B.

COM IV SEMESTER
HUMAN RESOURCE MANAGEMENT
--MS. FARHA SUBHANI

Unit -2
HUMAN RESOURCE PLANNING, RECRUITMENT AND SELECTION
Define Human Resource Planning “Human Resource Planning (HRP) is a
process by which an organization should move from current manpower position to
its desired manpower position striving to have right number, right kind of people at
right place & at right time resulting in both organizational and individual receiving
maximum benefit” - E.W.Vetter Human Resources Planning means deciding the
number and type of human resources required for each job, unit and total company
for a particular future date in order to carry out organizational objectives.

OBJECTIVES OF HRP
1. To recruit and retain the HR of required quality & quantity
2. To foresee the employee turnover and make arrangements for minimizing
turnover and filling up vacancies
3. To meet the needs of expansion and diversification
4. To improve the standard, skill, knowledge, discipline
5. To access the surplus and shortage of HR
6. To estimate the cost of HR

BENEFITS OF HUMAN RESOURCE PLANNING

1. It checks the corporate plan of the organization.
2. It offsets uncertainty & change. This enables the organization to have right men
at right time and in right place.
3. It helps to anticipate the cost of salary enhancement, better benefits.
4. To foresee the need for redundancy and plan to check it or provide alternative
employment in consultation with trade unions and government through remodeling
and economic plans.
5. To foresee the changes in values, aptitudes and attitude of human resources.

Human Resource Planning Process

The Human Resource Planning is a process of forecasting the organization’s

demand for and supply of manpower needs in the near future.

1. Determining the Objectives of Human Resource Planning: The foremost

step in every process is the determination of the objectives for which the
process is to be carried on. The objective for which the manpower planning
is to be done should be defined precisely, so as to ensure that a right number
of people for the right kind of job are selected.

The objectives can vary across the several departments in the organization
such as the personnel demand may differ in marketing, finance, production,
HR department, based on their roles or functions.

2. Analyzing Current Manpower Inventory: The next step is to analyze the

current manpower supply in the organization through the stored information
about the employees in terms of their experience, proficiency, skills, etc.
required to perform a particular job.
 Also, the future vacancies can be estimated, so as to plan for the manpower
from both the internal (within the current employees) and the external
(hiring candidates from outside) sources. Thus, it is to be ensured that
reservoir of talent is maintained to meet any vacancy arising in the near
future.

3. Forecasting Demand and Supply of Human Resources: Once the

inventory of talented manpower is maintained; the next step is to match the
demand for the manpower arising in the future with the supply or available
resources with the organization.

Here, the required skills of personnel for a particular job are matched with
the job description and specification.

4. Analyzing the Manpower Gaps: After forecasting the demand and supply,
the manpower gaps can be easily evaluated. In case the demand is more than
the supply of human resources, that means there is a deficit, and thus, new
candidates are to be hired.

Whereas, if the Demand is less than supply, there arises a surplus in the
human resources, and hence, the employees have to be removed either in the
form of termination, retirement, layoff, transfer, etc.

5. Employment Plan/Action Plan: Once the manpower gaps are evaluated,

the action plan is to be formulated accordingly. In a case of a deficit, the
firm may go either for recruitment, training, interdepartmental transfer plans
whereas in the case of a surplus, the voluntary retirement schemes,
redeployment, transfer, layoff, could be followed.
6. Training and Development: The training is not only for the new joinees
but also for the existing employees who are required to update their skills
from time to time.

After the employment plan, the training programmes are conducted to equip
the new employees as well as the old ones with the requisite skills to be
performed on a particular job.

7. Appraisal of Manpower Planning: Finally, the effectiveness of the

manpower planning process is to be evaluated. Here the human resource
plan is compared with its actual implementation to ensure the availability of
a number of employees for several jobs.
 At this stage, the firm has to decide the success of the plan and control the
deficiencies, if any.

Thus, human resource planning is a continuous process that begins with the
objectives of Human Resource planning and ends with the appraisal or feedback
and control of the planning process.

Job description and job specification

Job description and job specification are two similar tools, which are often used
interchangeably, but there is a subtle difference between them.

The job description is the brief statement that tells about the general information
about the job. In plain English, it is where the nature of the job is described. The
job description is briefly taken from the job analysis, and it comprises of
information about the workplace, duty-timing, salary, responsibilities and other
general information.

The job specification derives from the job description; it is one of the most
important readable information for the job-hunter as it tells about the eligibility
criteria for the certain post. The job specification holds information regarding the
eligibilities for the vacancy. It lets applicants know what skills, level of experience,
education, and abilities are required for the role.

Definitions of a job description and a job specification

Job description is a document which states an overview of the duties,

responsibilities and functions of a specific job in an organisation.

Job specification is a statement of the qualifications, personality traits, skills, etc.

required by an individual to perform the job.
Differences between a job description and a job specification

Content

Job description usually lists out the job title, location, job summary, working
environment, duties to be performed on the job, etc.

Job specification lists out the qualifications, experience, training, skills, emotional
attributes, mental capabilities of an individual to perform the job.

Measures

Job description measures the tasks and responsibilities attached to the job.

Job specification measures the capabilities that the job holder must possess to
perform the job.

Usefulness

Job description offers ample information about the job which helps the
management in evaluating the job performance and defining the training needs of
an employee.

Job specification helps the candidates who are applying for a job to analyse
whether they are eligible for a particular job or not.

Benefit

Job description statement helps the organisation to be clear about “Who should do
what”.

Job specification statement helps the management to take decisions regarding

promotion, bonus, internal transfers and salary increase.
 Concepts:
Before we proceed to explain the concept of job analysis, let us first understand the
meaning of the term ‘job’ itself

Job:
In simple words, a job may be understood as a division of total work into
packages/positions. According to Dale Yoder ‘, “A job is a collection or
aggregation of tasks, duties and responsibilities which as a whole, is regarded as a
regular assignment to individual employees and which is different from other
assignments”. Thus, a job may be defined as a group of positions involving some
duties, responsibilities, knowledge and skills.

Job Analysis:
Job analysis refers to the process of collecting information about a job. In other
words, it refers to the anatomy of the job. Job analysis is performed upon ongoing
jobs only. It contains job contents. For example, what are the duties of a
supervisor, grade II, what minimal knowledge, skills and abilities are necessary to
be able to adequately perform this job? How do the requirements for a supervisor,
grade II, compare with those for a supervisor, grade I? These are the questions that
job analysis answers.

Let us consider a few important definitions of job analysis.

According to Jones and Decothis “Job analysis is the process of getting

information about jobs: specially, what the worker does; how he gets it done; why
he does it; skill, education and training required; relationship to other jobs,
physical demands; environmental conditions”.
Edwin B. Flippo has defined job analysis as the process of studying and collecting
information relating to the operations and responsibilities of a specific job. The
immediate products of this analysis are job descriptions and job specifications”.

In the opinion of Herbert G. Hereman III, et. al., “A job is a collection of tasks that
can be performed by a single employee to contribute to the production of some
product or service provided by the organisation. Each job has certain ability
requirements (as well as certain rewards) associated with it. Job analysis is the
process used to identify these requirements”. Now, job analysis can be defined as
an assessment that describes jobs and the behaviours necessary to perform them.

There are two major aspects of job analysis:

These are:
1. Job Description

2. Job Specification

A brief description of these follows:

Job Description:
Job description is prepared on the basis of data collected through job analysis. Job
description is a functional description of the contents what the job entails. It is a
narration of the contents of a job. It is a description of the activities and duties to
be performed in a job, the relationship of the job with other jobs, the equipment
and tools involved, the nature of supervision, working conditions and hazards of
the job and so on.
All major categories of jobs need to be spelled out in clear and comprehensive
manner to determine the qualifications and skills required to perform a job. Thus,
job description differentiates one job from the other. In sum, job description is a
written statement of what a job holder does, how it is done, and why it is done.

Purposes of Job Description:

Job description is done for fulfilling the following purposes:
1. Grading and classification of jobs

2. Placement and Orientation of new employees

3. Promotions and transfers

4. Outlining for career path

5. Developing work standards

6. Counselling of employees

7. Delimitation of authority

The contents of a job description are given in Table 5.1.

Job Specification:
While job description focuses on the job, job specification focuses on the person
i.e, the job holder. Job specification is a statement of the minimum levels of
qualifications, skills, physical and other abilities, experience, judgment and
attributes required for performing job effectively. In other words, it is a statement
of the minimum acceptable qualifications that an incumbent must possess to
perform a given job. It sets forth the knowledge, skills and abilities required to do
the job effectively.

Job specification specifies the physical, psychological, personal, social and

behavioural characteristics of the job holders. These contents of the job
specification are contained in Table 5.1.

Usages of Job Specification: The usages of job specification include:

1. Personnel planning

2. Performance appraisal

3. Hiring

4. Training and development

5. Job evaluation and compensation

6. Health and safety

7. Employee discipline

8. Work scheduling

9. Career planning

Contents of Job Description and Job Specification:

The contents of job description and job specification are presented in the following
Table 5.1.
Job Evaluation:
Job evaluation is a comparative process of establishing the value of different jobs
in a hierarchical order. It allows one to compare jobs by using common criteria to
define the relationship of one job to another. This serves as basis for grading
different jobs and developing a suitable pay structure for them.

It is important to mention that job evaluation cannot be the sole determining factor
for deciding pay structures because job evaluation is about relationships, and not
absolutes. The techniques used for job evaluation include ranking, job
classification, points rating, etc.

Define Recruitment “The process of searching for prospective employees and

stimulating them to apply for jobs in the organization” -Edwin B. Flippo
OBJECTIVES OF RECRUITMENT
• To attract people with multi-dimensional skills & experiences that suit present &
future organizational strategies.
• To induct outsiders with a new perspective to lead the company.
• To infuse fresh blood at all levels of the organization.
• To develop organizational culture that attracts competent people to the company.
• To search/ head hunt people whose skills fit in the company.

Recruitment procedure

Recruitment is a process of finding and attracting the potential resources for filling
up the vacant positions in an organization. It sources the candidates with the
abilities and attitude, which are required for achieving the objectives of an
organization.

Recruitment process is a process of identifying the jobs vacancy, analyzing the job
requirements, reviewing applications, screening, shortlisting and selecting the right
candidate.

To increase the efficiency of hiring, it is recommended that the HR team of an

organization follows the five best practices (as shown in the following image).
These five practices ensure successful recruitment without any interruptions. In
addition, these practices also ensure consistency and compliance in the recruitment
process.
Recruitment process is the first step in creating a powerful resource base. The
process undergoes a systematic procedure starting from sourcing the resources to
arranging and conducting interviews and finally selecting the right candidates.

Recruitment Planning

Recruitment planning is the first step of the recruitment process, where the vacant
positions are analyzed and described. It includes job specifications and its nature,
experience, qualifications and skills required for the job, etc.

A structured recruitment plan is mandatory to attract potential candidates from a

pool of candidates. The potential candidates should be qualified, experienced with
a capability to take the responsibilities required to achieve the objectives of the
organization.

Identifying Vacancy

The first and foremost process of recruitment plan is identifying the vacancy. This
process begins with receiving the requisition for recruitments from different
department of the organization to the HR Department, which contains −

 Number of posts to be filled

 Number of positions
 Duties and responsibilities to be performed
 Qualification and experience required
When a vacancy is identified, it the responsibility of the sourcing manager to
ascertain whether the position is required or not, permanent or temporary, full-time
or part-time, etc. These parameters should be evaluated before commencing
recruitment. Proper identifying, planning and evaluating leads to hiring of the right
resource for the team and the organization.

Job Analysis

Job analysis is a process of identifying, analyzing, and determining the duties,

responsibilities, skills, abilities, and work environment of a specific job. These
factors help in identifying what a job demands and what an employee must possess
in performing a job productively.

Job analysis helps in understanding what tasks are important and how to perform
them. Its purpose is to establish and document the job relatedness of employment
procedures such as selection, training, compensation, and performance appraisal.

The following steps are important in analyzing a job −

 Recording and collecting job information

 Accuracy in checking the job information
 Generating job description based on the information
 Determining the skills, knowledge and skills, which are required for the job

The immediate products of job analysis are job descriptions and job
specifications.

Job Description

Job description is an important document, which is descriptive in nature and

contains the final statement of the job analysis. This description is very important
for a successful recruitment process.

Job description provides information about the scope of job roles, responsibilities
and the positioning of the job in the organization. And this data gives the employer
and the organization a clear idea of what an employee must do to meet the
requirement of his job responsibilities.

Job description is generated for fulfilling the following processes −

 Classification and ranking of jobs

  Placing and orientation of new resources
 Promotions and transfers
 Describing the career path
 Future development of work standards

A job description provides information on the following elements −

 Job Title / Job Identification / Organization Position

 Job Location
 Summary of Job
 Job Duties
 Machines, Materials and Equipment
 Process of Supervision
 Working Conditions
 Health Hazards

Job Specification

Job specification focuses on the specifications of the candidate, whom the HR team
is going to hire. The first step in job specification is preparing the list of all jobs in
the organization and its locations. The second step is to generate the information of
each job.

This information about each job in an organization is as follows −

 Physical specifications
 Mental specifications
 Physical features
 Emotional specifications
 Behavioral specifications

A job specification document provides information on the following elements −

 Qualification
 Experiences
 Training and development
 Skills requirements
 Work responsibilities
 Emotional characteristics
  Planning of career

Job Evaluation

Job evaluation is a comparative process of analyzing, assessing, and determining

the relative value/worth of a job in relation to the other jobs in an organization.

The main objective of job evaluation is to analyze and determine which job
commands how much pay. There are several methods such as job grading, job
classifications, job ranking, etc., which are involved in job evaluation. Job
evaluation forms the basis for salary and wage negotiations.

Recruitment Strategy

Recruitment strategy is the second step of the recruitment process, where a strategy
is prepared for hiring the resources. After completing the preparation of job
descriptions and job specifications, the next step is to decide which strategy to
adopt for recruiting the potential candidates for the organization.

While preparing a recruitment strategy, the HR team considers the following points
−

 Make or buy employees

 Types of recruitment
 Geographical area
 Recruitment sources

The development of a recruitment strategy is a long process, but having a right

strategy is mandatory to attract the right candidates. The steps involved in
developing a recruitment strategy include −

 Setting up a board team

 Analyzing HR strategy
 Collection of available data
 Analyzing the collected data
 Setting the recruitment strategy
Searching the Right Candidates

Searching is the process of recruitment where the resources are sourced depending
upon the requirement of the job. After the recruitment strategy is done, the
searching of candidates will be initialized. This process consists of two steps −

 Source activation − Once the line manager verifies and permits the
existence of the vacancy, the search for candidates starts.

 Selling − Here, the organization selects the media through which the
communication of vacancies reaches the prospective candidates.

Searching involves attracting the job seekers to the vacancies. The sources are
broadly divided into two categories: Internal Sources and External Sources.

Internal Sources

Internal sources of recruitment refer to hiring employees within the organization

through −

 Promotions
 Transfers
 Former Employees
 Internal Advertisements (Job Posting)
 Employee Referrals
 Previous Applicants
External Sources

External sources of recruitment refer to hiring employees outside the organization

through −

 Direct Recruitment
 Employment Exchanges
 Employment Agencies
 Advertisements
 Professional Associations
 Campus Recruitment
 Word of Mouth

Screening / Shortlisting

Screening starts after completion of the process of sourcing the candidates.

Screening is the process of filtering the applications of the candidates for further
selection process.

Screening is an integral part of recruitment process that helps in removing

unqualified or irrelevant candidates, which were received through sourcing. The
screening process of recruitment consists of three steps −

Reviewing of Resumes and Cover Letters

Reviewing is the first step of screening candidates. In this process, the resumes of
the candidates are reviewed and checked for the candidates’ education, work
experience, and overall background matching the requirement of the job

While reviewing the resumes, an HR executive must keep the following points in
mind, to ensure better screening of the potential candidates −

 Reason for change of job

 Longevity with each organization
 Long gaps in employment
 Job-hopping
 Lack of career progression
Conducting Telephonic or Video Interview

Conducting telephonic or video interviews is the second step of screening

candidates. In this process, after the resumes are screened, the candidates are
contacted through phone or video by the hiring manager. This screening process
has two outcomes −

 It helps in verifying the candidates, whether they are active and available.

 It also helps in giving a quick insight about the candidate’s attitude, ability
to answer interview questions, and communication skills.

Identifying the top candidates

Identifying the top candidates is the final step of screening the resumes/candidates.
In this process, the cream/top layer of resumes are shortlisted, which makes it easy
for the hiring manager to take a decision. This process has the following three
outcomes −

 Shortlisting 5 to 10 resumes for review by the hiring managers

 Providing insights and recommendations to the hiring manager
 Helps the hiring managers to take a decision in hiring the right candidate

Evaluation and Control

Evaluation and control is the last stage in the process of recruitment. In this
process, the effectiveness and the validity of the process and methods are assessed.
Recruitment is a costly process, hence it is important that the performance of the
recruitment process is thoroughly evaluated.

The costs incurred in the recruitment process are to be evaluated and controlled
effectively. These include the following −

 Salaries to the Recruiters

 Advertisements cost and other costs incurred in recruitment methods, i.e.,

agency fees.

 Administrative expenses and Recruitment overheads

  Overtime and Outstanding costs, while the vacancies remain unfilled

 Cost incurred in recruiting suitable candidates for the final selection process

 Time spent by the Management and the Professionals in preparing job

description, job specifications, and conducting interviews.

Finally, the question that is to be asked is, whether the recruitment methods used
are valid or not? And whether the recruitment process itself is effective or not?
Statistical information on the costs incurred for the process of recruitment should
be effective.

METHODS OF RECRUITMENT
13
METHODS OF RECRUITMENT The methods of recruitment is broadly
classified as Internal & External Internal
a. Present Permanent Employees

Organizations consider the present employees for high level jobs due to availability
of most suitable candidates for jobs or equally to the external source, to meet the
trade union demands and to motivate the existing employees.
b. Present Temporary/ Casual Employee
Organizations consider temporary or casual employees for low level jobs or trade
union pressures or in order to motivate them on the present job.
c. Retrenched/ Retired Employees

The organization retrenches the employees due to lack of work. The organization
takes the candidates back due to lack of obligation and trade union pressure. The
organizations prefer to re-employ their retired employees as token of loyalty to the
organization.
d. Dependents of Deceased, Disabled, Retired /employees

Organizations provide employment to the dependents/ family members of

deceased, disabled to build brand image & develop commitment.
e. Employee Referral

Present employees are aware of qualifications, attitude, experience and emotions of

their friends and relatives. They are aware of job requirements and organizational
culture of their company. Hence the HR Managers of the company depend on
present employees for reference of the candidates for various jobs. This reduces
time and cost required for recruitment.

External sources:
a. Advertisement: It is the best method of recruiting persons for higher and
experimental jobs. The advertisement are given in local or national press, trade or
professional journals. The prospective candidates evaluate themselves against the
requirements of job before sending their applications.
b. Employment exchanges: employment exchanges run by government are also
good source of recruitment. Unemployed persons get themselves registered with
these exchanges. Exchanges are suitable source of recruitment for filling unskilled,
semi-skilled and operative posts.
15
c. Unsolicited applicants: persons in search of employment may contact
employers through telephone, by post or in person. Generally, employers with
good reputation get unsolicited applications. If an opening is there then, these
persons are considered for this job.
d. Professional organizations: professional organizations maintains complete bio-
data of their members and supply it to companies on demand. These organization
also act as exchange between members and recruiting firm. This source of
recruitment is found reliable for recruiting person at middle and upper levels of
organization.
e. Data banks: The recruiting firms can prepare a data bank about various persons
in different fields. They can collect information from educational institutions,
employment exchanges, professional organizations etc.
f. Labor contracts: It is quite common to engage contractors for the supply of
labor. When workers are required for short periods and are hired without going
through the full procedures of selection etc. .,. The persons hired under this system
are generally unskilled workers.
g. Gate recruitment: unskilled workers may be recruited at the factory gate. In
some industries like jute. A large number of workers work as substitute whenever a
permanent employee is absent.

A notice on notice board of the company specifying the details of the job vacancies
can be put. Such recruitment is called direct recruitment.
h. Campus recruitment: colleges, universities, research laboratories are fertile
ground for recruiters. In some companies recruiters are bound to recruit a large no
of candidates from these constitutes every year. It is often an expensive process.
16
i. Walk-ins, Write-ins, Talk-ins: walk-in interviews are becoming very popular
method of recruitment. The applicant just work in with their resumes for
interviewers.

In write-ins, job seekers send written enquiries and they are asked to complete the
application form for further processing. Talk-ins are also becoming popular now-a-
days. Job applicants are required to meet the recruiters, on an appropriated date for
detailed talks. No application is required to be submitted in this case.
j. Head-hunting: the company’s request the professional organizations to search
for the best candidates particularly for senior executive positions. Head hunters are
also called as search consultants.

K.Body-shopping: professional organization hi-tech training institutes develop the

pool of human resources for the possible employment. The prospective employers
contact these organizations. L. Outsourcing Some organizations recently started
developing human resource pool employing the candidate for their own
organization. These organizations do not utilize the human resource instead they
supply HRs to various companies based on their temporary needs.

SELECTION PROCEDURE Selection defines selecting the right candidate at right

time and at right place.
RECRUITMENT TECHNIQUES
Steps in selection process:-
1) Job Analysis
2) Recruitment
3) Application Form
4) Written Examination
5) Preliminary Interviews
6) Business Games
7) Tests
8) Final Interview
9) Medical Examination
10) Reference Checks
11) Line Manager’s Decision
12) Job Offer
13) Employment

1) Job Analysis:- Job analysis is needed to know all these functions and to perform
various functions of HRM.
a.) Job Terminology:- It defines the terms related to job analysis like tasks,
position, job occupation, job analysis, job description, job specification and job
classification.
b.) Tasks:- A task is an action or related group of action designed to produce a
definite outcome or result.
c.) Position:- A position is a group of similar tasks and responsibilities assigned to
one individual.
d.) Job:- A job is a group of positions that are similar as to kind and level of work.

e.) Occupation:- An occupation is a group of jobs that are similar as to the kind of
work and are found throughout an industry or the entire country.
f.) Job Analysis:- It is the determination of tasks which comprise the job and of the
skills, knowledge, abilities and responsibilities required of the worker for a
successful performance and which differentiate one job from all others.
g.) Job Description:- It is an organized, factual statement of the duties and
responsibilities of a specific job.
h.) Job Specification:- It is a statement of the minimum acceptable human qualities
necessary to perform a job properly. It includes physical, mental, emotional, social
& behavioral specification.

2) Development of bases for selection

The company has to select the appropriate candidates from the applicant pool. The
company develops the appropriate bases for screening the candidates in order to
select the appropriate candidates for the job.
3) Application form:- It is also known as application blank. The technique of
application blank is traditional & widely accepted for securing information from
the prospective candidates. It can also be used as a device to screen the candidates
at preliminary level. Many companies formulated their own style of application
forms depending upon the requirement of information. Information is generally
required on the following items in the application forms:-
a) Personnel Background Information:- It includes name, present & permanent
address, gender, date of birth, marital status, height & weight, nationality etc.
20
This information can be used by the management to know the suitability of the
candidates regarding his socio-economic background, family, status, impact of
these factors on employee behavior, etc.
b) Work Experience:- It covers experience in all previous jobs with greater
particulars about the nature of work, reasons for leaving, the past employers, duties
& responsibilities etc.
c) Salary:- Salary drawn in the present employment & salary & benefits expected.
d) Personal Items:- Association membership, personal likes & dislikes, hobbies,
etc.
e) References:- Organisation ask candidates to send the names & addresses of
persons who can be contacted for reference purposes.

4) Written Examination

The organizations have to conduct written examinations for the qualified

candidates after they are screened on the basis of application blanks so as to
measure the candidate’s ability in arithmetical calculations, to measure the
candidate’s aptitude and reasoning, general knowledge and English language.
5) Preliminary Interview

It is to solicit necessary information from the prospective applicants & to assess the
applicants suitability to the job. This may be conducted by an assistant in the
personnel departments. Thus, preliminary interview is useful as a process of
eliminating the undesirable & unsuitable candidates.

What is Selection?

Selection is the procedure of selection or choosing the correct candidate, who is

maximum appropriate for a vacant job position in an organization. In other words,
selection can also be clarified as the procedure of interviewing the candidates and
assessing their potentials, which are essential for a precise job and then selecting
the suitable candidate for the position.
 The selection of a right candidate for a vacant position will be an advantage to the
organization, which will be serving the organization in accomplishment its
purposes.

Different writers define Assortment in different ways. At this point is a list of some
of the definitions −
 Employee selection is a procedure of placing a right applicant on a right
job.
 Selection of an employee is a procedure of choosing the applicants, who
have the experiences to fill the vacant job in an organization.
 Selection is a procedure of classifying and hiring the candidates for filling
the jobs in an organization.
 Employee selection is a procedure of identical organization’s supplies with
the skills and the qualifications of individuals.
A good selection procedure will ensure that the group gets the right set of
employees with the right attitude.

Difference between Recruitment and Selection

The major changes between Recruitment and Selection are as follows –

Recruitment Selection

Recruitment is defined as the Selection is defined as the process of

process of identifying and making choosing the right candidates for the
the potential candidates to apply vacant positions.
for the jobs.

Recruitment is called as a positive Selection is called as a negative process

process with its approach of with its elimination or rejection of as
attracting as many candidates as many candidates as possible for
possible for the vacant jobs identifying the right candidate for the
 position.

Both recruitment and selection work hand in hand and both play a vital role in the
overall growth of an organization.

Importance of Selection

Selection is a significant procedure because hiring good capitals can help rise the
overall activities of the organization. In comparison, if there is bad hire with a bad
assortment process, then the work will be pretentious and the cost acquired for
swapping that bad resource will be high.

The purpose of selection is to select the maximum appropriate candidate, who can
meet the necessities of the jobs in an organization, who will be a effective
applicant. For meeting the aims of the organization, it is significant to assess
numerous qualities of each candidate such as their qualifications, skills,
experiences, overall attitude, etc. In this procedure, the most appropriate applicant
is picked after the removal of the candidates, who are not appropriate for the
vacant job.

The organization has to keep an eye on a proper hiring process or procedure, as a

enormous amount of money is spent for hiring a right candidate for a position. If a
hiring is wrong, then the cost experienced in induction and training the incorrect
candidate will be a huge loss to the employer in terms of money, effort, and also
time. Therefore, selection is very significant and the procedure should be perfect
for the betterment of the organization.

Advantages of Selection

A decent selection process suggestions the resulting advantages−

 It is cost-effective and decreases a lot of time and effort.
 It helps evade any biasing while employing the right candidate.
 It helps remove the applicants who are missing in knowledge, ability, and
proficiency.
 It offers a recommendation to appraise the applicants further through strict
verification and reference-checking.
 It helps in associating the dissimilar candidates in terms of their
capabilities, knowledge, skills, experience, work attitude, etc.
 A good selection process helps in choosing the best applicant for the
requirement of a vacant position in an organization.

Selection Process and Steps

As we have debated that Selection is very significant for any organization for
minimizing the losses and maximize the profits. Therefore the collection procedure
should be perfect. A good choice process should comprise the resulting steps –

 Employment Interview − Employment interview is a procedure in which

one-on-one session in lead with the candidate to know a candidate better. It
helps the interviewer to learn the inner abilities of the applicant and helps in
taking a right decision.
 Checking References − Reference checking is a procedure of confirming
the applicant’s qualifications and experiences with the situations provided by
him. These reference checks help the interviewer appreciate the conduct, the
attitude, and the performance of the candidate as a separate and also as a
professional.
 Medical Examination − Medical examination is a procedure, in which the
physical and the mental suitability of the candidates are tested to ensure that the
candidates are talented of performing a job or not. This inspection helps the
 organization in selecting the right candidates who are physically and mentally
fit.
 Final Selection − The final selection is the final process which shows that
the applicant has fit in all the rounds of the selection procedure and will be
issued an appointment letter.
A selection procedure with the above steps will help any group in choosing and
choosing the right candidates for the right job.

6. Business games: They are widely used as a selection technique for selecting
management trainees, executive trainees, and managerial personnel at junior,
middle & top management positions. Business games:
a. Case study
b. Role play
c. Simulation
d. In basket method

Utility:
a. Analytical , judgmental & decision making skills
b. Human relation skills
c. Encountering skills
d. Problem solving skills , decision making

7. Test: tests are classified into types: a. Aptitude tests: these tests measure
whether an individual has the capacity or ability to learn given job if given
adequate training. B. intelligence tests: these tests measures the capacity for
comprehension, reasoning, word fluency, numbers, memory & space. C.
emotional quotient: most of the organization realized that an emotional
involvement and commitment of the employee determine their contribution to the
company rather than their intelligent quotient.
B. achievement tests: these are conducted when the applicants claim to know
something as these tests are concerned with what one has accomplished. These
tests are more useful to measure the value of a specific achievement when an
organization wishes to empty experienced candidates these tests are classified into
the job knowledge test & work sample test.
C. situational tests: this test evaluate a candidate in a similar real life situation. In
this test the candidate is asked either to cope with the situation or to solve critical
situations of the job. These test are classified into group discussion & in basket. D.
interest test: these tests are inventories of the like and dislikes of candidates in
relation to work, job, occupations, recreational, activities. E. personality tests:
these tests prove deeply to discover clues to an individual’s value system, his
emotional reactions & maturity & characteristic mood. They are expressed in such
traits like self-confidence, optimism, patience, fear etc. i) TAT (thematic
APPRECEPTION TEST): candidates are shown a series of pictures and are
asked to write a story based on these pictures. This test measures candidate’s
conceptual, imaginative & interpretative skills. ii) INK-BLOT TEST: The
candidates are asked to see the ink blot & make meaningful concepts out of them.
The examiner keeps a record of the responses, time taken, emotional expression
etc. F. other test: I) polygraph tests: The polygraphist the instrument that records
changes in breathing, blood pressure, and pulse & skin response associated with
sweating go palms & plots these reactions on the paper. The candidate is asked a
series of simple, complicated, related, unrelated & critical questions. ii) Honesty
test: the two types of pre-employment honesty tests are overt integrity tests &
personality based integrity test. Overt integrity tests make direct questions to assess
dishonest behavior & gather history of theft & illegal behavior.
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Personality based integrity test assess an individual’s predisposition towards
deviant & disruptive behavior. 8. Final interview: Types of interview are:
I) Informal interview: this is the interview which can be conducted at any place
by any person to secure the basic & non-job related information.
II) Unstructured interview: In this interview the candidate is given the freedom to
tell about himself by revealing his knowledge on various items/areas, his
background, expectations, interest.
III) Background information interview: this interview is intended to collect
blank & to check that the information provided in the application blank regarding
education, family, health,hobbies etc .
IV) Stress interview: This interview aims at testing the candidate’s job behavior &
level of withstanding during the period of stress & strain. The interviewers tests the
candidate by putting him under stress & strain by interrupting the applicant from
answering , criticizing his opinions , asking questions pertaining to unrelated
areas , keeping silent for unduly long period after he has finished speaking etc.

V. GROUP DISCUSSION INTERVIEW These are two methods of conducting

group discussion interviews , viz group interviews method and discussion
interview method. All the candidates are brought into one room ,i.e the interview
room and are interviewed one by one under group interview.
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Under the discussion method, one topic is given for discussion to the candidates
who assemble in one room and they are asked to discuss the topic in detail. This
type of interview helps the interviewer in appraising certain skills of the candidates
like initiative inter personal skills etc. Formal & Structured Interview :- In this type
of interview , all the formalities procedures like fixing the value , time, panel of
interviewers opening &closing intimating the candidate officially, etc are strictly
followed in arranging & conducting the interview. Panel Interview:- A panel of
experts interview each candidate , judges his performance individually & prepares
consolidated judgment. Depth Interview:- In this interview, the candidate would be
examined extensively in core areas of job skills & knowledge. They are conducted
for specialist jobs. Decision Making Interview:- After the candidate are examined
by the experts including the line managers of the organization in the core areas of
the job , the head of department section concerned interviews the candidates once
again , mostly through informal discussion. 9) Medical Examination:- Certain jobs
require certain physical qualities like clear vision, perfect hearing, clear tone, etc. It
reveals whether or not a candidate possesses these qualities.
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10) Reference Checks:- After completion of final interview & medical examination
, the personnel department will engage in checking references. These references
may be from the individuals who are familiar with the candidate’s academic
achievement or from the applicant’s previous employees. 11) Final Decision by
line Managers:- The line manager concerned has to make final decision whether to
select or reject the candidate. A true understanding between line managers &
personnel manager should be established to take proper decisions. 12) Job Offer:-
The candidate after receiving job offer communicates his acceptance to the offer or
requests the company modify the terms & conditions of employment or rejects the
offer. 13) Employment:- The company employs those candidates who accept the
job offer with or without modification of the terms & conditions of employment of
employment & place them on the job.