EXECUTIVE SUMMARY

To day, in ever y organisat io n per so nnel planning as an act ivit y is necessar y. It is an impo rt ant part o f an organisat io n. Human Reso ur ce P lann ing is a vit al ingr edient for t he success o f t he organisat io n in t he lo ng run. T her e ar e cert ain ways t hat are t o be fo llo wed by ever y or ganisat io n, which ensur es t hat it has r ight number and kind o f people, at t he r ight place and r ight t ime, so t hat o rganisat io n can achieve it s planned o bject ive. Fo r ever y or ganisat io n it is import ant t o have a r ight per so n o n a r ight jo b. Recr uit ment and S elect io n pla ys a vit al ro le in t his sit uat io n. S hort age o f sk ills and t he use o f new t echno lo gy are put t ing co nsider able pr essur e o n ho w emp lo yer s go about Recruit ing and S elect ing st aff. It is r eco mme nded t o carr y o ut a st rat egic analys is o f Recruit ment and S elect io n procedur e. Wit h refer ence t o t his co nt ext , t his pro ject is been prepar ed t o put a lig ht o n Recruit ment and S elect io n process. T his pro ject inc ludes Meaning and Defin it io n o f Recr uit ment and S elect io n, Need and P ur pose o f Recruit ment , E valu at io n o f Recr uit ment P rocess, Recruit me nt T ips. Sour ces o f Recruit ment t hro u g h whic h an Or ganisat io n get s suit able applicat io n. S cient ific Recru it ment and S elect io n, which an Organisat io n sho uld fo llo w for, r ight ma np o wer. Jo b Ana lys is, which gives an idea about t he r equir ement o f t he jo b. Next is Select io n pro cess, whic h inc ludes st eps o f S elect io n, T ypes o f Test , T yp es o f I nt er view, Co mmo n I nt er view pro ble ms and t heir so lut io n.

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Ap p ro aches t o Select io n, Scient ific\ Sele ct io n Po lic y, S elect io n in I ndia and p ro ble ms. Recruit ment and S elect io n ar e simu lt aneous process and ar e inco mp let e wit ho ut each ot her. T hey ar e import ant co mpo nent s o f t he organisat io n and ar e d iffer ent fro m each ot her. S ince all t he aspect needs pr act ical exa mp le and exp la nat io n t his pro ject inc ludes Recr uit me nt and select io n Process o f I nfo sys. And a p ract ical case st udy. It also co nt ains addr esses o f var io us and t op p lace ment co nsult ant s and t he pr icelist o f advert iseme nt s in t he magazine.

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INTRODUCTION
Recru it men t and Selecti on Recruit ment and select io n are t wo o f t he mo st import ant funct io ns o f p er so nnel ma nagement . Recruit ment pr ecedes select io n and helps in select ing a r ig ht candidat e. Recruit ment is a process t o disco ver t he sour ces o f manpo wer t o meet t he r eq u ir ement o f t he st affing schedule and t o emp lo y effect ive measur es fo r at t r act ing t hat manpo wer in adequat e number s t o facilit at e effect ive se lect io n o f effic ient per so nnel. St affing is o ne basic fu nct io n o f manageme nt . All manager s have r espo nsib ilit y o f st affing funct io n by se lect ing t he chie f execut ive and even t he fo r emen and super viso r s have a st affing respo nsibilit y when t hey se lect t he r ank and file worker s. Ho wever, t he per so nnel manager and his per so nnel d ep art ment is ma inly co ncer ned wit h t he st affing funct io n. E ver y or ganisat io n needs t o look aft er recr uit ment and select io n in t he in it ia l p er io d and t her eaft er as and when addit io nal ma npower is r equir ed d ue t o exp ansio n and develo pment o f busines s act ivit ies. µRight person for the right job¶ is the basic principle in recruitment and selection. Ever organisation should give attention to the selection of its manpower, especially its managers. The operative manpower is equally important and essential for the orderly working of an enterprise. Every business organisation/unit needs manpower for carrying different business activities smoothly and efficiently and for this recruitment and selection of suitable candidates are essential. Human resource management in an organisation will not be possible if unsuitable persons are selected and employment in a business unit. RECRUITMENT AND SELECTION 3

1 .1 M EANING:
R E CR UIT ME NT

Recr uit ment means t o est imat e t he availa ble vacanc ies and t o make su it able arr angement s fo r t heir select io n and appo int ment . Recr uit ment is u nd er st ood as t he process o f searching fo r and o bt aining applicant s for t he jo bs, fro m amo ng who m t he r ight people can be select ed. A fo r ma l definit io n st at es, ³It is t he pro cess o f find ing and at t ract ing cap able applicant s for t he emp lo yme nt . The pro cess begins when new recr u it s ar e so u g ht and ends when t heir applicant s ar e submit t ed. T he r esult is a poo l o f ap p licant s fro m which new emp lo yees are select ed´. I n t his, t he availa ble vacanc ies are given w ide public it y and suit able candidat es are enco ur aged t o su b mit ap plicat io ns so as t o have a poo l o f elig ible cand idat es for scient ific select io n. I n r ecruit ment , info r mat io n is co llect ed fro m int er est ed candidat es. Fo r t his d iffer ent sour ce such as newspaper advert iseme nt , emp lo yme nt exchang es, int er nal pro mot io n, et c ar e used. I n t he r ecruit ment , a poo l o f elig ible and int erest ed candidat es is creat ed fo r select io n o f mo st suit able candidat es. Recruit ment r epr esent s t he fir st co nt act t hat a co mpany makes wit h pot ent ial e mp lo yees.

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Definition:
Acco r d ing t o EDWIN FLIPPO, ´R ecrui tment i s the process of searchi ng f o r p ro sp ecti ve empl oyees and sti mul at ing t hem t o appl y f or j obs i n t he o rg an i za ti on.´ 1 .2 NEED FO R RECRUITM ENT: T he need fo r r ecruit ment ma y be due t o t he fo llo wing reaso ns / sit uat io n: a) Vacancies due t o pro mot io ns, t ransfer , r et ir ement, t er minat io n, per manent d isab ilit y, deat h and labo ur t ur no ver. b) Cr eat io n o f new vacancies due t o the gro wt h, expans io n and diver s ificat io n of bu siness act ivit ies o f an ent erpr ise. In addit io n, new vacancies ar e po ssib le

d u e t o jo b specificat io n.

Pu rp o se and i mport an ce of Recru it ment: 1. Det er mine t he pr esent and fut ur e r equir ement s o f t he organizat io n o n co nju nct io n wit h it s per so nnel- p lanning and jo b analys is act ivit ies. 2. Help incr ease t he success r at e o f t he select io n process by r educing t he nu mber o f vis ibly u nder qualified or o verqualified jo b applicant s. 3 . Help reduce t he pro babilit y t hat jo b applica nt s, o nce r ecr uit ed and select ed, will lea ve t he organizat io n o nly a ft er a short per iod o f t ime. 4 . Meet t he organizat io n¶s legal and so cial o bligat io ns r egarding t he co mpo sit io n o f it s work for ce. RECRUITMENT AND SELECTION 5

p lan ned and well. A well. Recruit ment r epr esent s t he fir st co nt act that a co mpany makes wit h po t ent ia l emp lo yees. I ncrease organizat io nal and ind ividua l effect ive ness in t he short t er m and lo ng t er m. Un sci enti fi c Recru it ment and S elect ion: P revio u sly. ( b) Mo r e accident s and corr espo nding lo ss t o t he or ganizat io n. RECRUITMENT AND SELECTION 6 . Recruit ment is a posit ive funct io n in which public it y is given t o t he jo bs ava ilab le in t he organizat io n and int er est ed candidat es ar e encouraged t o su b mit ap plicat io ns for t he purpo se o f select io n.ma naged recr uit ing effo rt will r esult in high qualit y ap p licant s. T he net result o f such unscient ific r ecr uit me nt and select io n ar e: ( a) Lo w product ivit y o f labo ur. t he select io n o f candidat es was influe nced by super st it io ns. be lie fs. and event u ally dec ided whet her t hey wis h t o work for it . wher eas. Beg in ident ifying and pr epar ing pot ent ia l jo b applica nt s who will be appro pr iat e candidat es. a haphazard and piecemea l effo rt s will r esult in med io cre o nes. ( d) I neffect ive execut ive o f t raining and ma nageme nt develo pment progr ams. It is t hrou gh r ecruit me nt t hat many ind ividua ls will co me t o k no w a co mpany. p er so nal pr ejudices o f manager s looking aft er t he r ecruit ment and select io n o f t he st aff. ( c) I neffic ient working o f t he who le o rganizat io n and fina lly.5 . 6 .

P lan n ing. 4 . by u nder /o ver selling t he or ganizat io n or by inadequat e scr eening RECRUITMENT AND SELECTION 7 . 3 . S ear ching. e. E valu at io n and co nt ro l T he id eal r ecruit ment pro gr amme is t he one t hat at tract s a r elat ive ly lar ger nu mber o f qualified applicant s who will s ur vive t he scr eening process and accept po sit io ns wit h t he or ganisat io n. by failing t o at t ract an adequat e applicant po o l. S cr eening. 2 . viz. As r esult scient ific met hods o f r ecr u it ment and select io n ar e ext ensive ly for t he select io n o f manager s and t he su p er viso r y st aff.3 RECRUITMENT PRO CES S Recruit ment r efer s t o t he process o f ident ifying and at t ract ing jo b seek er s so as t o build a poo l o f qualified jo b applicant s. T he process co mpr ises five int err elat ed st ages. T he assist ance o f expert s such as indust r ia l psyc ho lo gist and ma nag eme nt co nsult ant s ar e also t aken for t he purpo se o f scient ific select io n. 5 . 1 . Recr uit ment progr ammes can miss t he ideal in many wa ys i.S cienti fi c recru it ment and select ion : T he impo rt ance o f select io n r ecr uit ment and select io n o f st aff is no w accept ed in t he business wor ld. S elect io n is impo rtant as it has it s impact o n wo r k p er for mance and emp lo yee co st . St r at egy develo pment . when o ffer ed. 1 .

what inducement t o use fo r var io u s t ypes o f applicant s groups. P lanning invo lves t he t ranslat io n o f like ly jo b vacancies and info r mat io n abo ut t he nat ur e o f t hese jo bs int o set o f o bject ives or t arget s t hat specify t he ( 1) Number s and (2 ) T yp es o f applicant s t o be co nt act ed. near ly a lwa ys. T hus. S TAG E 1: RECRUITMENT PLANNING : T he fir st st age in t he r ecruit ment process is planning. o ne task is t o est imat e t he nu mber o f applicant s necessar y t o fill a ll vacanc ies wit h t he qualified peop le. unqualified or bot h. t o approach t he ideal. wher e and ho w t o look for t he ind ivid u a ls wit h t he appro pr iat e qualificat io ns and int er est s. Ty p es o f con tact s: It is basica lly co ncer ned wit h t he t ypes of peo ple t o be info r med about jo b o p ening s. T he t ype o f people depends o n t he t asks and r espo nsibilit ies in vo lved and t he qualificat io ns and experie nce expect ed. ind iv id u a ls r espo nsible fo r t he r ecruit me nt process must know how many and what t yp es o f emplo yees ar e needed. Nu mbers of cont act : Org anizat io n. T hese det ails ar e ava ilab le t hrough jo b descr ipt io n and jo b specificat io n. So me o f t ho se co nt act ed will be unint er est ed.ap p licant s befor e t hey ent er t he select io n process. ho w to dist ingu is h applica nt s who ar e q u alified fr o m t ho se who have a r easo nable chance o f success and how t o eva lu at e t heir work. E ach t ime a r ecr uit ment P rogr amme is co nt emplat ed. plan t o at t ract mo re applicant s t han t hey will h ir e. RECRUITMENT AND SELECTION 8 .

c) Wh ere to look: Gener ally. (5). t his is t he µmake¶ o r µbuy¶ decis io n. S equencing t he act ivit ies in t he r ecruit ment p ro cess. which hir e skilled and profess io na ls sha ll have t o pay mo re fo r t hese emp lo yees. co mpanies loo k in t o t he nat io nal mar ket for manager ia l and p ro fessio nal e mp lo yees. T his decis io n is ma inly influenced by t he ava ilab le t echno lo gy. (2). Make or Buy emp lo yees. T he advent o f co mput er s has made it possible fo r emp lo yer s t o scan nat io nal and int er nat iona l applicant qualificat io n. or t hey can hir e skilled labo u r and pro fessio nal.collar emplo yees. (3). a ) µMa ke¶ or µBuy¶: Organisat io n must decide whet her t o hir e le skilled emp lo yees and in vest o n t r aining and educat io n progr ammes. Geo gr ap hica l dist r ibut io n o f labo ur mar ket s co mpr is ing jo b seeker s. b ) Techn ological Soph i sti cat ion: T he seco nd decis io n in st r at egy develo pment r elat es t o t he met ho ds u sed in r ecr u it ment and select io n.S TAG E 2: S TRATEG Y DEVELO PM ENT: Whe n it is est imat ed t hat what t ypes o f r ecr uit ment and ho w many ar e r equ ir ed t hen o ne has co ncent r at e in ( 1). Org anizat io ns. RECRUITMENT AND SELECTION 9 . E ssent ially. So ur ces o f recr uit ment . (4). T echno lo gica l so phist icat io n o f recr uit ment and select io n devices. r egio nal or lo cal mar ket s fo r t echnica l e mp lo yees and lo cal mar ket s fo r t he cler ica l and blue.

S TAG E 3: S EARCH NG: Once a r ecruit ment plan and st r at egy ar e wor ked out. S ou rce acti vat ion and B).decide o n t he t imings o f event s besides kno wing wher e and ho w t o look for jo b ap p licant s. T ho se who pass have t o be co nt act ed and invit ed for int er view. A). Selli n g.d) Wh en t o look: An effect ive r ecruit ing st r at egy must deter mine when t o look. Sear ch invo lves t wo st eps A). act ivat ion soo n r esult s in a floo d o f ap p licat io ns and/or r esumes. T his means t hat no act ual r ecr uit ing t akes place unt il lo ne manager s have ver ified t hat vacancy does exist or will exist . Unsuccessfu l applicant s must be sent let t er o f r egr et . S O URCE ACTIVATIO N: T yp ica lly. RECRUITMENT AND SELECTION 10 . sour ces and sear ch met ho ds are act ivat ed by t he issuance o f an emp lo yee r equis it io n. t he sear ch pro cess can beg in. I f t he or ganisat io n has planned well and do ne a good jo b o f develo p ing it s so ur ces and sear ch met ho ds. T he applicat io n r eceived must be scr eened.

I n selling t he or ganisat io n. T he select io n process co mmences o nly lat er. A select io n co mmit t ee co mp r is ing t he Vice. On o ne hand. Her e.B). t hey want t o do what ever t hey can t o at t ract desir able applicant s.list ed. Ap p licat io n r eceived in r espo nse t o advert iseme nt s is scr eened and o nly elig ib le applicant s ar e called for an int erview. Her e. t he r ecruit ment pro cess ext ends up t o scr eening t he ap p licat io ns. while ot her s enjo y h ig h cr ed ibilit y. T he select io n pro cess will beg in aft er t he applicat io ns have been scr ut inized and sho rt . Media ar e sever al. bot h t he message and t he media deser ve at t ent io n. Wit h regar ds t o med ia. However . or ganisat io n walks t ight rope. Regist r ar and subject expert s co nduct s int er view. t hey mu st r esist t he t empt at io n o f o ver selling t heir virt ues. t ho ugh many view it as t he fir st st ep in t he select io n p ro cess.chancello r. S ELLING: A seco nd issue t o be addr essed in t he sear ching process co ncer ns co mmu n icat io ns.so me have lo w cr edibilit y. we have inc luded scr eening in r ecr uit ment for valid r easo ns. Select io n o f mediu m or med ia needs t o be do ne wit h a lot o f car e. RECRUITMENT AND SELECTION 11 . S TAG E 4: S CREENING : S cr eening o f applicant s can be regar ded as an int egral part o f t he r ecr u it ing process. it ma y be st at ed t hat effect ive ness o f any r ecr uit ing message depend s o n t he media. Message refer s t o t he emplo ym ent advert isement . Hir ing o f pro fessor s in a univer s it y is a t ypica l s it uat io n. On t he ot her hand.

3 . Campus r ecruit er s and agency r epr esent at ives use int er views and resumes. agency fee. T he t echniques used t o scr een applicant s var y depending o n t he cand id at e sour ces and r ecr uit ing met ho ds used. S TAG E 5: EVALUATIO N AND CO NTRO L: E valu at io n and co nt ro l is necessar y as cons ider able co st s ar e incur r ed in t he r ecr u it ment process. Manag ement and pro fess io nal t ime spent o n pr epar ing jo b descr ipt io n. T he co st o f advert iseme nt s o r ot her r ecr uit ment met ho ds. S alar ies fo r r ecruit er s. E ffect ive screening can save a gr eat deal o f t ime and mo ney. clear jo b specificat io ns ar e inva luable. agency lia so n and so fort h. advert iseme nt s. It is bot h good p r act ice and a legal necessit y t hat applic ant ¶s qualificat io n is judged o n t he bas is o f t heir kno wledge. RECRUITMENT AND SELECTION 12 . ho wever. at an ear ly st age. t o assur e t hat pot ent ially goo d emplo yees ar e not reject ed wit ho ut just ificat io n. t hat is. Refer ence checks ar e also usefu l in scr eening. Car e must be exer cised . I nt er view and applicat io n b lank s ma y be used t o screen walk. t ho se applicant s who ar e vis ibly unqualified fo r t he jo b.ins. 2 . skills. T he co st s generally incur r ed ar e: 1 .Pu rp o se of screenin g: T he pur pose o f scr eening is t o remo ve fro m t he r ecr uit ment process. abilit ies and int erest r equir ed t o do t he jo b. I n scr eening. jo b sp ecificat io ns.

Co st o f r ecruit ing unsuit able candidat es for t he select io n process. T ime lapsed dat a 6 . Co st o f t he r ecruit ment pro cess 5 . Nu mber o f suit able candidat es for select io n. Co mme nt s o n image pro ject ed RECRUITMENT AND SELECTION 13 . 3 .4 EVALUATIO N O F RECRUITM ENT PRO CES S T he r ecru it ment has t he o bject ive o f searching fo r and o bt aining applicat io ns fo r jo b seeker s in suffic ient number and qualit y. Co st s o f o vert ime and out sour cing while t he vacancies r ema in unfilled. Recr u it ment o ver heads and administ r at ive expenses. Ret ent io n and per for mance o f t he candidat es select ed. t he eva luat io n might inc lude: 1 . Ret u r n rat e o f applicat io n sent out . 5 . 1 . 4 . Keep ing t his o bject ive in t he mind. 2 . 6 .4 .

write-ins. talk-ins 7) Miscellaneous external sources RECRUITMENT AND SELECTION .1.5 Sources of Recruitment SOURCES OF MANAGERIAL RECRUITMENT INTERNAL SOURCES EXTERNAL SOURCES 1) Promotion 1) Campus recruitment 2) Transfers 2) Press advertisement 3) Internal notification 3) Management consultancy service (Advertisement) & private employment exchanges 4) Retirement 4) Deputation of personnel or transfer from one enterprise to another 5) Recall 5) Management training schemes 6) Former employees 6) Walk-ins.

necessar y for fut ur e pro mot io ns. pro mot io ns r est r ict t he fie ld o f se lect io n prevent ing fr esh b lo o d & ideas fro m ent er ing t he o rganiza t io n. P er so nnel r eco rds help d isco ver emplo yees who ar e do ing jo bs be lo w t heir educat io nal qualificat io ns or skill leve ls.leve l and t op. t ho se cho sen int er nally ar e fa mil iar wit h t he organizat io n t hus r educing t he or ient at io n t ime and ener g y and also act s as a t r aining device fo r deve lo ping midd le. Jo b post ing r equir es not ifying vacant po sit io ns by po st ing not ices. However. builds mo r ale.leve l ma nag er s. enco ur ag es co mp et ent ind ividua ls who ar e ambit io us.based view o f t he or ganizat io n. T he var io us int er nal sources inc lude: Promot ion s and Tran sfers ± P ro mot io n is a n e ffect ive mea ns us ing jo b po st ing and per so nnel r eco rd s.T he so ur ces o f r ecruit ment can be broadly cat egor ized int o int er nal and ext er nal so ur ces- ( I) Internal Recruitment ± I nt er nal r ecruit ment seeks applicant s for posit io ns fro m wit hin t he company. is cheaper t han go ing o ut side t o r ecruit. impro ves t he pro babilit y o f g o o d select io n since info r mat io n on t he ind ividua l¶s per fo r mance is r ead il y ava ilab le. P ro mot io ns has ma n y ad vant ages like it is goo d public r elat io ns. cir cu lat ing publicat io ns or anno uncing at st aff meet ings and inv it ing emp lo yees t o apply. RECRUITMENT AND SELECTION 15 . It also leads t o inbr eeding in t he o rg anizat io n. Tr ansfer s ar e also import ant in pro vid ing emp lo yees w it h a bro ad.

T his is a ver y effect ive mea ns as ma ny qua lified peo ple can be r eached at a ver y lo w co st t o t he co mp an y. T he ot her advant ages ar e t hat the emp lo yees would br ing o nly t ho se r eferr als t hat t hey fee l would be able t o fit in t he organizat io n based o n t heir o wn exp er ience. I f a n e mp lo yee d ies. Former Emp loyeesT hese inc lude r et ir ed emplo yees who are will ing t o wor k o n a p art t ime bas is. Also .Emp loyee referralsE mp lo yees can deve lo p good pro spect s for t heir fa mil ies and fr ie nd s b y acq u aint ing t hem w it h t he advant ages o f a jo b w it h t he co mpany. banks fo llo w t his po lic y. his / her spo u se o r so n or daught er is r ecruit ed in t heir place. I n t his wa y. T his is usually a n effect ive way t o fulfill so cia l o bligat io n and cr eat e goodwill. T he ad vant ag e her e is t hat t he people ar e alr eady kno wn t o t he organizat io n and t her e is no need t o find o ut t heir past perfo r mance and char act er. RECRUITMENT AND SELECTION 16 . fur nish ing t hem wit h int roduct io n and enco ur aging t he m t o apply. t he or ganizat io n can also fu lfill so cia l o blig at io ns and creat e goodwill. t her e is no need o f an o r ient at io n programme fo r t hem. since t hey ar e famil iar wit h t he o rg anizat io n. T he or ganizat io n can be assur ed o f t he r eliabil it y and t he char act er o f t he r eferr als. ind ividua ls who le ft work and ar e willing t o co me back for hig her co mp ensat io ns. E ven r et r enched emplo yees ar e t aken up o nce again. Dep end en t s of d eceased emp loyeesUsua lly.

his leave ma y be ext ended. T he var io u s ext er nal sour ces inc lude: RECRUITMENT AND SELECTION 17 . which can be so lved o nly b y a ma nag er who has proceeded o n lo ng le ave.Recalls ± When manage ment faces a pro blem. ma nagement issues an int er nal not ificat io n fo r t he benefit o f ex ist ing e mp lo yees. Mo st emplo yees know fro m t heir o wn exper ience abo ut t he r eq u ir ement o f t he jo b and what sort o f per so n t he co mpany is loo king fo r . Oft en emp lo yees have fr ie nds or acquaint ances who meet t hese r equir eme nt s. S u it able per so ns ar e appo int ed at t he vacant po st s. it ma y de decided t o r ecall t hat p er so ns aft er t he pro ble m is so lved. Int ern al not i ficat ion ( ad vert i semen t): - S o met imes. ma nag eme nt ma y decide t o call r et ir ed manager s wit h new ext ensio n. Ret i rement s: At t imes. Under t he cir cumst ances. aft er mer it or io us ser vice. (II) External Recruitment ± E xt er nal r ecr uit ment seeks applic ant s for posit io n fro m so ur ce o ut sid e t he co mpany. ma nageme nt ma y not find suit able cand idat es in p lace o f t he o ne who had r et ir ed. T hey ha ve o ut number ed t he int er nal met hods.

T he advert iseme nt has t o sell t he id ea t hat t he co mpany a nd jo b ar e per fect for t he candidat e. t he r ecr uit er s can zero o n in sp ecific jo b seeker s. It co ns ist s o f co mp iling jo b seeker ¶s lis t s and pro vid ing access t o me mber s d ur ing r egio na l o r nat io nal co nvent ions. as many r ecr u it er s p r efer ad vert iseme nt s because o f t heir wide r each. Advert i sement s : It is a po pular met ho d o f seeking r ecr uit s. exper ienced o r skilled per so nnel. co mpensat io n inc lud ing fr ing e bene fit s. ad vert iseme nt s ma y be placed in pro fess io nal or business jo ur nals. Also . Also . T hese ar e part icular ly use fu l fo r at t ract ing hig h l y ed u cat ed. t he publicat io ns o f t hese asso ciat io ns carr y c lass ified advert ise me nt s fr o m e mp lo yer s int er est ed in r ecr u it ing t heir me mber s. Want ads descr ibe t he jo b bene fit s.fill t echnica l po st s. jo b specificat io ns. lo cat io n of jo b. Newsp ap er is t he mo st co mmo n med ium but for highly specia lized r ecru it s. Advert ise ment s must co nt ain pro per info r mat io n like t he jo b co nt ent . especia lly fo r hard-to.Pro fessional or Trad e Associ at ions : Many asso ciat io ns pro vide placeme nt service t o it s me mber s. Emp loymen t Exch an ges:E mp lo yme nt E xchanges have been set up all o ver t he count r y in d efer ence t o t he pro vis io n o f t he E mplo yme nt E xchanges ( Co mpulso r y RECRUITMENT AND SELECTION 18 . Recr uit ment ad vert iseme nt s can also ser ve as cor porat e advert ise ment s t o build co mp an y¶ imag e. working co ndit io ns. et c. It also cost effect ive. ident ify t he emp lo yer and t ell t ho se int erest ed ho w t o ap p ly. growt h aspect s.

emplo yment exchang es act as a link bet ween t he emp lo yer s and t he pro spect ive emp lo yees. Yet . A ma jo r it y lea ve t he o rg anizat io n wit hin t he fir st five year s of t he ir emp lo yme nt . Camp u s Recru it ment is go ing glo ba l wit h co mpanies like HLL. r esear ch labo r ator ies. even if r ecruit ing pro cess p ro d uces jo b o ffer s and accept ances event ually. Campus r ecr uit ment is so much so ught aft er t hat each co llege. So me co mp an ies r ecr uit a given nu mber o f candidat es fro m t hese inst it ut es ever y year . L&T. part icular ly t he inst it ut es. T hus. ANZ Gr ind la ys. univer sit ies. univer s it y d ep art ment or inst it ut e will have a p lacement o fficer t o handle r ecr uit ment fu nct io ns. Ca mpu s Recru it ment s:Co lleges.HP. W alk-i n s. T he Act applies t o all indust r ia l est ablish me nt s having 25 wo rker s or mo r e each. sport s fie lds and inst it ut es are fert ile gr ound fo r r ecr uit ers. However. whit e co llar and t echn ica l wor ker s.No t ificat io n o f Vacancies) Act . T he Act requir es all t he ind u st r ia l est ablishment s t o not ify t he vacanc ies be for e t hey are filled. it is o ft en an expensive pro cess. T hese o ffices ar e part icular ly use fu l t o in r ecr uit ing blue. HCL. Cit ibank.co llar . it is a ma jo r so ur ce o f r ecr uit ment for pr est igio us co mpanies. 1959.in sT he mo st co mmo n and least expensive approach for candidat es is d ir ect applicat io ns. Writ e. Mot oro la and Reliance loo king for glo bal mar ket s.in s and Talk. in which jo b seeker s submit unso lic it ed applicat io n let t er s RECRUITMENT AND SELECTION 19 . T he ma jo r fu nct io ns o f t he exchanges ar e t o incr ease t he poo l o f po ssib le ap p licant s and t o do t he pr eliminar y scr eening.

W r i t e . walk. Con t ract ors:T he y ar e used t o r ecruit casual wo rker s. difficu lt ies exp er ienced in ma int aining per manent wor ker s ar e avo ided. T hese jo bseeker s ar e asked t o co mplet e applicat io n fo r ms fo r fu r t her pro cessing. Con su ltan t s:T hey ar e in t he pro fess io n fo r r ecr uit ing and se lect ing ma nag er ia l and execut ive per so nnel. However.ins ar e pr efer able as t hey ar e fr ee fr o m t he hassles asso ciat ed wit h ot her met hods o f r ecr uit ment . T hey ar e usefu l as t hey ha ve nat io nwid e co nt act s and le nd pro fessio na lis m t o t he hir ing pr ocess. No applicat io n is r equir ed t o be su b mit t ed t o t he r ecruit er. Fro m e mp lo yees¶ viewpo int . so me organizat io ns co mp ile poo ls o f pot ent ial e mp lo yees fr o m d ir ect applicat io ns fo r skilled po sit io ns. t he co st can be a d et err ent fact or.leve l and u nsk illed vacanc ies.o r resu mes. T he na mes o f t he wo r k er s ar e not ent er ed in t he co mpany r ecor ds and. Wh ile d ir ect applicat io ns ar e part icular ly e ffect ive in fil ling ent r y.i n s ar e t ho se who send wr it t en enquir ies. T hey a lso k eep p ro sp ect ive emp lo yer and emplo yee anonymo us.i n s invo lves t he jo b aspir ant s meet ing t he r ecr u it er (o n an appropr iat ed dat e) for det ailed t alks. RECRUITMENT AND SELECTION 20 . Dir ect applicat io ns can a lso pro vide a poo l o f pot ent ia l e mp lo yees t o meet fut ur e needs. t o t his ext ent . T a l k .

o ffer ing t hem bet t er t er ms and lur ing t hem away. sever al execut ives o f HMT RECRUITMENT AND SELECTION 21 . websit es o f co mpanies have a sep ar at e sect io n wher ein. aspir ant s can submit t heir r esumes and applicat io ns. T his is a usefu l so urce when bot h t he co mpan ies in vo lved ar e in t he same fie ld. Radio and t elevis io n ar e used but spar ing ly.H ead H unt ers:T hey ar e usefu l in spec ia lized and sk ille d candidat e wor king in a p art icu lar co mpany. I nt er net is beco ming a po pular opt io n for r ecruit ment t oday. T his p ro vides a wider r each. Televi si on an d Int ern et: Radio and t elevis io n ar e used t o reach cert ain t ypes o f jo b ap p licant s such as skilled wor ker s. For inst ance. co m. by go ver nment depart ment s o nly. Rad i o. and t hat t oo. However. t hat his co mpany is t est ing his lo ya lt y. It depends upo n what is said and ho w it is d eliver ed. An agent is sent t o r epr esent t he recr uit ing co mpany and o ffer is made t o t he candidat e. Co mpanies in t he pr ivat e sect o r ar e hesit ant t o use t he media because o f high co st s and also because t hey fear t hat su ch advert ising w ill make t he co mpanies lo ok desper at e and damage t heir co nser vat ive image. T her e ar e sp ecia lized s it es like naukr i. Competit ors:T his met hod is popular ly kno wn as ³poaching´ o r ³raid ing ´ wh ich invo lves ident ifying t he r ight people in r iva l co mpanies. t her e is not hing inher ent ly desper at e abo ut u sing r adio and t elevis io n. Also . and t he emp lo yee is r eluct ant t o t ake t he o ffer s ince he fear s.

Bot h new and o ld jo bs ma y be r eadily st affed by dr awing t he best -qualified applica nt s fro m t his emp lo yee poo l. o ut o f who m so me ma y not be necessar y any lo nger. Fro m t he legal po int o f view.planning and se lect io n pro cess beco mes cr it ical mo r e t han ever . Vio lat ing t his r equ ir ement shall bind t he emp lo yee t o pay a few mo nt hs¶ salar y t o his/ her p r esent emp lo yer as a punishme nt . a poo l o f qualif ied jo b applicant s. t hey have a poo l o f e mp lo yees. t he need t o disp lace emp lo yees and t o int egr at e a lar ge number o f t hem r at her quickly int o a new o rg anizat io n means t hat t he per so nnel. As a r esult . M erg ers and Acqu i sit ion s:Whe n o rganizat io ns co mbine. Ho wever. RECRUITMENT AND SELECTION 22 . T his met ho d facilit at es t he immed iat e imp le ment at io n o f an o rganizat io n¶s st r at egic plan. T here ar e legal and et hica l issues invo lved in r a id ing r iva l fir ms fo r pot ent ia l cand id at es. an emp lo yee is expect ed t o jo in a new organizat io n o nly a ft er o bt aining a µno o bject io n cert ificat e¶ fr o m his/ her pr esent emp lo yer . t her e ar e many et hica l issu es at t ached t o it . t he new o rg anizat io n has.le ft t o jo in T it an Wat ch Co mpany. It enables an o rg anizat io n t o pur sue a business p lan. in e ffect . new jo bs ma y be cr eat ed. As a r esult . However.

RECRUITMENT AND SELECTION 23 . I f r ecr uit ment and select io n processes ar e not pro per ly car r ied o ut . T he manageme nt will be able t o fulfil l r eser vat io n favo ur o f t he disadvant aged sect io ns o f t he societ y. if peo ple ar e hir ed fro m ext er nal sour ces.Ev a lu ati on of Ext ernal Recru it men t: E xt er nal sources o f r ecr uit ment have both mer it s and demer it s. 98% o f organizat ional success depends upon efficient emplo yee select ion 98% of organizational success depends upon efficient em ployee selection. Th e demeri t s areBet t er mot ivat io n and incr eased mor ale associat ed wit h own emplo yees r e lo st t o t he organizat io n. heart burn and jealo usy can be r ecr uit ing fro m out side. new t alent s and new exper iences. Th e meri t s areT he organizat io n will have t he bene fit o f new skills. S cope fo r r esent ment . High t raining t ime is asso ciat ed wit h ext er nal r ecruit ment . E xt er nal r ecruit ment is cost ly. pro mot ing avo ided by r equir eme nt s in chances o f r ight candidat es being r eject ed and wro ng applicant s being select ed occur.

Be carefu l w it h gener al t it les such as t yp ist o r sales cler k.1. yo u must fir st det er mine what you want t hem t o do . S et t ing t he bar t oo high ma y lim it yo ur ava ila ble t alent poo l. Car efull y co nsider all d ir ect and associat ed r espo nsibilit ies a nd incor po rat e t hem int o a wr it t en jo b descr ipt io n. Be r easo nable a bo ut your expect at io ns. even if it is a n ent r y. yo u do n¶t want to be o ver ly genero us or rest r ict ive abo ut co mp ensat io n. as t hey have differ ent meanings t o differ ent peo ple. RECRUITMENT AND SELECTION 24 . 0 :4 9 «a nd Wh at i t Takes to do Th em: Fu lfi ll ing t hese r espo nsibil it ies w ill r equir e so me le ve l o f sk ill a nd exper ie nce.6 60-Second Guide to Hiring the Right People 0 :6 0 Defi ne th e Dut i es: To find p ro mis ing e mp lo yees. St at e and lo cal cha mber s o f co mmer ce. 0 :3 7 Ma ke it Worth t h ei r Whi le: L ik ewise. emp lo yme nt bur eaus and p ro fessio nal asso ciat io ns can help yo u det er mine appropr iat e wages and bene fit s.le ve l po sit io n. set t ing it t oo lo w r isk s a floo d o f applicat io ns fro m t ho se unqualified fo r t he jo b. Scanning descr ipt io ns o f co mpar able jo bs in t he c lass ified ads and o t her emplo yme nt publicat io ns will a lso pro vide clues abo ut pr evailing wag e r at es .

yo u sho uld have lit t le d ifficu lt y ident ifying cand idat es for int er views. P ro fessio na l background checks ar e a wise invest ment fo r hig h l y sens it ive po sit io ns. cust o mer s and p r esent emp lo yees. Make sur e you schedu le t hem when yo u have a mp le t ime t o r eview t he r esume.up on Int ervi ews: Yo u want t o believe yo ur candidat es ar e being ho nest . 0 :2 5 Ta lk it Over: Becau se yo u have c lear ly de fined t he role and r equir eme nt s. RECRUITMENT AND SELECTION 25 .line jo b bank s and emp lo yment agencies (t hough t hese ma y r equir e a fee). o n. And do n¶t o ver look sour ces such as fr ie nds. Co nt act refer ences t o make sur e you¶re get t ing t he fact s or t o clear up an y u ncert aint ies. So me po sit io ns ar e as easy t o pro mot e as post ing a ³he lp want ed´ sign in yo ur st o re wind o w or plac ing an ad in yo ur lo cal newspaper. 0 :1 2 Fo llow. T his w il l be a valu able r efer ence when it ¶s t ime t o make a decis io n. Fo r jo bs r equir ing mo r e sp ecia lized skills. or t ho se t hat involve hand ling subst ant ia l a mo unt s o f mo ne y and valuables. prepar e yo ur quest io ns and g ive t he candidat e yo ur undivided at t ent io n. Aft er t he int er view. jot do wn an y imp r ess io ns or key po int s while t hey¶r e st ill fr esh in yo ur mind.0 :3 8 S p read th e Word: Ho w yo u advert ise yo ur jo b opening depends o n who yo u want t o at t ract . supplier s. but never assu me. co nsider t arget ed channe ls such as t r ade magazines. ne ighbor s.

The s ma l l b usi ne s s ex pe rt s a t S C O RE ca n he l p you c r a ft hu ma n r es our c e poli c i e s a nd i nc e nt i ve pla ns t ha t wi l l e ns ur e your c o mpa ny r e ma i ns t he s ma l l b us i ne s s e mp l oye r of c hoi c e .0 :0 3 Yo u¶ ve Fou nd Them. RECRUITMENT AND SELECTION 26 . ma ke s ur e t he y s ta y wi t h you b y pr ovi di ng t ra i ni ng a nd pr ofe s s i ona l de ve l op me nt opp or t uni t i e s . Now K eep Th em: N ow t ha t you¶ ve hi r e d i de a l e mpl o ye e s .

S electi on i s basi cal l y pi ckin g an appl i cant f rom ( a pool of appli cant s) who h a s th e a ppropri at e qu al ifi cat ion and com pet en cy to do th e job.SELECTION S elect io n i s d efin ed as th e p rocess of di fferen ti at in g b et ween ap p lican t s in o rd er t o i dent i fy ( and h i re) th ose wi th a great er li keli h ood of su ccess i n a j ob. T he di ff eren ce bet ween recru itm ent an d sel ect ion: Recrui tm en t i s i dent if yi ng n en cou ragi ng prospect i ve em ployees t o appl y f o r a j ob. An d S electi on i s sel ect ing th e right can di dat e f rom th e pool of appli cant s. RECRUITMENT AND SELECTION 27 .

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S TEP 1: PRELIM INARY INTERVIEW T he applicant s r eceived fr o m jo b seeker s would be subject t o scr ut in y so as t o eliminat e unqualified applica nt s.mar ket co ndit io ns. RECRUITMENT AND SELECTION 29 . he lp s r eject mis fit s fo r r easo n. t hat is. Differ ent t ypes o f t est s ma y be ad minist er ed. Gener ally. o n t he ot her hand . S cr ut iny e nables t he HR sp ecia list s t o eliminat e unqualified jo bseeker s based o n t he info r mat io n su p p lied in t heir applicat io n fo r ms. which d id not appear in t he applicat io n fo r ms. t est s ar e used t o det er mine t he applicant ¶s ab ilit y. depending o n t he jo b and t he co mpany. elim inat e o f unqualif ied app licant s. unemp lo yme nt r at e. Pr eliminar y int er view. S TEP 2:S ELECTIO N TES T: Jo b seeker s who pass t he scr eening and t he pr eliminar y int er view ar e called fo r t est s. T he last t hree co nst it ut e t he int er nal envir o nment and t he r ema ining fo r m t he ext er nal envir o nment o f select io n process. co mpany¶s po lic y. Besid es. T his is usually fo llo wed by a p r eliminar y int er view t he pur po se o f which is mo r e or less t he same as scr ut in y o f ap p licat io n. la bo ur. pr eliminar y int er view. co mpany¶s imag e. o ft en called µco urtesy int er view¶. is a g o o d p u blic r elat io n exer cise. hu man r eso urces planning and co st o f hir ing. legal and po lit ica l co ns ider at io ns.En vi ro n men t factor affecti ng select ion: S elect io n is influe nced by sever a l fact or s. Mor e pro minent amo ng t hem ar e su p p ly and demand o f specific sk ills in t he la bo ur mar ket . apt it ude and per so nalit y.

p u nch. Apt itu d e t est: Ap t it ude t est s measur e whet her an ind ividual¶s has t he capacit y o r lat ent ab ilit y t o lear n a given jo b if given adequat e t r aining. Qu est io ns have been prepar ed and t est ed for such t rades as asbest os work er.The following are the type of tests taken: 1 ). An exa mp le o f such t est is t he gener al manage ment apt it ude t est s ( GMAT).pr ess oper at ors. T hey co ver such ar eas RECRUITMENT AND SELECTION 30 . Ab i li ty test s: Ass ist in det er mining ho w well an ind ividua l can per for m t asks r elat ed t o t he jo b. T he use o f apt it ude t est is ad visa ble when an applica nt has had lit t le or no exper ience alo ng t he line o f t he jo b o pening. Ap t it ude t est ind icat es t he abilit y o r fit ness o f an ind ividua l t o eng ag e su ccessfu lly in any nu mber o f specia lized act ivit ies. Apt it udes t est s help det er mine a per so n¶s pot ent ia l t o lear n in a g iven ar ea. such as t yping o r d ict at io n t est s for an applicant for a st enogr aphic po sit io n. an achieve m ent t est is t aken t o measur e ho w well t hey k no w it . elect r ic ians a nd mac hinist s. When app licant cla ims t o know so met hing. It is co ncer ned wit h what o ne has acco mplis hed. An excelle nt illust r at io n o f t his is t he t yp ing t est s given t o a p ro sp ect ive emp lo yer fo r secr et ar ial jo b. o f cour se. T here are. 2 ). man y u nst and ardised achie ve ment t est s give n in indust r ies. which ma ny bus iness st udent s t ake pr ior t o gaining ad miss io n t o a g r ad u at e business schoo l progr amme. Also called as µACHE I VE ME NT TE STS ¶. Tr ade t est s are t he mo st commo n t ype o f achieve me nt t est give n.

T hese t est s helps t o measur e specia lize t echnica l knowledge and pro blem so lving abilit ies if t he cand id at e. T hey are useful in se lect io n o f me chanics. mot or co - o rd inat io n. et c. et c.skilled r epet it ive jo bs such as packing. T hey fo cu s at t ent io n o n a part icular t ype o f t ale nt such as lear ning or reaso ning in r espect o f a part icular fie ld o f work. mechanica l apt it ude. ma int enance worker s. which measur e a per so n¶s abilit y t o do a specific jo b. M ent al or i nt elli gen ce test s: T hey measur e t he o verall int ellect ual abilit y o f a per so n and enable t o kno w whet her t he per so n has t he ment al abilit y t o d eal wit h cert ain pro ble ms. 2.cler ica l apt it ude. Psych omot or or ski lls t est s: T hey are t ho se. S uch t est s ar e co nduct ed in r espect o f semi. For ms of aptitude test: 1. RECRUITMENT AND SELECTION 31 . Mechani cal apt itu de t est s: T hey measur e t he abilit y o f a perso n t o lear n a part icular t ype o f mechanica l wo rk. 3. numer ica l apt it ude. T hese t est s help t o det ect po sit ive negat ive po int s in a per so n¶s sensor y or int ellect ual abilit y. t est ing and inspect io n. finger dext er it y and manua l dext er it y.

Perso nalit y Test: T he impo rt ance o f per so nalit y t o jo b success is undenia ble. me mo r y and su ch o t her ab ilit ies. Ment al abilit y. S uch t est s also enable t he co mpany t o pro vid e vo cat io nal guidance t o t he select ed candidat es and even t o t he exist ing emp lo yees. T hese t est s ar e part icular ly use fu l fo r st udent s co nsider ing ma ny car eer s o r emp lo yees decid ing upo n car eer changes. et c. T hese t est s are used t o measur e an ind ividua l¶s act ivit y pr efer ences. T he int elligence is pro bably t he mo st widely administ ered st andardized t est in ind u st r y. ho bbies. In terest Test: T his is co nduct ed t o find o ut likes and dis likes o f candidat es t owar ds o ccup at io ns. 5 ). numer ica l abilit y. pr esence o f mind ( aler t ness) .3 ). It is t aken t o judge numer ica l. 4 ). me mo r y and such ot her aspect s can be measu r ed. skills. O ft en an ind iv id u a l who po ssesses t he int ellige nce. r easo ning. apt it ude and exper ience fo r cert ain has fa iled because o f ina bilit y t o get alo ng wit h and mot ivat e ot her people. In telli gence t est : T h is t est helps t o evaluat e t r ait s o f int ellige nce. such t est s ind icat e which occupat io ns ar e mor e in line wit h a per so n¶s int er est . RECRUITMENT AND SELECTION 32 .

et c. also . at t it udes. Percepti on Test : At t imes per cept io n t est s can be conduct ed t o find o ut belie fs. a p ho t o gr aph or a pict ur e can be sho wn t o t he candidat es and t hey ar e asked t o g ive t heir views. 7 ). invo lve a ser io u s p ro blem o f o bt aining an ho nest answer. 9). wor ld affa ir s. T est s are ver y co mmo n t o find general awareness o f t he cand id at es in t he fie ld o f sport s. et c. beha vio r u nd er st r ess and st r ain. et c. inhib it io n and spo nt aneit y. t his t est is ver y much essent ia l o n case o f se lect io n o f sales fo r ce. and ment al shar pness. G rap hology Test : It is des igned t o analyze t he handwr it ing o f ind ividua l. A slant t o t he r ight . public r elat io n st aff. big let t er s and emphas is o n capit al let t er s ind icat e a t end ency t owar ds do minat io n and co mpet it ive ness. It has been said t hat an ind ividua l¶s handwr it ing can suggest t he degr ee o f ener gy. 6 ). and opinio ns about t he pict ur e. as well as disc lo se t he idio syncr asies and ele me nt s o f balance and co nt ro l. wher e per so nalit y pla ys an import ant ro le. curr ent affa ir s. P er so nalit y t est s ar e similar t o int er est t est s in t hat t hey. K. For examp le. For examp le. socia l or int erper so nal sk ills.It is co nduct ed t o judge mat ur it y. 8). G eneral kn owled ge Test : No w days G. Pro ject i ve Test : T h is t est r equir es int er pr et at io n o f pro ble ms o r sit uat io ns. po lit ics. RECRUITMENT AND SELECTION 33 .

fo r examp le. which is des igned t o ensure accuracy o f t he in fo r mat io n given in t he applicat io ns. banks. ser ve lit t le purpo se in select io n. t ho se highly vu lner able t o t heft o r swind ling ma y find po lygr aph t est s useful. o bject ivit y and st and ar dizat io n. Depart ment st ore. 1 0). which pr oduce wide var iat io ns in r esult s. valid it y. 1 1). RECRUITMENT AND SELECTION 34 . T est s. a p er so n who scor es 110 in Mar ch would scor e clo se t o 110 if t est ed in Ju ly. t r easur y o ffices a nd jeweller y sho ps. T hey ar e: - 1 . CH OOS ING TES TS : T he t est must be cho sen in t he cr it er ia o f r eliabil it y. Medical ser vic ing he lp s measu r e and mo nit or a cand idat e¶s phys ica l r es ilie nce upo n expo sur e t o hazar do u s chemica ls. t hat is. So if we administ er an int ellige nce t est . Wit h t he develo pment o f t echno lo gy. med ica l t est s have beco me diver s ified. Med i cal Test: It r eveals phys ica l fit ness o f a candidat e. is g ener ally a st able c har act er ist ic. RELIAB ILITY: It r efer s t o st andardizat io n o f t he procedur e o f administ er ing a nd sco r ing t he t est r esult s. Po ly graph Test: P o lygr aph is a lie det ect or. An individua l¶s int elligence. A per so n who t akes t est s o ne day and makes a cer t ain sco re sho uld be able t o t ake t he same t est t he next day o r t he next week and mak e mo re or less t he same scor e.mo d erat e pressur e and good legibil it y show leader ship pot ent ia l.

It invo lves using a select io n t est dur ing t he select io n pro cess and t hen ident ifying t he successful cand idat es. OB J ECTIVITY: Whe n t wo or mor e people can int er pr et t he r esult o f t he same t est and d er ive t he same co nclus io n( s).It invo lves t aking part s o f several s imilar jo bs r at her t han o ne co mplet e jo b t o validat e t he select io n t est . t he t est evalu at or s¶ subject ive opin io ns ma y r ender t he t est useless. c). t he t est is sa id t o be o bject ive. A validat ed t est incr eases po ssibilit y o f success. They are as follows: - a ). Th ere a re t h ree ways of valid at in g a t est. Predi ct ive Vali di ty: . T he char act er ist ics o f bot h successfu l and less successfu l candidat es are t hen id ent ified. whic h he lps pr edict whet her a per so n will be successfu l in a g iven jo b. no t est will be 100% accur at e in pr edict ing jo b su ccess. A t est t hat has been va lida t ed can be he lp fu l in d iffer ent iat ing bet ween prospect ive e mp lo yees who will be able t o per for m t he jo b well and t ho se who will not . 3 . Nat ur ally. Ot herwise. VALIDITY: It is a t est .2 . Co ncu rren t Valid it y: . b ). Sy nth et ic Valid ity: . RECRUITMENT AND SELECTION 35 .T his invo lves det er mining t he fact or s t hat are char act er ist ics o f successful e mp lo ye es and t hen using t hese fact or s as t he yar d st icks.

O bj ecti v es of i nt ervi ew: I nt er view has at least t hree o bject ives and t hey ar e a fo llo ws: 1 ) Helps o bt ain addit io nal info r mat io n fro m t he applicant s 2 ) Facilit at es giving gener al info r mat io n t o t he applicant s such as co mp an y po lic ies. I nt er view is fo r mal. It is co nsid er ed t o be excellent select io n device. RECRUITMENT AND SELECTION 36 . so t hat a sp ecific t est scor e can be meaning fu l when co mpar ed t o ot her scor e in t he g ro u p. T he pur pose o f st andar dizat io n is t o o bt ain no r ms or st andard. Basica lly. in.4 . id eas and o pinio n bet ween t he cand idat es and int er viewer s. skilled.d ept h co nver sat io n co nduct ed t o evaluat e t he applicant ¶s accept abilit y.face exchang e o f v iew. jo b. product s manufact ur ed and t he like 3 ) Helps build t he co mpany¶s image amo ng t he applicant s. int er view is not hing but an or al exa minat io n o f cand idat es. S TEP 3: INTERVIEW:T he next st ep in t he select io n process is an int er view. I nt er view can be ad apt ed t o unskilled. manager ia l and pro fessio n emplo yees. S TANDARDRIZATIO N: A t est t hat is st andar dized is ad minist er ed under st andar d co ndit io n t o a lar g e g ro up o f per so n who ar e r epr esent at ives o f t he ind ividua ls fo r who m it is int end ed. It is face.t o.

T he int er viewer has no for ma l or dir ect ive q u est io ns. place o f bir t h. Fo llo wing ar e t he var io us t ypes o f int er view: - 1) In fo rmal In tervi ew:An info r ma l int er view is an o r al int er view and ma y t ake p lace an ywher e. RECRUITMENT AND SELECTION 37 . but his a ll at t ent io n is t o t he candidat e. It did not planned and no body pr epar es for it . t he t ime a nd place o f t he int er view w ill be st ipulat ed by t he emp lo yment o ffice. He encour ages t he candid at e t o t alk b y a lit t le prodding whe never he is s ile nt e. please t ell u s abo ut yo ur self aft er yo u¶r e gr aduat ed from hig h schoo l´. 3) Non -di recti ve Int ervi ew: No n. 2) Fo rmal Int erview: Fo r ma l int er views ma y be he ld in t he emp lo yment o ffice by t he emp lo yment o ffice in a mo r e for ma l at mo sphere. T he emp lo yee o r t he manager or t he per so nnel manager ma y ask a few almo st inco nsequent ia l quest io ns like na me.dir ect ive int er view or unst ruct ur ed int er view is des igned t o let t he int er viewee speak his mind fr ee ly. wit h t he help o f we ll st ru ct ur ed quest io ns. T his is used wid e l y when t he labo ur mar ket is t ight and when yo u need wor ker s badly. g. T here int er views emp lo yed by t he co mp an ies. names o f r elat ives et c.Types of interview:I nt er views can be o f differ ent t ypes. eit her in t heir respect ive o ffices o r anywher e o ut side t he plant o f co mp an y. ³Mr. Ray.

Jo sep h. A good candidat es will not yie ld. 5) St ress In tervi ew: It is des igned t o t est t he candidat e and his co nduct and behavio r by h i m u nd er co ndit io ns o f st r ess and st r ain. But t he int er viewer must be o f h ig her caliber and must guide and r elat e the info r mat io n given by t he applicant t o t he o bject ive o f t he int er view. 4) Dep th Int ervi ew:It is designed t o int ensely exa mi ne t he candidat e¶s background and t hink ing and t o go int o co nsider able det ail o n part icular subject s o f an imp o rt ant nat ure and o f specia l int er est t o t he candidat es. RECRUITMENT AND SELECTION 38 . it is po ssib le t o get a good pict ure o f t he cand idat e. we do not t hink yo ur qualificat io ns and exper ience ar e adequat e fo r t his po sit io n. T he int er viewer ma y st art wit h ³Mr . a ser ies o f quest io ns ma y be ask ed t o t est t he dept h o f under st anding and int er est o f t he candidat e. o n t he co nt r ar y he ma y subst ant iat e wh y he is qualified t o handle t he jo b.T he id ea is o give t he candidat e co mp let e fr eedo m to ³sell´ himse lf. T his t ype o f int er view is bo rro wed fro m t he Milit ar y o rganisat io n and t his is ver y use fu l t o t est behavio ur o f ind ividua ls when t hey ar e faced wit h d isag r eeable and t r ying sit uat io ns. For examp le. if t he cand id at e says t hat he is int er est ed in t ennis. ¶ and wat ch t he r eact io n o f the candidat es. T hese p ro bing quest io ns must be asked wit h t act and t hrough exhaust ive ana lys is . wit ho ut t he encu mbr ances o f t he int er viewer ¶s quest io n.

so that each int er viewer can ask quest io ns in r e lat io n t o his or her subject area o f each candidat e. usually ut iliz ing t he st rengt h and k no wled gebase o f each int er viewer . 9) St ru ct u res Int erview: - I n a st r uct ur ed int er view. t he int er viewer uses pr eset st andard ized q u est io ns. usually in t he case o f super visor y and ma nager ia l po sit io ns. 8 ) S eq u ent ial i nt erview:T he sequent ial int er view t akes t he o ne-t o-o ne a st ep furt her and in vo lves a ser ies of int er view. T his t yp e o f int er view poo ls t he co llect ive judgment and wisdo m o f t he panel in t he assessme nt o f t he candidat e and also in quest io ning t he facult ies o f t he cand id at e. as t he candidat e mo ves fr o m ro o m t o roo m. T his int er view is a lso called as µGu id ed¶ or µP at t er ned¶ int er view.6) G ro up Int erview:I t is des igned t o save busy execut ive¶s t ime and t o see ho w t he cand id at es ma y be br o ught t oget her in t he emp lo yme nt o ffice and t hey ma y be int er viewed. RECRUITMENT AND SELECTION 39 . It is usefu l for valid r esult s. especial l y when d ealing wit h t he lar ge number o f applica nt s. 7) Pa nel In tervi ew:A pane l o r int er view ing bo ar d or select io n co mmit t ee ma y int er view t he cand id at e. whic h ar e put t o all t he int erviewees.

especia lly in s it uat io ns such as a jo b fa ir o r a co ld call. T his appro ach is called t he Mixed I nt er view. 1 2) Imp rompt u Int ervi ews:- T h is int er view co mmo nly o ccurs when e mp lo yer s ar e approached d ir ect ly and t ends t o be ver y info r ma l and unst ructur ed.1 0) Un st ru ctu red Int erview: I t is also kno wn as µUnpat t er ned¶ int er view. It is an idea l t ime fo r emp lo yer s t o ask t he cand id at e so me bas ic quest io ns t o det ermine whet her he/ she ma y be int er est ed in fo r ma lly int er view ing t he candidat e. 1 1) M i xed Int ervi ew: I n pr act ice. T he st r uct ur ed quest io ns pro vide a base o f int er view mo re co nvent io nal and per mit gr eat er ins ight s int o t he uniq u e d iffer ences bet ween applicant s. t he int er view is lar g ely u np la nned and t he int er viewee do es mo st o f t he t alk ing. Applicant s should be p r ep ar ed at all t imes fo r o n-t he. RECRUITMENT AND SELECTION 40 . Unguided int er view is ad vant ag eous in as much as it leads t o a fr ie nd ly co nver sat io n bet ween t he int er viewer and t he int er viewee and in t he process. t he int er viewer while int er viewing t he jo b seeker s uses a b lend o f st ruct ur ed and st r uct ur ed and unst ruct ur ed quest io ns. t his appro ach ma y o ver look key ar eas o f t he applicant ¶s skills o r back g ro u nd. t he lat er r eveals mo re o f h is o r her desir e and pro ble ms. But t he Unpat t er ned int er view lacks unifo r mit y and wo r se. It is usefu l whe n t he int er viewer t r ies t o pro be per so nal det ails o f t he cand idat e it analyse why t hey ar e not r ight for t he jo b.spot int er views.

Decide what t o eat quick ly.d ept h q u est io ns. info r ma l. su ch as sp ag het t i. S peak a bit s lo wer t han usual. and t he emp lo yer will be expect ing a great er leve l o f pr epar at io n o n t he p art o f t he candidat es. It is cr ucia l t hat yo u co nvey yo u r ent hu sias m ver ba lly. fro m fun t alk t o business t alk. I f t her e ar e p au ses. t oget her or separ at ely. Be pr epar ed t o swit ch gear s r apid ly. I f yo u ar e o n yo ur ho me t elepho ne. make sure t hat all r oo mmat es o r fa mil y me mber s ar e aware o f t he int erview ( no lo ud st er eos. Be prepar ed for t he co nver sat io n t o abr upt ly change fro m fr iend l y chat t o d ir ect int er view quest io ns. do not worr y. and be prepar ed t o use any info r mat io n gained t hro u g h t he pr evio us int er view t o t heir advant age. su ch as in a r est aur ant .1 3) Dinn er In tervi ews: T hese int er views ma y be st r uct ur ed. do not under est imat e t he valu e o f casu al d iscuss io n. t he int er viewer is like ly just t aking so me not es. s ince t he int er viewer cannot see your face. 15) S econ d Int ervi ews:Jo b seeker s ar e invit ed back aft er t hey have passed t he fir st in it ia l int er view. RECRUITMENT AND SELECTION 41 . or so cially s it uat ed. Applica nt s can expect mo r e in. Avo id pot ent ially mess y fo ods. Midd le or senior manage ment gener ally co nduct s t he seco nd int er view. so me int er viewer s will ask yo u t o o r der fir st ( do not appear indec is ive) . barking do g s et c. 14) Teleph on e In tervi ews:Have a co py o f yo ur r esume and any po int s yo u want t o r eme mber t o say near b y.). ho wever . so me emplo yer s plac e a gr eat value o n it . Applicant s should co nt inue t o r esearch t he emp lo yer fo llo wing t he fir st int er view.

t he p r ob le m wi th t hi s r ef er en ce i s t he t en de nc y o n t he pa rt of th e p re vi ou s e mp lo ye rs to ov er -ra t e th e a pp l ic an t· s p er fo rm an ce ju st to g e t r i d of t he p er so n. T he candidat e approaches o nly t ho se per so ns who would speak well abo ut him or her. P re vi ou s e mp lo ye r s ar e p re fe ra bl e b ec au se th ey ar e al r ea dy a w ar e of t he a pp l ic an t· s pe rf or ma nc e . . n ei gh bo ur s o r f r ie nd s c an a ct as r e fe re nc es . kn ow n a s pu bl i c f ig ur es . g a in in g a dd i ti on al b ac kg ro un d i nf or ma t io n o n an a pp li ca nt .S T E P 4: RE FE RE N CE C HE C K: Ma ny e mpl o ye r s r eq ue s t na me s . O r ga ni sa ti on s n or ma l ly se ek le tt e rs of re fe re n ce or te le ph on e re fe re nc es . Bu t. T he l a tt er is ad va nt ag eo us be ca us e o f i ts ac cu ra c y a n d lo w c os t . 2 . Wh en th e la bo ur ma rk et i s v e ry t ig ht . Th e t e le ph on e r ef er en ce al so h a s th e a dv an ta ge of s ol i ci ti ng imm e di at e. a ddr es s es . T he reaso ns ar e o bvio us: 1 . a nd t e l e phone nu mb e r s of r e fe re nc es fo r th e p ur po se of ve r if yi ng in for m at io n a nd pe rh ap s. or ga n is at io ns s om et im es h i re a pp li ca n ts b ef or e ch ec ki ng re fe re nc es . u n iv er si ty pr of es so rs . rel a ti ve ly ca nd id com me n ts a nd at ti tu de ca n s o me ti me s be i nf er re d f ro m he si ta ti on s a nd i nfl e ct io ns i n sp ee c h. P r ev io us em pl oy er s. Al th ou gh l is te d on th e a p pl ic at io n f or m. re fe re nc es ar e n ot u su a ll y ch e ck ed u nt i l an ap pl ic a nt h as su cc es s fu ll y r e ac he d t he f ou rt h s ta ge o f a s eq ue nt ia l s el ec t io n p ro ce ss . RECRUITMENT AND SELECTION 40 It ma y be st at ed t hat t he info r mat io n gat her ed t hro ugh r efer ences hard l y in flu e nce select io n decis io ns. P eople ma y wr it e favo rably abo ut t he candidat e in o rder t o get r id o f him o r her .

S TEP 6: P HYSI CAL E XAMI NAT ION: Aft er t he select io n decis io n and befo r e t he jo b o ffer is made. t he te s t as s is ts in de te rm in in g w he th er an a p pl ic an t is ph ys ic al l y f it t o p er fo rm t he w o rk . lest it mig ht d amage or r uin his/ her car eer. t he candidat e is r equ ir ed t o under go a phys ica l fit ness t est . P eople ma y not like t o divu lge t he t rut h abo ut a candidat e. o ft en. T he fina l d ecis io n has t o be mad e t he poo l o f ind ividua ls who pas t he t est s. select io n decis io nt he mo st cr it ical o f a ll t he st eps.must be made. Obv io u sly. int er views and r efer ence checks. F in al l y. A jo b o ffer is. T he r esu lt s o f t he med ica l fit ness t est ar e r ecorded in a st at ement and ar e pr eser ved in t he p er so nnel r ecor ds. su ch an e x am in at io n wi l l . wh ic h d i ff er en ti at e su cc e ss fu l an d le ss s uc ce ss fu l e mp lo ye es . T he view o f t he line ma nager will be g ener ally co nsider ed in t he fina l se le ct io n because it is he/ she who is r espo nsib le fo r t he per for mance o f t he ne w emp lo yee. Fo ur th . co nt ing ent u po n t he candidat e being declar ed fit aft er t he phys ica l exa minat io n. S TEP 5: S E LE CTI ON DE CI SI ON:Aft er o bt aining info r mat io n t hrough t he pr eceding st eps. me di c al c he ck -u p p r ot ec ts a pp li ca nt s wi th h ea l th d ef ec ts f ro m u nd e rt ak in g wo rk t ha t co ul d be d et ri me nt a l t o t h em o r m ig ht ot he rw i se en da ng er th e e mp l oy er ·s pr op er ty . o ne r easo n for a phys ica l t est is t o det ect if t he ind ividua l RUITMENRECT AND SELECTION 41 c ar ri es an y i nf ec ti ou s d is ea s e. T her e ar e sever al o bject ives behind a phys ica l t est . th e ph ys ic al e xa mi na ti on i n fo rm at io n c an be u se d t o d et er mi ne i f t he re a re ce rt ai n ph ys ic al ca pa b il it ie s. T he HR ma nager pla ys a cr ucia l ro le in t he fina l select io n .3 . T he ot her st ages in t he select io n process have been used t o narrow t he number o f t he candidat es. S e co nd ly . T hi rd l y.

S T E P 7: J O B OF FE R: T h e ne xt st ep in t he se le ct io n p ro ce ss is job of fe r t o th o se a pp li c an ts w ho ha ve c r os se d a ll t he pr ev io us h ur dl es . w hi ch m ea n s con s id er ab le p re pa r at io n. c er ta in d o cum e nt s n ee d to be e xe cu te d b y th e e mp l oye r an d th e c an di da te . T he a p po in te e mu st be g iv en r ea so na b le ti me f or r e po rt i ng . . T h e c om pa ny m ay a ls o w an t th e ind i vi du al t o d e la y t he d at e of re po rt i ng on d ut y. T h ei r a pp li ca nt s m ay be p re se rv ed fo r f ut ur e u s e. It ne ed s no em ph as is th at th e a p pl ic at io ns o f s el ec te d ca nd id at es mu st a ls o b e p re se rv ed f or t h e fu tu re r ef er en ce s . S T E P 8: C O NT RACT O F E M P L OY ME NT : A f te r t he jo b o ff er ha s b ee ma d a nd c and i da te s a cc ep t t he of fe r . wh ic h a re a u th en ti ca te d an d at te st ed b y hi m/ he r. in w hi ch c as e t he a pp oi nt ee is r eq ui re d t o o b ta in a r el ie v in g ce rt if ic at e f rom th e pr ev io us em pl oy er . J ob o ff er is m a de th ro ug h a l et te r o f ap po in te d. I f t h e ne w e mp lo y ee ·s fi rs t j ob up on j o in in g t he c o mp an y i s to go on co mp an y u nt il pe rh ap s a w ee k be fo re s uc h t ra i ni ng be gi ns . T hi s f or m co nt ai ns v i ta l d et ai ls ab ou t th e c and i da te . On e su ch do cu me nt i s t h e at te st at io n f or m.pr ot e c t t he e mpl o ye r fr om w o rk er s c o mp en sa ti on cl ai ms t h at a re no t v al id be ca use th e i nj ur ie s o r i ll ne ss we re pr es en t w he n t h e em pl oy ee w as h i re d. t h is p ra ct ic e ca nn ot b e a bu se d. Na tu ra l ly . Su ch a l e tt er g en er al ly c on ta in s a d at e by w hi ch t h e a pp oi nt e e m us t re po rt o n d ut y. A tt es ta t io n fo rm w il l be a v al id r ec or d fo r th e f u tu re r ef er en ce . T ho s is p ar ti cu l ar ly n ec es sa ry w h en h e or s he is a lr e ad y in e mp lo ym en t. a ne w jo b ma y re qu ir e m o ve me nt t o an ot he r c it y. if an y. a nd m ov em en t o f p r op er ty . Ag ai n. e sp ec ia l ly i f t he i nd iv id ua l i s un em pl oy ed a nd d o es n ot ha v e su ff ic ie nt fi na nc es . RECRUITMENT AND SELECTION 42 D e ce nc y d em an ds th a t t he re je c te d a pp li ca nt s b e in fo rm ed ab ou t th ei r n on -s el e ct io n.

vi . Da t e whe n c ont i nu ous e mpl oy me nt s t a r ts a nd t he ba si s for c a l c ula ti ng s e r vi c e. a s th e c om pa ny m a y fr om t im e to t im e d ir ec tµ . 8 . 6 . 4 . b ut t he f ol lo wi ng ch ec kl is t se ts ou t th e ty pi ca l h ea di ng s: 1 . Ra t e of pa y. ) Da t e s whe n hol i da ys ca n b e ta ke n. D is ci pl in ar y p ro ce du re ( or a ny re fe re nc e to it ) .T h er e i s a ls o a ne e d f or pr ep ar in g a co nt r ac t o f em pl oy me nt .) Q ua l i fyi ng pe r i od. i v. ) Ma x i mu m h ol i da y t ha t ca n b e ta ke a t a ny one t i me . vi i i . 5 . i nc lu di ng a pa rs e su ch as ´ Th e em p lo ye e w il l pe rf or m su ch du ti es a nd wi ll be r e sp on si bl e to s uc h a p er so n. 9 . i x . ove rt i me a nd s hi ft ra t es . J ob ti t l e 2 . a ll owa nc e . 7 . RECRUITMENT AND SELECTION 43 i i i . T he ba si c in fo rm at io n t h at s ho ul d be i nc lu de d in a w ri tt en c on tr ac t o f e mp lo ym e nt w il l va ry a cc or di ng t o th e l e ve l of t he jo b. me t h od of pa y me nt s . i i . H ours of wor k i nc l udi ng l unc h b r ea k a nd ove r t i me a nd s hi ft a rra nge me nt s . Gr ie va nc es p ro ce du r e (o r re fe re nc e t o it ). H ol i da y a rra nge me nt s : i . Le ng th o f no ti ce d ue to a nd f ro m em pl oy ee . ) D e ta il s of hol i da y ye a r .) C a l c ul a t i on of hol i da y pa y. D ut ie s. vi i . ) Ac c r ua l of hol i da ys a nd hol i da y pa y.) P a i d hol i da ys pe r ye a r.) C a rr y ove r of hol i da y e nti t l e me nt .) P ub l ic h ol id ay s. 3 . v. .

1 2 . S uc h c on tr ac ts se ek to re st ra in jo b. e tc . 1 4. T h ey m us t be t ol d th at th os e wh o we re s e le ct ed we re d on e pu re ly o n r el at iv e me ri t . A de te rm in ed e m pl oy ee i s bo un d to le av e th e or ga ni sa t io n. S T E P 10 : E VA L UA T I O N O F SE LE CT IO N P ROG RA M ME : - . W or k ru le s (o r an y r ef er en ce t o th em ) . T he e mp lo ye e i s p r ep ar ed t o p ay th e p en al ty f o r br ea ch in g t he a g re em en t or th e n ew emp l oy er w i ll p ro v id e c o mp en sa ti on s. A rr an ge me nt s fo r te rm i na ti ng e mp lo ym en t. S T E P 9: C O NC L UD I NG T HE SE LE CT IO N P ROCE S S: C on t ra ry t o p op ul ar pe rc ep ti on . G r ea t ca re is t ak en to d ra ft th e co nt ra c t for m s. Am ar ch an d Ma ng al da s Hi ra la l. b ut be c au se th e ir pr of i le di d no t m a tc h t he r eq ui re me nt o f th e o rg an i sa ti on .ho pp er s. Mo st em pl oy er s i ns is t o n a gr ee me nts be i ng s i gn ed b y n ew l y h ir ed emp l oy ee s. 1 1 .1 0 . E mpl oye r ¶ s ri ght t o va r y t e r ms of t he c ont ra c t s ub j e ct t o pr ope r not i fi ca t i on b e i ng gi ve n. Cr a ig ie . to p r ot ec t k no wl ed ge a nd i nf or ma ti on th at m ig ht b e vi ta l to a co mp an y· s he al th y b ot to m li ne a n d to p re ve nt c om pe ti to r s fr om p oa ch in g hi ghl y v al ue d em pl oy e es . co nt ra ct s o f e m pl oy me nt s e rv e ma ny us ef ul pu rp os es . Ar ra ng em en ts f or u n io n me mb er sh ip ( if a ppl i ca bl e) . RECRUITMENT AND SELECTION 44 T h e dr aw ba ck wi th t he co nt ra ct s i s th at it is a lm o st t o en f or ce t he m. 1 3. O ft en .) ar e en g ag 4d to g et t he f or ms d ra ft ed a nd f i na li ze d. s er vi ce s o f la w f ir ms ( p ro mi ne nt f ir ms in th is c a te go ry i nc lu d e Mu l la . c on tr ac t or n o co nt r ac t. It i s t he re as on th at s ev e ra l c om pa ni es ha ve sc ra pp ed th e co nt ra c ts a l to ge th er . C ra wf or d B a il ey . Bl un t a nd C a ro e. ad v er ti si ng a nd m ed ia a re m or e pr on e to u se c o nt ra ct s. B ut h ig h tu rn ov e r s e ct or s su ch a s so ft wa re . A l te rn at iv el y c al l ed em pl oy me nt ag re em en ts o r si mp ly bo nd s. T he re i s a no th er s te p ² a mo re s en si ti ve on e re as su ri ng t ho se c a nd id at es w ho h av e no t se le ct ed . S pe c ia l t er ms r e la ti ng t o ri ght s t o pa t e nt s a nd de s i gns . t he se le ct i on p r oc es s w il l n ot e nd wi th ex ec ut in g t h e e mp lo ym en t c on t ra ct . c onfi de nt i a l i nfor ma t i on a nd r e st ra i nt s on tra de a ft er t e r mi na t i on of e mpl oy me nt . no t be cau s e o f an y se r io us d ef ic ie nc ie s in t he ir p e rs on al it y.

if pr op er ly d on e . st af fi ng de ci s io ns a re ma de a t t he or ga ni za ti on · s he ad qu a rt er s. r ef le ct i ng th e p ar t ic ul ar di sp osi t io n o f b u si ne ss an d op er at io ns wi th i n t he g r ou p. Lo ca l c it iz en s m an ag e s u bs id ia ri es . e ac h s ub s id ia ry is tr e at ed as a di st in ct n at io na l en ti ty w i th l o ca l co nt r ol k e y fi na n ci al ta rg et s a nd i nv e st me nt d e ci si on s. R eg io na l ma na ge rs h av e gr ea te r di scr e ti on i n de ci si on .T h e b ro ad te st o f t he ef f ec ti ve ne ss of t he se le c ti on pr oc es s is th e q ua l it y o f t he p e rs on ne l h i re d. Th e t ab le be lo w c o nt ai ns a n ou tl in e th at h ig hl ig ht s t he a re as an d qu e st io ns t o be c ov er ed i n a sy st em at i c e v al ua ti on . Mo ve me nt o f st af f is . bu t th e ke y j ob s re ma in w it h st a ff fr om t he p ar en t co un tr y. E t h n oc en t r i c S e l e ct i on : RECRUITMENT AND SELECTION 45 I n t hi s a pp ro ac h. S ub s id ia ri es h av e l im it ed a ut on om y. 2. Ho w to e v al ua te th e e ff ec ti ve ne ss of a se l ec ti on pr og r am me ? A p er io di c a ud it is th e a ns we r. wh ic h is la rg el y pr ac ti c ed i n ou r co un t ry 3 ). An o rg an is at io n mu st h av e c o mp et en t a nd c om mi tt ed p er so nn el . 2 F our Appr oa ch e s t o S el e c t i on : 1 ). P ol yc e n t r i c S el e ct i on : I n po ly ce nt ri c se le ct io n. wi ll en sur e a va il ab i li ty o f s uc h em pl oy e es . Na ti on al s f ro m th e par e nt c ou nt ry d om in a te t he o rg an i sa ti on s at h om e a nd a br oa d. P e op le wh o w or k i nd ep en d en t o f H R d ep ar tm e nt mu st co nd uc t a ud it . 2 ). c on tr ol wi th in th e g ro up an d t he mo ve m en ts of st af f a re ma na ge d o n a r e gi on al ba si s . a nd t he e m pl oy ee s fr om t he h ea dq ua rt er s at h om e a n d ab ro ad f i ll k ey j ob s . Re gi oc en t r i c S e l e ct i on : H e re . T hi s is th e a p pr oa ch . Th e s e le ct io n pr o ce ss .

Bu t t h e lo w nu mb er s o f wo me n an d o th er l e ss . W e al l p er ce iv e th e w or ld di ff e re nt ly . O ur l i mi te d p er ce pt ua l a bi li ty is ob vi ou sl y a st um b li ng b lo c k to th e o bj ec ti ve an d r at io na l s e le ct io n of t he pe op le . a re pe rc ep ti on . w hi ch c he ck e f fe ct iv en es s of se le ct io n. F a i r n e s s: F a ir ne ss i n s e le ct io n re qu ir es t ha t n o in di vi du a l s ho ul d be d is cr im in at e d a ga in s t o n th e b a si s of re li gi on . B ut ou r v ie w s a re hi gh ly p er so na li ze d. su ch o rg an is at io ns ar e un co mm on . r el ia bi li t y an d pr es su re . no t n a ti on al it y. N e ed le ss t o sa y. S ta ff d e ve lo pm en t an d p ro mo ti on a re b as ed o n ab il i ty . T h is o bj ec ti ve s of te n de f ea te d be ca us e o f ce rta i n ba rr ie rs . fa i rn e ss . T he b ro ad a nd ot he r p a rt s o f t he to p m an ag em en t st ru ct ur e a re t h or ou gh ly in te rn at io na l in co mp os it io n. bu si ne ss st ra te gy i s i nt eg ra te d t h or ou gh ly on gl ob al b as is . va li di ty . P er c e pt i on : O ur i na b il i t y t o unde r sta nd ot he r s a c c ura t e l y is pr oba b l y t he mos t fun da me nt a l ba rr i er t o s e l e c ti ng t he ri ght ca ndi da t e . 2. w it h t he a i m of c ho os in g t he r ig ht pe rs on s fo r th e j o bs . S e le ct io n de ma nd s an i nd iv i du al o r a gr ou p o f p e op le t o as se ss a nd c om pa re t he r e sp ec ti ve c om pe t en ci es o f ot h er s. re g io n. 4 ). r ac e o r ge nd er . G e oc en t r i c St a ffi n g: I n th is ca se .l a rg el y re st r ic te d to s pe ci f ic g eo gr ap hi ca l r eg io n s an d pr om ot io ns t o t he j ob s co nt in ue to b e d om in at ed b y ma na ge rs fr om t he p ar en ts c om p an y. 3 P RO BLE MS I N E F FE C T I VE SE L E CT I O N: RECRUITMENT AND SELECTION 46 T h e m ai n o bj ec ti ve o f s el ec ti on i s t o h ir e p eo p le ha vi ng co mp et en ce a nd co mm it me nt . T he i mp ed im en ts .

r el at iv es . Pr e s sur e: P r es su re is b ro ug ht on t he se le ct or s b y po l iti c ia ns . V a l i d i t y: RECRUITMENT AND SELECTION 47 V a li di ty . 2. a re li ab le t es t m a y fa i l to p re di ct j ob p er fo rm an ce w it h p r ec is io n.p r iv il eg ed se ct io ns of th e so ci et y i n m id dl e an d se ni or ma na ge me nt po si ti on s a nd op en d i sc ri mi na ti on on th e b as is of ag e i n j ob adv e rt is em en ts an d i n t he se le ct io n p ro ce ss w ou l d su gg es t th at a l l th e ef fo rt s to m i ni mi ze in e qu it y ha ve n ot b ee n e ff ec ti ve . 4 D i ffer en c e ( Re cr ui t m en t a n d S e l e ct i on ) RECRUITMENT AND SELECTION . f ri en ds an d p e er s to s el ec t pa rt ic ul ar c an d id at es . I t ca n on l y in cr ea se p os si bi l it y of s uc ce s s. A t es t th at h as b ee n va li d at ed c an d i ff er en ti at e be tw ee n th e em pl o ye es w ho p e rf or m w el l a nd th os e w ho wi ll no t. is a t es t tha t he lp s pr ed ic t jo b pe rf or ma nc e of a n i n cu mb en t. Li ke v al id a te d te st . as e xp la in ed e ar li er . Ap po in tm e nt s to p ub l ic s ec to r s un de rt ak in gs ge ne ra ll y t ak e p l ac e un de r su ch p re s su re s. Ca nd ida t es s el ec te d be ca us e of c om pu ls io ns a r e o b vi ou sl y no t t he r ig ht on es . wh ic h w il l p ro du c e c o ns is te nt re su lt s wh en re pe at ed in si mi l ar s i tu at io ns . Ho we ve r . b ur ea uc ra ts . Re l i a bi l i t y: A r el ia bl e m et ho d i s on e. a va li da te d t es t d oe s n o t p re di ct jo b s u cc es s ac cu ra te l y.

48 .

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