This action might not be possible to undo. Are you sure you want to continue?
manager plans, organize, staff, direct and control human, physical and financial resource in an organized effort in order to achieve desired individual and group objectives with optimum efficiency and effectiveness. In simpler words management is concerned with the accomplishment of objective by utilizing physical and financial resources through the efforts of human resources and so human resource is the crucial system in the process of management. Human resource management is concerned with the management of people at work. The way in which people are recruited, developed and utilized by the management largely determines whether the organizations will achieve its objectives. Therefore human resource in the organization needs to be properly coordinated and utilized. It is universally recognized that the effectiveness with which human resources are coordinated and utilized is directly responsible for the success of any organization. Human resources are multidimensional in nature ‘people at work’ constituting the human resource in an organization comprises all individuals engaged in any of the organization activities, regardless of levels ages and socio cultural background. Each individual working in the organization has his own set of complex, needs, value and intention. Each one differs from the other. Moreover, human resource management is also concerned with now these various types of individuals ,ay be changed at what cost, under what specific circumstances and in how much short a period of time. DEFINITION:According to “Edwin Flippo”, Human resource management is “the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance, and separation of human resources to the end that individual, organizational and societal objectives are accomplished”.
RECRUITMENT AND SELECTION INTRODUCTION OF RECURITMENT:MEANING AND IMPORTANCE OF RECRUITMENT:The human resources are the most important of an organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, organizations cannot progress and prosper. In order to achieve the goals or the activities of an organization, therefore, we need to recruit people with requisite skills, qualifications and experience. While doing so, we have to keep the present as well as the future requirements of the organization in mind. Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment refers to “Discovering potential applicants for actual or anticipated organizational vacancies. Recruitment is a process “To discover the source of manpower to meet the requirements of staffing, to employ effective measures for attracting potential manpower in adequate number”. Recruitment is the process of identifying the sources for prospective candidates and to stimulate them to apply for the job. It’s linking activity bringing together those with jobs and those seeking jobs. It locates the source of manpower to meet the requirements and job specifications. In recruitment process available vacancies are given wide publicity and suitable candidates are encouraged to submit application so as to have a pool of eligible candidates for scientific selection. In recruitment, information is collected from interested candidates. For these different sources of recruitment such as newspaper advertisement, employment exchange, internal promotions, etc. are used. In the recruitment, a pool of eligible and interested candidates is created for the selection of most suitable candidate. Recruitment represents the first contact that a company makes with potential employees. Recruitment is a positive function in which publicity is given to the jobs available in the organization and interested candidates (qualified japplicants) are encouraged to submit applications for the purpose of selection.
RECRUITMENT AND SELECTION
DEFINITION OF RECREUITMENT:According to Edwin Flippo, “Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization”. According to Dale S. Beach, “Recruitment is the development and maintenance of adequate manpower resources. It involves the creation of a pool of available labour upon whom the organization can depend when it needs additional employees”. Thus, recruitment is the act or process of an organization attempting to obtain additional human resources for operational purposes. The goal of recruitment is to create a large pool of persons who are available and willing to work for a particular organization. OBJECTIVES OF RECRUITMENT:The objectives of recruitment are as follows: (i) (ii) (iii) (iv) (v) (vi) (vii) (viii) (ix) (x) To attract people with multi-dimensional skills and experiences that suit the present and future organizational strategies, To induct outsider with a new perspective to lead the company, To infuse fresh blood at all levels of the organization, To develop an organizational culture that attracts competent people to the company, To search or head hunt/head pouch people whose skills fit the company’s values, To search for talents globally and not just within the company, To devise methodologies for assessing psychological traits, To seek out non-conventional development grounds of talent, To design entry pay that competes on quality but not on quantum, To anticipate and find people for positions that do not exist yet.
RECRUITMENT AND SELECTION PURPOSE OF RECRUITMENT:Recruitment has three major purposes: 1) To increase the pool of job applicants with minimum cost. 2) To meet the organization’s legal and social obligations regarding the demographic composition of its workforce. 3) To help increase the success rte of the selection process by reducing the percentage of applicants who are either poorly qualified or have the wrong skills.
NEED FOR RECRUITMENT:The need for recruitment may be due to the following reasons/situations: (a) Vacancies due to promotions, transfers, retirement, termination, permanent disability, death and labour turnover. (b) Creation of new vacancies due to growth, expansion and diversification of business activities of an enterprise. In addition, new vacancies are possible due to job respecification.
RECRUITMENT AND SELECTION
SOURCES OF RECRUITMENT:Before an organization activity begins recruiting applicants, it should consider the most likely source of the type of employee it needs. Some companies try to develop new sources, while most only try to tackle the existing sources they have. These sources are as follows:
SOURCES OF RECRUITMENT
1. PROMOTIONS 2. TRANSFERS 3. RETIREMENTS 4. RECALLS 5. FORMER EMPLOYEES
1. NEWSPAPER ADVERTISEMENT 2. CAMPUS RECRUITMENT 3. THROUGH INTERNET 4. JOB FAIRS 5. EMPLOYMENT AGENCIES 6. WALK-INS,WRITE-INS,TALK-INS
or those on production lay-offs. 3) RETIREMENTS:At times. facilities. such as those on leave of absence. those who quit voluntarily. Promotion means shifting of an employee to a higher position carrying higher responsibilities. 2) TRANSFER:Transfer refers to a change in job assignment. management follows the policy of internal promotions.RECRUITMENT AND SELECTION INTERNAL SOURCES:As the term implies internal source of recruitment is for those who are currently members or the organization. status and salaries of an employee within the organization. Following are the internal sources of recruitment. or no change in terms of responsibility or status. depending the necessity of filling jobs. It may involve a promotion or demotion. Under this circumstances management may decide to call retired manager with new extension. promotions are made on the basis of merit because employers are free from the union pressures. In government departments and in many companies promotions are given on seniority.g. A promotion policy should establish a well-defined promotion chart showing who can go up to what level in the organization. promoted or sometimes demoted. Whenever any vacancy arises or occurs. 6 . E. Many achieve promotion through hard work and good performance. after meritorious service. 1) PROMOTIONS:In order to motivate the existing employees. In non-unionized companies. somebody from within the organization is upgraded. transfer from head office to branch office. This source also includes personnel who were once on the pay-roll of the company but who plan to return or whom the company would like to rehire. A transfer may be either temporary or permanent. management may not find suitable candidate in place of the one who had retired. transferred.
5) FORMER EMPLOYEES:Individuals. Though costly. It usually includes new entrants to the labour force the unemployed and people employed in the other organization seeking the change. it may be decided to recall that person. Newspaper advertising typically generates a large applicant flow. 7 . The best example for newspaper advertisement is the Times of India’s Ascent supplement which comes on every Wednesday and contains both domestic as well as international jobs.RECRUITMENT AND SELECTION 4) RECALLS:When management faces a problem. A message containing general information about the job and the organization is placed in various newspapers. which can be solved only by a manager who has proceeded on long leave. might be willing to come back for higher wages incentives. Company managements have to use eternal sources for the recruitment of supervisory staff and managers as and when necessary. EXTERNAL SOURCES:As the term implies the external source of recruitment is of potential workers who are not currently member of the organization. Following are the most common external source of managerial recruitment. it provides wide choice as it attracts a large number of suitable candidates from all over the country. After the problem is solved. his leave may be extended. External recruitment is one way of bringing into the organization that has new skills or abilities and different way of approaching job task. An advantage with these sources is that the performance of the person/employee is already known. who left for some other job. This may be with a view to introducing the ‘new blood’ in the organization. 1) NEWSPAPER ADVERTISEMENTS:Newspaper advertisements are overwhelmingly popular source of recruitment.
This source is quickly growing in popularity. etc. www. Private sector is able to attract many aspirants. IIts and Regional Engineering Colleges has provided a popular source of recruitment.. 3) RECRUITMENT THROUGH INTERNET:The Internet has quickly become a very popular source of employment advertising. There are many web sites through which recruitment takes place. they charge a fee.RECRUITMENT AND SELECTION 2) CAMPUS RECRUITMENT:College Campuses are another very popular recruitment source. Most employment advertisement firms can also post the jobs on the Internet.monster. The promising students get job security immediately after securing degrees due to such campus interviews/recruitment i. in India. however. Some of the examples are www.com.naukri. www. iii. 8 . many of the leading universities and institutes of management and technology provide a variety of placement services to both to their own students and industries. Currently employers can post their openings to any of several newsgroups for free.e.com. It is an excellent source of recruiting management trainees. Most of the industries are maintaining detailed statistics regarding the campus recruiting process.com. Number of invitations to visit Number of campus interviews Number of invitation acceptance Number of invitations to visit Number of job acceptances Number of decisions to hire Many industries have found on-campus college-recruiting to be an excellent way of locating new sales and managerial personnel. More and more organizations are placing information about open positions on the World Wide Web. ii. Comparison are made from year to year as follows: i.Timesjob. A large and fast growing proportion of employers use the internet as a recruitment tool. The growth of Management institutes.
WALK –INS. day and timing during which the applicant can ‘walk in’ for an interview.RECRUITMENT AND SELECTION 4) JOB FAIRS:Job fairs are very effective. Write-ins are those who send written inquiries. The advertisement mentions date. 2) The present employees already know the company well and are likely to develop a loyalty for the same. Hiring managers can meet multiple candidates and conduct on-the-spot interviews. Agencies can either be public or private. 6. Clients may be either employed or unemployed. Fees may be charged to either or both the client seeking a job and the company seeking applicants. If a job fair results in just one hire it is usually cost effective. The job seekers submit applications or resumes directly to the employer. These applicants a raked to complete application forms for further processing. which the agency then passes along to its clients. The applicant is not required to submit any applications. Talk-ins is now becoming popular and the applicants are required to meet the employer for detailed talks. The "job fair" company will typically advertise in local media to attract qualified applicants. Because the applicants may be interviewing with multiple employers. ADVANTAGES OF INTERNAL SOURCES OF RECRUITMENT:1) Internal recruitment is economical. The company provides the agency with information about the job. it is imperative to respond quickly with invitations for in-plant interviews of qualified candidates. A job fair is an event sponsored by a "job fair" company who charges a fee to participating employers. WRITE-INS AND TALK-INS:The most economical approach for recruitment of candidates is direct applications. 9 . 5 EMPLOYMENT AGENCIES:The firm contacts an organization whose main purpose is locate job seekers.
This facilitates selection of people with rich and varied experience. 2) Wide scope is available for selection. 4) The organization will not be able to attract capable persons from outside if internal sources are used extensively. 5) It may encourage favoritism and nepotism. 4) Scope for heartburn and jealousy can be avoided by recruiting from outside.RECRUITMENT AND SELECTION 3) It tends to encourage existing employees to put in greater efforts and to acquire additional qualification. DISADVANTAES OF INTERNAL SOURCES OF RECRUITMENT:1) Internal promotions create a feeling of discontent among those who are not promoted. 10 . 3) Promotion to certain key post may not be possible due to non-availability of competent persons. 8) People recruited from within the organization do not need induction or training. 6) It reduces labour turnover as capable employees get promotion within the organizations. This means there is motivation to employee to develop and reach to higher positions. internal methods of recruitment should be used to extent possible but too much dependence on internal methods is undesirable and may prove costly to the organization in the long run. ADVANTAGES OF EXTERNAL SOURCE OF RECRUITMENT:1) Entry of young blood in the organization is possible. In brief. 5) Internal recruitment helps to raise the morale of employees and develop cordial relations at the managerial levels. 6) Promotions by seniority may not be always beneficial to the organization. 7) Internal recruitment is a quick and more reliable method. 3) Selection can be made in an impartial manner as large number of qualified and interested candidates are available. 2) It prevents the entry of young blood in the organization. 4) It provides security and continuity of employment.
Thus suitability of the source of labour supply depends upon various factors1. Employment conditions in the community where the organization is located. Nature of job 3. Supply of qualified persons 4. universities and employment exchanges may be the suitable sources. For example for recruiting the unskilled workers. Size of the enterprise 2. Relative merits of source on the basis of turnover 7. No single source can suit all the enterprise for filling up the posts of different nature and at different times. 4) Employees feel frustrated due to external recruitment and their morale is adversely affected. For recruiting managers and high officials. 11 . 2) The relations between employer and employee deteriorate leading to industrial disputes and strikes. consultants. DISADVANTAGES OF EXTERNAL SOURCE OF RECRUITMENT:1) External recruitment leads to labour turnover particularly of skilled. EVALUATION OF VARIOUS SOURCES OF RECRUITMENT:It is very difficult to say which source is suitable to an enterprise or recruiting the personnel at various jobs. Time lag between requisition and placement 5. direct recruitment at gate or friends and relatives of existing employees or casual workers may be the best sources of recruitment.RECRUITMENT AND SELECTION 5) The management can fulfill reservation requirements in favour of the disadvantaged section of he society. Reactions of present employees to source of recruitment 6. professional bodies. Their loyalty to the organization may be adversely affected. experienced and ambitious employees. 3) The present employees may lose their sense of security.
Qualify i. Planning Strategy Development Searching Screening Evaluation and control. taking into account its past recruitment process. type of applicant to be contacted. YIELD RATIOS:- 12 .e. 5. 1. Quantify i. NUMBER OF CONTACTS:The company ascertains how many applicants are essential to fill in a particular vacancy. number b. The organization would derive a term called as YIELD RATIOS. 4.RECRUITMENT AND SELECTION RECRUITMENT PROCESS:The process comprises of 5 interrelated stages which are as follows: 1.PLANNING STAGE:Its designing the set objectives that a. a. In accordance with job vacancies and their job information. 2. 3. These figure may be arrived by an organization.e.
recruitment planning is to identify the type of people that need to be looked at or approached about job openings. Once the organization has summed up ‘how many’ and ‘what type’ of applicants required.g. then 200 contacts are made. For example. Lastly. as shown below: b. if a company needs 10 management trainees in the next six months. These details would be availed through job description and job specifications. Based on this information. it has to extend 20 offers. TYPE OF CONTACTS:People matter but the right type of people matter more. the other issues would be: a. to continue the same example. if contacts or leads needed to identify suitable trainees to invite are in 5:1 ratio. STRATEGY DEVELOPMENT STAGE:- A strategy is a “plan of action”. the company can construct the recruiting yield ratio. On the basis of past experience. Thus. as many as 40 candidates must be invited. it has to monitor past yield ratios in order to find out the number of candidates to be contacted for this purpose. If the invitees to interview ratio is 4:3 then. the company finds that to hire 10 trainees. 2. If the interview-tooffer ratio is 3:2.: in case of buy—though an organisation might have an advantage with the buy decision of little time and money spent on training and benefit of 13 . MAKE OR BUY:The company has to make call whether the equation would be: Hire less skilled employees + invest on training and education = ‘Make’ Or Hire skilled employees + little Training and immediate work benefit = “buy” Whatever would be the best fit according to the need of the hour has to be accustomed and each has its own pros and cons. then 30 interviews must be conducted.RECRUITMENT AND SELECTION These ratios indicate the number of leads/ contacts needed to generate a given number of hires at a point at time. For E.
d.Banglore Embroiders:. the exchange of resumes online by job seekers and employers has helped the organisation a chance to eliminate an unfit applicant right in the screening stage. 3. c.Calcutta. organisations adopt an incremental strategy in which initial efforts are concentrated in regional or local markets and expanded if these efforts fail to achieve desired results. TECHNOLOGICAL SOPHISTICATION:The decision as to use the available technology in the process. thus saving on time and travel expenses. Technical Employees . these aren’t water tight compartments and may be modified as per demand and need. ‘HOW TO LOOK’:This refers to the sources of recruitment.IT people:. But. b.g. but due to high remuneration demanded the benefit are outweighed by it. Step 1 is Source Activation . ‘WHERE TO LOOK’:Here the geographic distribution of labour markets among job seekers is to be considered. Also.: due to the advent of computers.go on to national level and even international if its an MNC. activated 14 .Local Markets. SEARCHING STAGE:Also known as the Implementation Stage. Sources and search methods are which results in a flood of applications.RECRUITMENT AND SELECTION immediate work handling.g. These can be external as well as internal. e. e. General strategy for an organisation:Top level Executives . Clerical and Blue collar jobs:.regional and local markets.:.
A thoughtful and Tactful decision in identifying the way in which the company ‘sells’ its vacancies. Retention and performance of the candidates selected.:.RECRUITMENT AND SELECTION Step 2 is Selling . Comments on image projected 15 . the evaluation might include: Return rate of applications sent out. following the source activation would be the way in which the message is sent across the organisation. Once the applications are scrutinized and short listed. EVALUATION AND CONTROL STAGE:- This step where the organization goes back to the process and analyses the effectiveness of the entire process. The techniques used to screen applicants vary depending on the candidate sources and recruiting methods used.interviews and application banks used to screen walk-ins. Number of suitable candidates for selection. Time lapsed data. Keeping this objective in mind. Cost of the recruitment process. E.g. EVALUATION OF RECRUITMENT PROCESS:The recruitment process has the objective of searching for and obtaining applications from job-seekers in sufficient numbers and quality. 4. SCREENING STAGE:- Applications received in response to ads are screened and only eligible applicants are called for an interview. the selection process commences. 5.
It is a recommendation from a current employee regarding a job applicant. in this case. the organization publicises job openings on bulletin boards. responsibilities. on the other hand.. PROMOTIONS AND TRANSFERS:This is a method of filing vacancies from within through transfers and promotions. A transfer is a lateral movement within the same grade. from one to another. etc. ii. In this method. involves movement of employee from a lower level position to a higher level position accompanied by (usually) changes in duties. including provident fund.RECRUITMENT AND SELECTION METHODS OF RECRUITMENT:The following are the most commonly used methods of recruiting people. Such persons are usually passed on to various departments. gratuity. status and value. working conditions. EMPLOYEE REFERRALS:Employee referral means using personal contacts to locate job opportunities. 1) INTERNAL METHODS:There are 4 types of internal methods: i. but not necessarily salary. electronic media and similar outlets. depending on internal requirements. One of the important advantages of this method is that it offers a chance to highly qualified applicants working within the company to look for growth opportunities within the company without looking for greener pastures outside. If a person remains on such rolls for 240 days or more. are encouraged to 16 . retrenchment compensation. Employees working in the organization. Promotion. It may lead to changes in duties and responsibilities. iii. Organizations generally prepare badli lists or a central pool of persons from which vacancies can be filled for manual jobs. he gets the status of a permanent employee as per the industrial disputes act and is therefore entitled to all relevant benefits. JOB POSTING:Job posting is another way of hiring people from within.
In fact. In view of the growing demand for young managers. Companies offer rich rewards also to employees whose recommendations are accepted – after the routine screening and examining process is over – and job offers extended to the suggested candidates. CAMPUS RECRUITMENT:It is a method of recruiting by visiting and participating in college campuses and their placement centres. A preliminary screening is done within the campus and the shortlisted students are then subjected to the remainder of the selection process. campus recruiting can be costly for organizations situated in another city (airfare. Further. Citibank. boarding and lodging expenses of recruiters. 17 . Job seekers are provided information about the jobs and the recruiters. 2) DIRECT METHODS:i. applicants will not have to be lured away from a current job and lower salary expectations. campus recruiting means hiring people with little or no work experience. On the negative front. Here the recruiters visit reputed educational institutions such as IITs.). IIMs. colleges and universities with a view to pick up job aspirants having requisites technical or professional skills. Tata and Birla group companies) visit IIMs and IITs regularly and even sponsor certain popular campus activities with a view to earn goodwill in the job market. applicants can be prescreened. get a snapshot of job seekers through constant interchange of information with respective institutions.RECRUITMENT AND SELECTION recommend the names of their friends working in other organizations for a possible vacancy in the near future. in turn. most reputed organizations (such as Hindustan Lever Ltd. It demands careful advance planning. looking into the placement weeks of various institutions in different parts of the country. State Bank of India. almost immediately after hiring. this has become a popular way of recruiting people in the highly competitive information technology industry nowadays. Proctor & Gamble. The organizations will have to offer some kind of training to the applicants. Advantages of this method include: the placement centre helps locate applicants and provides resumes to organizations. site visit of applicants if allowed. etc.
Job aspirants are asked to respond to a post office box number or to an employment firm that is acting as an agent between the job seeker and the organization. trade.). lively and imaginative as consumer advertising. professional and technical journals. cutting down expenses involved in responding to any individual who applies. The ads generally give a brief outline of the job responsibilities. radio and television. compensation package. large companies with a may also go in for blind-box ads in newspapers. TELEVISION AND RADIO ADS:- 18 . etc.RECRUITMENT AND SELECTION 3) INDIRECT METHODS:i. To apply for the advertised vacancies let’s briefly examine the wide variety of alternatives available to a company – as far as ads are concerned: ii. In a blind-box ad there is no identification of the advertising organization. while some of the best candidates who are well paid and challenged by their current jobs may not be aware of such openings. this medium has become just as colorful. To maintain secrecy for various reasons (avoiding the rush. iii. the company may be bombarded with applications from a large number of candidates who are marginally qualified for the job – adding to its administrative burden. NEWSPAPERS ADS:Newspaper ads tend to only those who are actively seeking employment at that point of time. This method is appropriate when (a) the organization wants a fairly good number of talented people – who are geographically spread out and (b) the organization intends to reach a large target group. etc. prospects in the organization. ADVERTISEMENTS:These include advertisements in newspapers. etc. especially for filling lower level positions. As a result. sending signals to competitors. In recent times.
they are more likely to stand out distinctly. III. II. making application difficult. companies are also expected to notify (wherever the employment exchanges act. SB Billimoria. especially for top and middle level executive vacancies. potential candidates may have a tough time remembering the details. GATE HIRING AND CONTRACTORS:- 19 . Ferguson Associates offer specialized employment – related services to corporate houses for a fee. 4) THIRD PARTY METHODS:I. Noble and Hewitt. ABC consultants. PRIVATE EMPLOYMENT SEARCH:A search firm is a private employment agency that maintains computerized lists of qualified applicants and supplies these to employers willing to hire people from the list for a fee. a number of search firms operate – providing multifarious services to both recruiters and the recruitees. KPMG. It covers all establishment in public sector and nonagricultural establishments employing 25 or more workers in the private sector. etc. Also. created all over India for helping unemployed youth. However. EMPLOYMENT EXCHANGES:As a statutory requirement. they help the organization to target the audience more selectively and they offer considerable scope fro designing ads creatively. 1959. Firms like Arthur Anderson. displaced persons. applies) their vacancies through the respective employment exchanges. physically handicapped.RECRUITMENT AND SELECTION These ads are more likely to reach individuals who are not actively seeking employment. these ads are expensive. ex-military personnel. because the television or radio is imply seen or heard. At the lower end.
MERITS OF DECENTRALISED RECRUITMENT:20 .RECRUITMENT AND SELECTION Gate hiring (where job seekers. It enables centralized training programmes which further brings uniformity and minimizes average cost of staff. IX. skill. It can ensure broad uniformity among human resources of various units/zones in respect of education. favouritism. IV. II. VII. It enables the organization to have centralized selection procedure. It would facilitate interchangeability of staff among various units/zones. It would generally be above malpractices. It would have more expertise available to it. MERITS OF CENTRALISED RECRUITMENT:I. generally blue collar employees. present themselves at eh factory gate and offer their services on a daily basis). DECENTRALISED RECRUITMENT:Recruitment practices vary from one organization to another. CENTRALISED VS. It enables the line managers of various units and zones to concentrate on their operational activities by relieving them form the recruitment functions. VIII. bias etc. promotional and transfer procedure etc. Average cost of recruitment per candidate/unit should be relatively less due to economies of scale. Personnel department at the central office performs all the functions of recruitment in case of centralized recruitment and personnel departments at unit level/zonal level perform all the functions of recruitment concerning to the jobs of the respective unit or zone. hiring through contractors. Some organisatior like commercial banks resort to centralized recruitment while some organizations like the Indian railway’s (for group III and group IV positions) resort to decentralize recruitment practices. It ensures the most effective and suitable placement to candidates. abuse of powers. recruiting through word-of-mouth publicity are still in use – despite the many possibilities for their misuse – in the small scale sector in India. knowledge. III. VI. V. talent etc.
Hence. traditional. ii. Units can recruit candidates as and when they are required without any delay. iii. Scouting. developing the sources. control and feedback and various functions/processes of recruitment. The unit concerned concentrates only on those sources/places where it normally gets the suitable candidates. IV. management has to weigh both the merits and demerits of each system before they take final decision about centralizing or decentralizing the recruitment. In the system of recruitment would suffer from their own demerits. and Transfers. Promotions. Present employees. PROMOTIONS:Most of the internal candidates would be stimulated to take up higher responsibilities and express their willingness to be engaged in the higher level 21 . The unit would enjoy better familiarity and control over the employees it to recruit rather than on employees selected by the central recruitment agency. RECRUITMENT TECHNIQUES:Recruitment techniques are the means or media by which management contracts prospective employees or provide necessary information or exchanges ideas or stimulate them to apply for jobs. Techniques useful to stimulate external candidates. v. The units would enjoy freedom in finding out. Techniques useful to stimulate internal candidates are: i. in selecting and employing the techniques to stimulate the candidates. Management uses different types of techniques to stimulate internal and external candidates. iv. social factors etc. II. local factors. i. As such the cost of recruitment would be relatively less. Advertising. III. family background aspects. The unit gets most suitable candidates as it is well aware of the recruitments of the jobs regarding cultural. VI. V. The unit would relatively enjoy advantage about the availability of information.RECRUITMENT AND SELECTION I.
(b) Creating and maintaining interest. It provides the candidates in different sources. v. radio. The representatives provide information about the company and exchange information and ideas and clarify the doubts of the candidates. V. television etc. Decide who does what. RECOMMENDATIONS OF THE PRESENT EMPLOYEES:Management can contact. ADVERTISING:Advertising is a widely accepted technique of recruitment though it mostly provides one way communication.RECRUITMENT AND SELECTION jobs if management gives them the assurance that they will be promoted to the next higher level. iii. II. SCOUTING:Scouting means sending the representation of the organizations to various sources of recruitment with a view to persuading or stimulating the candidates to apply for jobs. ii. Management in order to achieve these objectives of advertising has to: I. the information about the job and company and stimulates them to apply for jobs. TRANSFERS:Employees will be stimulated to work in the new sections or places if management wishes to transfer them to the places of their choice. magazines of all kinds. persuade the outsiders to apply for job in the organization through the recommendations to the candidates by the present employees. III. It includes advertising through different media like newspapers. (c) Stimulating action by the candidates. and 22 . Analyze job requirements. Write the copy. IV. iv. Design the advertisement. trade union leaders etc. Plan and select the media. The techniques of advertising should aim at: (a) Attracting attention of the prospective candidates.
VII. VI. Within the organization. the sources for non-supervisory staff are: i. Relative and friends. According to a survey of public and private sector employers by Prof. Newspaper advertisements. 23 . vii. Other public undertakings. In the public sector (steel units). Basavaraj. RECRUITMENT PRACTICES IN INDIA:The different sources for recruitment in India have been classified thus: i. Casual callers or employment seekers. iii. Badli or temporary workers. Internal advertisement. III. iii. and Labour contractors. Employment exchanges. the following methods were used to recruit employees: A. IV. Employment exchanges. and X. iv. In the public sector (heavy engineering). Employment agencies. Internal advertisements.RECRUITMENT AND SELECTION VI. External advertisement. Central training institute. ii. VIII. Applicant introduced by friends and relatives in the organization. Employee recommendations. iv. IX. Casual callers. The management after selecting the recruitment techniques has to decide upon the type of appeal in order to make the recruitment efforts effective. V. Scheduled tribes and scheduled castes. Advertisements. the major sources of recruitment in order of preference are: I. II. Displaced persons. ii. vi. v. Evaluate response. Institutions.
Deputation personnel. II. though formulated. I. the major sources are. Casual callers.RECRUITMENT AND SELECTION v. vii. 24 . Employment exchanges. In the private sector. IV. B. Employee recommendations. vi. and Transfers from other public undertakings. preference was given to sons and relatives of employees and to local people. Advertisements. Introduction by the liaison officer of a corporation. Relatives and friends. III. In some organizations. the survey disclosed that the procedures. and V. In order of preference. were not institutionalized in character.
Selection is more closely related to recruitment because both are concerned with processing individuals to place them in a job. In the words of Dale Yodev.RECRUITMENT AND SELECTION SELECTION INTRODUCTION OF SELECTION:MEANING & IMPORTANCE OF SELECTION:Selection is one of the most important of all functions in the management of personnel. Selection means a process by which the qualified personnel can be choosen from the applicants who have offered their services to the organization for employment. leaving the best to be selected. After identifying the sources of human resources. It is the process of logically choosing individuals who posses the necessary skills. The objective of the selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates. abilities and personality to successfully fill specific jobs in the organization. In short. “Selection is the process in which candidates for employment are divided into two classes – those who are to be offered employment and those who are not”. searching for prospective employees and stimulating them to apply for jobs in an organization. the management has to perform the function of selecting the right employees at the right time. The selection procedures are the system of functions and devices adopted in a given company to ascertain whether the candidate’s specification is matched with the job 25 . Selection is next to recruitment. Thus selection process is negative function because it attempt to eliminate applicants. selection is the process of choosing a person suitable for the job out of several persons. “Right man at the right job” is the basic principle in selection. Selection is the process of collecting and evaluating information about an individual in order to extend an offer of employment.
Any mismatch in this regard can cost an organization a great deal of money. skills. To meet this goal. and behavioral. The most suitable person is then picked up after eliminating the unsuitable applicants through successive stages of selection process. to find out which job applicant will be successful. experience. social. The selection procedures cannot be effective until and unless: 1) Requirements of the job to be filled. the company obtains and assesses information about the applicants in terms of age. 2) Employee specifications (physical. etc) have been clearly specified. the development of job analyses. the needs of the job are matched with the profile of candidates.RECRUITMENT AND SELECTION specification and requirements or not. 3) Candidates for screening have been attracted. He may even circulate ‘hot news’ and juicy bits of negative information about the company. demands constant monitoring of the ‘fit’ between person the job. 26 . The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates. Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization. PURPOSE OF SELECTION:The purpose of selection is to pick up the most suitable candidate who would meet the requirements of the job and the organization best. time and trouble. if hired. human resource planning and recruitment are necessary prerequisites to the selection process. Thus. have been clearly specified (job analysis. How well an employee is matched to a job is very important because it directly affects the amount and quality of the employee’s work. The breakdown in any of these processes can make even the best selection system ineffective. etc. DEFINITION OF SELECTION:To select mean to choose. especially. in terms of training and operating costs. Effective selection. causing incalculable harm in the long run. qualifications. In course of time the employee may find the job distasteful and leave in frustration. mental. therefore. etc).
Skilled workers help the management to expand the business and to earn more profits and in turn management compensates. ESSENTIALS OF SELECTION PROCEDURE:The selection process can be successful if the following requirements are satisfied: 27 . the workers with high wages. They can understand the technique of work better and in less time. absenteeism and monotony shall not be experienced in their severity in the organization. Selection of skilled personnel also facilitates the expansion in the size of the business. thus reducing the time and cost of training considerably.RECRUITMENT AND SELECTION IMPORTANCE OF SELECTION:The importance of selection may be judged from the following facts: 1) PROCUREMENT OF QUAILIFED AND SKILLED WORKERS:Scientific selection facilitates the procurement of well qualified and skilled workers in the organization. Selection of skilled personnel reduces the labour cost and increases the production. benefits etc. Further. 2) REDUCE COST OF TRAINING AND DEVELOPMENT:Proper selection of candidates reduces the cost of training because qualified personnel have better grasping power. It is in the interest of the organization in order to maintain the supremacy over the other competitive firms. the organization can develop different training programmes for different persons on the basis of their individual differences. Labour relation will be better because workers will be fully satisfied by the work. Many problems like labour turnover. 3) ABSENCE OF PERSONNEL PROBLEM:Proper selection of personnel reduces personnel problems in the organization.
There must be a sufficient number of applicants from whom the required number of employees may be selected. nature and behaviour. Someone should have the authority to select. i. Selection procedure is lengthy and time consuming particularly in the case of supervisory post.RECRUITMENT AND SELECTION 1. Following are the steps/ procedures of selection: 1) JOB ANALYSIS:- 28 . There must be some standard of personnel with which a prospective employee may be compared. facts may come to light which are useful for comparison with the job requirement and employee specifications. physical and mental ability. 2.e. a comprehensive job description and job specification should be available beforehand. This authority comes from the employment requisition. as developed by an analysis of the work-load and work-force. At each step. the selection procedure is not a single act but is essentially a series of methods or stages by which different types of information can be secured through various selection techniques. 3. SELECTION PROCEDURE Selection procedure employs several methods of collecting information about the candidate’s qualification. knowledge. aptitude and the like for judging whether a given applicant is or is not suitable for the job. Therefore. experience.
the data become a part of the employee’s record. Work experiences. salary. 2) APPLICATION FORM:Application Form is also known as application blank. If the candidate seems to possess the basic minimum requirements for efficient job performance. expected salary and allowances etc. After the close date of 29 . 3) PRELIMINARY INTERVIEW:- Preliminary or initial interview is often held in case of “at the gate” candidate. The information is generally required on the following items in the application forms: Personal background information. personal details. Every organization should finalize the job analysis. The applicant who seems to be not fit for the job on the basis of information given in the application blank is rejected out rightly at this stage. 4) SCREENING APPLICATION FORM:Information given in the application form is used for selection purposes. job specification and employee specification before proceeding to the next step of selection. Thus preliminary interview is useful as a process of eliminating the undesirable and unsuitable candidate.RECRUITMENT AND SELECTION Job analysis is the basis for selecting the right candidate. Educational information. job description. Where application forms are use. he is given an application form for being filled out by him. The applicants who have not furnished the required information may also be rejected. Applications will not be accepted after the close date. The technique of application blank is traditional and widely accepted for securing information from the prospective candidates. This interview usually of short duration and is aimed at obtaining certain basic information with a view to identifying the obvious misfits or unqualified.
the Job Expert for the hiring department and Human Resources will screen the application forms for minimum education and qualification requirements. aptitude test 30 . word fluency etc. in this situation. A recruitment date may be extended if there are no qualified candidates. vocabulary. verbal comprehension. knowledge in various disciplines. 5) WRITTEN TEST:- The organization have to conduct written examination for the qualified candidates after they are screened on the basis of the application blanks so as to measure the candidate’s ability in arithmetical calculations. general knowledge and English language.RECRUITMENT AND SELECTION the recruitment. to measure the candidates aptitude. Intelligence test measures the individuals capacity or reasoning. Recruitments can also be open until the position is filled. applicants are reviewed and interviewed on a regular basis until an eligible candidate can be selected and appointed to the available position. reasoning. to know the candidate’s attitude towards job. numbers.
The interviewer should not ask unwarranted questions which make the candidate nervous. The basic objective of the interview is to measure the applicant against the specific requirements of the job. In this step the interviewer matches the information obtained about the candidate through various means to the job requirements and to the information obtained through his own observation during the interview. the interviewee 31 . 6) FINAL INTERVIEWING:- Final interview is usually followed by testing. This is the most essential step in the process of selection. It being the two way communication. Interview must be conducted in a friendly atmosphere and the candidate must be made to feel at ease.RECRUITMENT AND SELECTION measures individuals capacity or talent ability to learn a job if he is given adequate training.
RECRUITMENT AND SELECTION should also be given a chance to ask questions if he so likes. These references may be from the individuals who are familiar with the candidate’s academic achievement or from the applicant’s previous employer. If reference is checked in the correct manner. Thus. 7) REFERENCE CHECKS:After completion of the final interview. 32 . This is very important because of a person of poor health cannot work competently and the investment in him may go waste. the personnel department will engage in checking references. A good reference check used sincerely fetches useful and reliable information to the organization. who is well versed with the applicant’s job performance. a thorough medical examination is essential. 8) PHYSICAL EXAMINATION:- The candidates who have crossed the above hurdles are required to go for the medical examination. a great deal can be learned about a person that an interview or tests cannot elicit. Candidates are required to give the name of reference in their application forms. about the job and the organization. and sometime from co-workers.
pay scales. post on which selected etc.RECRUITMENT AND SELECTION 9) SELECTION:If a candidate successfully overcomes all the obstacles or tests given he would be declared selected. SELECTION PROCEDURE 33 . A appointment letter will be given to him mentioning the terms of employment.
Choosing the right techniques will help to recruit the best person for the position.RECRUITMENT AND SELECTION SELECTION PROCESS IS PREFERABLE BECAUSE: It is easier for applicant because they can send their applications to a single centralized department/agency. This is helpful during peak operating period. It facilitates contacts with applicants because issues pertaining to employment can be cleared through one central location. They must be able to 34 . Hiring cost may be cut because duplication of efforts is minimized. it is important that people who know about these rules handle a major part of the selection process. attributes and knowledge required for the position. The applicant is better assured of consideration for a greater variety of jobs. It helps operating managers to concentrate on their operating responsibilities. With increased government regulations on the selection process. The selection techniques to choose depend on the particular skills. It can provide for better selection because hiring is done by specialist trained in staffing techniques. SELECTION TECHNIQUES: How to choose selection techniques? Who administers selection techniques? Informing the candidates Different selection techniques HOW TO CHOOSE SELECTION TECHNIQUES?:Different types of positions require different kinds of selection techniques.
their typical performance). The time and effort required to use the technique. The selection techniques normally used are the interview along with a written application and referee reports. but they do not provide information on what the candidate does daily (ie. The degree to which technical competence is critical to success. What to consider when choosing:• • • • The seniority/level of position. The interview's value is greatly increased when it is well structured. The budget. Descriptions of a range of selection techniques are provided below. The skills. The degree to which managerial/leadership ability is critical to success. in proportion to the risk of poor selection. their maximum performance). work samples are an excellent way to assess what a candidate is capable of (ie. For example. knowledge and qualifications of assessors. others need to be 35 . It is not a good idea to make recruitment decisions based on the results of one selection method alone. ie. Very often need to combine two or more techniques to assess a range of skills and qualities in candidates. Reference checks must be used as well to obtain this information. • • • • Available resources.RECRUITMENT AND SELECTION match the selection method with the selection criteria that are most critical to the position. Equity issues. does the chosen technique directly or indirectly discriminate against EEO groups? WHO ADMINISTERS SELECTION TECHNIQUES:The selection committee or a representative from the Human Resources Unit (HRU) can administer many of the techniques. incorporates behaviour-based questions and is used in conjunction with other selection techniques. However.
RECRUITMENT AND SELECTION administered by trained professionals. 3. Informal meetings. Work samples. attributes and behaviour through behaviour-based questions. See the individual techniques for more information. 'getting to know' candidates and assessing cultural 'fit' with the work area. 5. 6. The interview is also useful for assessing a candidate's presentation and communication skills. Complementing the interview with other selection 36 . Psychometric testing. then this thing should reached to all the candidates and give them enough notice to make appropriate preparations. 2. STRUCTURED INTERVIEW FORMAT:The structured interview format involves assessing the candidate's skills. 7. Assessment centres. DIFFERENT SELECTION TECHNIQUES:1. Questions are typically worded to extract specific examples of what they have done in the past. Peer assessment. Behaviour-based questions probe for specific examples of a candidate's behaviour in situations similar to those that will be found in the new job. Structured interview format. 4. INFORMING THE CANDIDATES:If it is decided to use selection techniques in addition to the interview. Telephone interviews. based on specifics rather than 'gut' feelings or personal impressions. Asking behavioural questions enables you to assess candidates more objectively.
An acceptable answer should include: • • • An example of a specific work-related situation faced by the candidate. The selection 37 . planning exercises.RECRUITMENT AND SELECTION techniques such as skills tests. analysis and/or judgement exercises. be aware that the applicant is relying on clear and specific verbal feedback in the absence of non-verbal cues. For group tasks. TELEPHONE INTERVIEWS (VIDEO/TELECONFERENCING):For positions that are likely to attract overseas candidates it may be necessary to conduct initial discussions via telephone or video. The interview is an artificial and formal environment that may not best show candidates as they behave in the work environment. In individual exercises. caller should also meet the candidate face-to-face before making final recommendations. Less formal opportunities for meeting and interacting with candidates and structured reference checking will provide further insight into a candidate's behaviour and performance. Questions should be determined based on the selection criteria and it is important to define what constitutes an acceptable answer prior to conducting interviews. work sample tests. presentations and team observations increases the likelihood of identifying the best person for the position. The outcome of the candidate's action. The candidate's action in response to the situation. WORK SAMPLES:Work samples involve an individual or group of candidates completing exercises that they would be required to undertake as part of the position. Telephone interviews are normally used to make a preliminary assessment of a candidate. Usually the selection committee determines the questions to be asked in the interview. participants complete a task independently. However. case studies. candidates are placed in a situation in which the successful completion of a task requires interaction among the participants. When conducting the interview.
. No-one is appointed leader and assessors do not participate in the discussion. Different types of in-tray tests may be designed to correspond to the various requirements of the position. This allows assessors to evaluate a candidate's skills and attributes in planning and judgement. Exercises might involve providing the candidate with some information about a typical project and asking them to draft a project plan or schedule. At the conclusion of the exercise the candidate will have produced notes. In-tray exercises permit direct observation of individual behaviour within the context of a job-relevant problem situation. eg. or internal/external alliances or relationships. Performance issues. can be evaluated.RECRUITMENT AND SELECTION committee should determine acceptable responses or outcomes prior to administering any sort of work sample test. Examples of different work sample techniques and tips on how to use them are provided below: THE LEADERLESS GROUP DISCUSSION:This is a simple technique where a group of participants are asked to carry on a discussion about some topic for a specific period of time. PLANING EXERCISES:These test the candidate's ability to prioritize. etc. customer service orientation. letters. teamwork. building relationships. e. Writing a memo. memos. etc. THE IN-TRAY TEST:This is an individual test designed to simulate important or regular tasks associated with the position. 38 . researching information or analyzing data. plan activities. which constitute the record of his or her behaviour in completing the task. and adapt to last minute changes. coaching.g. determine a budget or allocate resources. schedule and allocate resources. Skills and attributes such as leadership. but remain free to observe and rate the performance of each participant.
LECTURES/PRESENTATIONS:These assess a candidate's communication skills and perhaps their expertise on a particular subject. Tasks might involve creating spreadsheets. data sorts. For example. customer relations. TIPS ON USING WORK SAMPLES:Work samples are effective at predicting future behaviour. Using work samples as a selection technique is usually more time consuming and resource intensive than conducting an interview. organisational structure and morale. They are particularly useful if implemented as part of a two-phase selection process. or alternatively. Peers or colleagues usually provide different feedback than that offered by supervisors. A typical task might involve a candidate preparing and presenting to a selection committee. letters or diagrams. to weed out candidates prior to interview. You must seek the candidate's approval before speaking to their 39 . make recommendations. particularly if there are a lot of candidates. COMPUTER EXERCISES:These demonstrate a candidate's computer skills using particular programs. after the first interview when follow-up and probing are required. as their perceptions are drawn from a different range of behavioural interactions.RECRUITMENT AND SELECTION ANALYSIS EXERCISES:These evaluate a candidate's aptitude in analysis and judgement. ie. assess the organisation's situation or improve matters such as productivity. Candidates are provided with quantitative and qualitative data about a fictitious organization and asked to draw conclusions. for an academic position a lecture or presentation of research or teaching would be appropriate. peers and/or postgraduate students. PEER ASSESSMENT:Peer assessment involves asking a candidate's colleagues to predict how the candidate will respond if placed in a particular work situation or role. etc.
Keep in mind that peers may assess their colleagues based on personal bias. for example someone who works with them in a team capacity. They can also be used to assess how a candidate will operate in a team environment or to identify managerial or leadership qualities. TIPS ON USING PEER ASSESSMENT:It's a good idea to involve a range of people with different relationships to the candidate. Ability tests should always be based on key selection criteria and the results compared alongside the results of all other selection techniques used. written tests and individual and group exercises. A typical assessment may run over the course of one or two days and involve trained assessors evaluating a number of candidates using a range of techniques such as interviews. someone who has a supervisory relationship to them and someone who reports to them. They can be expensive and complex to administer and are usually more cost effective when recruiting large numbers of people.RECRUITMENT AND SELECTION peers or colleagues. Psychometric tests used in recruitment are usually those that indicate work preferences. TIPS ON USING PSYCHOMETRIC TESTING:- 40 . Psychometric and ability tests can be administered to help with selection at all levels. ASSESSMENT CENTRES:The assessment centre is traditionally used for large scale or bulk recruitment exercises. Assessment centres vary in complexity and are typically conducted by trained consultants. Trained professionals should administer psychometric tests. Assessors assimilate evidence from candidate performance across all exercises and incorporate this into a final collective decision. Peer assessment is often used to predict future leadership and managerial success. PSYCHOMETRIC TESTING:Psychometric testing includes cognitive ability tests. objective personality and interest inventories and leadership ability tests.
such as lunches or morning tea with staff or key stakeholders. They are not normally used as part of the selection process at the University. after you have narrowed the field down to the last few candidates. 360 DEGREE SELECTION OR PARTICIPATIVE SELECTION:In this method subordinates participate in the selection of their co-workers and supervisors. so you should always seek advice from the Human Resources Unit before deciding to use them. Employees working elsewhere are leased. NEW METHODS OF SELECTION:a.RECRUITMENT AND SELECTION Psychometric tests should be developed and administered by a properly qualified and accredited person. SIGNIFICANCE OF SELECTION/BENEFITS OF SCIENTIFIC SELECTION:- 41 . Employees not recruited by one client is sent to another. INFORMAL MEETINGS:Informal meetings can be used as a way of observing a candidate's behaviour in a less formal environment. EMPLOYEE LEASING:The client company leases employees from a third party. Psychometric tests can be expensive and time consuming to administer. For example for the selection of a sales manger. TIPS ON USING INFORMAL MEETINGS:Informal meetings are probably best used as part of a two-phase selection process. assistant sales manger will also take part in the selection process along with the hr manager. An interesting feature is that the client company need not perform personnel activities such as hiring compensation or record keeping. The idea is that such participation will improve quality. They are not directly employed by the company where they are working. 7. not on temporary basis but on a full time basis and for long help. b. increase support for the selected supervisors and co-workers and improve employee morale.
Unsuitable candidate becomes a permanent problem as long as he is in the organization. They create problems and remain as obstacles. stable and firm. 3. Selection acts as a foundation of the whole personnel management activity. no interest and initiative in the job and finally. capable and co-operative young workers and managers. high wastages.. Such team is available only when the selection is made systematically. Selection of suitable candidates is a matter of special importance in personnel management. etc. A. The objective of right man for the right job is achieved. Expenditure on frequent selection of candidates is avoided. Scientific selection raises organizational efficiency and creates good image in the business world. Similarly. Unsuitable candidates are kept away from the organization. This suggests the significance of scientific selection in personnel management. It is the starting point of the whole human resource management process.RECRUITMENT AND SELECTION Selection is the process of picking candidates with requisite qualifications and competence to fill jobs in the organization. 6. BENEFITS OF SCIENTIFIC SELECTION TO EMPLOYEES:- 42 . 2. Selection of unsuitable persons finally brings the future of a company in danger. Stability to labour force as labour turnover is minimized. 4. loyal. management of a business unit will be always difficult when the employees selected initially and thereafter are not of required qualities and qualifications. 5. Professional managements attach special importance to selection of most suitable candidates as they prefer to avoid the entry of unsuitable candidates in their organizations. Inefficiency. This is because he has no liking for the job. ineffective execution of training programmes. It is like the foundation of a building which must be strong. are due to faulty selection of candidate. Unsuitable employees become liability of a company. Training provided to properly selected candidates gives promising results. B. industrial accidents. no capacity to handle the job independently. A building will be always in danger when the foundation is not sound. For progress and prosperity.BENEFITS OF SCIENTIFIC SELECTION TO EMPLOYER/MANAGEMENT:1. a company needs a team of efficient. low productivity.
etc.The Company uses India as a global recruitment resource. lateral thinking. 43 . High degree of satisfaction among the employees by letting them know that their capabilities are being properly utilized and that their talents are not wasted 6. Source: Business Today. managing the environment. SIEMENS INDIA:. Avoids frustration on the part of employees. The company uses occupational personality questionnaire to understand the candidate’s personal attributes and occupational testing to measure competencies. is possible. these individuals possess strong functional knowledge and come from a cosmopolitan background. to check personality types and to find a person’s responsiveness and assertiveness. training. the company conducts critical behaviour interviewing which evaluates the suitability of the candidate for the position. To select professionals for global careers with it. 4.while evaluating candidates. ARTHUR ANDERSON:. 2. Pepsi insists that to succeed in a global posting.RECRUITMENT AND SELECTION 1. SELECTION PRACTICES:The following throws light on how the global giants use selection testing as a basis for picking up the right candidates to fill up the vacancies arising internally: 1. LG ELECTRONICS INDIA:.It uses extensive psychometric instruments to evaluate shortlisted candidates. largely based on his past experience and credentials 4. Higher salary due to promotions and career development. the company uses a competencybased interviewing technique that looks at the candidate’s abilities in terms of strategizing. Job satisfaction and raising of morale of employees. This apart. 3. problem solving.LG Electronics uses 3 psychometric tests to measure a person’s ability as a team player. 3. pg 129. 2. PEPSICO INDIA:. 5. Self-development through promotions. April 7-21 2004.
a) PERCEPTION:Our inability to understand others accurately is probably the most fundamental barrier to selecting right candidate. However. d) RELIABILITY:44 . validity. b) FAIRNESS:Fairness in selection requires that no individual should be discriminated against on the basis of religion. But the low number of women and other less privileged sections of society in the middle and senior management positions and open discrimination on the basis of age in job advertisements and in the selection process would suggest that all the efforts to minimize inequity have not been very effective. The impediments which check effectiveness of selection are perception.RECRUITMENT AND SELECTION BARRIERS TO EFFECTIVE SELECTION:The main objective of selection is to hire people having competence and commitment. We all perceive the world differently. This objective is often defeated because of certain barriers. c) VALIDITY:Validity. with the aim of choosing the right persons for the jobs. and pressure. race or gender. region. A test that has been validated can differentiate between the employees who can perform well and those who will not. as explained earlier. It can only increase possibility of success. But our views are highly personalized. Selection demands an individual or a group to assess and compare the respective competencies of others. a validated test does not predict job success accurately. fairness. reliability. Our limited perceptual ability is obviously a stumbling block to the objective and rational selection of people. is a test that helps predict job performance of an incumbent.
relatives. bureaucrats.RECRUITMENT AND SELECTION A reliable method is one which will produce consistent results when repeated in similar situations. 45 . e) PRESSURE:Pressure is brought on the selectors by politicians. Candidates selected because of compulsions are obviously not the right ones. Like a validated test. and peers to select particular candidate. a reliable test may fall to predict job performance with precision. friends. Appointments to public sector undertakings generally take place under such pressure.
just shows how expensive selection can be.g. This e.RECRUITMENT AND SELECTION ROLE OF SELECTION:Selection is crucial for the organizations effectiveness for 2 reasons: 1) WORK PERFORMANCE:Performance of the organization is very important to the success of the company. Six people from the company took over Oberoi business center for six days. SELECTION DECISIONS:- 46 . 2) COST INCURRED:Cost incurred while selection process also plays an important role. So the organization always employs people who are well qualified and competent. Hence cost incurred is very important for the success of the selection process. This can be explained with an example: Pepsi went on a crash recruitment drive. People selected for the interview were flown into the city. 3000 people who had responded to the advertisements earlier issued were scanned: people were asked to respond within 100hrs by fax.
That is when they select a wrong/ incompetent employee for a job. 1) TRUE POSITIVE ERROR:True positive is when the company predicts success and the result is a success i. 2) TRUE NEGATIVE ERROR:True negative is when a company predicts failure and the result is a failure i. when they select the right employee for the right job. That is when they an employee who is very competent due to wrong perceptions.e.RECRUITMENT AND SELECTION SUCCESS FALSE NEGATIVE ERROR NEGATIVE TRUE NEGATIVE ERROR FAILURE PREDICTED FALSE POSITIVE ERROR SUCCESS PREDICTED TRUE POSITIVE ERROR OUTCOMES OF THE SELECTION PROCESS There are 4 outcomes of the selection decisions.e. 4) FALSE NEGATIVE ERROR:This happens when a company predicts failure when the result could have been a success. 47 . 3) FALSE POSITIVE ERROR:This happens when a company predicts success and results in failure. when they reject a candidate appropriately.
RECRUITMENT AND SELECTION SELECTION IN INDIA:Conditions of labour market largely determine the selection process. Sound selection matches the qualification of applicants with the job requirement. We have a strange paradox in our country. The process of choosing the most suitable candidate out of the available applicants is called selection. Unemployment is more among people who do not have specific skills. Thus it eliminates unsuitable candidates from the selection procedure. Selection is therefore not systematic and at times bizarre in CONCLUSION:Recruitment is the process of searching for prospective employees and encouraging them to apply for jobs. In order to make correct decision about the selection it is important to collect information about the applicants. At one place we have ‘no vacancy’ boards and at other places we have “wanted employees” boards. It tries to develop a pool of person from which most suitable ones can be selected. On one hand there is large scale unemployment and on the other hand there is shortage of skilled labour. Only handful of candidate are hired by the time selection procedure comes to an end. It locates the sources of people and attracts them to employment in the organization. 48 . The rejection rate in the selection of candidates is very high. Recruitment brings together employers and prospective employees. nature and environment of an organization. Corruption and influence is used in hiring such employees. The manner of recruitment varies with the size.
ANJALI GHANEKAR HUMAN RESOURCE AND PERSONNEL 49 .P. SUBBA RAO 3) HUMAN RESOURCE MANAGEMENT --.DR. M.DR. VERMA 2) MANAGEMENT --.RECRUITMENT AND SELECTION BIBLIOGRAPHY 1) PERSONNEL MANAGEMENT AND INDUSTRIAL RELATIONS --. M.
KALE --.RECRUITMENT AND SELECTION 4) (TEXT & CASES) --.C. V. GHANEKAR 6) HUMAN RESOURCE MANAGEMENT --.V. P.M.S.com 50 .hrmguide. B. MAMORIA --. AHMED PERSONNEL MANAGEMENT (TEXT & HUMAN RESOURCE MANAGEMENT WIBILIOGRAPHY www.humanresource. G.N. S. RAO 5) CASES) --.com www.
the details are as follow: Factors Age Assumption Age is advantage upto the age of 50 Allocation of Points 21-30:3 points 30-40:4 points Marital status Married with family 40-50:7 points Single:0 point Married without children:3 points Married with children:5 points 51 .RECRUITMENT AND SELECTION CASE STUDY A reputed marketing company decided to select ten promising marketing executives for promoting sales of its two newly introduced consumer durables. Five factors are to be assessed and quantified for each applicant. The company decided to use numerical rating system for selecting suitable candidates.
Do you feel that selection of most suitable candidates will be possible by such numerical rating? D. Are there any potential difficulties with this system? One Possible Solution: (1) The numerical rating system used here is reasonably good. University degree:1 points Degree + diploma or certificate course iii. simple and fairly decisive. There is no scope for mistakes in the system. ii. 52 . the final decision will be on the basis of performance in the interviews where the points gained by candidates will be verified.RECRUITMENT AND SELECTION Education MBA in Marketing contributes to success i. Final decisions are based on the numerical rating and performance of candidates in series of personal interviews Questions: A. Moreover. those getting points between 10-20 will be treated as possible hires and those getting less than 10 points will be rejected. This system is used extensively as it is quick. The points are to be totaled for an overall rating. Experience Marketing experience is necessary/useful in marketing management:1extra point Degree + MBA in marketing:2 extra points 1 point for each year marketing experience. What is your opinion on the above noted numerical rating system? C. Applicants securing 20 or more points (maximum points are 30) are to be considered definite hires. Sales aptitude Aptitude can be measured 0-7 points based on the results of test. This system is based on two factors and the support of interviews to numerical system is the plus point of the selection system used.
Secondly. numerical rating supported by a series of personal interviews by experts will enable the company to select the best among the available candidates. (3) Potential difficulties/problems may not develop as the rating criteria is clear and compact. In addition. notes taken during interview and so on. The rating must be done by responsible persons and all possible mistakes must be avoided. interviewer should use their performance marking. they should not have special interest in one candidate or the other. Performance in the interviews should be given special importance and rating should be used as supporting tool because interview gives full view of the personality of the candidates.RECRUITMENT AND SELECTION (2) Selection of most suitable candidates will be possible provided the numerical rating is done uniformly and impartially. They will have to do their job as professionals. Problems may develop if the points noted above are neglected. 53 . In brief. Interviews should be fair and impartial. For this. The interviewer should review the performance of candidate in all the interviews collectively. the interviewers appointed should be experts with experience and maturity.