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Recruitment and Selection Strategies

Tata's Jaguar-Land Rover is seeking to recruit 600 engineers and technical staff for significant projects, alongside addressing vacancies in other departments. The document discusses the challenges posed by an oversupply of B Schools producing MBAs, leading to a shortage of qualified teaching faculty. It outlines the recruitment process, factors affecting it, and the importance of a good recruitment policy, along with evaluation methods and the significance of training and development.

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6 views46 pages

Recruitment and Selection Strategies

Tata's Jaguar-Land Rover is seeking to recruit 600 engineers and technical staff for significant projects, alongside addressing vacancies in other departments. The document discusses the challenges posed by an oversupply of B Schools producing MBAs, leading to a shortage of qualified teaching faculty. It outlines the recruitment process, factors affecting it, and the importance of a good recruitment policy, along with evaluation methods and the significance of training and development.

Uploaded by

alithasni45
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd

MODULE 2

RECRUITMENT & SELECTION


RECRUITMENT

 Tata owned Jaguar-Land Rover (JLR) has announced a major drive to


recruit 600 engineers and technical staff to work on its 700-million-
pounds projects
 Besides, there are a "significant number" of vacancies in its purchasing,
finance and human resources departments. It is also launching a
programme aimed at recruiting
 Problem of booming B Schools
 Headhunters scouting around for MBAs
 2000 witnessed an alarming rise in number of institutes, offering management
education both at the undergraduate & PG
 All these needs at least 200 MBAs for teaching faculty
 Most of MBAs join industries
 Management are worried
 Where to find qualified & eligible MBAs…?
RECRUITMENT

 Recruitment is the process of searching for prospective employees


and stimulating them to apply for jobs in the organizations.
Selection starts where recruitment ends
FACTORS AFFECTING RECRUITMENT

 Organizational / internal factors


 Size of the organisation
 Employment condition
 Salary structure and working conditions
 Environmental / external factors
 Rate of growth
A GOOD RECRUITMENT POLICY

 Complies with government policies


 Provides job security
 Provides employee development opportunities
 Flexible to accommodate changes
 Ensures its employees long-term employment opportunities
 Cost effective for the organization
SOURCES OF RECRUITMENT
SOURCES OF RECRUITMENT
EVALUATION OF A RECRUTIMENT PROGRAM

 The recruitment policies, sources & methods have to be evaluated from time to time
 Successful recruitment program shows
 No. of successful placements
 No. of offers made
 No. of applicants
 Cost involved
 Time taken for filling up the position
SELECTION
HOW CRUCIAL IS SELECTION PROCESS?
SELECTION PROCESS
SELECTION TESTS
WHY TRAINING & DEVELOPMENT ?
WHEN DOES THE NEED FOR TRAINING ARISE ?
ADVANTAGES OF TRAINING
DISADVANTAGES OF TRAINING
OBJECTIVES OF TRAINING AND DEVELOPMENT
INPUTS OF TRAINING AND DEVELOPMENT
ASSESSMENT OF TRAINING NEEDS
TRAINING & DEVELOPMENT PROCESS
T & D METHODS
REASONS & BENEFITS
TRAINING OUTCOMES

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