GROUP NAME:

DEFENDERS

GROUP MEMBERS:
FATIMA 0006
NEELAM 0010(L)
BENISH 0011
IQRA 0016
FAREEHA 0017
 DEDICATION
We dedicate our project to our beloved Parents who blessed
us with priceless love and care throughout our lives and
make us able to deal such a big task. We are also dedicating
this project to our honorable sir. HAMAD ASHRAF, who
boast our moral and build confidence in us to complete this
project, We consider ourselves successful because the
blessings of Almighty Allah our Sir and Parent’s support.
TOPIC OF PRESENTATION:
RECRUITMENT AND SELECTION
 DEFINITION OF
RECRUITMENT
“Recruitment is the process of searching the candidates
for employment and stimulating them to apply for jobs in
the organisation”.
 STAGES OF RECRUITMENT
JOB ANALYSIS
It involves determining the different aspects of a job, such as through job
description and job specification. Job description describes the tasks that are
required for the job. Job specification describes the requirements that a
person needs to do that job.
SOURCING
It means using several strategies to attract or identify candidates. Sourcing
can be done by internal or external advertisement
SCREENING AND SELECTION
It is the process of assessing the employees who apply for the job.
The assessment is conducted to understand relevant
skills, knowledge, aptitude, qualifications, and educational or job related
experience of employees.
ON BOARDING
After screen and selection, the best candidate is selected. On boarding is
the process of helping new employees become productive members of an
organization.
 SOURCES OF RECRUITMENT

 INTERNAL RECRUITMENT
• PROMOTIONS AND TRANSFERS
• DEPENDENTS OF DECEASED, DISABLED,
PRESENT EMPLOYEES
• REHIRING RETIRED EMPLOYEES
• EMPLOYEE REFERRALS
 EXTERNAL RECRUITMENT
• ADVERTISEMENTS
• CAMPUS RECRUITMENT
• E-ECRUITMENT
• WALK IN
 ADVENTAGES & DISADVANTAGES OF INTERNAL & EXTERNA RECRUITMENT

ADVANTAGES DISADVANTAGES
Internal Recruitment Cheaper and quicker to recruit Limits the number of
potential applicants
People already familiar with the No new ideas can be
business and how it operates introduced from outside the
business
Provides opportunities for May cause resentment
promotion with in the business amongst candidates not
– can be motivating appointed
Business already knows the Creates another vacancy
strengths and weaknesses of which needs to be filled
candidates
External Recruitment Outside people bring in new Longer process
ideas
Larger pool of workers from More expensive process
which to find the best candidate due to

People have a wider range of
experience
advertisements and
interviews required
Selection process may not
be effective enough to
reveal the best candidate
 METHODS OF RECRIUTMENT
DIRECT METHOD

These include campus interviews and keeping a live register of job seekers. Usually used for
jobs requiring technical or professional skills, organisations may visit colleges and universities
and recruit persons for various jobs. Usually under this method, information about jobs and
profile of persons available for jobs is exchanged and preliminary screening is done. The
short-listed candidates are then subjected to the remainder of the selection process.

INDIRECT METHOD

These include advertisement in the print media, radio, T.V., trade, technical and professional
magazines, etc. . This method is appropriate where there is plentiful supply of talent which is
geographically or otherwise spread out and when the purpose of the organisation is to reach
out to a larger group.

THIRD-PARTY METHOD

Various agencies are used for recruitment under these methods. These include commercial and
private employment agencies, state agencies, and placement officer of colleges and
universities, professional associations, recruiting firms, friends and relatives.
NEXT PRESENTER
IQRA
SELECTION
Selection can be defined as process of choosing the right
person for the right job from a pool of different candidates
who applied for a certain job.
 SELECTION TEST
Selection test includes the following test
•Motor Abilities
•Physical Abilities
•Personality Test
•Video based situation testing
•General Knowledge test
Motor Ability Test
Tests that measure finger dexterity, manual dexterity,
speed of arm movement and reaction time etc.
Physical Ability Test
Test that measure static strength ,dynamic strength, body
coordination and stamina.
Personality test
Test that use to projective techniques and trait
inventories to measure the basic aspects of an applicant
personality, such as introversion, stability and
motivation.
Intelligence Test

IQ test are a test of general intellectual abilities. They

measure not a single trait but rather a range of
abilities, including memory, vocabulary, verbal fluency
and numerical ability.
Aptitude Test
Test that measure of specific mental abilities, such as inducting
and deducting reasoning, verbal comprehension, memory and
numerical ability. Since they support to measure aptitude for job
in question.
 Video-Based Situational
Testing
A situational test in which examinees respond to video
simulations of realistic job situations.
The typical videos based simulation presents the
candidate with several online to the PC based videos
scenarios, each followed by a multiple choice question.
NEXT PRESENTER
FATIMA
PERCEPTION TEST:

The process by which people translate sensory

impressions into a coherent and unified view of the world
around them.

Though necessarily based on incomplete and unverified

(or unreliable) information, perception is equated with
reality for most practical purposes and guides human
behavior in general.

At times perception test can b conducted to find out

believes, attitudes, and mental sharpness.
PROJECTIVE TEST
 A projective test is a type of personality test in which
the individual offers responses to ambiguous
scenes, words or images.
 It suggested that people have unconscious thoughts or
urges.
 These projective tests were intended to uncover such
unconscious desires that are hidden from conscious
awareness.
GRAPHOLOGY TEST
 Branch of linguistics that studies writing and print as
systems of signs. The study of handwriting, especially when
employed as a means of analyzing character.

 Handwriting analysis is an effective and reliable indicator of

personality and behavior, and so is a useful tool for many
organizational processes.

 For examples recruitment, interviewing and selection, team-

building, counseling, and career-planning.
MEDICAL TEST

 An examination carried out to determine the physical fitness

or any health problem of an applicant for a job, life insurance,
etc.

REASONS FOR MEDICAL EXAMINATIONS BEFORE JOB:

 To verify that the applicant meets the physical requirements

of the position.
 To discover any medical limitations you should take into
account in placing the applicant.
 To establish a record and baseline of the applicants health
for future insurance or compensation claims.
 To detect communicable diseases that may be unknown to
the applicant.
POLYGRAPH TEST

A device that measures physiological

changes and the assumption is that
such changes reflect changes in
emotional state that accompany lying.
MANAGEMENT ASSESSMENT CENTER (MAC TEST)

 A simulation in which management candidates are asked to

perform realistic tasks in hypothetical situations and are scored
on their performance.

TYPICAL SIMULATED EXERCISES INCLUDE:

 The in basket
 Leaderless group discussion
 Management games
 Individual presentations
 Objective tests
 The interview
CHOOSING TEST

 RELIABILITY
The consistency of scores obtained by the same person when retested
with the identical or equivalent test.

TYPE’S OF RELIABILITY:
 RETEST ESTIMATE
Used to assess the consistency of a measure from one time to another.
 INTERNAL CONSISTENCY
Used to assess the consistency of results across items within a test.
 EQUIVALENT-FORMS OR ALTERNATE-FORMS RELIABILITY
Two tests that are identical in every way except for the actual items
included.
VALIDITY

 Validity is the extent to which a test measures what it

claims to measure.
TYPES OF VALIDITY:
 CONTENT VALIDITY
A test that is content valid is one that contains a fair
samples of the tasks and skills actually needed for the job
in question.
 CRITERION-RELATED VALIDITY
A test that show that the scores on the test are related to
job performance.
STEP 3
INTERVIEW
 The next step in the selection process is interview.
Interview is formal, in depth conversation conducted to
evaluate the applicant acceptability. It is considered to
be efficient selection devise. It is face to face exchange
of ideas, view and opinion between the candidates and
interviewers.
 INFORMAL INTERVIEW
A one-on-one directed conversation with an individual
using a series of improvised questions adapted to the
interviewee's personality and priorities and designed to
elicit extended responses.
NEXT PRESENTER
FAREEHA
 TYPES OF INTERVIEW
•FORMAL INTERVIEW
It is held in formal atmosphere. A formal interview
is an interview that consists of structured questions
designed to elicit specific facts attitudes and
opinions. It is important to be on time for such an
interview.
•NON DIRECTIVE/UN
STRUCTURED INTERVIEW
In non directive interview, there are no
pre-determined questions or even pattern
of interview process. Questions emerge
out of the interaction between the
interviewer and the candidate
 TYPES OF INTERVIEW
 STRESS INTERVIEW
 A stress interview takes place when a job
applicant is placed in a stressful situation to
see how they react

• PANEL INTERVIEW
•panel job interview takes
place when an applicant for
employment is interviewed
by a panel (group) of
interviewers. In it each
candidate meets separately
with the panel.
 TYPES OF INTERVIEW
•GROUP INTERVIEW
Group interview is when a
group of applicants
. for the same
position are interviewed
together, by the hiring manager.
In this scenario, candidates
would be interviewed
together, in group
•MASS INTERVIEW
In mass interview there is panel
of interviewers and multiple
candidates all in the same
room.
TYPES OF INTERVIEW

 DIRECTIVE INTERVIEW

 In directive interview, also known as patterned interview,

questions are framed in advance of the commencement of
the interview. The interviewers are expected to ask the
questions from these patterned questions. Directive interview
aims at comparing various candidates by putting the similar
type of questions to each candidate
 THE FACTORS AFFECTING
INTERVIEW
CONT……..
•FIRST IMPRESSION
It is a tendency for the interviewer to jump
to conclusion.
First impression makes snap judgments
about the candidates during the first few
minutes of interview.

NEGATIVE BIAS
Unfavorable information about the
interviewee influences interviewer more
than does positive information.
 THE FACTORS AFFECTING
INTERVIEW
CONT……..
 MISUNDRESTANDING THE JOB

 CANDIDATE ORDER

•NON VERBAL
BEHAVIOR
Eye contact
Voice modulation
Energy level
Voice cues
Visual cues
 THE FACTORS AFFECTING
INTERVIEW
CONT……..
EFFECT OF PERSONAL
CHARACTERESTICS
Attractiveness
Age gender
Race
Interviewer tend have a less
favorable view of candidates who
are
Physical unattractive
Female
Of a different racial background
Disable
 THE FACTORS AFFECTING
INTERVIEW
CONT……..
INTERVIEWER BEHAVIOR

•Inadvertently telegraphic answers

•Talking so much of interviewer,
that interviewee has, no time to
answer.
•Letting the applicant dominate the
interview
•Acting, more positively of
interviewer toward favored
applicant
NEXT PRESENTER
BENISH
 TOPIC OF PRESENTATION
Reference checks
Process of reference checks
Selection decision
Difference between recruitment &
selection
Orientation of employees
REFERENCE CHECK OR BACK
GROUND VARIFICATION
Human resources management should attempt to
verify a potential employee's qualifications and to
contact past employers for references before offering
someone a job.
References are checked for three basic reasons:
1. Verify employment.
2.Verify what you have learned during the interview.
3.Obtain employment recommendations.
 REFERENCE CHECK PROCESS
 Inform the applicant that references will be checked.
 Reference calls should not be limited to references listed by the
candidate. Always call the current employer or the last employer,
whether that person or entity is listed as a reference or not.
 Review work history for other reference sources and ask
references for contact information for others who might have
information about the candidate’s performance.
 CONT,D
 If the applicant is a current employee or has been employed
recently with the university, review the employee’s personnel file.
 f the search committee can not obtain a response from a listed
reference, ask the candidate for assistance or contact information
for another reference.
 The person conducting the reference check should identify
themselves by title, and company name, and state why the call is
being made.
 Reference checking can be completed before or after the
interviews.
 Ensure that a similar number of reference checks are conducted
on each candidate if checks are to be completed on more than
one candidate.
 Do not ask for, and please cut off any volunteered comments
about matters unrelated to qualifications or performance, e.g.,
race, religion, national origin, age, gender, disability, marital
status etc.
SELECTION DECISION
 After the final interview, panel members should compare their
ratings and judgments among themselves.
 It is preferable to review candidates and their performances
immediately after the interview process while the information is
still fresh in the minds of the panel.
 .Further information from any additional sources should be
included in these discussions.
COUT,D
 Panel select the candidates which is best to particular position .
ESSENTIAL ACTION IN THE SELECTING DECISION
PROCESS
Decisions must be fair, objective, transparent and
relevant to the advertised person specification.
 Snap judgments
 Prejudice
 Stereotyping and presumption
 Halo or horns effects
CON,D
 Mirroring (selecting candidates "in their own image")
 Personalities rather than abilities
 Over-reliance on a single element in the selection process
 Information provided informally
ACTION BY PANEL
 Review all candidates on an individual basis
 Consider all elements of the assessment process
 All members of the panel should contribute
 Agree constructive, factually based feedback as a panel for each
candidate and confirm who will provide this information
 The decision-making should not be rushed.
 Reconsider the favorite candidates afresh against the
essential/desirable criteria for the post.
CONTRACT OF EMPLOYMENT
A written employment contract is a document
that you and your employee sign setting forth the
terms of your relationship. You don't have to enter
into a written contract with every employee
you hire.
CON,D
.In fact, written employment contracts are
generally the exception, rather than the rule.
following checklist sets out:
 Job title
 Duties of job
 Date when continuous employment starts and the basis for
calculating service.
 Rate of pay, allowance, overtime and shift rates, method of
payments.
 Hours of work including lunch break and overtime and shift
arrangements.
 Holiday arrangements
 Paid holidays per year.
 Public holidays.
 Length of notice due to and from employee.
 Grievances procedure (or reference to it).
 Disciplinary procedure
 Work rules
 Arrangements for terminating employment.
 Arrangements for union membership.
 DIFFERENCE BETWEEN
RECRUITMENT AND SELECTION
 Recruitment is the process of searching for prospective candidates and
motivating Them to apply for job in the organization. Whereas,
selection is a process of choosing Most suitable candidates out of
those, who are interested and also qualified for job.
 Recruitment is prior to selection. It creates proper base for actual
selection. Selection is next to recruitment. It is out of candidates
available or
interested.
 Recruitment is the short process where as Selection is a lengthy
process.
 Recruitment is the positive function in which interested candidates
are encouraged to Submit application. Selection is a negative
function in which unsuitable candidates Are eliminated and the best
one is selected.
 In recruitment services of expert is not required Whereas in
selection, services of Expert is required.
 Recruitment is not costly where as selection is a costly activity.
 EMPLOYEE ORIENTATION
An introductory stage in the process of new employee
assimilation, and a part of his or her continuous socializations
process in an organization. Major objectives of orientation are to
 Gain employee commitment
 Reduce his or her anxiety
 help him or her understand organization's expectations.
 Convey what he or she can expect from the job and the
organization.
 BENEFITS OF AN EFFECTIVE
ORIENTATION
Orientation can make the difference in your employee feeling
part of your "team" or not. Benefits of an effective orientation
are:
 better understanding of job functions
 higher level of motivation
 improved learning curve
 improved employee retention rate
 ultimately improved productivity for the organization