expects PE funds to invest at least US$ 1 billion in the
healthcare sector in the next five years.
According to a Venture Intelligence study, 12 per cent of the US$ 77
million venture capital investments in the July-September 2009 quarter
were in the healthcare sector. As part of its ‘Healthymagination’ initiative,
GE will spend US$ 3 billion over the next six years on research and
development, provide US $2 billion of financing over the next six years to
drive healthcare information technology and health in rural and under
served areas, and invest US$ 1 billion in partnerships, content and
services.
The government, along with participation from the private sector, is
planning to invest US$ 1 billion to US $2 billion in an effort to make India
one of the top five global pharmaceutical innovation hubs by 2020.
The Ajay Piramal Group-owned private equity (PE) firm, India Venture
Advisers, will launch its second US$ 150 million healthcare fund next year.
Leading international clinic chain Asklepios International is gearing up for
a foray into the Indian healthcare market. As part of the 2.3 billion euro
group’s strategy to enter the sub-continent, Asklepios is mulling the launch
of a US$ 100 to US$ 200 million fund.
Gulf-based healthcare group Dr. Moopen is investing over US$ 200 million
for setting up hospitals and eye-care centers across India.
Healthcare major, Fortis Hospitals plans to invest US$ 55 million, to
expand its facilities pan-India.
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Employment Opportunities
India faces a huge need gap in terms of availability of number of hospital beds
per 1000 population. With a world average of 3.96 hospital beds per 1000
population India stands just a little over 1.2 hospital beds per 1000 population.
Moreover, India faces a shortage of doctors, nurses and paramedics that are
needed to propel the growing healthcare industry. India is now looking at
establishing academic medical centers (AMCs) for the delivery of higher quality
care with leading examples of The Manipal Group & All India Institute of Medical
Sciences (AIIMS) already in place.
A recent survey conducted by HarNeedi.com, gives an out look on the roles that
are in great demand, Specialist doctors such as, Cardiologists, Cardiothoracic
surgeons, Interventional Cardiologists, Orthopedics, Emergency Medicine
Specialists, Oncologists, Radiologists, Ophthalmologists, Neurologists, Neuro-
surgeons, Gynecologists, Urologists, Duty doctors etc… are in great demand.
Some of the other profiles that are in great demand are that of experienced
nurses and technicians who can handle various specialties such as ICU’s, Cath
labs, Operation Theaters, Emergency Departments etc. Technicians, like
Radiographers, CT Technician, Radiotherapy technicians, emergency medical
technicians etc. are also in great demand.
Considering all the above facts and the massive growth in the healthcare
industry, huge investments would offer several opportunities for Indian
companies to create 'win-win' situations and there would be emerging
opportunities for professionals as well in the near future.
Hiring Strategies Adopted
The Hiring Strategies adopted by the respondents includes:
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Employee Referrals
Campus Recruitments
Advertisements and
HR Consultants
For Lower Level Employees, the most widely used strategies are
Referrals,
Campus Recruitments and
Advertisements
For Middle-Level and Senior-Level Managers
HR consultants are mainly used.
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RECRUITMENT
The Challenges:
Attract people with multi-dimensional experiences and skills
Infuse fresh blood at every level of the organization
Develop a culture that attracts people to the company
Locate people whose personalities fit the company’s values
Devise methodologies for assessing psychological traits
Induct outsiders with new perspective to lead the company
Search for talent globally, and not just within the country
Design entry pay that competes on quality, and not quantum
Anticipate and find people for positions that do not exist yet
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RECRUITMENT
The process of identification of different sources of personnel is known as
recruitment. Recruitment is a process of searching the candidates for
employment and stimulating them to apply for jobs in the organizations
Recruitment is a process of searching the candidates for employment and
stimulating them to apply for jobs in the organizations. It is a linking activity that
brings together those offering jobs and those seeking jobs.
Recruitment refers to the attempt of getting interested applicants and creating a
pool of prospective employees so that the management can select the right
person for the right job from this pool. Recruitment process precedes the
selection process, that is, selection of right candidates for various positions in the
organization.
Process of Recruitment
It is a positive process as it attracts suitable applicants to apply for available jobs.
The Process of recruitment:
Identifies the different sources of labor supply
Assesses their viability
Chose the most suitable source or sources
Invites applications from the perspective candidates for the vacant jobs.
Factors Affecting Recruitment
There are many factors that limit or affect the recruitment policy of an
organization. The important factors are:
Size of the organization and the kinds of human resources required.
Effect of past recruitment efforts.
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Nature of Workforce market in the region.
Working conditions, wages and other benefits offered by other concerns.
Social and political environment.
Legal obligations created by various statutes
Sources of Recruitment
The various sources of recruitment are basically grouped into two categories:
Internal Recruitment (recruitment from within the enterprise)
External Recruitment (recruitment from outside)
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Sources of Recruitment
Internal Sources
1. Transfer2. Promotion
External Sources
Advertisements, Management Consultants,Education Institutes, Recommendations,Employment Agencies, Casual Callers,Telecasting, Contractors, Poaching/Raiding,
Recruitment & Selection Trends in FEHJ
Internal Sources
There are two important sources of recruitment, namely, Transfers and
Promotions:
Transfer: It involves the shifting of an employee from one job to another, one
department to another or from one shift to another. Transfer is a good source of
filling vacancies with employees from overstaffed departments or shifts. At the
time of transfer, it should be ensured that the employee to be transferred to
another job is capable of performing it.
Promotion: It leads to shifting an employee to a higher position, carrying higher
responsibilities, facilities, status and pay. Many co0mpanies follow the practice of
filling higher jobs by promoting employees who are considered fit for such
positions.
Filling vacancies in higher jobs from within the organization has a benefit of
motivating the existing employees. It has a great psychological impact over the
employees because a promotion at the higher level may lead to a chain of
promotions at lower levels in the organizations.
Advantages of using Internal Sources
Filling vacancies in higher jobs within the organization or through internal
transfers has various advantages such as:
Employees are motivated to improve their performance.
Moral of the employees is increased.
Industrial peace prevails in the enterprise because of promotional
avenues.
Filling of jobs internally I cheaper as compared to getting candidates from
external sources.
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A promotion at higher levels my led to a chain of promotion at lower levels
in the organization. This motivates employees to improve their
performance through learning and practice.
Transfer or job rotation is a tool of training the employees to prepare them
for higher jobs.
Transfer has the benefit of shifting workforce from the surplus
departments to those where there is shortage of staff.
Drawbacks of Internal Sources
Internal sources of recruitment has certain drawbacks such as:
When vacancies re filled through internal promotions, the scope for fresh
talent is reduced.
The employees may become lethargic if they are sure of time bound
promotions.
The spirit of competition among the employees may be hampered.
Frequent transfers of employees may reduce the overall productivity of the
organization.
External Sources
Every enterprise has to tap external sources for various positions. Running
enterprises have to recruit employees from outside for filling the positions whose
specifications cannot be met by the present employees and for meeting the
additional requirements of manpower. Companies commonly use the following
external sources of recruitment:
Media Advertisements
Advertisements in newspapers or trade and professional journals are generally
used. The advantage of advertising is that more information about the
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Recruitment & Selection Trends in FEHJ
organization, job description and job specifications can be given in
advertisements to allow self screening by the prospective candidates.
Management Consultants
Management consultancy firm helps the organizations to recruit technical,
professional and managerial personnel. They used to specialize in middle level
and top-level executive, but today thy even help firms in recruiting fresh
graduates & postgraduates in the industry.
Educational Institutes
Educational institutes at all levels offer opportunities for recruiting recent
graduates. Most educational institutes operate placement services where
prospective employers can review credentials and interview graduates.
Employee Referrals/ Recommendations
One of the best sources for individuals who perform effectively on the job is
recommendation fro the current employee. An employee will rarely recommend
someone unless he or she believes that the individual can perform adequately.
The recommended often gives applicants more realistic information about the job
than any other source.
Casual Callers or Unsolicited Applicants
The organizations that are regarded as good employers draw a steady stream of
unsolicited applicants in their offices. This serves as a valuable source of
manpower. The merit of this source of recruitment is that it avoids the costs of
recruiting workforce from other sources.
Advantages of using External Sources
The merits of external sources of recruitment are:
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Recruitment & Selection Trends in FEHJ
Qualified Personnel: By using external sources of recruitment, the
management can make qualified and trained people to apply for vacant
jobs in the organization.
Wider Choice: When vacancies are advertised widely, a large number of
applicants from outside the organization apply. The management has a
wider choice while selecting the people for employment.
Fresh Talent: The insiders may have limited talents. External Sources
facilitate infusion o fresh blood with new ideas into the enterprise. This will
improve the overall working of the enterprise.
Competitive Spirit: If a company can tap external sources, the existing
staff will have to compete with the outsiders. They will work harder to
show better performance.
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Recruitment & Selection Trends in FEHJ
Drawbacks of External Sources
The demerits of filling vacancies from external sources of recruitment are:
Dissatisfaction among Existing Staff: External recruitment may lead to
dissatisfaction and frustration among existing employees. They may feel
that their chances of promotion are reduced.
Lengthy Process: Recruitment from outside takes long time. The
business has to notify the vacancies and wait for applications to initiate the
selection process.
Uncertain Response: he candidates from outside may not be suitable for
the enterprise. There is no guarantee that the enterprise will be able to
attract right kind of people from external sources.
Other Sources
In the search for particular types of applicants, nontraditional sources should be
considered. For example, Employ the Handicapped associations can be a source
of highly motivated workers; a forty-plus club can be an excellent source of
mature and experienced workers etc.
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Recruitment & Selection Trends in FEHJ
RECRUITING SOURCES USED BY SKILL AND LEVEL
SKILL/LEVEL RECRUITING SOURCE
Unskilled, Semiskilled & Skilled Informal Contacts
Walk-ins
Public Employment Agencies
Professional Employees Informal Contacts
Internal Search
Managerial Level Walk-ins
Private Employment Agencies
Public Employment Agencies
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Recruitment & Selection Trends in FEHJ
RECENT TRENDS IN RECRUITMENT
Outsourcing
Under this arrangement company may draw the required personnel from the
outsourcing firms or agencies or commission basis rather than offering them
employment. This is also called leasing of human resources. The outsourcing
firms develop their human resource pools by employing people for them and
make available the personnel to various companies (called clients) as per their
needs.
The outsourcing firms get payment for their services to their clients and give
salary directly to the personnel. The personnel deputed by the outsourcing
agencies with the clients are not the employees of the clients. They continue to
be on the payroll of their employees, that is, the outsourcing agencies.
Several outsourcing companies or agencies have come up which supply human
resources of various categories to their clients. A company in need of employees
of certain categories can approach an outsourcing company and avail the
services of it human resources.
The advantages of getting human resources through the outsourcing agencies
are:
1. The companies need not plan for human resources much in advance.
They can get human resources on lease basis from an outsourcing
agency.
2. The companies are free from industrial relations problems as human
resources take on lease are not their employees.
3. The companies can dispense with this category of employees immediately
after the work is over.
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Recruitment & Selection Trends in FEHJ
Poaching or Raiding
Poaching means employing a competent and experienced person already
working in another reputed company, which might be a rival in the industry. A
company can attract talent from another firm by offering attractive pay packages
and other terms and conditions.
Whatever may be the means used to raid rival firms for potential candidates, it I
often seen s an unethical practice and not openly talked about. In fact, raiding
has become a challenge for human resource managers of modern organization.
Website or e-Recruitment
Many big organizations use Internet as a source of recruitment. They advertise
the job vacancies through the worldwide web (www). The job seekers send their
applications or
Curriculum Vitae, that is, CV; through e-mail using Internet, which can be drawn
by the prospective employer depending upon their requirements.
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Recruitment & Selection Trends in FEHJ
SELECTION
The Challenges:
Selection is a critical process
Locating The Right Person
Requires a huge investment of money to get right types of people.
Structure of Selection Process that helps companies to test for fit
Employment Tests to rightly judge the capabilities of candidates
Selecting people who possess the ability and qualifications to perform the
jobs.
SELECTION
Selection involves a series of steps by which the candidates are screened for
choosing the most suitable persons for vacant posts. The process of selection
leads to employment of persons who possess the ability and qualifications to
perform the jobs, which have fallen vacant in an organization.
The process of selection divides the candidates for employment into two
categories, namely, those who will be offered employment and those who will not
be. The basic purpose of the selection process is to choose right type of
candidates to man various positions in the organization. In order to achieve this
purpose, a well-organized selection procedure involves many steps and at each
step, unsuitable candidates are rejected.
Both recruitment and selection are the two phases of the employment process.
Recruitment being the first phase envisages taking decisions o the choice of
tapping the sources of workforce supply. Selection is the second phase, which
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Recruitment & Selection Trends in FEHJ
involves giving various types of test to the candidates and interviewing them in
order to select the suitable candidates only.
What Selection is All About?
All selection activities, from the initial screening interview to the physical
examination if required, exist for the purpose of making effective selection
decisions. Each activity is a step in the process that forms predictive exercise-
managerial decision makers seeking to predict which job applicants will be
successful if hired. In actuality, the selection process represents an effort to
balance the objectives of evaluating and attracting.
Significance of Selection Process
Selection is a critical process these days because it requires a huge investment
of money to get right types of people. If the right types of persons are not chosen,
it will lead to huge loss of the employer in term of time, effort and money.
Therefore it is essential to devise a suitable selection procedure. Each step in the
selection procedure should help in getting more and more information about the
applicants to facilitate decision-making in the area of selection.
The benefits of selecting right kind of people for various jobs are as follows:
Proper selection and placement of personnel go a long way towards building
up a sable workforce. It will keep the rates of employee turnover low.
Competent employees show higher efficiency and enable the organization to
achieve its objectives effectively.
When people get jobs of their taste and choice, they get higher job satisfaction &
in turn result into a part of a contended workforce for the organization.
Selection Procedure
The procedure of selection varies from organization to origination. The number of
steps in the procedure and the sequence of steps also vary. Every organization
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Recruitment & Selection Trends in FEHJ
designs a selection procedure that suits its requirements. However the main
steps or stages that could be incorporated in the selection procedure are as
under:
1. Preliminary Interview
2. Receiving Applications
3. Screening of Applications
4. Employment Test
5. Employment Interview
6. Physical Examination
7. Checking References
8. Final Selection
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RECEPTION OF APPLICANTS
REJE
CTIO
NIf
foun
d u
nsu
stain
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Recruitment & Selection Trends in FEHJ
Unfavorable general Impression
Unfavorable Personal Data
Unfavorable Test Score
Unfavorable Second Impression
Unfavorable Previous History
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Preliminary Interview
Receiving Applications
Screening of Applications
Employment Tests
Interview
Medical Examination
FINAL SELECTION
Reference Check
Medically Unfit
Recruitment & Selection Trends in FEHJ
STEPS OF SELECTION PROCESS
Stage 1: Preliminary Interview
In most of the Organizations, the selection program begins with preliminary
Interview or screening. The preliminary interview is generally brief and does the
job of eliminating the totally unsuitable candidates. The preliminary interview
offers advantages not only to the organization but also to the applicants. It
generally consist of a short exchange of information with respect to
organization’s inters in hiring and candidates inquiry.
Stage 2: Receiving Applications
Whenever there is a vacancy, it is advertised or enquiries are made from the
suitable sources, and applications are received from the candidates.
Stage 3: Screening of Application
After the applications are received, a screening committee screens them and a
list is prepared of the candidates to be interviewed. Applicants are then called on
the basis of certain criteria. The screened applications are the reviewed by the
personnel executives.
Stage 4: Employment Tests
Individuals differ in almost all aspects one can think of. They differ with respect to
physical characteristics, capacity, level of mental ability, their likes & dislikes and
also with respect to personality traits.
Organizations rely to a considerable extent on the following employment tests:
Intelligence Tests
Aptitude Tests
Proficiency Tests
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Recruitment & Selection Trends in FEHJ
Interest Tests
Personality Tests
Employment tests are widely used for judging the applicant’s suitability for the
job. They bring out the qualities & weaknesses of individuals that could be
analyzed before offering them jobs.
Stage 5: Employment Interview
The main purposes of an employment interview are:
To find out the suitability of the candidate,
To seek more information about the candidate, and
To give candidate accurate picture of a job with details of term &
conditions and some idea of organization’s policies.
Employment Interview may consist of number of rounds of interview with various
interviewers.
Stage 6: Checking References
A referee is potentially an important source of information about a candidate’s
ability and personality if he/she holds a responsible position in some organization
or has been an employer of the candidate.
Stage 7: Medical Examination
The pre-employment physical examination or medical test of a candidate is an
important step in the selection procedure. Medical examination as part of
selection procedure depends entirely upon the kind of jobs to be offered to the
candidates. For instance some industries do not take up medical examinations of
the candidates at all.
Stage 8: Final selection & Appointment letter
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Recruitment & Selection Trends in FEHJ
After the candidate has cleared all the hurdles in the selection procedure, he/se
is formally appointed by issuing an appointment letter o by concluding with
him/her a service agreement.
Generally in all organizations, the candidates are not appointed on permanent
basis because it is better to try them for few months on the job itself. Thus all
candidates have a probation period & candidates are expected to show their
worth during the probation period to get permanent employment in the particular
organization.
Classification of Employment Tests & Interviews
Employment Tests
Intelligence Tests: These tests are used to judge the mental capacity of
the applicants. They measure the individual learning abilities, i.e., the
ability to catch or understand instructions and also ability to make decision
and judgment. These tests are used in the selection of personnel for
almost every kind of job from the unskilled to the skilled one.
Aptitude Tests: Aptitude means the potential that an individual has for
learning and skills required to a job efficiently. They measure an
applicant’s capacity and his potential for development.
Proficiency Tests: Proficiency Tests are those, which are designed to
measure the skills already acquired by the individuals. A proficiency test
takes a sample of individual’s behavior, which is designed as replica of the
actual work situation.
Interest Tests: Interest tests identify patterns of interest that is areas in
which the individual shows special concern, fascination & involvement.
These tests will suggest what types of jobs may be satisfying to the
employees.
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Recruitment & Selection Trends in FEHJ
Personality Tests: Personality test probes the qualities of the personality
as a whole, the combination of aptitude, interest and usual mood &
temperament.
Employment Interviews
The nature of employment interviews varies from firm to firm. It may conducted in
the following forms:
Patterned or Structured Interview : In this interview, a series of
questions, which can illuminate the significant aspects of the applicant’s
background, are standardized in advance. During the interview, the
standardized questions are asked as they are written; the order may vary
but not the phrasing of the questions.
Unstructured or Non-directed Interview : The interviewer does not ask
direct & specific questions. He/she creates an atmosphere in which the
candidate feels free to talk on the subject selected by the interviewer.
Preliminary or Background information Interview : This type of
interview is conducted when the history of the applicant has to be known
in terms of his experience, education, health, interest & so on. It is more or
less a preliminary interview.
Stress Interview : The applicant is intentionally put under a stress by
interrupting him, criticizing his/her viewpoint and keeping silent after he
has finished speaking.
Group Interview : It is an interview of a number of applicants in a group.
The interviewers can see reactions of the applicants in dealing with each
other. It is used where it is essential to know how the candidates behave
in a group.
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Recruitment & Selection Trends in FEHJ
Recruitment & Selection Process
Hiring Strategies (Sources of Recruitment)
External sources
1. 50% of hiring through Employee referrals: In case of Referrals, 50% of the
first salary of the new recruit is paid to an employee who referred him/her.
2. Consultants
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Recruitment & Selection Trends in FEHJ
Internal Sources
1. Transfers
2. Promotions
Selection Procedure
Mode of Selection
Round 1: Written test-General Aptitude Test
Round 2: Test for Specific Skill Sets (Process Specific)
Round 3: HR Round
Steps Followed
1. Preliminary Interview
2. Receiving Applications
3. Screening of Applications
4. Employment Tests
5. Employment Interview
6. Final Selection & Appointment Letter
7. Induction
Types of Employment Tests
Aptitude Tests
Proficiency Tests (Process Specific: Voice or Non-voice)
Kind of Employment Interviews
Group Interview
Process Specific Interview
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Recruitment & Selection Trends in FEHJ
Client Participation in the Recruitment Process
Clients Participate in the Recruitment Process only at the time of Process
Initialization.
Average Duration Of the Training Period
2 Months
Average Duration of the Probation Period
6 months
Measures Adopted to Check Retrenchment Rate
People Oriented policies, practices & initiatives
Performance Monitoring & Appraisal System is made highly transparent.
Appropriate Incentives to employees at various levels.
Recruitment & Selection Process in hospital (Sources of Recruitment)
External sources
1. Employment Agencies
2. Management Consultants
3. Contractors
4. Website/e-Recruitment
5. Employee Referrals/Recommendations
6. Educational Institutions
7. Casual Callers
8. Telecasting
9. Advertisements
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Recruitment & Selection Trends in FEHJ
10. Poaching/ Raiding
Internal Sources
1. Promotions
2. Transfers
Selection Procedure
Mode of Selection
Round 1: Written test-General Aptitude Test
Round 2: Test for Specific Skill Sets (Process Specific)
Round 3: Group Discussion
Round 4: Personal Interaction Round (PIR)
Round 5: HR Round
Steps Followed
1. Preliminary Interview
2. Receiving Applications
3. Screening of Applications
4. Employment Tests
5. Employment Interview
6. Final Selection & Appointment Letter
7. Induction
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Recruitment & Selection Trends in FEHJ
Types of Employment Tests
Intelligence Tests
Aptitude Tests
Proficiency Tests
Personality Tests
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Recruitment & Selection Trends in FEHJ
Kind of Employment Interviews
Structured Interview
Unstructured Interview
Background Interview
Stress Interview
Group Interview
Client Participation in the Recruitment Process
Client’s Participate sometimes for Final Screening (happens occasionally)
Average Duration Of the Training Period
20-30 Days
Average Duration of the Probation Period
12 months
Alternatives to Recruitment
Some of the options in this regard may be listed thus:
Overtime: Short term fluctuations in work volume could best be solved through
overtime. The employer benefits because the costs of recruitment selection and
training could be avoided and the employee in the form of higher pay. However,
an overworked employee may prove to be less productive and turn out less than
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Recruitment & Selection Trends in FEHJ
optimal performance. Employees may slow down their pace of work during
normal workings hours in order to earn overtime daily. In course of time, overtime
payments become quite routine and if any reason these payments do not accrue
regularly employees become resentful and disgruntled.
Subcontracting; To meet a sudden increases in demand for its products and
services, the firm may sometimes go for subcontracting – instead of expanding
capacities immediately. Expansion becomes a reality only when the firm
experiences increased demand for its product for a specified period of time.
Meanwhile the firm can meet increased demand by allowing an outside
specialists agency to undertaken part of the work, to mutual advantage.
Temporary employees: Employees hired for limited time to perform a specific job
are called temporary employees. They are particularly useful in meeting short
term human resources needs. A short term increase in demand could be met by
hiring temporary hands from agencies specializing in providing such services. It’s
big businesses idea in United States these days ($3 – $4 billion industry). In this
case the firm can avoid the expenses of recruitment and the painful effects of
absenteeism labor, turnover etc. It can also avoid fringe benefits associated with
regular employment. However, temporary workers do not remain loyal to the
company. They may take more time to adjust and their inexperience may come
in the way of maintaining high quality.
Employee leasing: Hiring permanent employees of another company who
possesses certain specialized skills on lease basis to meet short term
requirements although not popular in India is another recruiting practice followed
by firms in developed countries. In this case, individuals work for the leasing firm
are the leasing agreements / arrangement. Such an arrangement is beneficial to
small firms because it avoids expense and problems of personnel
administrations.
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Recruitment & Selection Trends in FEHJ
Outsourcing: Any activity in which a firm lacks expertise and requires on
unbiased opinion can be outsourced .Many businesses have started looking at
outsourcing activities relating to recruitment training, payroll, processing, surveys,
benchmark studies, statutory compliance etc more closely because they do not
have the time or expertise to deal with the situation. HR heads are no longer
keeping activities like resume management and candidates sourcing their daily
scrutiny. This function is more commonly outsourced when firms are in seasonal
business and have cyclical stuffing needs.
Evaluation of the Sources of Recruitment:
Companies have to evaluate the sources of recruiting carefully – looking a cost,
time, flexibility, quality, and other criteria – before earmarking funds for the
recruitment process. They cannot afford to fill all their vacancies through a
particular source.
Time lapse data (TLD):
They show the time lag between the date of requisition for manpower supply
from a department to the actual date of filling the vacancies in that department.
For example, a company’s past experience may indicate that the average
number of days from application to interview is 10, from interview to offer is 7,
offer to acceptance is 10 and from acceptance to report for work is 15. Therefore,
if the company starts the recruitment and selection process now, it would require
42 days before the new employees joins is ranks. Armed with this information the
length of the time needed for alternative sources of recruitment can be
ascertained – before pinning hopes on a particular source that meets the
recruitment objectives of the company.
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Recruitment & Selection Trends in FEHJ
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