- HRP is the process by which management determines how the organization should

move from its current man power position to desired manpower position. Through
planning, management strives to have the right time, doing things which result in both
the organization and individual receiving maximum long run benefit.
- HRP is concerned with two things: Planning of manpower requirements and Planning
of Manpower supplies.
- HRP is a process of determining and assuming that the organization will have an
adequate number of qualified persons, available at proper times, performing jobs which
meet the needs of the enterprise and which provides satisfaction for the individuals
involved.
- HRP can be understood as the process of forecasting an organization’s future demands
for and supply of the right type of people in the right number. In other words HRP is the
process of determining manpower needs and formulating plans to meet these needs.

The objectives of human resource planning

 Forecasting Human Resources Requirements: HRP is essential to determine the future

needs of HR in an organization. In the absence of this plan it is very difficult to provide the
right kind of people at the right time

. Effective Management of Change: Proper planning is required to cope with changes in the
different aspects which affect the organization. These changes need continuation of
allocation/reallocation and effective utilization of HR in organization.

 Realizing the Organizational Goal: In order to meet the expansion and other organizational
activity the organizational HR planning are essential.

 Promoting Employees: HRP gives the feedback in the form of employee data which can be
used in decision-making in promotional opportunities to be made available for the
organization.

 Effective Utilization of HR: The data base will provide the useful information in identifying
surplus and deficiency in human resources. The objective of HRP is to maintain and improve
the organizational capacity to reach its goals by developing appropriate strategies that will
result in the maximum contribution Of HR.
 Importance of HRP

HRP is the subsystem in the total organizational planning. Organizational planning includes
managerial activities that set the company’s objective for the future and determines the
appropriate means for achieving those objectives. The importance of HRP is elaborated on
the basis of the key roles that it is playing in the organization.

1. Future Personnel Needs: Human resource planning is significant because it helps to

determine the future personnel needs of the organization. If an organization is facing the
problem of either surplus or deficiency in staff strength, then it is the result of the absence of
effecting HR planning.

2. Part of Strategic Planning: HRP has become an integral part of strategic planning of
strategic planning. HRP provides inputs in strategy formulation process in terms of deciding
whether the organization has got the right kind of human resources to carry out the given
strategy.

3. Creating Highly Talented Personnel: Even though India has a great pool of educated
unemployed, it is the discretion of HR manager that will enable the company to recruit the
right person with right skills to the organization. Even the existing staffs hope the job so
frequently that organization face frequent shortage of manpower. Manpower planning in the
form of skill development is required to help the organization in dealing with this problem of
skilled manpower shortage.

4. International Strategies: An international expansion strategy of an organization is

facilitated to a great extent by HR planning. The HR department’s ability to fill key jobs with
foreign nationals and reassignment of employees from within or across national borders is a
major challenge that is being faced by international business.

5. Foundation for Personnel Functions: HRP provides essential information for designing and
implementing personnel functions, such as recruitment, selection, training and development,
personnel movement like transfers, promotions and layoffs.

6. Increasing Investments in Human Resources: Organizations are making increasing

investments in human resource development compelling the increased need for HRP.
 Factors Affecting HRP:

HRP is influenced by several factors. The most important of the factors that affect HRP are

1. Type and Strategy of the Organization: Type of the organization determines the production
processesinvolve, number and type of staff needed and the supervisory and managerial
personnel required. HRneed is also defined by the strategic plan of organization. If the
organization has a plan for organic growththen organization need to hire additional
employees.

2. Organizational Growth Cycles and Planning: All organizations pass through different
stages ofgrowth from the day of its inception. The stage of growth in which an organization is
determines the natureand extends of HRP. Small organizations in the earlier stages of growth
may not have well defined personnelplanning.

3. Environmental Uncertainties: Political, social and economic changes affect all

organizations and thefluctuations that are happening in these environments affect
organizations drastically. Personnel plannersdeal with such environmental uncertainties by
carefully formulating recruitment, selection, training andHRP Orga nizational Growth c ycle
and Planning Envir onmental Uncer taintie s Outsourcing N ature of jobs be ing fille d Type
and quality of fore ca sting infor ma tionTime hor iz ons Type and Strategy o f Orga nization.

4. Time Horizons: HR plans can be short term or long term. Short term plans spans from six
months toone year, while long term plans spread over three to twenty years. The extent of
time period dependsupon the degree of uncertainty that is prevailing in an organizations
environment.

Characteristics of Human Resource Planning(HRP)

a. Goal Directed (Achieving employees goals as well as overall organizational goal) b. Future-
oriented ( Forecasting future work force) c. Quantitative and qualitative(Estimating right number of
employees needed with right skills and competencies at right time) d. System Oriented (Determining
future human resources shortages and surpluses) e. Time Horizon ( HRP can be short i.e one year or
long term i.e. five year or more)

Importance of Human Resource Planning

a. Uncertainty Reduction Globalization, New technology, Org. restructuring, and workforce diversity
produce uncertainties. Matching demand and supply by determining future shortage and surpluses of
human resources. b. Objective Focused HR plans are linked to overall corporate plan. This facilitates
better coordination for objective achievement. c. Environmental Adaptation HR requirements are
identified through Job analysis. Evaluate competencies of current human resources and updated
regularly so as to adjust changing environmental forces.

d. Acquisition of Human Resources Facilitates recruitment and selection of employees. Also supports
succession planning. e. Utilization of Human Resources Right man is made responsible for right job
to ensure their productive utilization. Increase efficiency. f. Control of Human Resources HR
planning sets standard according to which quality and quantity of employees are controlled.

HR Planning Process

1. Environmental Analysis
2. Determining HR objectives and Policies
3. Human Resource Forecast
4. Action Plan
5. Control and Evaluation

1. Environmental Analysis It refers to the systematic monitoring of the external forces influencing
the organization. The following forces are essential for HRP. Economic factors, including general
and regional conditions. Technological changes Demographic changes including age,
compositionand literacy, Political and legislative issues, including laws and administrative rulings
Social changes By scanning the environment for changes that will affect an organization,
managers can anticipate their impact and make adjustments early.

2 . Determining HR objectives and policies  HR plan is usually derived from the organizational
objectives. Specific requirements in terms of number and characteristics of employees should be
derived from organizational objectives  Once the organizational objectives are specified,
communicated and understood by all concerned, the HR department must specify its objective and
policy with regard to HR utilization in the organization.

3. Human Resource Forecast Once current human resources are analyzed and HR objectives and
policies are determined, the next step is to demand and supply forecast. It is to determine future
requirement of number of employees, skill required and the internal and external supply.

4. Action Plan It is known as manpower planning implementation. HR implementation requires

converting an HR plan into action. A series of action are initiated as a part of HR plan implementation
such as recruitment, selection and placement, socialization, training and development etc.

5. Control and Evaluation Monitoring and evaluation to ensure that HR planning matches the HR
objective and policies. HR manager develop certain HR indicators in order to know the progress of
HR management. Evaluation is also done with respect to employment cost against the budget and
wastage accrued so that corrective action can be taken in future.
 RECRUITMENT
Recruitment means to estimate the available vacancies and to make suitable arrangements for
their selection and appointment. Recruitment is understood as the process of searching for
and obtaining applicants for the jobs, from among whom the right people can be selected. 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. In recruitment, information is collected from interested candidates. For this
different source such as newspaper advertisement, employment exchanges, internal
promotion, etc. are used. In the recruitment, a pool of eligible and interested candidates is
created for selection of most suitable candidates. Recruitment represents the first contact that
a company makes with potential employees

RECRUITMENT: The process of attracting individuals on a timely basis, in sufficient

numbers and with appropriate qualifications, to apply for jobs with an organization.

Recruitment is a process to discover the sources of manpower to meet the requirement of the
staffing schedule and to employ effective measures for attracting that manpower in adequate
numbers to facilitate effective selection of efficient personnel.

The four stages of recruitment:

1. Defining requirements: preparing job descriptions and specification, deciding terms and
conditions of employment,

2. Attracting candidates: reviewing and evaluating alternative sources for applicants, inside
and outside the organisation, advertising, possibly using agencies and consultants.

3. Selecting candidates: sifting applications, interviewing, testing, assessing candidates,

employment, taking references, employment contract
4. Introduction- induction: Introduction to the work and the colleagues, to the organisation
and its main objectives, to terms of employment.

NEED FOR RECRUITMENT

The need for recruitment may be due to the following reasons / situation: Vacancies due to
promotions, transfer, retirement, termination, permanent disability, death and labours
turnover. Creation of new vacancies due to the growth, expansion and diversification of
business activities of an enterprise. In addition, new vacancies are possible due to job
specification.

Purpose and importance of Recruitment:

 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 increase the success rate of the selection process by reducing the number of visibly
under qualified or overqualified job applicants.

 Help reduce the probability that job applicants, once recruited and selected, will leave the
organization only after a short period of time.

 Meet the organization’s legal and social obligations regarding the composition of its work
force.

RECRUITMENT PROCESS

Recruitment refers to the process of identifying and attracting job seekers so as to build a
pool of qualified job applicants. The process comprises five interrelated stages, viz, 
Planning,  Strategy development,  Searching, Screening,  Evaluation and control. The
ideal recruitment program is the one that attracts a relatively larger number of qualified
applicants, who will survive the screening process and accept positions with the organization,

responsible for the recruitment process must know how many and what types of employees
are needed, where and how to look for the individuals with the appropriate qualifications and
interests, what inducement to use for various types of applicants groups, how to distinguish
applicants who are qualified from those who have a reasonable chance of success and how to
evaluate their work.

What is Selection?
Selection process in HR is the activity of testing, evaluating & hiring new employees. The selection
process begins once interested candidates send their CVs & apply for a job. CV shortlisting, written
tests, group discussions, interviews, job offer, medical test, appointment letter are all a part of the HR
selection process.

Selection is the process of selecting a qualified person who can successfully do a job and deliver
valuable contributions to the organization. A selection system should depend on job analysis. This
ensures that the selection criteria are job related and will provide meaningful organizational value.

Selection is the process of hiring employees among the shortlisted candidates and providing them a
job in the organization. The success of any organization depends on its employees. ... Recruitment
and selection help organizations choose the right candidates for the right position

Selection is the process of choosing the most suitable candidates from those who apply for the job. It
is a process of offering jobs to desired candidates.

Once the potential applicants are identified, the next step is to evaluate their qualification, qualities,
experience, capabilities, etc. & make the selection. It is the process of offering jobs to the desired
applicants.

Selection means choosing a few from those who apply. It is picking up of applicants or candidates
with requisite qualifications and qualities to fill jobs in the organization

 Definition of Selection

According to Harold Koontz, “Selection is the process of choosing from the candidates, from within
the organization or from outside, the most suitable person for the current position or for the future
positions.”

Dale Yoder said, “Selection is the process by which candidates for employment are divided into
classes those who will be offered employment and those who will not.”

David and Robbins said, “Selection process is a managerial decision-making process as to predict
which job applicants will be successful if hired.”

According to R.M. Hodgetts, “Selection is the process in which an enterprise chooses the applicants
who best meet the criteria for the available positions.”

Selection is the process of choosing from a group of applicants those individuals best suited for a
particular position.

Most managers recognize that employee selection is one of their most difficult, and most important,
business decisions.
 This process involves making a judgment -not about the applicant, but about the fit between the
applicant and the job by considering knowledge, skills and abilities and other characteristics required
to perform the job Selection procedures are not carried out through standard pattern and steps in this.

The process can vary from organization to organization some steps performed and considered
important by one organization can be skipped by other organization.

Personnel Selection is the methodical placement of individuals into jobs. Its impact on the
organization is realized when employees achieve years or decades of service to the employer.

The process of selection follows a methodology to collect information about an individual in order to
determine if that individual should be employed. The methodology used should not violate any laws
regarding personnel selection.

 The Selection Process

The selection process consists of five distinct aspects:

1. Criteria development. All individuals involved in the hiring process should be properly

trained on the steps for interviewing, including developing criteria, reviewing résumés, developing
interview questions, and weighting the candidates.

The first aspect to selection is planning the interview process, which includes criteria development.
Criteria development means determining which sources of information will be used and how those
sources will be scored during the interview. The criteria should be related directly to the job analysis
and the job specifications. This is discussed in  In fact, some aspects of the job analysis and job
specifications may be the actual criteria. In addition to this, include things like personality or cultural
fit, which would also be part of criteria development. This process usually involves discussing which
skills, abilities, and personal characteristics are required to be successful at any given job. By
developing the criteria before reviewing any résumés, the HR manager or manager can be sure he or
she is being fair in selecting people to interview. Some organizations may need to develop an
application or a biographical information sheet. Most of these are completed online and should
include information about the candidate, education, and previous job experience.
2. Application and résumé review. Once the criteria have been developed (step one),
applications can be reviewed. People have different methods of going through this process, but there
are also computer programs that can search for keywords in résumés and narrow down the number of
résumés that must be looked at and reviewed.
3. Interviewing. After the HR manager and/or manager have determined which applications
meet the minimum criteria, he or she must select those people to be interviewed. Most people do not
have time to review twenty or thirty candidates, so the field is sometimes narrowed even further with
a phone interview..
4. Test administration. Any number of tests may be administered before a hiring decision is
made. These include drug tests, physical tests, personality tests, and cognitive tests. Some
organizations also perform reference checks, credit report checks, and background checks..
5. Making the offer. The last step in the selection process is to offer a position to the chosen
candidate. Development of an offer via e-mail or letter is sometimes a more formal part of this
process. Compensation and benefits will be defined in an offer
.

 Steps in Selection Process

The selection process typically begins with the preliminary interview; next, candidates complete the
application for employment.

They progress through a series of selection tests, the employment interview, and reference and
background checks. The successful applicant receives a company physical examination and is
employed if the results are satisfactory.

Several external and internal factors impact the selection process, and the manager must take them
into account in making selection decisions.

Typically selection process consists of the following steps but it is not necessary that all organization
go through all these steps as per the requirement of the organization some steps can be skipped while
performing the selection process.
1. Initial Screening.
2. Completion of the Application Form.
3. Employment Tests.
4. Job Interview.
5. Conditional Job Offer.
6. Background Investigation.
7. Medical Examination.
8. Permanent Job Offer.

1. Initial Screening

The selection process often begins with an initial screening of applicants to remove individuals who
obviously do not meet the position requirements.
 At this stage, a few straight forward questions are asked. An applicant may obviously be unqualified
to fill the advertised position, but be well qualified to work in other open positions.

The Purpose of Screening is to decrease the number of applicants being considered for selection.

Sources utilized in the screening effort

Personal Resume presented with the job application is considered a source of information that can be
used for the initial screening process. It mainly includes information in the following areas:

 Employment & education history.

 Evaluation of character.
 Evaluation of job performance.

Advantages of Successful Screening

If the screening effort is successful, those applicants that do not meet the minimum required
qualifications will not move to the next stage in the selection process. Companies utilizing expensive
selection procedures put more effort into screening to reduce costs.

2. Completion of the Application Form

Application Blank is a formal record of an individual’s application for employment. The next step in
the selection process may involve having the prospective employee complete an application for
employment.

This may be as brief as requiring only an applicant’s name, address, and telephone number. In general
terms, the application form gives a job-performance-related synopsis of applicants’ life, skills and
accomplishments.

The specific type of information may vary from firm to firm and even by job type within an
organization. Application forms are a good way to quickly collect verifiable and fairly accurate
historical data from the candidate.

3. Employment Tests

Personnel testing are a valuable way to measure individual characteristics.

Hundreds of tests have been developed to measure various dimensions of behaviour. The tests
measure mental abilities, knowledge, physical abilities, personality, interest, temperament, and other
attitudes and behaviours.

Evidence suggests that the use of tests is becoming more prevalent for assessing an applicant’s
qualifications and potential for success. Tests are used more in the public sector than in the private
sector and in medium-sized and large companies than in small companies.

4. Job Interview
 An interview is a goal-oriented conversation in which the interviewer and applicant exchange
information. The employment interview is especially significant because the applicants who reach this
stage are considered to be the most promising candidates.

Content of the Interview

The specific content of employment interviews varies greatly by an organization and the level of the
job concerned.

1. Occupational experience: Exploring an individual’s occupational experience requires

determining the applicant’s skills, abilities, and willingness to handle responsibility.
2. Academic achievement: In the absence of significant work experience, a person’s academic
background takes on greater importance.
3. Interpersonal skills: If an individual cannot work well with other employees, chances for
success are slim. This is especially true in today’s world with increasing emphasis being placed on the
use of teams.
4. Personal qualities: Personal qualities normally observed during the interview include
physical appearance, speaking ability, vocabulary, poise, adaptability, and assertiveness.
5. Organizational fit: A hiring criterion that is not prominently mentioned in the literature is
organizational fit. Organizational fit is ill-defined but refers to management’s perception of the degree
to which the prospective employee will fit in with, for example, the firm’s culture or value system.

5. Conditional Job Offer

Conditional job offer means a tentative job offer that becomes permanent after certain conditions are
met.

If a job applicant has passed each step of the selection process so far, a conditional job offer is usually
made.

In essence, the conditional job offer implies that if everything checks out – such as passing a certain
medical, physical or substance abuse test – the conditional nature of the job offer will be removed and
the offer will be permanent.

6. Background Investigation

Background Investigation is intended to verify that information on the application form is correct and
accurate.

This step is used to check the accuracy of application form through former employers and references.
Verification of education and legal status to work, credit history and criminal record are also made.

Personal reference checks may provide additional insight into the information furnished by the
applicant and allow verification of its accuracy.

.
 Background investigations primarily seek data from references supplied by the applicant including his
or her previous employers. The intensity of background investigations depends on the level of
responsibility inherent in the position to be filled.

Common sources of background information include:

 References are provided by the applicant and are usually very positive.
 Former employers should be called to confirm the candidate’s work record and to obtain their
performance appraisal.
 Educational accomplishments can be verified by asking for transcripts.
 Legal status to work.
 Credit references, if job-related.
 Criminal records can be checked by third-party investigators.
 Background checks are conducted by third-party investigators.
 Online searches as simple as “Google” search of a candidate can turn up information on press
releases or news items about a candidate that was left off the application or resume.

7. Medical/Physical Examination

After the decision has been made to extend a job offer, the next phase of the selection process
involves the completion of a medical/physical examination.

This is an examination to determine an applicant’s physical fitness for essential job performance.

Typically, a job offer is contingent on successfully passing this examination.

For example, fire fighters must perform activities that require a certain physical condition. Whether it
is climbing a ladder, lugging a water-filled four-inch hose or carrying an injured victim, these
individuals must demonstrate that they are fit for the job.

8. Permanent Job Offer

Individuals who perform successfully in the preceding steps are now considered eligible to receive the
employment offer. The actual hiring decision should be made by the manager in the department where
the vacancy exists.

 Ways of Making an Effective Employee Selection

All companies, irrespective of size, make hiring mistakes, but here are few tips experts /suggest to
help avoid making them.

1. Understand the job role. How do you – and the rest of your team – understand the role for
which you are hiring? It's difficult to hire for a position, if nobody understands what the person in
that position will do, what is expected of him and what that person will need to achieve. Work with
your team to write a job description, along with interview questions that are relevant to the skills
needed for the job.
2. Don't rely on one-on-one interviews. Instead, ask multiple people in your office to speak with a
candidate. When possible, have these folks interview the candidate multiple times. Multiple
perspectives provide a more holistic understanding of the candidates.

3. Consider compatibility. Don't overlook red flags about a candidate's personality or character,

simply because he has the skills or experience that you are looking for. Check out the candidate's
social media platforms and check references. If you suspect that this person won't fit in at your
office, move on to the next applicant.

4. Develop a robust on boarding process. Even very strong candidates can become frustrated if
they are not provided with a quality on boarding process. Develop a plan for orienting a new hire to
your company and culture, and create processes for training and assessment.

5.Determine the criteria a candidate must meet Before filling a position, the HR manager of a
company must clearly define the skills, experience, character, ‘educational background, work
experience, technical skills and competencies, they must possess..

6. Avoid hiring out of desperation; Too many hiring decisions are made out of operation. The
following scenarios occur repeatedly; a key manager quits and must be replaced now; rapid growth
forces a company to fill positions without enough forethought; programmers are so scarce that anyone
will do.

If we hire employees in haste, we may find out later that the new recruits are not trustworthy or
competent.

If an HR manager is unable to conduct a thorough, timely hiring process, hire a temporary or leased
employee or borrow an employee from another company.

7. Watch out for fascination;A series of surveys have revealed that during the hiring process, most
interviewers made their decision-up or down within the first 10 minutes of the interview.

They then spent the next 50 minutes internally justifying that decision. We buy cars in the same way.

First, we choose the car we want to buy from an emotional standpoint and then search for objective
data to justify that emotional decision.

We all know that facts tell, but emotions sell. The recruiter can guard against obsession by having co-
workers’ interview prospects, having group interviews, and by conducting follow-up interviews..

We have seen many occasions where someone was hired without going through the usual evaluation
process simply because they were recommended by another employee or colleague Follow the usual
channels and requirements when anyone-no matter how highly recommended-seeks to work for the
organization.

9. Do not blindly promote from within;It is widely believed that the HR manager should recruit
employees from within the organization. The best performers are not necessarily always the most
qualified candidates for a specific job. This is especially true when promoting to the management
level.
Simply because someone is particularly adept at handling a certain function doesn’t mean they are
capable of managing others. It is important to remember the Peter Principle.

It is a concept in management theory in which the selection of a candidate for a position is based on
their performance in the current role rather than on their abilities relevant to the intended role.

Peter suggests that people will tend to be promoted until they reach their “position of incompetence”.

One’s career may cripple after such a promotion. Promoting solely from within can create inbreeding
and stagnate creativity.

To guard against these pitfalls, companies should consider filling at least one-third of all positions
involving promotions with people from outside the organization.

 Common Mistakes in the Selection of Employees

If workers are carefully selected, the problems of employee discipline will be negligible.

Organizations today are experiencing high rates of employee turnover, wrongful hiring claims, gender
discrimination, political consideration, regionalism, workplace violence; and employee theft, etc..

The wrong person is under-qualified, insubordinate, and detrimental to the entire firm. Indeed, the
seeds of many failed employee-employer relationships are planted during the hiring process.

The wrong person may be an unavoidable liability for the organization. The wrong person can do a lot
of damage to the organization. Hiring mistakes can be more costly.

These mistakes can include the cost of termination, replacement and productivity loss. They can
impact the organization’s bottom line as well as the morale and productivity of other employees.

Selecting the right people is a key leverage point to support and drive an organization’s growth and
development.

But selecting the right person is not an easy task. Many mistakes may occur while selecting
employees. The cost associated with the making such a mistake are tremendous.

Both dismissal and turnover are costly.

The best way to reduce turnover is to make the right selection decision in the beginning of the entire
process. Selecting the right people is crucial to an organization’s success.

Poor listening

Few recruiters do not pay full attention to the candidate. In fact /following the 80: 20 rule, the 80%
needs to come from the applicant. The interviewer should listen 80% of the time.
They should pay more attention to the body language, posture, eye contact: essentially all the non-
verbal communication cues.They should read and observe the personality of the applicants.

For example, voice quality is important for a candidate to become a teacher, in addition to his
academic qualification. Recruiters should talk less and listen more.

Questions are not purposeful

This is due to a lack of preparation. If recruiters /have benchmarked the job and prepared a list of
questions in advance, then they cannot go wrong.

Recruiters should get prepared both for the basic and follow-up questions.

A review of the job specification and employee specification may help the interviewer prepare
specific questions. They should build rapport with the interviewee. The burden to establish rapport
falls on the interviewer.

Employee Turnover Is Expensive

Hiring a mediocre or poor worker will eventually cost your company money. These losses are the
result of multiple factors, including:

1. Poor performance. When an employee can’t, or won’t, do her job correctly, mistakes are made,
the pace of work slows down and opportunities are missed.

2. Reduced morale. Discouraged and frustrated staffs are less productive than a staff that's
challenged and engaged.

3. Staff losses. You will likely need to fire the employee, and to start the hiring process anew. You
may also lose other good workers, as a result of morale issues.

 Importance of Selection

Selection is an important process because hiring good resources can help increase the overall
performance of the organization. In contrast, if there is bad hire with a bad selection process, then the
work will be affected and the cost incurred for replacing that bad resource will be high

Selection is an important aspect for the organization due to the following reasons : It helps in
identifying the right candidates for a company. It analyses the performance of work in each candidate.
It helps in avoiding false negatives and false positives of the candidates.

 The Role of Selection in HRM

To understand the importance of employee selection, you should first know where selection falls in
the human resource management process and which goals this step achieves. When you need to fill
an open role, you'll begin the process of recruiting workers through job postings, word of mouth,
the internet, job fairs and other means.
Selection Affects Daily Operations

The importance of employee selection can be seen in how the choices made will have a major
impact on day-to-day operations in terms of work productivity and quality.

If you select employees based solely on their credentials and skills on their resume and don't get a
good idea of how they actually work, you take the risk of hiring someone who might not be fast
enough to keep up with the rest of your team or who may prefer to slack off and make other
employees take up the workload.

Even worse, your selection choice may not focus on doing quality work, costing you money and
lost productivity time to redo the work. By effectively selecting workers, you can help avoid any
damage to your company's reputation that can result from these issues.

Selection Impacts Long-Term Success

The employees you select not only determine how your company will run daily but also whether
you'll be competitive in the long run. Selecting employees who can simply do the jobs needed today
can limit you if your company needs to make changes to job duties in response to innovation in
your industry.

Your selected workforce should be adaptable so that they can take on new roles and learn new
technologies if necessary. Otherwise, your company may not keep up with competitors and can see
bad effects on its bottom line and reputation as a result.

Effective Selection Saves You Money

Regardless of which position you need to fill, hiring a new employee can  cost your company
thousands of dollars when you consider costs for recruiting, employee relocation, referral bonuses,
advertising agency fees and travel expenses. If you rush the selection process, avoid taking
advantage of skills testing and reference checks or simply make a mistake, you risk hiring someone
unfit for the job and having to restart the expensive recruitment and selection process.

In the meantime, your unfit hire can cost you more money in terms of poor customer service,
quality and productivity. Therefore, thoroughly researching job needs, carefully interviewing
candidates and understanding the importance of a selection test are essential to saving you money
and helping you make the right hiring choice.

Also know that ineffective employee selection can have costly legal implications if you
discriminate or hire unqualified candidates. For example, if you ask questions during interviews
that seem discriminatory or reject a candidate simply due to a protected characteristic such as
religion or physical disability, you can end up paying fines and getting a negative reputation that
can cause you to lose customers. At the same time, if you hire someone with a fake credential, you
might face a lawsuit if he causes harm.

Selection Impacts Employee Morale

If you hire the right people, your existing employees can benefit from productive and positive new
colleagues who make the workplace a more enjoyable place. However, if you choose the wrong
people, you can end up with a disgruntled workforce with employees who don't get along and argue
over issues such as personality conflicts, taking on the work assigned to others and fixing mistakes
the new hires make.