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HRM (recruitment & selection)
Suneet Seth MBA 1 s t SEM R.N 430
retirement. b) Creation of new vacancies due to the growth. ter mination. which ensures that it has right number and kind of people. new vacancies are possible due to j ob specification. a pool of eligible and i nterested cand idates i s created for selection of most suit able candidates. Performance Appraisal and so on. so that organisation can achieve its planned objective. Each objective needs special attention and proper planning and implementation. expansion and diversification of business acti vities of an enterprise. Recr uitment represents the first contact that a company makes with potential employees Flippo’s definition: “It is a process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization. transfer. In addit ion. Recruit ment i s understood as the process of searching f or and obtaining applicants for the j obs. Training and Development. death and l abour turnover. Recruitment precedes selection and helps in selecting a right candidate. per manent disability. It is an important part of an organisation. from among whom the right people can be selected.” Need for recruitment: The need for recruit ment may be due to the following reasons / sit uation: a) Vacancies due to promotions. Shortage of skills and the use of new technology are putting considerable pressure on how employers go about Recruiting and Selecting staff. For every organisation it is important to have a right person on a right job. . Human Resource Planning is a vital ingredient for the success of the organisation in the long run. at the right place and right time. Transfer and Promotion. First we will know what is recruitment and selection Recruitment and Selection are simultaneous process and are incomplete without each other. Recruitment and Selection. in every organisation personnel planning as an activit y is necessary. Risk Management.INTRODUCTION: Today. The objectives of Human Resource Department are Human Resource Planning. Career planning. There are certain ways that are to b e followed by every organisation. Recruitment and Selection plays a vital role in this situation. They are important components of the organisation and are different from each other Meaning of Recruitment : Recruitment means to estimate the available vacancies and to m ake suitable arrangements for thei r selection and appoi nt ment. In the recruit ment. Recruitment and selection are two of the most important functions of personnel management.
talk-ins . Increase the pool of job candidates at minimum cost. 3. Sources of Recruitment SOURCES OF MANAGERIAL RECRUITMENT INTERNAL SOURCES EXTERNAL SOURCES 1) Promotion 2) Transfers 3) Internal notification (Advertisement) 4) Retirement 5) Recall 6) Former employees 7) Miscellaneous external sources 1) Campus recruitment 2) Press advertisement 3) Management consultancy service & private employment exchanges 4) Deputation of personnel or transfer From one enterprise to another 5) Management training schemes 6) Walk-ins. once recruited and selected.Purpose and importance of Recruitment: 1. 5. 2. Evaluate the effectiveness of various recruiting techn iques and so urces for all types of job applicants. Increase organizatio nal and individual effectiveness in the sho rt term and long term. Begin identify ing and preparing potential job applicants who will be appropriate candidates. 8. Help increase the success rate of the selection process by reducing the number of v isibly under qua lified or overqualified jo b applicants. will leave the organization only after a short period of time. 7. Help reduce the probability that job applicants. write-ins. Meet the organization’s legal and so cial obligations regarding the composition of its work force. 4. Determine the present and future re quirements of the organization o n conjunction with its personnel -planning and job analysis activities. 6.
The managers have to have the right to protect their own interests in the organization as they are responsible for the smooth operation. The External Recruitment allows the organization to define the right requirements and the organization can select the candidate. The Internal Recruitment can lead to huge issues when the candidates come from one department. which can lead to the conflicts and the HRM Function has to have a position to be able to act as a strong facilitator in the conflict resolution. External Recruitment Pros and Cons: The External Recruitment brings new people to the organization. Selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and competency to do the job. the possibility of the failure is not a significant issue to the organization. which can be a huge benefit for the organization. which helps to improve the position for further expansion. And Selection is selecting the right candidate from the po ol of applicants . The Internal Recruitment needs strong management from the HRM Function. The external recruitment can be in many situations quicker solutions. mainly in the situation. Meaning of SELECTION: Selection is defined as the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job. as the candidate knows the organization. Also. The Internal Recruitment does not bring new skills and competencies to the organization and organization with an intensive usage of the internal recruitment can suffer from the fresh blood. the external recruitment is expensive and takes a lot of energy from the HRM Function to handle all the job candidates in the selection process. when the job market is full of potential job candidates. The employees are not pressed to look for opportunities on the external job market. The difference between recruitment and selection: Recruitment is identifying n encouraging prospective employees to appl y for a job. which suits the organization best. The external recruitment and proper campaign increase the popularity of the organization on the job market. The Internal Recruitment can be cheaper for the organization and can save the costs dedicated to the training and induction of new employees. On the other hand.Internal Recruitment Pros and Cons: The Internal Recruitment can build a strong loyalty with the organization as the employees have a chance to change their position after a period of time. Selection process starts where recruitment ends .
The following chart gives an idea about selection process: External environment Internal environment Preliminary interview Selection test Rejected Application Employment interview Reference and Background Analysis Selection decision Physical examination Job offer Employment contract Evaluation . commencing from the preliminary interview of the applicants and ending with the contract of employment.SELECTION PROCESS Selection is a long process.
The last three constitute the internal environment and the remaining form the external environment of s election process. 2). legal and political considerations. punch -press operators. Ability tests: Assist in determining how well an individual can perform tasks related to the job. Different types of tests may be administered.market conditions. an achievement test is taken to measure how well they know it. preliminary interview. helps reject misfits for reason. Aptitude test : Aptitude tests measure whether an individual‟s has the capacit y or latent abilit y to l earn a given job if given adequate training. Aptitudes tests help determine a person‟s potential to learn in a given area. It is concerned with what one has accomplished. Mechanical aptitude tests : . aptitude and personality . An example of such test is the general management aptitude tests (GMAT). Trade tests are the most common t ype of achieveme nt test given. unemployment rate. Besides. human resources planning and cost of hiring. which did not appear in the application forms. Forms of aptitude test: 1. tests are used to determine the applicant’s ability. Also called as „ACHEIVEMENT TESTS‟. An excellent illustration of this is the t yping tests given to a prospective employer fo r secretarial job. When applicant claims to know something. Mental or i ntelligence tests 2. depending on the job and the company. which many business students take prior to gaining admission to a graduate business school programme. electricians and machinists. More prominent among them are suppl y and demand of specific skills in the labor market. labor. Preliminary interview. Questions have been prepared and tested for such trades as asbestos worker. STEP 2: SELEC TION TEST: Job seekers who pass the screening and the preliminary interview are called for tests. is a good public relation exercise. This is usuall y followed by a preliminary interview the purpose of which is more or less the same as scrutiny of application. eliminate of unqualified applicants. Scrutin y enables the HR specialists to eliminate unqualified jobseekers based on the information supplied in their application forms. often called „courtes y interview‟. The following are the type of tests taken: 1).Environment factor affecting selection : Selection is influenced by several factors. on the other hand. company‟s policy. STEP 1: PR E L I M I NA R Y I N T ER V IE W The applicants received from job seekers would be subject to scrutin y so as to eliminate unqualified applicants. The use of aptitude test is advisable when an applicant has had little or no experience along the line of the job opening. that is. Generally. company‟s image.
managerial and profession employees. Interview can be adapted to unskilled.3. The employee or the manager or the personnel manager may ask a few almost inconsequential questions like name. it is possible to get a good picture of the candidate. Types of intervi ew: Interviews can be of different t ype s. Ray. General knowledg e Test: 9. Interest Test: 6. The interviewer has no formal or directive questions. Medical Test: STEP 3: INTERVIEW: The next step in the selection process is an interview. Psychomotor or ski lls tests: 4. For example. There interviews employed by the companies. 3) Non-directive Interview: Non-directive interview or unstructured interview is designed to let the interviewee speak his mind freel y. please tell us about yourself after you‟re graduated from high school”. Intelligence test: 5. a series of questions may be asked to test the depth of understanding and interest of the candidate. names of relatives etc. Perception Test: 10. 2) Formal Interview: Formal interviews may be held in the employment office by the employment office in a more formal atmosphere. with the help of well structured questions. the time and place of the interview will be stipulated by the employment office. place of birth.g. Following are the various t ypes of interview: 1) Informal Interview: An informal interview is an oral interview and may take place anywhere. 4) Depth Interview: It is designed to intensel y examine the candidate‟s background and thinking and to go into considerable detail o n particular subjects of an important nature and of special interest to the candidates. Personality Test: 7. ideas and opinio n between the candidates and interviewers. interview is nothing but an oral examination of candidates. Projective Test: 8. Interview is formal. It is considered to be excellent selection device. “Mr. in depth conversation conducted to evaluate the applicant‟s acceptabilit y. It is face -to-face exchange of view. but his all attention is to the candidate. These probing questions must be asked with tact and through exhaustive anal ysis. skilled. . Polygraph Test: 12. either in their respective offices or anywhere o utside the plant of company. He encourages the candidate to talk by a little prodding whenever he is silent e. Graphol ogy Test: 11. if the candidate says that he is interested in tennis. Basicall y.
This type of interview pools the collective judgment and wisdom of the panel in the assessment of the candidate and also in questioning the facul ties of the candidate. some interviewers will ask you to order first (do not appear indecisive). however. the later reveals more of his or her desire and problem s. usuall y in the case of supervisory and managerial positions. the interviewer while interviewing the job seekers uses a blend of structured and structured and unstructured questions. 7) Panel Interview: A panel or interviewing board or selection committee may interview the candidate. Decide what to eat quickl y. The structured questions provide a base of interview more conventional and pe rmit greater insights into the unique differences between applicants. 9) Structures Interview: In a structured interview. informal. Unguided interview is advantageous in as much as it leads to a friendl y conversation between the interviewer and the interviewee and in the process. 12) Dinner Interviews: These interviews may be structured. This interview is also called as „Guided‟ or „Patterned‟ interview. usuall y utilizing the strength and knowledgebase of each interviewer. 6) Group Interview : It is designed to save busy executive‟s time and to see how the candidates may be brought together in the employment office and they may be interviewed. especiall y when dealing with the large number of applicants. as the candidate moves from room to room. Avoid potentiall y messy foods. on the contrary he may substantiate why he is qualified to handle the job. 10) Unstructured Interview: It is also known as „Unpatterned‟ interview. which are put to all the interviewees. This approach is called the Mixed Interview. so that each interviewer can ask questions in relation to his or her subject area of each candidate. such as in a restaurant. The interviewer may start with “Mr. the interview is largel y unplanned and the interviewee does most of the talking. Be prepared to .5) Stress Interview: It is designed to test the candidate and his conduct and behavior by him under conditions of stress and strain.‟ and watch the reaction of the candidates. 11) Mixed Interview: In practice. or sociall y situated. A good candidates will not yield. some employers place a great value on it. the interviewer uses preset standardized questions. such as spaghetti. 8) Sequential Interview: The sequential interview takes the one -to-one a step further and involves a series of interview. do not underestimate the value of casual discussion. we do not think your qualifications and experience are adequate for this position. It is useful for valid results. Be prepared for the conversation to abruptl y change from friendl y chat to direct interview questions. Joseph.
interviews and reference checks. addresses. 13) Telephone Interviews: Have a copy of your resume and any points you want to remember to sa y nearby.must be made. the candidate is required to undergo a physical fitness test. often. The results of the medical fitness test are recorded in a statement and are preserved in the personnel records. Thirdl y. and telephone numbers of references for the purpose of verifying information and perhaps. Although listed on the application form. STEP 7: JOB OFFER: The next step in the selection process is job offer to those applicants who have crossed all the previous hurdles. medical check -up protects applicants with health defects from undertaking work tha t could be detrimental to them or might otherwise endanger the employer‟s propert y. There are sever al objectives behind a physical test. the test assists in determining whether an applicant is physicall y fit to perform the work. since the interviewer cannot see your face. When the labour market is very tight.). Obviousl y. one reason for a physical test is to detect if the individual carries any infectious disease. It is crucial that you convey your enthusiasm verball y. make sure that all roommates or famil y members are aware of the interview (no loud stereos. STEP 6: PHYSICAL EXAMINATION : After the selection decision and before the job offer is made. If there are pauses. STEP 5: SELECTION DECISION: After obtaining information through the preceding steps. do not worry. STEP 4: REFERENCE CHECK: Many employers request names. Fourth. The final decision has to be made the pool of individuals who pas the tests. contingent upon the candidate being declared fit after the physical examination. which differentiate successful and less successful employees. Such a letter generall y contains a date by which the appointee .switch gears rapidl y. the physical examination information can be used to determine if there are certain physical capabilities. If you are on your home telephone. organisations sometimes hire applicants before checking references. selection decision the most critical of all the steps . Speak a bit slower than usual. the interviewer is likel y just taking some notes. A job offer is. Job offer is made through a letter of appointed. references are not usu all y checked until an applicant has successfull y reached the fourth stage of a sequential selection process. from fun talk to busines s talk. Secondl y. They should chek all the reference of can didate. gaining additional background information on an applicant. barking dogs etc. The other stages in the selection process have been used to narrow the number of the candidates.
How to evaluate the effectiveness of a selection pro gramme? A periodic audit is the answer. People who work independent of HR department must conduct audit. So this is the full process of recruitment and selection which is discussed in the human resource management . An organisation must have competent and committed personnel. which means considerable preparation. The appo intee must be given reasonable time for reporting. which are authenticated and attested by him/her. One such document is the attestation form. Again.must report on duty. if properl y done. STEP 10:EVALUATION OF SELECTION PROGRAMME : The broad test of the effectiveness of the selection process is the qualit y of the personnel hired. The table below contains an outline that highlights the areas and questions to be covered in a systematic evaluation. STEP 9: CONCLUDING THE SELECTION PROCESS: Contrary to popular perception. Att estation form will be a valid record for the future reference. and movement of property. The selection process. not because of an y serious deficiencies in their perso nality. . but because their profile did not match the requirement of the organisation. a new job may require movement to another cit y. certain documents need to be executed by the employer and the candidate. in which case the appointee is required to obtain a relieving certificate from the previous employer. STEP 8: CONTRACT OF EMPLOYMENT : After the job offer has been made and candidates accept the offer. the selection process will not end with executing the employment contract. This form contains vital details about the candidate. They must be told that those who were selected were done purel y on relative merit. There is another step – amore sensitive one reassuring those candidates who have not selected. Thos is particularl y necessary when he or she is already in employment. will ensure availabilit y of such employees.
Languages Known .Educational Details along with % (from SSC to PG) .Whether appeared for Infosys or Progeon (Sister concern of Infosys) previously .Eye Vision .Two Infosys employees details (if known anybody) . no problem) . (can give our HOD's or lecturers Details) for the Verification purpose .Previous Working Details (If Experienced) .Selection process of INFOSyS If we see the steps follow by the INFOSYS during selection process then it is found that the selection steps are as below shown by the diagram - Regarding Filling the Application Form: They will ask to Fill an Application Form before the commencement of the Examination which consists of 4 pages and regarding our personal details. Place of Birth .Last Major illness / Surgery with specific date .Passport Details (If not having.Parent's Details .Date. like . Ph no.Blood Group .Two Reference's Addresses & Details like Email.Allergies .
Extra currical Activities & Achievements . so be careful in answering to those questions. and the Remaining 1/2 an Hour is given to answer 45 Simple English Grammar Questions. Regarding Puzzles & English: The Puzzles is of 50 Marks. And questions based on your Interests and Hobbies. Younger One make to keep us cool. 99% of the people got selected in the written test got selected in the Interviews also.Educational Achievements like Scholarships. you can note them in the rough paper which they will give you to make the rough work. where as Elder one fire the Questions on us. and one have to score above 35 to get qualified in the test.. One Younger and One Elder. You can be confirmed that you got selected for Infosys. prizes . and can try to solve them during the English Section. they are asking two essays and asking to write an essay among them. The remaining 1% those who not selected are because of their communication skills. if there are any unsolved puzzles. In English It'll be Quite Easy questions. then that's all. . Sometimes. They will take the Puzzles Question Paper after the completion of 1 Hour. If you got selected in the written test. They stress mainly on your hobbies.. Regarding Interview: The Interview is of Purely HR Based. and some more details I think so. Regarding the Exam Pattern: The Exam is for 1 1/2 Hours. that too HR Questions.Etc. So. in which 1 Hour is given for 10 Puzzles to solve. There will be Two Persons. The Questions are as Follows: Tell me about yourself? What are Ur Strengths and Weakness? Explain Ur Project in Clay men Words and Do U tested it or not why do you want to join in Infosys? What does u know about us? Why should we hire you? What can u do for us if you are selected? What are your strengths and Weakness? What's the time you faced a lot of trouble in your life and how you solved it? And some more questions like this.
now keep them: Now that you‟ve hired ideal employees. For jobs requiring more specialized skills. neighbo urs. or those that involve handling substantial amounts of money and valuables. 0:37 Make it Worth their While: Likewise. 0:49 What it Takes to do them: Fulfilling these respo nsibilities will require some level of skill and experience. Some positions are as easy to promote as posting a “help wanted” sign in your store window or placing an ad in your local newspap er. 0:38 Spread the Word : How you advertise yo ur job opening depends on who you want to attract. This will be a valuable reference when it‟s time to make a decision. on -line job banks and employment agencies (though these may require a fee). you should have little difficult y identifying candidates for interviews. 0:12 Follow -up on Interviews : You want to believe your candidates are being honest. but never assume.A NEW STRATEGY of INFOSYS ( 60-Second Guide to Hiring the Right People) 0:60 Define the Duties : To find promising employees. And don’t overlook sources such as friends. jot down any impressions or key points while they‟re still fresh in your mind. Be reasonable abo ut your expectations. Be careful with general titles such as t ypist or sales clerk. setting it too low risks a flood of applications from those unqualified for the job. 0:03 you’ve Found them. The small business experts at SCORE can help you craft human resource policies and incentive plans that will ensure your company remains the small business employer of choice. Setting the bar too high may limit your av ailable talent pool. Professional background checks are a wise investment for highl y sensitive positio ns. . supplier’s custo mers and present employees. After the interview. consider targeted channels such as trade magazines. Sta te and local chambers of commerce. 0:25 Talk it Over: Because you have clearl y defined the role and requirements. Carefull y consider all direct and associated responsibilities and incorporate them into a written job description. make sure they stay with you by providing training and professional development opportunities. Contact references to make sure you‟re getting the facts or to clear up any uncertainties. Scanning descriptions of comparable jobs in the classified ads and other employment publications will also provide cl ues about prevailing wage rates. prepare y our questions and give the candidate your undivided attention. even if it is an entry -level position. employment bureaus and professional associations can help you determine appropriate wages and benefits. you don‟t want to be overl y generous or restrictive about compensation. you must first determine what you want them to do. as they have different meanings to different people. Make sure you schedule them when you have ample time to review the resume.
Anticipate and rehearse answers to tough questions about your background. Reiterate your skills and convince the employer that you can "do the same for them". Handling salary issues ineptly. Not having questions to ask. Poor attitude. Some applicants. Candidates who ask for too little undervalue themselves or appear desperate. Asking questions shows your interest in the company and the position. 8. (For details regarding Appearance. 10. . Relying too much on resumes. First impressions are quickly made in the first three to five minutes. Practicing with your spouse or a friend before the interview will help you to frame intelligent responses. Job hunters who aren't clear about their career goals often can't spot or commit to appropriate opportunities. refer to the message 'Interview Etiquette' which I had posted earlier in "CHETANA-JOBS" group). 4. will admit they're just "shopping" for opportunities and have little intention of changing jobs. it's the interview dialogue that will portray you as a committed. 9. company or industry prior to the interview. Job shopping. candidates cannot. they may demand inappropriate amounts and price themselves out of the jobs. Although a resume can list qualifications and skills. Many candidates come across as arrogant. 6. 11. Candidates often ask about salary and benefit packages too early. A list of sterling accomplishments means little if you can't relate them to a company's requirements. then talk with friends. Explaining how you reach difficult or impressive goals helps portray you as a committed. responsive team player. While employers can afford to be self-centred. candidates are sometimes reluctant to describe their accomplishments. 3. Visit the library or use the Internet to research the company. Being conditioned not to brag. Appearance.REASONS FOR REJECTION IN THE INTERVIEW (INFOSIS) 1. It's obvious when candidates haven't learned about the job. such as recent termination or an employment gap. 7. not paper. If they believe an employer is interested. 5. This wastes time and leaves a bad impression with employers they may need to contact in the future. Lack of research. Lack of career direction. Many candidates do not consider their appearance as much as they should. Too much humility. Not knowing what you want wastes everybody's time. sales and marketing fields. Not relating skills to employers' needs. 2. Not readily knowing the answers to interviewers' questions. peers and other professionals about the opportunity before each meeting. Employees hire people. responsive team player. particularly those in certain high-tech. Prepare a list of intelligent questions in advance.
G 5) There are five persons in an office in the post of buyer. manager. After some time he sees a milestone with two digits written on it.16. and cashier. 4) XYZ and XYZ -AB _______________ BGA +AB __________ CDEF Then find the value of X. but in reversed order. Allen. Fannie said "Danny did it". then they had gone to xxx spent half of the remaining +Rs. he sees another milestone with original digits but with a zero between them. 4. Danny said "Fannie is lying". Then they asked their children who did it.5.12:30 and the rest have it in 12:30 1:30 2..4.Z . Whose the culprit? 7) a )1. 3) Two train starts from two town for each hour.robin scored 26 more than zadeja.3. And there‟s no other taxi driver in the city having a smaller number than my taxi who can say the same. 3.8.2. floorwalker. Among the 5 two have their lunch time from 11:30. it leaves a remainder 1..then they went to bakery and spent half of the remaining amount._____? b) 1.--?. After another hour of journey.5.3.5 or 6. Clark. Fannie and Danny. clerk. how many trains does the train come across.2 in butcher shop. How many rupees did they carry.Sample set of INFOSYS PAPER ON 19th AUGUST 2006 1) In a game of cricket azahar scored 28 less than dravid. Davis and Ewinger doesn't face each other from the day Davis reported Ewinger to the Manager when he returned from lunch and found out that Ewinger has already left for lunch before time. What was the speed of his car if milestones show kilometers? 9) A man asked a taxi driver his number to which he replied: If you divide my taxi no with 2. Only one of them spoke truth while the other 2 were lying. Ewinger. Annie said "I didn't do it".Y. 1. it takes 5hours to reach other town.2. One of them broke a drum with flour in it and there were foot-prints all around the kitchen-floor. they had spent half of the money plus Rs. Cashier and floorwalker share their lunch among themselves. but it is completely divisible by 11.based on the above datas n solve it…its an easy one.5 was left with them. after he drives for an hour. he sees another milestone with the same digits.224 8) A man starts from XYZ city and drives a constant speed. Finally Rs. Mrs Allen and Mrs Benett are sisters. 6) A couple had triplets .and sachin scored 72 more than Azahar. What was his taxi no?? . Davis holds the post.Annie.dravid scored 26 more than robin.3. Cashier and clerk share Bachelors rooms. 5. 2) Reema and Mona went to shopping. What is the score?Make some equations .the total runs made by Azahar and robin are 94. The parents could not tell to whom those footprints belonged coz all of them wore same shoes. Benett.
one-fifth and one-seventh of students in the school. one-third of the number of students in the school was a whole number and so were one-fourth . .10) There were less than 500 students in a school. What's the total no of students in the school? Engilsh section was there And then Interview.
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