Professional Documents
Culture Documents
1.1 INTRODUCTION
RECRUITMENT
A formal definition states, “It is the process of finding and attracting capable applicants for the
employment. The process begins when new recruits are sought and ends when their applicants
are submitted. The result is a pool of applicants from which new employees are selected”. In
this, the available vacancies are given wide publicity and suitable candidates are encouraged
to submit applications so as to have a pool of eligible candidates for scientific selection
DEFINITION OF RECRUITMENT
Recruitment
planning
Evaluation Strategy
and Control development
Screening Searching
a) Recruitment Planning
b) Strategy development
The next step involved is to devise a suitable strategy for recruiting the
candidates in the organization. The strategic consideration would include the type of
recruitment method, the geographical area to be considered for the search, source of
recruitment and sequence of activities for recruitment.
c) Searching
d) Screening
Screening is the next step. Job specification is invaluable in this regard. Screening
is done on the basis of qualification, knowledge, skills, abilities, interest and experience
mentioned in job specification.
EVALUATION OF RECRUITMENTPROCESS
The recruitment has the objective of searching for and obtaining applications for job
seekers in sufficient number and quality. Keeping this objective in the mind, the evaluation
might include:
Return rate of application sent out.
Number of suitable candidates for selection.
Retention and performance of the candidates selected.
Cost of the recruitment process
Time lapsed data
Comments on image projected.
SELECTION
Selection starts where recruitment ends. Selection is hiring the best candidates from the
pool of applications. It refers to the process of offering jobs to one or more applicants from the
applications received through recruitment. Selection is the process of picking the suitable
candidates from the pool of job applications to fill various jobs in the organization According
to Yodder, “selection is the process by which candidates for employment are divided into class
- those who will be offered employment and those who will not.”
SELECTION PROCESS
Preliminary
Interview
Application Blanks
Selction Process
Selection Tests
Selection Interview
Reference Checks
Physical
Examination
Final Selection
1. Preliminary Interview
2. Application Blanks
This is a method for getting information from a prospective candidate. This serves
as a personal record of the candidate bearing personal history profile, detailed personal
activities, skills and accomplishments. Almost all organizations require job seekers to fill up
the application. Usual contents are as follows:
i. Biographical information – Age, father’s name, sex, nationality, height, marital status.
ii. Educational information - Name of the institutions where the candidate studied – marks –
Divisions – Distinctions.
iii. Work Experience – previous experience – nature of job – salary – duration – reason for
quitting.
iv. Salary – last drawn salary – minimum salary acceptable.
v. Extra-curricular information – NSS – NCC – hobbies etc.
vi. References – Name and address.
3. Selection Tests
Individuals differ in many respects including job related abilities and skills. In
order to select a right person for the job, individual differences in abilities and skills are to be
adequately and accurately measured for comparison.
According to Lee J. Groobach, “A test is a systematic procedure for comparing the behaviour
of two or more persons.” Milton M. Blum defines test as “a sample of an aspect of individual’s
behaviour, performance and attitude.”
4.Selection Interview
The next step in the selection process is ‘employment interview.’ Interview is the
widely used selection method. It is a face-to-face interaction between interviewer and the
interviewee. If handled properly, it can be a powerful technique in having accurate information
of the interview otherwise not available.
Objectives of Interview
5. Reference Checks
In the selection process, the next step is verifying information or obtaining additional
information through reference. The applicant is asked to give the names of one or two referees
who know him personally. Previous employers, University Professors, neighbours and friends
are usually referees. However, references are treated as a mere formality and are hardly used
to influence the selection decisions.
6. Physical Examination
7. Final Selection
Final selection follows the above procedures outlined. Selected candidates would be
sent with appointment orders. Additional names than required vacancies may be kept in the
waiting list.
8. Placement
Placement involves assigning a specific job to each one of the selected candidates.
However, placement is not simple as it looks. It involves striking a balance between the
requirements of a job and the qualifications of a candidate. Pigors and Myers has defined
placement as, “the determination of the job to which an accepted candidate is to be assigned,
and his assignment to that job. It is a matching of what the supervisor has reason to think he
can do with the job demands and what he offers in the form of pay rolls, companionship” with
others, promotional possibilities etc. The importance of placement is that it reduces employee
turnover, absenteeism, accidents and dissatisfactions.
It has been observed that for any organization to achieve its stated objectives and goals there
is the need for management to put in place policies or strategies that will help attract the best
of employees to strive towards the achievement of organizational objectives. Importantly, some
of the employees who are not able to improve and adjust to their new working environment
resign leading to employee turnover and this affects the organization in terms of cost and
productivity.
Following are the pre-requisites that has to be considered for the effectiveness of
recruitment programme;
a) A well-defined recruitment policy.
b) A proper organizational structure.
c) A well-laid down procedure for locating potential job seekers.
d) A suitable method and technique for tapping the candidates.
e) Continuous assessment of effectiveness of recruitment programme.
f) Ethical practice in recruitment policy and procedure.
To make the recruitment and selection process a effective one, it is to consider the cost factor
as a major one to engage the activities and simultaneously to attain the organizational goals
It is critical to the long term health and success of the business. Managers readily agree
that retaining their best employees ensures customer satisfaction, product sales and satisfied
co-workers. It also helps in satisfaction of reporting staff, effective succession planning and
deeply imbedded organizational knowledge.
The diverse culture of the organization helps in setting up good recruitment procedures
which do not discriminate illegally on the basis of gender, race, religion, belief, age, disability,
marital status or sexual orientation.
The scope of the study was very initiative in extracting some basic information
that is literally undertaken to complete the project and to perceive the routine activities which
is prevailing in the organization. Some of the possibilities are as given below;
The scope of the study is to know vital problem faced in recruitment and selection,
which is the basic function in Human Resource Development.
To study and analyse the various HR factors including recruitment and selection
practices at KPL PVT LTD.
To determine the present and future requirements of the organization on conjunction
with its personnel-planning and job analysis activities.
Increase the pool of job candidates at minimum cost.
Help to increase the success rate of the selection process by reducing the number of
visibly under qualified or overqualified job applicants.
Meet the organization’s legal and social obligations regarding the satisfaction level of
the candidates and to engage them continuously.
This study forced to maintain an amiable relationship with the strangers and the higher
officials that actually leads to attain the organizational goals.
CHAPTER 2
REVIEW OF LITERATURE
This chapter deals with the assessment of literatures which relate to the topic of
recruitment and selection practices in an organization. Several literatures would be selected
and relevant areas would be reviewed and evaluated. This chapter provides information about
aspect of previous works which relate to this study. In view of this, a number of presentations
culled from various sources are reviewed here.
Concept of Recruitment
The following are the reviews extracted from the journals demonstrated by some
of the experts where they are competent and good enough in their areas;
According to Costello (2006) recruitment is described as the set of activities and processes
used to legally obtain a sufficient number of qualified people at the right place and time so that
the people and the organization can select each other in their ownbest short and long term
interests.Barber (2002) defines Employee recruitment as “practices and activities carried on
by an organization for the purpose of identifying and attracting potential employees”.Many
large corporations have employee recruitment plans that are designed to attractpotential
employees that are not only capable of filling vacant positions but also add to the organization’s
culture.
Dessler, (2000) found in his study that the Recruitment and selection forms a core
partof the central activities underlying human resource management: namely, theacquisition,
development and reward of the workers. It frequently forms an important art of the work of
human resource managers – or designated specialists within workorganizations. However, and
importantly, recruitment and selection decisions are oftenfor good reason taken by non-
specialists, by the line managers. Recruitment andselection also have an important role to play
in ensuring worker performance andpositive organizational outcomes. Recruitment and
selection had the capacity to form akey part of the process of managing and leading people as
a routine part oforganizational life, it is suggested here that recruitment and selection has
become evermore important as organizations increasingly regard their workforce as a source
ofcompetitive advantage. Of course, not all employers engage with this proposition evenat the
rhetorical level. However, there is evidence of increased interest in the utilization of employee
selection methods which are valid, reliable and fair. Dessler listing theessence of these in the
following; build a pool of candidates for the job, have theapplicants fill out application forms,
utilize various selection techniques to identifiable job candidates, send one or more viable job
candidates to their supervisor, havethe candidate(s) go through selection interviews, and
determine to which candidate(s)an offer should be made.
Process of Recruitment
Odiorne (1984) indicated that the quality of new recruits depends upon an
organization's recruitment practice, and that the relative effectiveness of the selection phase is
inherently dependent upon the caliber of candidates attracted. Smith et al. (1989) argue that
the more effectively the recruitment stage is carried out, the less important the actual selection
process becomes. When an organization makes the decision to fill an existing vacancy through
recruitment, the first stage in the process involves conducting a comprehensive job analysis.
This may already have been conducted through the human resource planning process,
particularly where recruitment is a relatively frequent occurrence. Once a job analysis has been
conducted, the organization has a clear indication of the particular requirements of the job,
where that job fits into the overall organization structure, and can then begin the process of
recruitment to attract suitable candidates for the particular vacancy.
According to Kersley et al (1997) one result of effective recruitment and selection is reduced
labour turnover and good employee morale. Recruiting ineffectively is costly, since poor
recruits may perform badly and/or leave their employment, thus requiring further recruitment.
In a cross national study of recruitment practices, suggests that, in reality, recruitment practices
involve little or no attempt to validate practices. Personnel managers tend to rely on feedback
from line managers and probationary periods and disciplinary procedures to weed out mistakes.
Firms with high quit rates live with them and tend to build them into their recruitment practices
and they do not analyse the constitution of their labour turnover. A number of recent studies
have suggested that some recruitment methods are more effective than others in terms of the
value of the employees recruited.
Miyake, (2002) indicated that while advertising is usual for job vacancies, applicants were
sometimes recruited by word of mouth, through existing employees. Besides being cheaper,
the “grapevine” finds employees who stay longer (low voluntary turnover) and who are less
likely to be dismissed (low involuntary turnover). People recruited by word of mouth stay
longer because they have a clearer idea of what the job really involves. The study reviewed
five studies in which average labour turnover of those recruited by advertising was 51 percent.
The labour turnover for spontaneous applicants was 37 per cent and turnover for applicants
recommended by existing employees was 30 percent. One hypothesis proposed to account for
this was the “best information” hypothesis. It was argued that people who were suggested by
other employees were better and more realistically informed about the job than those who
applied through newspapers and agencies. Thus, they were in a better position to assess their
own suitability. Better informed candidates are likely to have a more realistic view of the job,
culture of the organization and job prospects.
2.2NATIONAL REVIEWS
Recruitment and selection forms a core part of the central activities underlying human
resource management: namely, the acquisition, development and reward of workers. It
frequently forms an important part of the work of human resource managers – or designated
specialists within work organizations. However, and importantly, recruitment and selection
decisions are often for good reason taken by non-specialists, by the line managers. There is,
therefore, an important sense in which it is the responsibility of all managers, and where human
resource departments exist, it may be that HR managers play more of a supporting advisory
role to those people who will supervise or in other ways work with the new employee.
Recruitment and selection is a topical area. While it has always had the capacity to form a key
part of the process of managing and leading people as a routine part of organizational life, it is
suggested here that recruitment and selection has become ever more important as organizations
increasingly regard their workforce as a source of competitive advantage.
Mullins (1999) indicated that to be a high performing organization, human resource
management must be able to assist the organization to place the right person in the right job.
The human resource management practices include recruitment, selection, placement,
evaluation, training and development, compensation and benefits, and retention of the
employees of an organization.
Businesses have developed human resource information systems that support: (i) recruitment,
Selection, and hiring, (ii) job placement, (iii) performance appraisals, (iv) employee benefits
analysis, (v) training and development, and (vi) health, safety, and security. The first few
activities of human resource management are recruiting and selecting which deal with the
actions concerned, and the recruiting is also less frequently alerted in human resource
information system recently. Besides, e-recruitment on the web being the current trend for the
recruitment and selection processes can further distinguish many activities of the processes.
Dessler (2000) lists the essence of these in the following; build a pool of candidates for
the job, have the applicants fill out application forms, utilize various selection techniques to
identify viable job candidates, send one or more viable job candidates to their supervisor, have
the candidate(s) go through selection interviews, and determine to which candidate(s) an offer
should be made.
Recruiting and selection is very important for the survival of every organization but that does
not end there, new recruits need to be developed and appraised from time to time in order for
them to be abreast with new trends and challenges. When employees are developed it help
increase their performance and help sustain the growth of organizations.