The major challenges faced by the HR in recruitment are:

Adaptability to globalization – The HR professionals are expected and

required to keep in tune with the changing times, i.e. the changes

taking place across the globe. HR should maintain the timeliness of the

process

Lack of motivation – Recruitment is considered to be a thankless job.

Even if the organisation is achieving results, HR department or

professionals are not thanked for recruiting the right employees and

performers.

Process analysis – The immediacy and speed of the recruitment

process are the main concerns of the HR in recruitment. The process

should be flexible, adaptive and responsive to the immediate

requirements. The recruitment process should also be cost effective.

Strategic prioritization – The emerging new systems are both an

opportunity as well as a challenge for the HR professionals. Therefore,

reviewing staffing needs and prioritizing the tasks to meet the changes

in the market has become a challenge for the recruitment

professionals.

Attract and encourage more and more candidates to apply in the organisation.

Create a talent pool of candidates to enable the selection of best

candidates for the organisation.

Determine present and future requirements of the organization in

conjunction with its personnel planning and job analysis activities.

Recruitment is the process which links the employers with the

employees.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of selection process by decreasing

number of visibly under qualified or overqualified job applicants.

Help reduce the probability that job applicants once recruited and

selected will leave the organization only after a short period of time.

Meet the organizations legal and social obligations regarding the

composition of its workforce.

Begin identifying and preparing potential job applicants who will be

appropriate candidates.

Increase organization and individual effectiveness of various

recruiting techniques and sources for all types of job applicants

Recruitment is of the most crucial roles of the human resource

professionals. The level of performance of and organisation depends on

the effectiveness of its recruitment function. Organisations have

developed and follow recruitment strategies to hire the best talent for

their organisation and to utilize their resources optimally. A successful

recruitment strategy should be well planned and practical to attract

more and good talent to apply in the organisation.

For formulating an effective and successful recruitment strategy, the

strategy should cover the following elements:

1. Identifying and prioritizing jobs

Requirements keep arising at various levels in every

organisation; it is almost a never-ending process. It is impossible

to fill all the positions immediately. Therefore, there is a need to

identify the positions requiring immediate attention and action.

To maintain the quality of the recruitment activities, it is useful

to prioritize the vacancies whether to focus on all vacancies

equally or focusing on key jobs first.

2. Candidates to target

The recruitment process can be effective only if the organisation

completely understands the requirements of the type of

candidates that are required and will be beneficial for the

organisation. This covers the following parameters as well:

o Performance level required: Different strategies are

required for focusing on hiring high performers and

average performers.

o Experience level required: the strategy should be clear as

to what is the experience level required by the

organisation. The candidate’s experience can range from

being a fresher to experienced senior professionals.

o Category of the candidate: the strategy should clearly

define the target candidate. He/she can be from the same

industry, different industry, unemployed, top performers

of the industry etc.

3. Sources of recruitment

The strategy should define various sources (external and

internal) of recruitment. Which are the sources to be used and

focused for the recruitment purposes for various positions.

Employee referral is one of the most effective sources of

recruitment.

4. Trained recruiters

The recruitment professionals conducting the interviews and the

other recruitment activities should be well-trained and

experienced to conduct the activities. They should also be aware

of the major parameters and skills (e.g.: behavioural, technical

etc.) to focus while interviewing and selecting a candidate.

5. How to evaluate the candidates

The various parameters and the ways to judge them i.e. the

entire recruitment process should be planned in advance. Like

the rounds of technical interviews, HR interviews, written tests,

psychometric tests etc.

Job satisfaction played an important role to employees’ turnover because it would lead employee resigned when their job satisfaction is low. The results indicate HRM practice a positively and significantly correlated with job satisfaction. On the other hand HRM practice and job satisfaction are negatively and significantly correlated with turnover. However, the results of HRM practice and job satisfaction are strong predictors of turnover

In previously studies, there are plentiful of job satisfaction research that often in two different types of variable which effect on job satisfaction (Steijn, 2002). First, individual characteristics define as race, gender, educational level and age such as the study of Reiner and Zhao (1999) explain a significant effect on age whereas Ting (1997) clarifies age and race associated effect to job satisfaction. On the other hand, in the second place in most studies are work environment as supported by Herzberg (1966) as the primary determinant of employee job satisfaction. For example, Reiner and Zhao (1999) employ five dimensions of the work environment; skill variety, task identity, task significant, autonomy, and feedback. However, their study is lack of explicitly variables related to the personal practices in this period (Steijn, 2002). In the recent year, the literature on Human Resource Management (HRM) emphasis on the high performance working system practices’ on job satisfaction as hence employee performance and contributed the organization performance. Job

satisfaction is one of the most widely studies work-related attitudes in the fields of industrial and organizational psychology, and organizational behavior (Spector, 1997). Many researchers identify in several ways in definition of job satisfaction. Greenberg and Baron (1997) define job satisfaction as an individual’s cognitive, affective, and evaluative reactions towards his or her job. Locke (1976) provides more specific definition on job satisfaction as the state where one’s needs and one’s outcomes match well. According to Cranny, Smith and Stone (1992) job satisfaction is a combination of cognitive and affective reactions to the differential perceptions of what an employee wants to receive compared to what he or she actually receives. Job satisfaction is a factor that would induce the employee to work in the long term position. Regardless of job satisfaction the organization or firm would confront with the cost of recruitment caused by turnover. For this reason, the organization should pay attention to employees’ job satisfaction as well. 2. Literature Review Job Satisfaction

Job satisfaction is in regard to one's feelings or state-of-mind regarding the nature of their work. Job satisfaction can be influenced by a variety of factors, for example pay practice, quality of one's relationship with their supervisor, quality of the physical environment in which they work whereby turnover refers to the characteristic of a given company or industry, relative to rate at which an employer gains and loses staff. For example, if an employer is said to have a high turnover, it means that employees of that company have a shorter tenure than those of other companies in that same industry. Job satisfaction and turnover are basically related by which job satisfaction has directly effect on the turnover. Vast literatures exist on the relationships between two variables as mentioned. Pierce, Hazel, and Mion (1996) examine the effect of a professional practice model (PPM) on nurses’ job satisfaction and 42 turnover. They employ the implementation of a PPM as the characteristics of participative decision making; control over work practices; organizational supportiveness; collegial relationships; open, multilevel communication; and rewards linked to clinical proficiency. The results of their study affirm the significantly correlated with increased job satisfaction and lower turnover rates among staff nurse in rehabilitation hospital. In fact, as a result of their study give an idea about the existent relationship between job satisfaction and turnover. Moreover, job satisfaction is generally believed a higher job satisfaction is associated with increased productivity, lower absenteeism, and lower employee turnover (Hackman & Oldham, 1975). Wong (1989) explores the impact of job satisfaction on intention to change jobs among secondary school teachers in Hong Kong. His study affirms that low in teachers’ job satisfaction tend to have low level of commitment and productivity. Moreover, teachers respond prepared to leave teaching if a job alternative of offering a higher salary became available. In other word, lower in teachers’ job satisfaction significant predictors of teachers' intention to leave the teaching profession. There is a longstanding interest in the relationship between job satisfaction and turnover, Griffeth, Hom and Gaertner (2000) give precisely a negative association between job satisfaction and stuff turnover. In addition, Glance, Hogg and Huberman (1997) mentioned the relationship between turnover and productivity asserted that the lower turnover is positively correlated with productivity. Amah (2009) stressed that job satisfaction was found to have a direct negative relationship with turnover intention. These results indicate that the effect of job satisfaction on turnover can be enhanced in two ways; namely, when employees find congruence between their job and their self identity, and when involvement in such jobs enhances their overall life satisfaction. On the other hand, turnover can be considered as cost of running a business. As mentioned by Khilji and Wang (2007) reported that the impacts of labor turnover on a hotel’s bottom line could be classified into direct costs and indirect costs. Direct costs are essentially financial consequences that include administrative costs as a result of increased recruitment and training expenditure of new employees. Human Resource

The impact of turnover has received considerable attention by senior management, human resources

professionals, and industrial psychologists. It has proven to be one of the most costly and seemingly

intractable human resource challenges confronting organizations. This paper provides a summary of

information, abstracted from published research, on the costs of turnover, factors contributing to its

magnitude in organizations, and proposed remedies.

Costs of TurnoverAnalyses of the costs associated with turnover yield surprisingly high estimates. The high cost of losing

key employees has long been recognized. However, it is important for organizations to understand that

general turnover rates in the workforce can also have a serious impact on an organization's profitability,

and even survival. There are a number of costs incurred as a result of employee turnover. These costs

are derived from a number of different sources, a few of which are listed below.

1. Recruitment of replacements, including administrative expenses, advertising, screening and

interviewing, and services associated with selection, such as security checks, processing of

references, and, possibly, psychological testing.

2. Administrative hiring costs.

3. Lost productivity associated with the interim period before a replacement can be placed on the job.

4. Lost productivity due to the time required for a new worker to get up to speed on the job.

5. Lost productivity associated with the time that coworkers must spend away from their work to help a

new worker.

6. Costs of training, including supervisory and coworker time spent in formal training, as well as the

time that the worker in training must spend off the job.

7. Costs associated with the period prior to voluntary termination when workers tend to be less

productive.

8. In some cases costs associated with the communication of proprietary trade secrets, procedures,

and skills to competitive organizations.

9. Public relations costs associated with having a large number of voluntary or involuntary terminations

in the community spreading gossip about the organization.

10. Increased unemployment insurance costs.

Using an example from the health care industry, Cascio (2000) calculated that the cost of replacing 288

employees per year (in a hospital with 200 beds employing 1200 persons with a turnover rate of 2% per

month) was $2,888,295.52 when all sources of costs were analyzed. Moreover, a recent Business Week

(1998) study estimated that the replacement costs alone, are over $10,000 for about half of all jobs and

approximately $30,000 for all jobs. These estimates highlight the considerable costs that can be

associated with turnover.

The Causes of TurnoverThere are a number of factors that contribute to employee turnover. We explore some of these factors in

more detail below.

1. The economy - in exit interviews one of the most common reasons given for leaving is the

availability of higher paying jobs. Some minimum wage workers report leaving one job for another

that pays only 50 cents an hour more. Obviously, in a better economy the availability of alternative

jobs plays a role in turnover, but this tends to be overstated in exit interviews.

2. The performance of the organization - an organization perceived to be in economic difficulty will

also raise the specter of impending layoffs. Workers believe that it is rational to seek other

employment.

3. The organizational culture - much has been written about organizational culture. It is sufficient to

note here that the reward system, the strength of leadership, the ability of the organizations to elicit

a sense of commitment on the part of workers, and its development of a sense of shared goals,

among other factors, will influence such indices of job satisfaction as turnover intentions and

turnover rate.

4. The characteristics of the job - some jobs are intrinsically more attractive than others. A job's

attractiveness will be affected by many characteristics, including its repetitiveness, challenge,

danger, perceived importance, and capacity to elicit a sense of accomplishment. A job's status is

also important, as are many other factors.

5. Unrealistic expectations - Another factor is the unrealistic expectations and general lack of

knowledge that many job applicants have about the job at the time that they receive an offer. When

these unrealistic expectations are not realized, the worker becomes disillusioned and decides to

quit.

6. Demographics - empirical studies have demonstrated that turnover is associated in particular

situations with demographic and biographical characteristics of workers. But to use lifestyle factors

(e.g. smoking) or past employment history (e.g. many job changes) as an explicit basis for screening

applicants, it is important for legality and fairness to job applicants to verify such biodata empirically.

7. The person - In addition to the factors listed above, there are also factors specific to the individual

that can influence turnover rates. These include both personal and trait-based factors. Personal

factors include things such as changes in family situation, a desire to learn a new skill or trade, or an

unsolicited job offer. In addition to these personal factors, there are also trait-based or personality

features that are associated with turnover. These traits are some of the same characteristics that

predict job performance and counterproductive behaviors such as loafing, absenteeism, theft,

substance abuse on the job, and sabotage of employer's equipment or production. These traits can

be measured and used in employee screening to identify individuals showing lower probability of

turnover.

It is important to note that the factors we've listed above can be classified as being within or beyond the

control of the employing organization. In order to actively participate in reducing costs associated with

turnover, organizations need to identify those factors over which they do have some control and initiate

necessary changes to reduce turnover attributable to these "controllable" factors.

Adopting an effective applicant screening procedures is an efficient and cost effective method of

identifying employees who possess the necessary traits and behavior s to succeed on the job and are,

therefore, less likely to leave. SIGMA's Employee Screening Questionnaire 2 (ESQ2) measures both

productive and counterproductive job behavior s and, as such, provides employers with a tool for

reducing involuntary turnover resulting from poor selection decisions. In addition to reducing involuntary

turnover, the ESQ2 also has the ability to reduce voluntary turnover by identifying those applicants who

are likely to be satisfied and committed to their jobs. There is a large body of academic research

supporting the intuitive contention that people who are satisfied with their jobs and committed to their

employing organization are more likely to stay than those who are not (e.g. Griffeth, Hom, & Gaertner,

2000; Maertz & Campion, 1998; Meyer, Stanley, Topolnytsky, & Herscovitch, 2001). In summary, the

ESQ2 offers employers an effective and practical method for dealing with turnover and reducing its

associated costs.

Recruitment –Naukrihub.Com. HR Challenges In Recruitmenthttp://recruitment.naukrihub.com/hr-challenges.html

Journal of Economics and Behavioral Studies Vol. 2, No. 2, pp.41-49, Feb 2011http://www.ifrnd.org/JEBS/2%20(2)%20Feb%202011/Conceptual%20framework_on%20the%20relationship.pdf

Sigma Assessment Systems Inc. Overview of Employee Turnover Research 2005-2011

http://www.sigmaassessmentsystems.com/articles/empturnover.asp

Employee’s Turnover Intentions: Is this HR Failure or Employee’sbetter employment opportunity?Muhammad Ehsan Malik1, Rizwan Qaiser Danish*2, Yasin Munir3

Dean, Faculty of Economics and Management Sciences, Director, Institute of Business Administration, Director General, Gujranwala Campus, University of the Punjab, Lahore, Pakistan.2 University of the Punjab, Gujranwala Campus, Pakistan3 National University of Modern Languages, Pakistan

2011 International Conference on Innovation, Management and ServiceIPEDR vol.14(2011) © (2011) IACSIT Press, Singaporehttp://www.ipedr.com/vol14/59-ICIMS2011S30013.pdf