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Personnel Planning & Recruiting

Acknowledgement

In the name of ALMIGHTY ALLAH , who is the Creator of creators, The most Beneficent and

Merciful.

First of all we thank to ALLAH who Created man from clot and who taught man to read and write

and His HOLY PROPHET MUHAMMAD (P.B.U.H) whose blessings remained with us on

every turn of life and enabled us to achieve our ambitions and goals in every stage.

Secondly we are grateful to our honorable PROF. RAFFAT IQBAL whose sincere efforts and

guidance remained with us in every aspect of our course and project which encouraged us to

complete this project of PERSONNEL PLANNING AND RECRUITING in a best possible

manner. This is a person who appreciates our team work on every level in making the project by

giving solid advices and also his unconventional and friendly style of teaching made the subject

very interesting and understandable. We all are thankful to our respected Sir.

Thirdly we are very thankful to the Employees of Human Resource Department and Marketing

Department of SHAUKAT KHANUM MEMORIAL CANCER HOSPITAL & RESEARCH

CENTRE who co-operate us all the time when we needed.

Finally we are humble and thankful to prayers affection and complete help of our parents who are

blessings of Allah for us in this world.

Shaukat Khanum Memorial Cancer Hospital & Research CentrePage 1


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Table of Contents

Introduction .4Performing Employment Planning ..6

Hiring the Employees...........6

Sources for the candidates ...7

Forecasting Personnel Needs ...8

Determining Employees Qualification 8

Record of Employees ...9Promotion or Position on top level ..9

Tracking the Qualification9

Updating the Employees Information 10

People who enter the Information ..........10

Employment Process .........11

Securing the data ...11

Database Management .......12

Advantages/Disadvantages of Forecasting Inside Candidates ..12

Recruiting complexities .........13

Factors of recruiting ...13

Types of recruiting .........14

Essential Line and Staff Co-operation ...15

Measuring the Recruiting ..15

Measuring the Recruiting Sources .........16

Recruiting Yield Pyramid ..16



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Hiring of Internal Candidates 17

Rehire the Candidates 17

Succession Planning ..18

Role of HRIS in Succession Planning ...18

Recruit Outside Candidate .19

Applicant Tracking System ...19

Advertisement 20

Media Selection .20

Best Medium for Advertisement ...20

Constructing the Ad ...21

Agencies for Recruitment ..21

Usage of Agencies .22

Recruiting through Agencies .22

Hire Temporary Worker 22

Temporary Agencies ..23

Executive Recruiters ..23

On Demand Recruiting Services24

College Recruiting .24

Referral and Walk-Inn ...25

Best Recruiting System .25

Recruiting a more Diverse Workforce ...26

GAP ...28



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Recommendation29

SHAUKAT KHANUM MEMORIAL

CANCER HOSPITAL & RESEARCH CENTRE

Shaukat Khanum Memorial Cancer Hospital and Research Centre (SKMCH&RC) is a state-of-the-

art cancer centre located in Lahore, Pakistan. It is a project of the Shaukat Khanum Memorial Trust,

which is a charitable organization established under the Societies Registration Act XXI of 1860 of

Pakistan. The institution is the brainchild of Pakistani cricket superstar, Imran Khan. The

inspiration came after the death of his mother, Mrs. Shaukat Khanum, from cancer

Designing and execution of the master plan was overseen by Dr. Nausherwan K Burki MB, PhD,

FRCP, FCPS, FCCP, of the University of Kentucky Medical Center, Lexington, Kentucky, USA in

collaboration with an international team of cancer physicians and research workers. Designing and

architectural services were provided by Aerosmith, Judd & Rapp, and Architects in Health Planning

of Louisville, Kentucky, USA. Architectural details were handled by Messrs. Nayyar Ali Dada &

Associates of Lahore. Local engineering was performed by Messrs. Progressive Consultants,

Lahore. Ground was broken in April 1991 and the hospital opened its doors on December 29, 1994.



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Over the past decade, Shaukat Khanum Memorial Cancer Hospital & Research Centre has

established itself as a centre of excellence providing comprehensive care free of cost to thousands

of indigent cancer patients. This pioneering, state-of-the-art hospital located in the heart of the

Punjab was founded by Imran Khan, one of Pakistan's most illustrious cricketers. As a charitable

institute, it is funded predominantly from the donations of friends and well-wishers from around the

country and across the world.

SOURCES OF FUNDS - PHASE IDonations 67%Credit and Loans 33%

EXPENSES - PHASE IExpenses Pak Rupees US$ Land and

Building

231,000,000

Medical

Equipment

314,000,000

Ancillary

Equipment

132,000,000

Total 677,000,000 22,200,000

The miracle of Shaukat Khanum Memorial Cancer Hospital & Research Centre does not just lie in

its creation but the fact that it has been providing free treatment facilities to over 70% of its patients

since over a decade now. The institution has spent over Rs. 6 billion (US $ 100 million) in

supporting the treatment of thousands of indigent cancer patients. This has only been possible dueto generous donors and well-wishers who have supported the cause over the years. Let us trace

back the footsteps of history in an attempt to cover the times, events and people who have brought

this Hospital to where it stands today.



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Performing Employment Planning:

The recruitment and selection process starts with employment or personnel

planning. This is the process of deciding what positions the firm will have to fill,

and how to fill them. Personnel planning embrace all future positions, from

maintenance clerk to CEO. However, most firms call the process of deciding

how to fill executive jobs succession planning.

Employment planning should flow from the firms strategic plans. Plans toenter new businesses, build new plants, or reduce costs all influence the types

of positions the firm will need to fill (or open).

They are performing employment planning through annual budgeting meeting

in which they decide the whole activity like how much employee they need and

much they will fire in the coming year. Their employment planning also

depends upon the workflow, their equipments, and man power as well.

Hiring the Employees (Within or from Outside the

Organization):

Each option produces its own set of personnel plans. Current employees may

require training, development, and coaching. Going outside requires deciding

what recruiting sources to use, among other things.

They are hiring the employees both, within or outside the organization buttheir first preference is internal recruiting, and if they feel any need, then they

go for external.



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(Note: Standard is in the red font and the interview is in

the blue font)

Sources of Candidates:

Internal Sources of Candidates:

1. Job posting

2. Rehiring

3. Succession planning

Outside Sources of Candidates:

1. Recruiting via internet

2. Advertising

3. Employment agencies

4. Temporary agencies and alternative staffing

5. Off shoring/outsourcing white-collar and other jobs

6. Executive recruiters

7. On demand recruiting services



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8. College recruiting

9. Referrals and walk-ins

Internal Sources of Candidates:

1. Intranet (on process)

2. Notice Board

Outside Source of Candidates:

1. Newspapers

2. SKM site ( www.shaukatkhanum.org.pk )

Forecasting Personnel Needs:

Managers should consider several factors when forecasting personnel needs

the usual process is to forecast revenues and then, from that, estimate the size

of the staff require to achieve this sales volume. Managers use several simple

tools for projecting personnel needs, as follows:

Trend Analysis:

Study of a firms past employment needs over a period of years to predict

future needs. The purpose is to identify trend that might continue into the

future.

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Ratio Analysis:

A forecasting techniques for determining future staff needs by using ratios

between, for example, sales volume and number of employees needed.

Scatter Plot:

A graphical method use to help identify the relationship between two variables.

They are using computers to forecast personnel requirement and also by using

their past experience.

Determining Employee Qualification:

Qualifications inventories are used to contain data onemployees performance records, educational

background, and promotability. Whether manual or

computerized, these help managers determine

which employees are available for promotion or transfer.

It depends on the job position that which qualification

is required for which job because there are many jobs

in different departments in the organization and they usually use Job

Description and Job Specification for determining the current employee

qualification.

Record of Employees:

Department managers or owners of smaller firms may still use several simple

manual devices to track employee qualifications. A personnel inventory and

development record form compiles qualifications information on each

employee. The information includes education, company-sponsored courses

taken, career and development interests, languages, desired assignments, and

skills.



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They take the record in both forms:

Hard copy (CVs, background records, interview and training)

Soft Copy (Internal softwares and HRIS)

Promotion or Position on Top Level:

Personnel replacement charts are used particularly for the firms top positions.

They show the present performance and promotability for each positions

potential replacement. As an alternative, you can develop a position

replacement card. Here, create a card for each position, showing possible

replacements as well as their present performance, promotion potential, and

training.

They decide by the given goals to a person and their performance appraisal, as

well as their past experience. When a manager needs a person for a position

he or she describes the positions specifications (for instance, in terms of

education, experience and skills) after scanning its database, the system

produces the list of the candidates.

Track the Qualification:

Computerized information system is used to track the qualification of hundreds

or thousands of employees.

They are using hard copy to track the qualifications of hundreds or thousands

of employees.

Update the Employees Information:



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Most firms use computerize system to update all the information, using various

packaged software systems which automatically update based on his or her

annual performance appraisal, or training.

They use the computerized system to update all the information, which isbased on performance appraisal or training.

People who enter the Information:

The employees, their supervisors, and/or human resources professionals enters

information about the employees background, experience, and skills, usually

via the company intranet.

The people in the department of HR training and development enter the

information about employees background, experience and skills.

Employment Process:



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The whole process is given below:

The process is given below:

1. Employment planning and forecasting

2. Build a pool of candidate

3. Complete the application forms

4. Screening the applicants

5. Interview

Secure the Data:

The employees should secure the data in the firms personnel data banks.

First, there is a lot of information in most databanks, often of a personal

nature. Second, internet/intranet access means it is relatively easy to access

these data. Third, legislation gives employees rights regarding who has access

information about them.

They secure the data in hard form (in the record rooms and data banks) and

access of logins but they have limited accessibility.



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Database Management:

Matrices in the database management system define the right of the users(specified by names, ranks, or functional identification) to various kind of

access (such as read only or write only) to each database elements.

They are using their knowledge and Oracle software to manage the data base.

Advantages/Disadvantages of Forecasting Inside

Candidates:

Advantages :

Foreknowledge of candidates strengths and

weaknesses

More accurate view of candidates skills

Candidates have a stronger commitment to the

company

Increases employee morale

Less training and orientation required

Disadvantages:

Failed applicants become discontented

Time wasted interviewing inside candidates who will not be considered

Inbreeding of the status quo

Advantages:



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Better assessment of abilities

Lower cost for some job

Have to hire only at entry level

Disadvantages:

Inbreeding

Require strong management

Recruiting Complexities:

Recruiting does not just involve placing ads or calling employment agencies.

There are several things that make it more complex.

First, recruitment efforts should make sense in terms of the companys

strategic plans.

Second, well see that some recruiting methods are superior to others,

depending on the type of the job you are recruiting for.

Third, the success you have recruiting depends greatly on non-

recruitment issues and policies.

Fourth, its useless to waste time on applicants who have no real interest

in the job.

Fifth, the firms image affects its recruiting results.

Position limitation complexity is being faced by the company.

Factors of Recruiting:



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External factors affecting recruiting:

Looming undersupply of workers

Lessening of the trend in outsourcing of jobs

Increasingly fewer qualified candidates

Internal factors affecting recruiting:

The consistency of the firms recruitment efforts with its strategic goals

The available resources, types of jobs to be recruited and choice of

recruiting methods

Non recruitment HR issues and policies

Line and staff coordination and cooperation

There are some factors that make recruiting effective which are given

below:

1. Management of CVs

2. Data base bank for potential employee

3. Low turnover

4. Minimum placement

5. Culture and environment

Types of Recruiting:



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Large firms in particular, must decide if they will conduct all their recruiting

company-wide from a central recruitment office, or decentralize recruiting to

the firms various offices.

There are advantages to centralized recruitment. First, doing so makes iteasier to apply the companys strategic priorities.

Recruiting centrally has other advantages:

It reduces duplication (having several recruitment offices instead of one)

Makes it easier to spread the cost of new technologies (such as internet

based recruitment and pre-screening solutions) over more departments.

Builds a team of recruitment experts

And makes it easier to identify why recruitment efforts are going fine (or

badly)

On the other hand, if the firms division is autonomous, or their recruitment

needs are varied, it may be more sensible to decentralize the recruitment

function.

Types of recruiting:

1. Centralized

2. Decentralized

3. Both (depends upon deptt.)

Essential Line and Staff Co-operation:



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The human resources professional charged with recruiting for a vacant job is

seldom responsible for supervising its performance. He/she must know exactly

what the job entails. This means speaking with the supervisor. In addition to

needing to know exactly what the job entails and its job specifications), the

recruiter might want to know about the supervisors leadership style and about

the work.

He or she might also want to visit the work site, to review the job description

with the supervisor to ensure that the job hasnt changed, and to obtain any

additional insight into the skills and talents the new worker will need. Line and

staff coordination is therefore essential.

It is very essential for them and tries to minimize the issues of theorganization.

Measuring the Recruitment:

In terms of what to measure means how many applicants did we generate

through each of our recruitment sources? this makes sense. If more

applicants are generated than there are positions to fill, the firm can be more

selective.

The problem is that more is not always better. The employer needs qualified,

hirable applicants, not just applicants. An internet ad may generate thousands

of applicants, many from so far away that there is no chance they are viable.

Even with computerized prescreening and tracking software there are still



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costs involved in managing applicants pools: more applicants to correspond

with and screen, for instance. Furthermore, more applicants may not mean

selectivity. Realistically, the manager looking to hire five engineers probably

wont be twice as selective with 20,000 applicants as with 10,000. So, it is not

just quantity but quality.

They use job analysis process and research centre to measure the recruiting

either it is effective or not.

Measuring the Recruiting Sources:

One way is to assess applicants from each source using simple prescreening

selection devices. Having the quality of each recruitment source, the employermay then want to redirect recruiting dollars from sources that produce more

applicants but lower-quality ones to sources that produce fewer that better

candidates.

They are measuring the effectiveness of the recruitment by the following

methods:

Screening Ratios

Behavioral Measures

Performance Measures

Recruiting Yield Pyramid:

The historical arithmetic relationships between recruitment leads and invitees,

invitees and interviews, interviews and offers made, and offers made and

offers accepted.



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It depends on head of department and on job as well. They have expert for

recruiting who take the record of best 3 candidates. Example: They are

recruiting 10 people for 1 position.

Hiring of Internal Candidates:

To be effective promotion from within require using job posting, personnel

records and skills banks. Job Posting means publicizing the open job to the

employees (usually by literally posting it on company intranets or bulletin

boards). These lists the jobs attributes, like qualifications, supervisor, work

schedule and pay rate.

Qualification inventory tools such as computerized skills banks also pay a role.

Thus, perusing the skill bank database may reveal person who have potential

for further training or who have the right background for the open job .

They are using job posting, publicizing an open job to the employees and

listing its attributes.

Rehire the Candidates:

It depends. On the plus side, Formal employees are known quantitative and are

already familiar with the companys culture, style and ways of doing things.

Employees who were let go may return with less than positive attitudes. Hiring



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formal employees who resigned back into better position may signal current

employees that the best way to get ahead is to leave the firm.

In any event, there are several ways to reduce the chance of adverse

reactions. After rehired employees have been back on the job for a certainperiod, credit them with the years of service they had accumulated before they

left. In addition, inquire (before rehiring them) about what they did during the

layoff and how they feel about returning to the firm:you dont want someone

coming back who feels they have been mistreated, said one manager.

They use internet like sending mails and also use letters to rehire the people

who resign and layoff but do not take the people who are terminated from the

organization.

Succession Planning:

Forecasting the availability of inside executive candidates is particularly

important in succession planning-the ongoing process of systematically

identifying, assessing, and developing organizational leadership to enhance

performance. Succession planning entails three steps: identifying and

analyzing key jobs, creating and assessing candidates, and selecting those who

will fill the key positions.

First, based on the firms strategic goals, top management and the HR director

identify what the companys future key position needs will be, and formulate

job descriptions and specifications for them. After identifying future key

position needs, management turns to the job of creating and assessing

candidates for these jobs.



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Creating means identifying potential internal and external candidates for

future key positions, and then providing them with the developmental

experiences they require to be viable candidates when its time to fill the

positions. Organizations develop high-potential employees through a variety of

means. Most use internal training and cross-functional experiences; they also

use job rotation, external training, and global/regional assignments.

Finally, succession planning requires assessing these candidates and selecting

those who will actually fill the key positions

They are using grading structure that is approved from the head of the

department for performing succession planning.

Role of HRIS in Succession Planning:

More large employers rely on software to facilitate the succession planning

process.

They are using HRIS for checking the eligibility and grades in succession

planning.

Recruit Outside Candidate:

Recruiting via internet, advertising, Employment agencies, Temp Agencies and

Alternative Staffing, Off Shoring/Outsourcing White Collar and other jobs,

Executive recruiters, college recruiting, On Demand recruiting Services,

referrals and Walk-Ins

External Recruiting Advantages:

Brings new talent, new ideas into a company



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Enables recruiter to find out about competing companies

Reinforces positive aspects of a company

Avoids politics of internal recruiting

Serves as a form of advertising

External Recruiting Disadvantages:

Difficult to find a good fit with companys culture

May create morale problems if no opportunities for current staff

Orientation takes longer

Lowers productivity in the short run

Conflicts with internal and external recruits

They are recruiting the candidates from the outside by using CV, Data banking

and Advertising (Newspapers and internet)

Applicant Tracking System:

Applicant tracking systems are online systems that help employers attract,

gather, screen, compile, and manage applicants. They also provide several

services, including requisitions management, applicant data collection, and

reporting.

They are using applicant tracking system for attracting, gathering, screening,

compiling and managing for this.

Advertisement:

Designing effective internet ads and systems is important. Some estimates

that employers have only about four minutes before online applicants will turn



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their attention elsewhere. Employers are therefore making it easy to use their

Web sites to hunt for jobs. The best Web ads dont just transpose your

newspaper ads to Web.

They are using just SKM website ( www.shaukatkhanum.org.pk ) for any type of advertisement and this site itself scan the CVs according to the position and

job requirement .

Media Selection:

The Media: Selection of the best medium depends on the positions for which

the firm is recruiting.

Newspapers (local and specific labor markets)

Trade and professional journals

Internet job sites

Marketing programs

They are only using the www.shaukatkhanum.org.pk website for any type of

advertisement.

Best Medium for Advertisement:

Selection of the best medium depends on the position for which the firm is

recruiting. Like for the lower level we use local newspaper and specific labor

market, and for the specialized employees we use trade and professional

journals.

It depends on the position, for which position we are recruiting either it is for

director of and department or for officer level.

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Constructing the Ad:Experienced advertisers use a four point guide labeled AIDA to construct ads.

Attention: Attract attention to the ad

Interest: Develop interest in the job

Desire: Create desire by spotlighting the jobs interest factors with

words

Action: The ad should prompt action

Wording related to the job and creates a positive impression of the firm.

They just paste the ad on their website.

Agencies for Recruitment:

There are three types of agencies:

Public Agencies

Non profitable Agencies

Privately agencies



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Public Agencies: State owned and funded, important source of workers

and operated by the federal, state, or local governments

Non Profitable Agencies: Help candidates find jobs

Private Agencies: Important sources of clerical, white collar, and

managerial personnel, Charge fee from employer

They are not concerning any agencies for recruiting.

Usage of Agencies:

No HR department held: firm lacks recruiting and screening capabilities.

To attract a pool of qualified applicants.

To fill a particular opening quickly.

To attract more minority or female applicants.

To reduce internal time devoted to recruiting.

They are not using any agencies for recruitment.

Recruiting through Agencies:

Provide the agency with accurate and complete job descriptions.

Make sure tests, application blanks, and interviews are part of the

agencys selection process.

Review candidates accepted or rejected by your firm or the agency for

effectiveness and fairness of agencys screening process.

Screen agency for effectiveness in filling positions.



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Supplement the agencys reference checking by checking the final

candidates references yourself.

They are not concerning to any agency.

Hire Temporary Worker:

Employers can hire temp workers either through direct

hire or through temporary staff agencies. Direct hiring

involves simply hiring workers and placing them on the

job. The employer usually pays these people directly, as

it does all its employees, but classifies them separate

from regular employees, as casual, seasonal, ortemporary employees, and often pays few if any

benefits.

They hire the temporary worker according to their needs and position.

Temporary Agencies:

In order to make temp relationship as fruitful as possible, managers

supervising temps should understand these employees` main concers. In onesurvey, six key concers emerged. They said they were:

Treated by employers in a dehumanizing, impersonal, and ultimately

discouraging way.

Insecure about their employment and pessimistic about the future.

Worried about lack of insurance and pension benefits.

Misled about their job assignment and in particular about weither

temporary assignments were likely to become full-time positions."Underemployed" (particularly those trying to return to the full-time

labor market).

They are not concerning to any agency.



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Executive Recruiters:

Executive recruiters (also called headhunter) are special employment agencies

retained by employers to seek out top-management talent for their clients. The

percentage of your firms position filled by these services might be small.However, these jobs include key executive and technical position. For

executive position, headhunters may be your only source of candidates. The

employer always pays the fees.

ADVANTAGES

Recruiters are often irreplaceable.

They have many contacts and are especially adept at contacting

qualified, currently employed candidates who aren`t actively looking tochange jobs.

they can also keep your firm`s name confidential until late into the

search process.

The recruiter can safe top management s time by advertising for the

position and screening what could turn out to be hundreds of applicants.

The recruiters fee might actually turn out to be insignificant compared

with the cost of the executive time saved.

There is no need of any executive recruiter in it.

On Demand Recruiting Services:

On demand recruiting services (ODRS) provide short-term specialized

recruiting assistance to support specific projects without the expense of

retaining traditional search firms. They are basically recruiters who get paid by

the hour or project, instead of a percentage fee. A traditional reciting firmmight charge 20 to 30% of each hires sailor, a prohibitive amount for a small

company. Then ODRS firm charge by time, rather than per hire. It handled

recruiting, analysis, and prescreening, and left the client with the short list of



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qualified candidates to put through the employers own internal screening

process.

There are not taking any kind of help from the recruiters.

College Recruiting:

College recruiting sending an employers representatives to college

campuses to prescreen applicants and create an applicant pool from the

graduating classis an important source of management trainees, promotable

candidates, and professional and technical employees. One study several years

ago concluded, for instance, the new college grads filled about 38% of all

externally filled jobs requiring a college degree.

The problem is that on dash campus recruiting is expensive and time-

consuming of done right. Schedules must be set well in advance, company

brochures printed, records of interviews kept, and much time spent on

campus. And recruiter themselves are sometimes ineffective, or worse. Some

recruiters are unprepared show little interact in the candidate, and act

superior. Many don t screen candidates effectively. Such experiences

underscore the need to train the recruiters in how to interview candidates, howto explain what the company has to offer, and how to put candidates as ease.

They are not using any college recruiting.

Referral and Walk-Inn:

Employee referral campaigns are an important recruiting option. The firm

post announcements of opening and request for referral on internet websites,



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bulletin, and/or wallboards. Prizes or cash rewards are offered on referrals that

lead the hiring.

The biggest advantage here and the reason why so many employers favor

this approachis that referrals tend to generate high-quality candidates.Current employees will usually provide accurate information about the job

applicants they are referring, especially since they are putting their own

reputation on the line. The new employees may also come with a more realistic

picture of what working in the firm is like. Referrals can also facilitate

diversifying your work force.

No walk-inn and referral and in some cases referral, is they are performing. It

depends on the department, and the online recruiting is best because itincreases the efficiency.

Best Recruiting System:



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Recruiting a more Diverse Workforce:

Recruiting a diverse workforce isnt just socially responsible: Its a necessity,

given globalization, the rapid increase in minority, older worker, and woman

candidates, and the 70% jobless rate among disables people. Doing so means

taking special steps to recruit people from these categories.

Single Parents:



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About two-third of all single parents are in the work force today; this group is

an important source of candidates. Attracting single parents brings with

understanding the problems they face in balancing work and family life.

Older Workers:

When it comes to hiring older workers, employers dont have much choice.

Over the next few years, the fastest-growing labor force segment will be those

from 45 to 64 years old.

Recruiting Minorities and Women:

Basically the same prescription that apply to recruiting to old workers, apply to

recruiting minorities and women.

Welfare to work:

The Federal Personal Responsibility and Welfare Reconciliation Act of 1996,

prompted many employers to implement welfare to work program for

attracting and assimilating former welfare recipients.

Disabled:

Developing resources and policies to recruit and integrate disable persons into

the workforce.

There are many Muslim and Christian nurses are serving the patients as well as

handicap people also look after the patients.



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For Example: Imran is a handicap person who is cured from the cancer

disease and now serving the patients.

GAPS

In standard the Personnel Replacement Charts and a Position

Replacement Card are used particularly for the firms top positions but

they decide by the given goals to a person and their performance

appraisal, as well as their past experience for the firms top position.



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Computerized information system is used to track the qualification of

hundreds or thousands of employees, but they are using hard copy to

track the qualifications of hundreds or thousands of employees.

Matrices are used for the database management system but they areusing their knowledge and Oracle software to manage the data base.

Recruiting via Internet, Advertising, Employment Agencies, Temp

Agencies and Alternative Staffing, Off Shoring/Outsourcing White Collar

and other jobs, Executive Recruiters, College Recruiting, On Demand

Recruiting Services, Referrals and Walk-Inns are used for the

Recruitment of Outside Candidates but they are recruiting the

candidates from the outside by using Advertising (Newspapers) and theirown website (shaukatkhanum.org.pk)

Newspapers (local and specific labor markets), trade and professional

journals, internet job sites, marketing programs are used for

advertisements but they are only using the www.shaukatkhanum.org.pk

website for any type of advertisement.

AIDA model is used in constructing the ad to make the ad moreattractive but they just paste the ad on their website.

Public Agencies operated by Federal, State, or Local Governments,

Agencies associated with nonprofit organizations, Privately owned

agencies are used for recruiting but they are not concerning to any

agency for recruitment.

Executive Recruiters (also called Headhunter) retained by employers to

seek out top-management talent for their clients but they not concern

with any Executive Recruiters.

In standards On Demand and College Recruiting are also used but they

are also not concerning to On Demand and College Recruiting.

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Recommendation

They should use the Personnel Replacement Charts which are

particularly for the firms top positions that show the present

performance and promotability for each positions potential replacement.As an alternative, they can develop a Position Replacement Card. Here,

create a card for each position, showing possible replacements as well as

their present performance, promotion potential, and training.

They should use the computerized information system for track the

qualification of hundreds or thousands of employees which make their

work faster.

They should use the matrices in the database management systems

which define the right of the users (specified by names, ranks, or

functional identification) to various kind of access (such as read only or

write only) to each database elements that manage the data more

effectively.

Newspapers (Local and Specific Labor Markets), Trade and Professional

Journals, Internet Job Sites, Marketing Programs should be use for theAdvertisement because Print Media is also plays a very important role in

Advertisement.

They should use AIDA model for constructing the ad to make the ad

more attractive.

Public Agencies operated by Federal, State, or Local Governments,

Agencies associated with Nonprofit Organizations, Privately Owned

Agencies should be use for Recruiting which make their recruitment

more better.

They should use the Executive Recruiters because the Recruiter can safe



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Top Management`s time by Advertising for the Position and Screening

what could turn out to be hundreds of applicants.

They should use On Demand Recruiting and College Recruiting also by

this they can get more qualified, experienced and efficient employees.



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Now Final Hrm

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