Internal and external sources

internal recruitment sources

Internal recruitment sources are a company's existing
employees who can perform the available job. These
recruits are less expensive to hire and more
convenient to recruit because they come from the
organisation's quali ed workforce. The human
resources (HR) personnel can share information
about the job title, duties, work experience

and educational quali cations with the current

employee. They usually do this internally via phone
calls, email, notice board messages and website
postings. Typically, HR professionals include contact
details and encourage employees to apply so that
they can put them on an interview shortlist.
Some types of internal hiring in organisations include
the following:
• Promotion: The organisation might offer quali ed
employees a higher-ranking role in the same
department or a different one with more duties,
responsibilities and a salary increase. Since a
promotion means a better job status and bene ts,
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 it motivates employees to be more diligent and
productive.
• Transfer: The organisation may move an
employee from one department to work in
another. It could also transfer an employee to a
branch of ce in another city or country.
• Freelance and former employees: The
organisation might offer a full-time position to a
freelancer already working for it. It could also hire
former or retired employees who want to work
part-time or full-time.
• Employee referral scheme: The organisation
may screen current employees and refer quali ed
candidates for available positions. Existing
employees might receive bonuses or other
rewards for making referrals.

External recruitment sources

External recruitment sources refer to a group of
candidates from outside the company who might t
the vacant role. Organisations develop a recruitment
budget to nd, screen and interview candidates from
various external sources. After hiring new talent, an
organisation typically offers an orientation or training
programme to help the new employee understand
their role and teach them to manage their work
responsibilities. Some types of external hiring in
organisations include the following:
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 • Advertisements: The organisation advertises
available job positions on its website, social media
platforms, professional networking sites, job sites
and newspapers. The job advertisements may
look for freshers, mid-level or senior-level
employees.
• Employment agencies: Private sector and
government employment agencies often provide
in-person and online job search services to
quali ed candidates. In addition to informing
candidates of available positions that match their
quali cations and work experience, these
agencies may offer resume and interview tips.
• Employment sites: Many online employment
sites list available jobs from companies across
industries. People can create personal pro les on
these sites, upload their resumes, select the types
of jobs they want, get job noti cations and send
applications.
• Campus selections: Organisations conduct
campus selection drives at various educational
institutions to recruit nal-year students for
available positions. They may offer the students
internships before graduation and jobs afterwards.
• Employee recommendations: Existing
employees may recommend the organisation to
quali ed family members, friends and
acquaintances by informing them of open
positions and encouraging them to apply.
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• Labour union recommendations: Organisations
from unionised industries such as hotels,
construction, retail, textiles, nance and insurance
may hire recruits from labour union
recommendations.
• Employment enquiries: Skilled, semi-skilled or
unskilled candidates may present themselves at
the organisation to enquire about available work.
A manager might hire them according to their
abilities.
• Walk-in interviews: Some organisations might
have walk-in interview policies that enable
talented candidates to apply without a formal
interview appointment.
• Labour contractors: Organisations may pay
commissions to labour contractors when hiring
semi-skilled and unskilled employees to ensure
they can maintain an adequate workforce.
• Public talks, appearances and posts: An
organisation might conduct public lectures, talk
show appearances and social media posts by
senior executives and other employees to inform
potential candidates about its business work
culture and available opportunities. These posts
encourage people to apply for open positions.
• Trade shows: An organisation might participate in
trade shows to inform the public about its products
and services and attract recruits.
• Indirect sources: Articles, books and
documentaries about an organisation's
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 achievements can work as indirect recruitment
sources by showing interested candidates that an
organisation is successful and a

Q2) FACTORS AFFECTING RECRUITMENT ?

INTERNAL FACTORS
The internal factors also called as “endogenous
factors” are the factors within the organization that
e ect recruiting personnel in the organization.
The internal forces i.e. the factors which can be
controlled by the organization are:

1. Recruitment Policy
The recruitment policy of the organization i.e.
recruiting from internal sources and external also
a ect the recruitment process The recruitment policy
of an organization speci es the objectives or
recruitment and provides a framework for
implementation of recruitment program.It may involve
organizational system to be developed for
implementing recruitment programs and procedure
by lling up vacancies with best quali ed people.

Factors A ecting Recruitment Policy

• Need of the organization.

• Organizational objectives
• Preferred sources of recruitment.
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 • Government policies on reservations.
• Personnel policies of the organization and its
competitors.
• Recruitment costs and nancial implications.
2.Human Resource Planning
E ective human resource planning helps in
determining the gaps present in the existing
manpower of the organization. It also helps in
determining the number of employees to be recruited
and what quali cation they must possess.

3. Size of the Organization

The size of the organization a ects the recruitment
process. If the organization is planning to increase its
operations and expand its business, it will think of
hiring more personnel, which will handle its
operations.

4. Cost involved in recruitment

Recruitment incur cost to the employer, therefore,
organizations try to employ that source of recruitment
which will bear a lower cost of recruitment to the
organization for each candidate.

5. Growth and Expansion

Organization will employ or think of employing more
personnel if it is expanding its operations.

EXTERNAL FACTORS
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 1.Supply and Demand
The availability of manpower both within and outside
the organization is an important determinant in the
recruitment process. If the company has a demand
for more professionals and there is limited supply in
the market for the professionals demanded by the
company, then the company will have to depend
upon internal sources by providing them special
training and development programs.

2. Labour Market
Employment conditions in the community where the
organization is located will in uence the recruiting
e orts of the organization. If there is surplus of
manpower at the time of recruitment, even informal
attempts at the time of recruiting like notice boards
display of the requisition or announcement in the
meeting etc. will attract more than enough applicants.

3.Goodwill / Image of the organization

Image of the organization is another factor having its
in uence on the recruitment process of the
organization. This can work as a potential constraint
for recruitment. An organization with positive image
and goodwill as an employer nds it easier to attract
and retain employees than an organization with
negative image. Image of a company is based on
what organization does and a ected by industry.
Managerial actions like good public relations,
rendering public service like building roads, public
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parks, hospitals and schools help earn image or
goodwill for organization.

4. Political-Social- Legal Environment

Various government regulations prohibiting
discrimination in hiring and employment have direct
impact on recruitment practices. For example,
Government of India has introduced legislation for
reservation in employment for scheduled castes,
scheduled tribes, physically handicapped etc. Also,
trade unions play important role in recruitment. This
restricts management freedom to select those
individuals who it believes would be the best
performers. If the candidate can’t meet criteria
stipulated by the union but union regulations can
restrict recruitment sources.

5.Unemployment Rate
One of the factors that in uence the availability of
applicants is the growth of the economy (whether
economy is growing or not and its rate). When the
company is not creating new jobs, there is often
oversupply of quali ed labour which in turn leads to
unemployment.

6.Competitors
The recruitment policies of the competitors also a ect
the recruitment function of the organizations. To face
the competition, many a times the organizations have
to change their recruitment policies according to the
policies being followed by the competitors.
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 Q3) OBJECTIVES OF RECRUITMENT?

Here are 10 recruitment objectives for nding the best

candidates for a position:
1. Re ne the quality of your
candidates
When searching for the ideal candidate for a position,
recruiters rst look for applicants whose resumes
match the job description they listed. The professional
skills, education and employment experience listed on
a resume are important in determining whether a
candidate is a good t for an available position, but
re ning candidates even further can help you ensure
you hire the best possible applicant.
Asking certain interview questions allows you to better
understand how each candidate operates as an
employee and what they expect from the job.
Screening questions or prompts you might include in
an interview are:

2. Create a pool of quali ed

candidates
Even if you plan on hiring the rst candidate you
interview, having a pool of select candidates adds
quality assurance to your hiring process. You may still
select the rst person you interviewed, but using their
quali cations as a baseline when interviewing other
candidates allows you to make a hiring decision with
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 con dence. If you have multiple candidates to
compare, you can also ask for feedback from
colleagues or supervisors when attempting to select a
quali ed candidate.
3. Find candidates who t your
company's culture
Company culture refers to a shared set of values,
practices and goals that members of an organization
share. Effective team managers often consider the
independence and preferences of their team
members, how team members treat one another and
the workplace environment when delegating tasks and
assigning group work. Recruiters can maintain a
productive company culture by ensuring that a chosen
candidate understands their company's culture and
wants to actively participate in it.

4. Streamline the recruitment and

hiring processes
Creating a detailed strategy for interviewing and hiring
candidates makes the entire process more ef cient.
When you know exactly what to expect and develop a
consistent approach to hiring candidates, applicants
often feel valued and respected. This can help you
develop positive relationships with candidates who
may have an interest in future vacancies within your
company.
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5. Reduce employee turnover
Effective recruitment ensures that both you and your
candidates have the information you both require to
make a proper hiring decision. Ensuring that you
mention as many details as possible regarding the
job, bene ts and any other expectations of the
company can help reduce employee turnover.
Consider also encouraging questions from the
candidate, as well. If this occurs, the candidates often
know what to expect if they accept a job offer

and can avoid surprises that may lead to them

seeking other employment.

6. Encourage leadership
development
Candidates are more likely to accept a position if they
know there are advancement opportunities within the
company. You can make leadership development a
recruitment objective by discussing career goals with
each candidate, explaining the company's structure
and letting them know whether you may have more
senior positions available in the future. If you don't
believe there are advancement opportunities
available, ensure that the candidate feels comfortable
remaining in the position or solely working in similar
job roles.
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7. Improve your brand's perception
In most cases, you can only hire one candidate for
each position. However, you might receive several
applications and interview dozens of applicants. This
allows you to emphasize your brand's perception with
everyone who interacts with your company, even if
you don't hire them.
Regardless of whether they secure an available
position, candidates often remember interviews
they've had. If they have a positive experience, they
may apply for other jobs with your company in the
future, recommend your company to others or
positively discuss your company with friends and
business associates.

8. Learn which methods work best

Adjusting your recruitment methods is equally
important to establish a set of recruitment objectives.
The best recruitment approach varies by company, as
each business has unique hiring goals. Hiring goals
and companies as a whole also change over time.
Consider implementing new objectives to determine
which works best for your company and analyze each
method often to determine its success or failure.
9. Use a merit-based selection
approach
You can avoid unintentional bias in your hiring process
by including merit-based selection in your recruitment
objectives. When reviewing each candidate's resume,
try to solely consider their quali cations, education
and experience. Personal information, such as their
name or address, should only be important if you
choose to contact them for an interview. When you
select candidates based on merit, you create a larger
pool of quali ed applicants and encourage diversity in
your workplace.
10. Minimize recruitment
costs:Recruiters often establish
goals to minimize their costs.
Companies can keep recruitment
costs low and avoid decreases in
productivity associated with a high
turnover rate by establishing
recruitment goals that encourage
job satisfaction and retention.
Using digital features, such as
virtual interviewing and social
media recruitment, can also help
recruiters adhere to their budget,
broaden their reach and encourage
company growth.
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 Q4) MERITS AND DE-MERITS OF RECRUITMENT

Advantages Of Internal
Recruitment Sources
There are many advantages to internal recruitment
sources, such as:
• Cost-effectiveness: It is more cost-effective for
organisations to hire internally since it is not
necessary for them to spend money on
advertising, performing background checks or
arranging interviews.
• Time ef ciency: By hiring internally, HR
personnel can save time they may have spent
reading thousands of job applications, short-listing
candidates and emailing and setting up
interviews.
• Adaptability: When organisations hire internally,
employees are already familiar with the
organisational structure, culture and business.
This knowledge reduces the need for induction or
training to adapt to the new position and working
conditions.
• Improved morale: Employees may feel more
valued when they receive opportunities to move to
different or higher-paying positions within an
organisation. The opportunity to progress in their
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 careers may improve their morale, engagement
and productivity.
• Increased self-improvement: Employees may
increase their participation in self-development
programmes and seek new skills to become more
eligible for promotions.

Advantages Of External
Recruitment Sources
The following are some of the advantages of external
recruitment sources:
• Access to more talent: By turning to external
recruitment sources, organisations gain access to
a wider pool of quali ed candidates with the right
skills and experience to suit the open job position.
• Infusion of new ideas: Organisations can
improve innovation when they hire talent from
external recruitment sources. New voices can
help the company improve its business operations
and advance in the industry.
• Better use of resources: When organisations
hire skilled and experienced candidates from
external recruitment sources, it is unnecessary to
spend time, money and other resources on
training them to address the job's responsibilities.
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Considerations for internal
recruitment sources
The following are some considerations when using
internal recruitment sources:
• Limited skills pool: When companies hire
internally, they may realise that existing
employees lack the desirable skills or training to
manage the responsibilities of the open position.
• Limited talent selection: There may be more
capable people outside the company who remain
unnoticed because the organisation focuses on
hiring internally, missing capable people who
could enhance business operations with
innovative ideas and resourcefulness.
• Strong impact on morale: Missing an internal
job opportunity may affect an employee's morale
and productivity.
• Workplace tension: Workplace tension could
arise between employees if some receive
promotions and others think they received unfair
treatment.
• Nepotism: Employees may recommend family
members and friends with less talent or skills than
other external candidates.

Considerations for external

recruitment sources
 The following are some considerations when using
external recruitment sources:
• Time inef ciency: Depending on the
organisation and its hiring requirements, recruiting
from external sources might be a time-consuming
process with multiple interview rounds.
• Training needs: New employees may require an
orientation or training programme to ensure they
can t with the organisational culture and manage
the work requirements.
• Employee dissatisfaction: Existing employees
seeking a promotion or a transfer may feel
discouraged about their professional future
because someone else got the job.
• Increased workplace tension: Hiring externally
may also increase workplace tension and lower
levels of cooperation between existing employees
and new ones. This issue could impact a
company's productivity and quality of work.
• Workplace culture adjustments: New
employees may nd it challenging to adjust to the
workplace culture or their new responsibilities,
which may lead to poor staff retention.
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