Professional Documents
Culture Documents
Contents
INTRODUCTION...................................................................................................... 3
RECRUITMENT........................................................................................................ 3
FACTORS AFFECTING RECRUITMENT......................................................................4
THEORIES AND POLICIES OF RECRUITMENT AND SELECTION................................4
INDUCEMENTS TO RECRUITMENT..........................................................................5
SOURCES OF RECRUITMENT.................................................................................. 7
METHODS OF RECRUITMENT...............................................................................10
SELECTION........................................................................................................... 13
STEPS IN SELECTION PROCESS............................................................................ 14
STRATEGIES FOR SUCESSFUL RECRUITMENT.......................................................19
ILLUSTRATIONS:................................................................................................... 20
1. RECRUITMENT AND SELECTION PROCESS IN BHEL:.........................................20
2. RECRUITMENT & SELECTION PROCEDURE AT INDIAN RAILWAYS......................24
3. UNIVERSITY OF WESTERN AUSTRALIA.............................................................27
4. RECRUITMENT AND SELECTION AT TEAMLEASE..............................................31
5. RECRUITMENT PROCESS AT HOTEL ORCHID:...................................................38
CONCLUSION....................................................................................................... 44
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.
Successful recruitment methods include a thorough analysis of the job and
the labour market conditions. Recruitment is almost central to any
management process and failure in recruitment can create difficulties for
any company including an adverse effect on its profitability and
inappropriate levels of staffing or skills. Inadequate recruitment can lead
to labour shortages, or problems in management decision making.
Recruitment is however not just a simple selection process but also
requires management decision making and extensive planning to employ
the most suitable manpower. Competition among business organisations
for recruiting the best potential has increased focus on innovation, and
management decision making and the selectors aim to recruit only the
best candidates who would suit the corporate culture, ethics and climate
specific to the organisation.
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.
PURPOSE AND IMPORTANCE
2)
INTERNAL FACTORS
Recruiting policy
Temporary and part-time employees
Recruitment of local citizens
Engagement of the company in HRP
Companys size
Cost of recruitment
Companys growth and expansion
EXTERNAL FACTORS
1. Objective theory
1) Assumes applicants use a very rational method for making decisions
2) Thus, the more information you can give them (e.g. salaries, benefits,
working condition, etc), the better applicants weight these factors to
arrive at a relative desirability index
2. Subjective theory
1) Assumes applicants are not rational, but respond to social or
psychological needs (e.g. security, achievement, affiliation)
2) Thus, play to these needs by highlighting job security or opportunities
for promotion or collegiality of work group, etc.
3. Critical Contact theory
1) Assumes key attractor is quality of contact with the recruiter or
recruiter behavior, e.g. (promptness, warmth, follow-up calls, sincerity,
etc.)
2) Research indicates that more recruiter contact enhances acceptance of
offer, also experienced recruiter (e.g. middle-aged) more successful
than young or inexperienced recruiter - may be especially important
when recruiting ethnic minorities, women, etc.
Policies: Recruitment policy of any organization is derived from the
personnel policy of the same organization. However, recruitment policy by
itself should take into consideration the governments reservation policy,
policy regarding sons of soil, etc., personnel policies of other organizations
regarding merit, internal sources, social responsibility in absorbing
minority sections, women, etc.
Specific issues which may be addressed in Recruitment Policy:
1) Statement : Nondiscrimination (EEO employer) or particular protected
class members that may be sought for different positions (see also
Affirmative Action guidelines)
2) Position description: Adherence to job description (& qualifications)
in recruitment & selection -BFOQs -bonafide occupational qualifications
3) How to handle special personnel in recruitment/selection: e.g.
relatives (nepotism) veterans (any special advancement toward
retirement for military experience?), rehires (special consideration?
vacation days or other prior benefits?), part-time or temporary
personnel (special consideration? benefits?)
4) Recruitment
budget/expenses:
what
is
covered?
Travel,
Lodging/meals, Staff travel to recruit, relocation, expenses, etc.
5) Others:
a. Residency requirement in district?
CONSTRAINTS
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:-
External Sources
External sources lie outside an organization. Here the organization can
have the services of: (a) Employees working in other organizations; (b)
Jobs aspirants registered with employment exchanges; (c) Students from
reputed educational institutions; (d) Candidates referred by unions,
friends, relatives and existing employees; (e) Candidates forwarded by
search firms and contractors; (f) Candidates responding to the
advertisements, issued by the organization; and (g) Unsolicited
applications/ walk-ins.
Merits and Demerits of Recruiting people from within
Merits
Demerits
1)
2)
Inbreeding: It discourages
entry for talented people,
available outside an
organization. Existing
employees may fail to behave
in innovative ways and inject
necessary dynamism to
enterprise activities.
3)
Inefficiency: Promotions
based on length of service
rather than merit, may prove
to be a blessing for inefficient
candidate. They do not work
hard and prove their worth.
4)
Bone of contention:
Recruitment from within may
lead to infighting among
employees aspiring for limited,
Merits
Demerits
De-motivating: Existing
employees who have put in
considerable service may resist
the process of filling up vacancies
from outside. The feeling that their
services have not been recognized
by the organization, forces then to
work with less enthusiasm and
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motivation.
Long term benefits: Talented
people could join the ranks, new
ideas could find meaningful
expression, a competitive
atmosphere would compel people
to give out their best and earn
rewards, etc.
Uncertainty: There is no
guarantee that the organization,
ultimately will be able to hire the
services of suitable candidates. It
may end up hiring someone who
does not fit and who may not be
able to adjust in the new setup.
METHODS OF RECRUITMENT
Internal Methods:
1. Promotions and Transfers
This is a method of filling vacancies from internal resources of the
company to achieve optimum utilization of a staff member's skills and
talents. Transfer is the permanent lateral movement of an employee
from one position to another position in the same or another job class
assigned to usually same salary range. Promotion, on the other hand is
the permanent movement of a staff member from a position in one job
class to a position in another job class of increased responsibility or
complexity of duties and in a higher salary range.
2. 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.
3. 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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External Methods:
External methods of recruitment are again divided into two categoriesDirect External Recruitment and Indirect External Recruitment methods.
Direct External Recruitment Methods
1. 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.
Benefits of Campus Recruitment
and the coverage needed i.e. how far away people will consider
applying for the job.
2. Third Party Methods
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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The Process
Selection is usually a series of hurdles or steps. Each one must be
successfully cleared before the applicant proceeds to the next one. The
time and emphasis place on each step will definitely vary from one
organisation to another and indeed, from job to job within the same
organisation. The sequence of steps may also vary from job to job and
organisation to organisation. For example some organisations may give
more importance to testing while others give more emphasis to interviews
and reference checks. Similarly a single brief selection interview might be
enough for applicants for lower level positions, while applicants for
managerial jobs might be interviewed by a number of people.
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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
A preliminary interview is generally planned by large organisations
to cut the cost of selection by allowing only eligible candidates to go
through the further stages in selection. A junior executive from the
Personnel Department may elicit responses from the applicants on
important items determining the suitability of an applicant for a job such
as age, education, experience, pay expectations, aptitude, location,
choice etc. this courtesy interview as it is often called helps the
department screen out obvious misfits. If the department finds the
candidate suitable, a prescribed application form is given to the applicants
to fill and submit.
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3.Application Blank
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 employees background.
Usefulness of Application Blank or Form
Application blank is highly useful selection tool, in that way it serves
three important purposes:
1. It introduces the candidate to the company in a formal way.
2. It helps the company to have a cross-comparison of the applicants;
the company can screen and reject candidates if they fail to meet
the eligibility criteria at this stage itself.
3. It can serve as a basis to initiate a dialogue in the interview.
4.Selection Testing
Selection tests or the employment tests are conducted to assess
intelligence, abilities, and personality trait.
A test is a standardized, objective measure of a persons behaviour,
performance or attitude. It is standardised because the way the tests is
carried out, the environment in which the test is administered and the way
the individual scores are calculated- are uniformly applied. It is objective
in that it tries to measure individual differences in a scientific way giving
very little room for individual bias and interpretation. Some of them are
1. Intelligence Tests: These are mental ability tests. They measure the
incumbents 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 individuals 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.
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17
State the purpose of the interview, how the qualifications are going
to be matched with skills needed to handle the job.
Begin with open-ended questions where the candidate gets enough
freedom to express himself.
Focus on the applicants education, training, work experience, etc.
Find unexplained gaps in applicants past work or college record and
elicit facts that are not mentioned in the resume.
ILLUSTRATIONS:
1. RECRUITMENT AND SELECTION PROCESS IN
BHEL:
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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.
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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.
These measures can be taken effectively if we established job families
through job analysis programmes combining together similar jobs demanding
similar employee characteristics. Again, employee can be requested to suggest
promising candidates. Sometimes in a company the employees are given prizes
for recommending a candidate who has been recruited. The usefulness of this
system in the form of loyalty and its wide practice, it has been pointed that it
gives rise to cliques posing difficulty to management.
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ADVERTISEMENT
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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
Interview schedule is prepared and sent to the concerned Department's HOD,
Interview panel and a copy is kept for HRD Department records.
D.PERSONAL DATA FORM
Any candidate appearing for an interview in the company is required to fill in
his/her particulars in the prescribed "Personal Data Form"
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
Interview assessment Format is filled up by the interview panel immediately after
the interview and all the relevant papers are forwarded to the HRD Department
at the earliest.
G.SALARY FIXATION
"Staff comparison statement" and " salary proposal" formats are used for this
purpose.
H.OFFER AND APPOINTMENT LETTER
A candidate selected for appointment is issued an offer letter mentioning the
expected date of joining.
A Detailed Appointment letter is issued after the individuals joins and fills the
joining report.
The offer and appointment letters are signed to all new joiners.
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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.
Following is intended to serve as guidelines for recruitment process for RRB
(Indian railway recruitment board):
1. The selection is made strictly as per merit on the basis of written/online
examination. In addition, Aptitude/Skill Test/Interview etc. may also be conducted
wherever applicable. Short listed candidates will be called for verification of the
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26
27
Confidentiality
Applications for vacancies are strictly confidential and access is restricted to
those directly involved in the selection process including Human Resources
staff.
Committee members are required to sign the Statement of Confidentiality.
28
29
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
At least one female and one male must be on the committee to provide gender
balance.
The issue of diversity should also be considered in establishing the committee.
If the appointment is to a clinical or para-clinical department in a teaching
hospital it is usual to co-opt the chairperson of the Hospitals appointments
committee or nominee.
30
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 Interview and Other Job-Related Exercises
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.
For some positions it is important to test a specific skill or knowledge.
In reaching an assessment the committee should consider all the data
available about the application the written application, interview,
seminar/research presentation and referee reports. The more sources of
information used, the greater the chances of forming an accurate and well
rounded assessment of the applicant's suitability for the position.
Arrange for each short listed applicant to be contacted, with as much notice as
possible, and advise:
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applicable)
Initialization
Transition
Operations
Relationship Management.
Equal importance is given to all four stages with activities defined for each stage.
32
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
33
34
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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
Sourcing is the most of all recruitment activities. It is also difficult being
monotonous in nature. A recruiter needs to be self-motivated to do the job. The
sourcing takes place in different levels and in all the verticals of the industry. The
procedures involved are discussed below. Even before sourcing is started, it is
very important to have a clear understanding of the requirement of the client
company. The recruiter must have all knowledge about the company he/she is
about to source for. It makes sure that all the questions that a candidate has
regarding the profile or the credibility of the company are satisfactorily
answered. Sourcing is defined as the process wherein the recruiter creates a
pool of potential candidates to fill up a position. It is the first step of recruitment.
Sourcing involves logging on to a job-portal and doing a search for the potential
candidates. After the search is generated, the most critical part of sourcing
starts. Mainly four steps are involved in Sourcing. They are discussed below:
5.2 Analyze the Curriculum Vitae (CV) :
Now is the time to scrutinize the candidates resume. It is human nature to
generally omit the negative points while creating a resume or to exaggerate the
achievements. Though most of the time people are truthful while forming their
resumes, others can hide or not mention things that can portrait a negative
picture of them. A good CV is one which is precise and presentable. It should
contain all details of education and work experience should be arranged in
reversed chronological method so as to emphasize on the most recent one.
Analyzing a CV helps in short- listing a candidate.
5.3 Match the JD and JS:
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.
5.4 Shortlist the candidate:
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 faceto-face interview. There is an individual interview of the recruiter and the
36
candidate. In this interview the candidate answers the questions the recruiter
asks to be sure that the candidate would suit the profile of the job.
5.5 Handling the rejected candidates:
It is very important how a recruiter manages the rejected candidates. It is
important to make the candidate where his lacunas are and what can he do
about it. In this way not only the recruiter helps the candidate to correct itself but
also helps in creating an association with them which is so very vital in the
service industry.
6 Interview
Interviews determine if a potential candidate will be a finalist and if he shall suit
the job. A lot of things get clear during an interview. A face to face talk with the
candidate ensures that the recruiter evaluates the candidate on terms of
attitude, confidence and communication. The gaps that seem in the resume are
also questioned. The candidate may have an explanation for it. On the other
hand if he is lying, then he can be cross-questioned about this. Some of the
objectives of interview are:
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.
6.1 The telephonic Interview
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.
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:
37
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.
6.3 Devise interview questions: Preparation in advance of an interview is
essential if one is to make a successful hire. Critical in the preparation process is
the development of interview questions that elicit tangible facts from all
applicants. Basically, two rules are kept in mind when framing the questions that
will indicate whether or not an applicant meets the requirements you established
for the position:
RULE 1: Ask questions that concentrate on the applicants past performance to
permit reliable assumptions about future success.
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:
Trick Questions:
38
39
They use Online job portals like Naukri.com, Monster etc to advertise
about the opportunities available in their organisation.
40
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.
Preliminary Interview:
A preliminary screening interview is conducted to test the candidates skill
level in his field or domain of specialisation along with his communication skills.
Psychometric Test:
This test involves psychometric analysis of the candidates personality
and attitude.
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.
Ofer letter:
The candidate is formally given the JOB offer letter which completes the
selection process.
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42
Preplacement
Presentation
Group
Discussion
Extemporizat
ion
Written
Aptitude Test
Preliminary
Interview
Psychometric
Test for short
listed
candidates
Final
Interview
with senior
management
Letter of
Offer
43
Preplacement presentation:
A brief presentation about the organisation and its 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:
A topic is given to a group of candidates and their opinions and
statements are observed and evaluated by the panel or moderator.
Eye for detail Test:
A brief interview with HR manager that involves test for candidates
compatibility for the particular job profile.
Preliminary Interview:
A preliminary screening interview is conducted to test the candidates skill
level in his field or domain of specialisation along with his communication skills.
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.
Ofer letter:
The candidate is formally given the JOB offer letter which completes the
selection process.
44
Pre-placement
Presentation
Group
Discussion
Eye for detail
test
Preliminary
Interview
Final Interview
with senior
management
Letter of Offer
45
The candidates dishes are tasted and based on various parameters the
dishes are evaluated and qualified by competent jury.
Ofer 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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