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 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 a routine and if any reason these payments do not accrue regularly employees become resentful and disgruntled.

Subcontracting; To meet a sudden increase 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 specialist’s agency to undertake part of the work, to mutual advantage.

Temporary employees: Employees hired for a limited time to perform a specific job are called temporary employees. They are particularly useful in meeting short term human resource 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 possess 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.

Outsourcing: Any activity in which a firm lacks expertise and requires an 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 employee joins its 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.

Source: HRM VSP

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