Professional Documents
Culture Documents
Contents
Contents.................................................................................................................2
INTRODUCTION.......................................................................................................3
RECRUITMENT........................................................................................................3
SOURCES OF RECRUITMENT...................................................................................7
METHODS OF RECRUITMENT...............................................................................10
SELECTION............................................................................................................13
ILLUSTRATIONS:...................................................................................................20
CONCLUSION........................................................................................................46
2
INTRODUCTION
Human resource is an important corporate asset and the overall
performance of company depends on the way it is put to use. In order to
realize company objectives, it is essential to recruit people with requisite
skills, qualification and experience. While doing so we need to keep
present and future requirements of company in mind.
The process of recruitment does not however end with application and
selection of the right people but involves maintaining and retaining the
employees chosen. Despite a well drawn plan on recruitment and
selection and involvement of qualified management team, recruitment
processes followed by companies can face significant obstacles in
implementation. Theories of HRM may provide insights on the best
approaches to recruitment although companies will have to use their in
house management skills to apply generic theories within specific
organizational contexts.
RECRUITMENT
Recruitment is defined as, “a process to discover the sources of manpower
to meet the requirements of the staffing schedule and to employ effective
measures for attracting that manpower in adequate numbers to facilitate
effective selection of an efficient workforce.” Edwin B. Flippo defined
recruitment as “the process of searching for prospective employees and
stimulating them to apply for jobs in the organization.” In simple words
recruitment can be defined as a ‘linking function’-joining together those
with jobs to fill and those seeking jobs.
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• Determine the present and future requirements of the organization
in conjunction with its personnel-planning and job-analysis activities.
• Increase the pool of job candidates at minimum cost.
• Help increase the success rate of the selection process by reducing
the 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.
• Begin identifying and preparing potential job applicants who will be
appropriate candidates.
• Induct outsiders with a new perspective to lead the company.
• Infuse fresh blood at all levels of the organization.
• Develop an organizational culture that attracts competent people to
the company.
• Search for talent globally and not just within the company.
1) INTERNAL FACTORS
• Recruiting policy
• Temporary and part-time employees
• Recruitment of local citizens
• Engagement of the company in HRP
• Company’s size
• Cost of recruitment
• Company’s growth and expansion
2) EXTERNAL FACTORS
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1. Objective theory
2. Subjective theory
5
b. Favors, special considerations related to recruitment? - e.g. get
spouse a job?
INDUCEMENTS TO RECRUITMENT
CONSTRAINTS
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RECRUITMENT- Relationship with other activities
SOURCES OF RECRUITMENT
The sources of recruitment may be broadly divided into two categories:
internal sources and external sources. Both have their own merits and
demerits.
Internal Sources:-
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External Sources
Merits Demerits
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higher level positions in an
organization. As years roll by,
the race for premium positions
may end up in a bitter race.
Merits Demerits
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motivation.
METHODS OF RECRUITMENT
Internal Methods:
Job Posting
Job Posting is an arrangement in which a firm internally posts a list of
open positions (with their descriptions and requirements) so that the
existing employees who wish to move to different functional areas may
apply. It is also known as Job bidding. It helps the qualified employees
working in the organization to scale new heights, instead of looking for
better perspectives outside. It also helps organization to retain its
experienced and promising employees.
Employee Referrals
It is a recruitment method in which the current employees are
encouraged and rewarded for introducing suitable recruits from among
the people they know. The logic behind employee referral is that “it
takes one to know one”. Benefits of this method are as follows:
• Quality Candidates
• Cost savings
• Faster recruitment cycles
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• Incentives to current employees
On the other hand it is important for an organization to ensure that
nepotism or favoritism does not happen, and that such aspects do not
make inroads into the recruitment process.
External Methods:
External methods of recruitment are again divided into two categories-
Direct External Recruitment and Indirect External Recruitment methods.
Campus Recruitment
In Campus Recruitment, Companies / Corporate visit some of the most
important Technical and Professional Institutes in an attempt to hire
young intelligent and smart students at source. It is common practice
for Institutes today to hire a Placement Officer who coordinates with
small, medium and large sized Companies and helps in streamlining the
entire Campus Recruitment procedure.
Advertisements
Advertisements are the most common form of external recruitment.
They can be found in many places (local and national newspapers,
notice boards, recruitment fairs) and should include some important
information relating to the job (job title, pay package, location, job
description, how to apply-either by CV or application form, etc). Where
a business chooses to advertise will depend on the cost of advertising
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and the coverage needed i.e. how far away people will consider
applying for the job.
a. Job boards: These are the places where the employers post
jobs and search for candidates. One of the disadvantages is, it
is generic in nature.
b. Employer web sites: These sites can be of the company owned
sites, or a site developed by various employers.
c. Professional websites: These are for specific professions, skills
and not general in nature.
Time-lapse data: They show the time lag between the dates 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
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to interview is 10, from interview to offer is 7, from 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.
Yield ratios: These ratios indicate the number of leads/ contacts needed
to generate a given number of hires at a point at time. For example, if a
company needs 10 management trainees in the next six months, it has to
monitor past yield ratios in order to find out the number of candidates to
be contacted for this purpose. On the basis of past experience, to continue
the same example, the company finds that to hire 10 trainees, it has to
extend 20 offers. If the interview-to-offer ratio is 3:2, then 30 interviews
must be conducted. If the invitees to interview ratio is 4:3 then, as many
as 40 candidates must be invited. Lastly, if contacts or leads needed to
identify suitable trainees to invite are in 5:1 ratio, then 200 contacts are
made.
Surveys and studies: Surveys may also be conducted to find out the
suitability of a particular source for certain positions. For example', as
pointed out previously, employee referral has emerged as a popular way
of hiring people in the Information Technology industry in recent times in
India. Correlation studies could also be carried out to find out the
relationship between different sources of recruitment and factors of
success on the job. In addition to these, data on employee turnover,
grievances, and disciplinary action would also throw light on the relative
strengths of a particular source of recruitment for different organizational
positions. Before finally identifying the sources of recruitment, the human
resource managers must also look into the cost or hiring a candidate. The
cost per hire can be found out by dividing the recruitment cost by the
number of candidates hired.
SELECTION
Introduction
The size of the labour market, the image of the company, the place
of posting, the nature of job, the compensation package and a host of
other factors influence the manner of aspirants are likely to respond to the
recruiting efforts of the company. Through the process of recruitment the
company tries to locate prospective employees and encourages them to
apply for vacancies at various levels. Recruiting, thus, provides a pool of
applicants for selection.
Definition
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To select means to choose. Selection is the process of picking
individuals who have relevant qualifications to fill jobs in an organisation.
The basic purpose is to choose the individual who can most successfully
perform the job from the pool of qualified candidates.
Purpose
The Process
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1. Reception
A company is
known by the
people it employs.
In order to attract
people with
talents, skills and
experience a
company has to
create a
favourable
impression on the
applicants’ right from the stage of reception. Whoever meets the applicant
initially should be tactful and able to extend help in a friendly and
courteous way. Employment possibilities must be presented honestly and
clearly. If no jobs are available at that point of time, the applicant may be
asked to call back the personnel department after some time.
2. Screening Interview
3.Application Blank
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Application blank or form is one of the most common methods used
to collect information on the various aspects of the applicants’ academic,
social, demographic, work related background and references. It is a brief
history sheet of employee’s background.
4.Selection Testing
1. Intelligence Tests: These are mental ability tests. They measure the
incumbent’s learning ability and the ability to understand instructions
and make judgements. The basic objective of such test is to pick up
employees who are alert and quick at learning things so that they can
be offered adequate training to improve their skills for the benefit of
the organization.
2. Aptitude Test: Aptitude test measure an individual’s potential to learn
certain skills- clerical, mechanical, mathematical, etc. These tests
indicate whether or not an individual has the capabilities to learn a
given job quickly and efficiently. In order to recruit efficient office staff,
aptitude tests are necessary
3. Personality Test: The definition of personality, methods of measuring
personality factors and the relationship between personality factors and
actual job criteria has been the subject of much discussion.
Researchers have also questioned whether applicants answer all the
items truthfully or whether they try to respond in a socially desirable
manner. Regardless of these objections, many people still consider
personality as an important component of job success.
4. Simulation Tests: Simulation exercise is a tests which duplicate many
of the activities and problems an employee faces while at work.
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5. Graphology Test: Graphology involves using a trained evaluator to
examine the lines, loops, hooks, stokes, curves and flourishes in a
person’s handwriting to assess the person’s personality and emotional
make-up.
6. Polygraph (Lie-Detector) tests: the polygraph records physical
changes in the body as the tests subject answers a series of questions.
It records fluctuations in respiration, blood pressure and perspiration on
a moving roll of graph paper. The polygraph operator forms a
judgement as to whether the subject’s response was truthful or
deceptive by examining the biological movements recorded on the
paper.
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Types of interviews:
PREPARATION:
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1.RECEPTION: The candidate should be properly received and led into
the interview room. Start the interview on time.
2.INFORMATION EXCHANGE:
• State the purpose of the interview, how the qualifications are going
to be matched with skills needed to handle the job.
HIRING DECISION:
The line manager has to make the final decision now – whether to select or
reject a candidate after soliciting the required information through
different techniques discussed earlier. The line manager has to take
adequate care in taking the final decision because of economic, behavioral
and social implications of the selection decisions. A careless decision of
rejecting a candidate would impair the morale of the people and they
suspect the selection procedure and the very basis of selection in a
particular organization.
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this decision to the successful as well as unsuccessful candidates. The
organization sends the appointment order to the successful candidates
either immediately or after sometime depending upon its time schedule.
ILLUSTRATIONS:
1. RECRUITMENT AND SELECTION PROCESS IN
BHEL:
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Job Analysis Form
Interview Schedule
• As and when the need arises, the Manpower Requirement Form is dually filled
by the HOD/Group Manager of the concerned department and forwarded to
the HRD Department.
• The HRD Department initiates activity on the recruitment once the "Manpower
Requirement" form is approved by MD.
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The COMPANY suggests that the effective utilization of internal sources
necessitates an understanding of their skills and information regarding
relationships of jobs. This will provide possibilities for horizontal and vertical
transfers within the enterprise eliminating simultaneous attempts to lay off
employees in one department and recruitment of employees with similar
qualification for another department in the company. Promotions and Transfers
within the plant where an employee is best suitable improves the morale along
with solving recruitment problems.
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standards established through research reducing turnover and enhancing
productivity.
ADVERTISEMENT
3.SELECTION
A .SCREENING/SHORTLISING
B.INTERVIEW CALL
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The shortlisted candidates are contacted for interview through an interview call
letter/telephone call/e-mai l or through the consultants.
C.INTERVIEW SCHEDULE
E.CONDUCTING INTERVIEWS
Interviews are conducted by a panel, which includes a staff member from the
concerned department and may include a representative.
F.INTERVIEW ASSESSMENT
G.SALARY FIXATION
"Staff comparison statement" and " salary proposal" formats are used for this
purpose.
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2. RECRUITMENT & SELECTION PROCEDURE AT INDIAN
RAILWAYS
The selection and recruitment process of railways is done by Railway Recruitment Board
(RRB).
In all, there are 19 (nineteen) RRBs, which cater to the respective zonal staffing
requirements. Based on the Indents received, Employment Notifications are released in
Employment News ( A publication of the Government of India) and Indicative
advertisements in other News Papers.
System:
In order to ensure uniformity throughout the RRBs, there is a standard format for
application.
The applications received are scrutinized for different eligibility criteria and a list of
eligible candidates is drawn. Thereafter, examination date and centre is fixed and call
letters are dispatched to eligible candidates one month in advance of the date of
examination. Simultaneously the rejected applications data is published in the website
for information of in-eligible candidates.
The examinations may be single stage, two stages, single stage written exam followed
by skill test/aptitude test/interview depending on the nature of the posts advertised.
Candidates qualified in all stages of the examination are finally called for document
verification, wherein, all the records are verified and checked with original documents.
The employment notification is also published on the Internet web site. The
applications are scrutinized for eligibility. Eligible candidates are called for a
written examination with call letters being sent a month in advance of the date of
the examination.
If number of candidates is large, the candidates who qualify in the preliminary
exam are called for the main written exam, and the merit list is prepared based
entirely upon the result of the main exam. In most categories of jobs, there is no
interview after the written examination. For a very few specific categories there is
a viva after the written exam, while for certain other categories there is a skill
test. For categories related to operational safety, there will be a psychological
test.
This policy provides an open and transparent framework for managers and
supervisors to select staff employed under the terms of the General Staff
Agreement. This Agreement includes general, technical, professional and some
research staff. The policy is supported by a selection and appointment guide
which maps the selection processes and techniques to be used by the selection
committee.
The University uses a merit based system to optimise the search and
selection for the most suitable applicant who best meets the requirements of
a position.
Managers and supervisors first define the position requirements and its
selection criteria. They then develop attraction and search strategies to
target potential applicants and advertise the vacancy.
Confidentiality
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Need to Search and Advertise
To ensure that the most suitable person for a vacant position can be
selected, the Preparing to Recruit and Attract Staff policy provides managers
and supervisors with a framework to apply competitive and wide-ranging
search processes. The Advertising policy clarifies how targetted advertising is
to be implemented.
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It is a requirement for the Chair to have attended recruitment and selection
training and it is expected all members will have attended.
Key Principles
• Dean of the Faculty as chair for Levels C & D (may be delegated to Head
of School or nominee for Levels A & B and Research Academic positions)
• two other members of the School
• the Head of School or nominee
• one member from outside the School (a member of academic staff at
equivalent or higher level from another School)
At least one female and one male must be on the committee to provide gender
balance.
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The selection committee should not include any person who has a close
personal relationship with an applicant. If that member of the committee is the
most appropriate, they are required at the outset to declare their relationship
to the applicant.
The purpose of the interview is to complete the picture about the applicant
that has been formed from the short listing process. The interview should seek
to explore more fully claims made in the written application and to assess
verbal communication and interpersonal skills (remembering that some
applicants will handle the interview better than others). Helpful suggestions for
conducting the interview are at Appendix 3.
Arrange for each short listed applicant to be contacted, with as much notice as
possible, and advise:
Sound business practice requires that the selection criteria provide a clear
basis for entering into an employment arrangement with an applicant and
enables the decision making process to be transparent and capable of review.
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applicant
• Temp staffing options- short term, long term and part time assignment.
• Initialization
• Transition
• Operations
• Relationship Management.
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Equal importance is given to all four stages with activities defined for each stage.
There is a unique methodology that TeamLease adopts to render the service. This
is shown below
2 Recruitment:
The base of all HR function is recruitment. It builds the workforce that leads a
company into progression. Hiring the right person for the right job is very
important task. There are three distinct phrases that TeamLease follows which is
shown in the diagram
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3 Methods or Techniques of Recruitment
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3.3 Third Party Method
4 Preparation
This will help one to know about the history of the company, their core values,
their clients and processes, the benefits employees can enjoy and the career
growth chart. When one has knowledge about these vital parameters, it becomes
easier to assess a resume based on these parameters. Moreover, when one is
equipped with such vital information about the company and the job profile, it
helps to motivate and mould the suitable but reluctant candidates to attend the
interview.
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what kind of person he/she would need to do it. Sometimes the job specification
is already prepared and given by the client along with the job description. In such
a case, the job of the agent becomes easier. The job specification is for the
benefit of the employees working in TeamLease. It is ready reference to check on
the requirements that one needs to keep in mind while sourcing for the different
clients. It makes the whole task easier and more convenient.
5 Implementation
5.1 Sourcing
When a CV has been analyzed and is considered as a good one, the next step is
to match it with the job description. It is necessary to match it with the profile
given by the company. Matching it with the JD gives an idea if the person will be
able to serve well in the position or not. Next it is important to match it with the
job specification. The JS gives the details of the desired skills and the mandatory
skills. These are the criteria for selection.
Once the CV has been matched with the job description and matched with the job
specification, CV can shortlisted. Such a candidate is then called in for a face-to-
face interview. There is an individual interview of the recruiter and the candidate.
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In this interview the candidate answers the questions the recruiter asks to be
sure that the candidate would suit the profile of the job.
6 Interview
• To give an applicant essential facts about the job and the company you are
recruiting for.
• To establish a rapport.
The nature of the job determines which of these interviews would suit best. All
the interviews are not conducted for all the job profiles. The complexity of the
interview depends on the complexity of the job. We shall now discuss the
telephonic interview which is very instrumental in selecting a potential candidate
in TeamLease.
It is said that listening intently gives a good idea of what a person want to say
and what a person does not say. The sound, intonations, the varying pressures
that a prospective candidate uses while he/she speaks tells a lot about his/her
attitude. This in turn helps the recruiter to judge that if the candidate would be
suitable for the job or not. Unlike the face-to-face interview where the recruiter
can read the non-verbal languages, in a telephonic interview he has to even
sharper. Listening to the words used and their tone used gives immense
messages about the candidate.
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As a recruiter, one has to be completely prepared before taking a telephonic
interview. The following steps can be kept in mind while taking a telephonic
interview:
1. You must keep the CV next to you and make notes while taking the interview.
2. Must prepare a set of questions that would match the JD.
3. To use a call script. This helps in being professional and saves time to in
approaching the right candidate.
4. Do not display any negative emotion during the interview. Not to over or under
commit anyone.
6.2 Questioning
It is very important to ask for permission to ask questions; otherwise it will feel
like interrogation to the candidates. To start off with, it is advisable to ask easy
questions first (the best things about their current situations), then ask about
their problems and get them to expand on their answers.
RULE 2: Ask questions that relate directly to at least one of your listed
requirements to maximize the information you will gain in the time allotted.
General Questions:
Specific Questions:
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• What was the most difficult decision you had to make?
Trick Questions:
• If you had to change your educational stream again, what would you do
differently?
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5. RECRUITMENT PROCESS AT HOTEL ORCHID:
Recruitment in Orchid involves two processes they are:
• They use Online job portals like Naukri.com, Monster etc to advertise about
the opportunities available in their organisation.
The selection process for managerial department in Orchid involves the following
stages:
Preplacement presentation:
A brief presentation about the organisation and it’s features is given to the
candidates by the panel. It also involves a briefing with regard to the job profile
and the opportunities available.
Group Discussion:
Extempore:
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Candidates are given a topic or situation and are expected to take a stand
or give their opinion about it, they are expected to speak about the topic for a
small duration of time as decided by the panel.
Candidates’ analytical and logical reasoning skills shall be tested with the
help of an aptitude test, it involves basic mathematical and analytical questions.
Preliminary Interview:
Psychometric Test:
Final Interview :
The final phase of the interview involves a round up with the senior
management; this includes negotiations regarding the compensation and any
further enquiries regarding the job.
Offer letter:
The candidate is formally given the JOB offer letter which completes the
selection process.
Preplacement presentation:
A brief presentation about the organisation and it’s features is given to the
candidates by the panel. It also involves a briefing with regard to the job profile
and the opportunities available.
Group Discussion:
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A brief interview with HR manager that involves test for candidate’s
compatibility for the particular job profile.
Preliminary Interview:
Final Interview :
The final phase of the interview involves a round up with the senior
management; this includes negotiations regarding the compensation and any
further enquiries regarding the job.
Offer letter:
The candidate is formally given the JOB offer letter which completes the
selection process.
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Pre-
placement
Presentation
Group
Discussion
Extemporizat
ion
Written
Aptitude Test
Preliminary
Interview
Psychometri
c Test for
short listed
candidates
Final
Interview
with senior
management
Letter of
Offer
Preplacement presentation:
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A brief presentation about the organisation and it’s features is given to the
candidates by the panel. It also involves a briefing with regard to the job profile
and the opportunities available.
Group Discussion:
Preliminary Interview:
Final Interview :
The final phase of the interview involves a round up with the senior
management; this includes negotiations regarding the compensation and any
further enquiries regarding the job.
Offer letter:
The candidate is formally given the JOB offer letter which completes the
selection process.
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Pre-placement
Presentation
Group
Discussion
Preliminary
Interview
Final
Interview with
senior
management
Letter of Offer
Preplacement presentation:
A brief presentation about the organisation and it’s features is given to the
candidates by the panel. It also involves a briefing with regard to the job profile
and the opportunities available.
Personal Interview:
Food Trial:
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The candidate’s dishes are tasted and based on various parameters the
dishes are evaluated and qualified by competent jury.
Offer letter:
The candidate is formally given the JOB offer letter which completes the
selection process.
Pre-placement
Presentation
Written
Technical Test
Group
Discussion
Personal
Interview
Food Trial
Letter of Offer
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CONCLUSION
The employees of any organization are its life blood, without doubt. With
the dawn of this realization upon the present day business organizations,
there appears to be a major shift towards human resource management.
In fact, the employees of today are encouraged to participate in the major
decisions and thus play a vital role in the management of the firm. The
performance of the organization depends on the efficiency that its
employees exhibit. Hence it is of crucial importance that employees with
the most suitable qualifications be selected. This is where the processes of
recruitment and selection come in. It is difficult to separate one from the
other.
The various company illustrations given in this report indicate that these
processes require a great deal of thought and advanced planning. In fact,
it is not only the HR department that is involved. The finance department
provides the budget for the processes and the manpower gap is
determined by inputs from all the departments. Also the grueling
procedure through which the candidate goes through is, in itself, an
indicator of the significance of these processes in the efficient functioning
of the organization.
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