CORE GATEWAY COLLEGE

INC .

2nd Semester 2022-2023

CHAPTER 3:HUMAN RESOURCE PLANNING

CHAPTER 4: RECRUITMENT AND SELECTION

P.A 202
Administration Personnel Administration and Supervision

Submitted by:
Ms.Sheryl Fernandez
MAPA- Master of Arts in Business Administration

Submitted to:
Ms. Marjorie Santos Velasco
Ph.D
 CHAPTER 3
Human Resource Planning
Human resource planning allows companies to plan ahead so they can maintain a steady supply
of skilled employees. The process is used to help companies evaluate their needs and to plan
ahead to meet those needs.

Human resource planning is a process in which HR pairs candidates with new positions that a
company expects to fill in the near future. HR examines workers internally and outside the
company.

There are two components to human resource planning:

requirements forecasting and availability forecasting. Requirements forecasting estimates how
many employees a company will need to fill its new positions, what skills and expertise they will
need and where they will be deployed. Availability forecasting determines how many of these
candidates are available in the marketplace and how likely the company is to hire them.
Forecasting is an ongoing process, because the workforce and the labor market are constantly
changing.

The Reasons for HRP

allows a business to better maintain and target the right kind of talent to employ
A company's human resources department performs many tasks related to its employees,
including recruiting, training, career development and retirement services. Human resource
planning is one of HR's most important goals, because it deals with hiring and the job market. It
is crucial that a company always be on top of labor trends, so that it hires the talent to fulfill its
goals.

The reasons for human resource planning

The main goal of human resource planning is to ensure that a company always has candidates
lined up to take on new positions, so that time and productivity are not lost. Long lag times
between one employee's departure and a new hire can weigh on a company's ability to compete.

Forecasting is an important component of this because it lets a company know how long hiring
will likely take and what it can do to speed up the process. If an HR department decides that a
company needs a large number of workers to staff a new division, but the job market is tight for
workers with the skills needed, it will have to secure these workers. Because rivals are also
seeking people with these skills, the company will have to step up recruiting efforts and increase
compensation packages to lure talent. If a company did not engage in human resource planning,
it would not know how difficult it would be to hire the necessary workers until too late. Potential
employees would be lost to rivals, and the business would be unable to build the team it needs.
What is Environmental Assessment?

Detailed baseline environmental assessment and impact studies conducted prior to the

undertaking of any potential Femn crust or nodule mining will help resource managers, policy
makers, and other stakeholders understand likely system response.

A.General EnvironmentPolitical Factors

Wilcon Depot Inc. faces the effects of the political situation in its markets. This
component of the PESTLE analysis deals with governmental impact on firms. In the case
of this company, the political external factors in the remote or macro-environment are as
follows:
1. Expanding international trade agreements (opportunity)2.
2. Stable regional politics (opportunity)
3.Unpredictable government spending (threat)The political external factor of expanding
international trade agreements is linked to governmental efforts to increase
international trade. This condition creates opportunities for the global expansion
of Wilcon Depot. Also, the company can exploit the relative ease of regional expansion based
on political stability. However, the external factor of unpredictable government spending
threatens Wilcon Depot because government contractors are among the target
customers of the firm. This dimension of the PESTLE analysis of Wilcon Depot indicates that
the firm has major opportunities in the remote or macro-environment.

B.Economic Factors Economic conditions directly impact Wilcon Depot.

This component of the Pestle analysis determines the consequences of economic conditions on
business. In the case of this company, the economic external factors in the remote or macro-
environment areas follows:
1. Increasing disposable income of consumers (opportunity)
2.Gradual recovery of the housing market (opportunity)
2. Increasing cost of capital (threat)
Wilcon Depot can grow based on the increasing income and related purchasing capacity of
consumers, especially in the United States. Wilcon Depot can also grow based on the
gradual recovery of the housing market. This recovery leads to increasing demand for home
improvement products. However, economic recovery also leads to higher cost of capital,
which threatens the company’s ability to expand. Still, this dimension of the
PESTLE analysis of Wilcon Depot’s remote or macro-environment shows that the
company has considerable opportunities for growth and expansion.Social Factorization Depot
partly depends on sociocultural changes. This component of the Pestle analysis deals
with the social conditions that influence consumers, investor sand workers. In the case of
this company, the social or sociocultural external factors in the remote or macro-environment
are as follows:1.Increasing preference for high quality products (opportunity)2.Rising wealth gap
(threat)3.Declining preference for imported goods (threat)Based on the social factor of
preference for high quality products, Wilcon Depotcan provide better or more durable goods.
However, the rising wealth gap reduces the middle class, which is the company’s main
market segment. Also, customers are now gradually but increasingly avoiding low quality
imported goods, such as many low-cost items found in Wilcon Depot stores.
What is strategic HRM?

Strategic HRM, or 'people strategy', is about creating a coherent planned framework for

employees to be hired, managed and developed in ways that supports an organization's long-term
goals.
Why choose Strategic HR?
We are proud to lead the Strategic HR Business Advisory Division of Clark Schaefer Hackett.
We can partner with you to develop, strengthen, augment, or manage your human resources
function. We give you the benefits of having experienced HR professionals, without adding
headcount.
We’ve been providing human resources and recruiting expertise to organizations of all sizes
since 1995, and we’re proud to be recognized as a leader in our industry.
Bottom line, we can save you time by tackling your HR challenges – no matter how big or small
– allowing you to focus on what you do best.

Methods of Forecasting the Demand for HR

These include managerial judgement, work-study techniques (also known as workload analysis),
trend analysis, the Delphi Technique and model-based regression analysis.

Have you ever noticed Christmas decorations for sale way in advance? Retail stores start putting
up Christmas-related items right from mid-year. This is a simple example of demand being
forecast-ed in advance, so the necessary steps to meet it are implemented on time.
In HR, forecasting demand means predicting the needs of the future workforce when the usual
supply course is influenced and altered by external political, technological, economical, or other
forces. When lags in future workforce skills are forecast-ed, HR leaders can plan training or
hiring to ensure that the required workforce is available when needed.

What is HR Forecasting?
Forecasting—whether it’s business forecasting, human resources forecasting, or financial
forecasting—is the process of using data, insights, analytics, and experience to make predictions
and preparations to meet a specific business need. According to the Institute of Business
Forecasting and Planning, “whether you realize it or not, virtually every business decision
and process is based on a forecast.” 

Forecasting the Supply of HR

Human resources or HR forecasting is an important activity for growing businesses. To be
successful, growth-oriented businesses should periodically assess short- and long-term staffing
needs based on projected sales, new product launches, market expansion, as well as other factors
that might affect labor needs. An HR forecast should include the number of workers needed, the
type of skills required to fill any gaps, and any costs or administrative tasks that will be required
to increase or downsize your workforce. 
Find out what growth-oriented businesses need to know about HR forecasting and practical steps
you can take to ensure your business is ready to scale the size of its workforce to meet changing
market conditions
Human Resource supply forecasting is the process of estimating availability of human resource
followed after demand for testing of human resource. 
Supply forecasting means to make an estimation of supply of human resources taking into
consideration the analysis of current human resources inventory and future availability. 
For forecasting supply of human resource we need to consider internal and external supply
. • Internal supply of human resource available by way of transfers, promotions, retired
employees & recall of laidoff employees, etc
. • Source of external supply of human resource is availability of Laboure force in the market and
new recruitment.

Planning HR Programs
It’s easy to understand the importance of the human resource management planning process—the
process by which organizations determine how to properly staff to meet business needs and
customer demands. But despite its obvious importance, many organizations do not have a
strategic human resource planning process in place, with many HR professionals reporting their
departments need to improve strategic alignment.

If you’ve considered developing an HR planning process, you’re in the right place. This article
will explain what human resource planning entails and how to document your strategic plan.
With this knowledge under your belt, you’ll be filling positions and growing as a company in no
time.

4 steps to strategic human resources planning

1. Assess current HR capacity-The first step in the human resource planning process is to assess
your current staff. Before making any moves to hire new employees for your organization, it’s
important to understand the talent you already have at your disposal. Develop a skills
inventory for each of your current employees.
2. Forecast HR requirements-Once you have a full inventory of the resources you already have
at your disposal, it’s time to begin forecasting future needs. Will your company need to grow
its human resources in number? Will you need to stick to your current staff but improve their
productivity through efficiency or new skills training? Are there potential employees available
in the marketplace?
3. Develop talent strategies-After determining your company’s staffing needs by assessing your
current HR capacity and forecasting supply and demand, it’s time to begin the process of
developing and adding talent. Talent development is a crucial part of the strategic human
resources management process.
4. Review and evaluate-Once your human resource process plan has been in place for a set
amount of time, you can evaluate whether the plan has helped the company to achieve its
goals in factors like production, profit, employee retention, and employee satisfaction. If
everything is running smoothly, continue with the plan, but if there are roadblocks along the
way, you can always change up different aspects to better suit your company’s needs.

CHAPTER 4
What Is Recruitment?

Recruitment is the process that organisations use to source, attract and identify candidates for
their open positions. The goal of recruitment is to gather as many suitable candidates for the role
as possible (through as many fitting recruitment methods as possible). 
Broadly speaking, there are two types of recruitment: 
External recruitment: This is when recruiters search for candidates from outside of their
organisation. They might do this by posting on job sites, using social media or posting job
descriptions on their own career site. External recruitment can also involve contacting passive
candidates — those who aren’t actively looking for work.
Internal recruitment: This involves looking for candidates who already work for the
organisation in a different role. Many companies choose to advertise the job internally before
opening up the search to external candidates. This can allow them to save money since it
typically costs less to promote someone than to hire a new candidate. 

What Is Selection?
Selection is the process of assessing candidates’ qualities, expertise and experience to narrow
down the pool of applicants until you’re left with the best person for the role. This process
usually involves conducting interviews and using various tests and assessments to evaluate each
candidate. 

The Differences Between Recruitment and Selection

Here are some of the main differences between recruitment and selection: 
Why Optimal Recruitment and Selection is Important

Here are four reasons why an optimal recruitment and selection process is key to an
organisation’s success: 
Allows you to attract the best talent: An effective recruitment process connects you with top
candidates. This is particularly important when you remember that around 70% of the
workforce is made up of passive candidates, who probably wouldn’t come across your job
openings without active engagement from your recruitment team.
And it’s not just about finding the right candidates: a 2019 study found that almost half of
jobseekers in high-demand industries had turned down a job offer because of a poor recruitment
experience. A solid recruitment and selection process can help convince top candidates that
you’re the right company for them. 
1.Reduces turnover and absenteeism: When it’s done right, a strong recruitment and selection
process can improve employee engagement, reduce absenteeism and even increase retention.
After all, when you find the right person for a role, there’s a much better chance that they’ll
perform to the best of their ability and stick around for the long term. 
2.Saves your organisation money: Leaving a role sitting empty for too long can be a big drain
on a company’s finances. But according to a 2017 Harris Poll, the average cost of a bad hire
is almost £15,000. This means that both recruitment (which allows companies to find candidates
for each open position) and selection (which ensures they choose the right candidate) help
companies to save money in the long run. 
3.Creates a level playing field: By formalising the recruitment and selection process, you can
ensure that it doesn’t leave room for unconscious bias on the part of hiring managers. This gives
everyone with the right skills and experience the same opportunity to land a role, regardless of
their background.

6 Key Steps in the Recruitment and Selection Process

The recruitment and selection process can be broken down into six key steps: 
1. Creating a Job Description 
The first step in the process is to put together a clear and detailed job description for each role.
This is the candidate’s first introduction to the role — and often to your organisation — so it’s
important to get it right. To ensure that you only receive applications from candidates with the
right skills and experience, make sure your job description is as clear as possible about your
requirements for the role.

2. Advertising In the Right Places

Next, you’ll need to publish your job description. For generalist roles, you could post it on
general job sites, social media platforms like LinkedIn and your company careers site. For more
specialist roles, you might want to investigate more specialised job boards. If you want to
advertise the position internally, you could also publish your job description in your employee
newsletter, send it out by email or even post it on a physical notice board. 

3. Resume Screening 
Next, you’ll begin screening candidates against the requirements of the role so you can
eliminate those who aren’t suitable. Many companies use blind screening to assess candidates at
this stage. This is when you view CVs or applications with identifying information removed so
that characteristics like the candidate’s race, age, gender or socioeconomic background don’t
affect your decisions. 

4. Interviews
When you have narrowed down your initial pool of applicants, the next stage is usually to
interview the strongest ones. An interview is an opportunity to meet the candidates and get a
better understanding of their capabilities. It also allows you to determine whether they’re a good
fit for your company culture. Depending on the seniority of the position, you might conduct
several rounds of interviews with various stakeholders, eliminating the weakest candidates after
each round.

5. Tests and Assessments

Next, you’ll need to determine whether the remaining candidates have the right skills and
qualities for the role. Depending on the nature of the role, you might decide to use: 
Personality tests: These are designed to test a candidate’s soft skills and determine how they will
behave in certain situations. 
Knowledge tests: These present candidates with specific situations or questions that assess their
expertise, training and experience. 
Psychometric tests: These are designed to assess candidates’ intelligence, and usually involve
solving problems within a time limit. 
Technical skills assessments: These provide an objective assessment of candidates’ technical
skills, making it easy to compare one candidate to another. 

6. Candidate Selection
The final stage is to review the candidates based on the results of their interviews and any tests or
assessments they have completed. This allows you to hone down your pool until you have the
best person for the job. 
At this stage, you can extend a job offer to your chosen candidate. If they accept it, you’ll sign
an employment contract together and they’ll begin working for you after they’ve completed
their notice period in their current role. 

7 Steps to Effective Recruitment

Recruitment should incorporate the following steps:
Step 1 – Before you start looking
Step 2 – Preparing a job description and person profile
Step 3 – Finding candidates
Step 4 – Managing the application process
Step 5 – Selecting candidates
Step 6 – Making the appointment
Step 7 – Induction
Step 1 – Before you start looking
Put together information about the nature of the job, especially it it is a position being created for
the first time. Think about:
The content (such as the tasks) making up the job
The output required by the job holder (work hours, number of clients etc.)
How it fits into the structure of the practice/organisation
The skills and personal attributes needed to perform the role effectively.
This analysis forms the basis of a job description and person specification.

Step 2 – Preparing a job description

A job description states the necessary and desirable criteria for selection.
Increasingly such specifications are based on a set of competencies identified as necessary for
the performance of the job. Include:
Skills, aptitude, knowledge and experience
Qualifications (which should be only those necessary to do the job – unless candidates are
recruited on the basis of future potential, for example graduates)
Personal qualities relevant to the job, such as the ability to work as part of a team.

Step 3 – Finding candidates

Internal methods:
Staff referrals
Succession planning
Secondments
It is important not to forget the internal talent pool, especially in a larger practice. Providing
opportunities for development and career progression is an important factor for employee
retention and motivation.
External methods:
There are many options available for generating interest from individuals outside the
organisation.
Online recruitment
Press advertising
Networking
Open days for the larger organization
Advertising remains the most common means of attracting and recruiting. Advertisements should
be clear and indicate the:
Requirements of the job
Necessary and the desirable criteria for job applicants (to limit the number of inappropriate
applications received)
Job location
Reward package
Job tenure (for example, contract length)
Details of how to apply
Advertisements should be genuine and relate to a job that actually exists. They should appeal to
all sections of the community using positive visual images and wording.

Step 4 – Managing the application process

There are two main formats in which applications are likely to be received: the curriculum vitae
(CV)/résumé or application. These can be submitted either on paper or electronically.
Application forms
Application forms allow information to be presented in a consistent format, and therefore make it
easier to collect information from job applicants in a systematic way and assess objectively the
candidate’s suitability for the job.
CVs/Résumés
CVs give candidates the opportunity to sell themselves in their own way and don’t have the
restrictions of fitting information into a form. However, some candidates include irrelevant
material that makes them harder to assess consistently.

Step 5 – Selecting Candidates

Selecting candidates involves two main processes: short listing and assessing applicants to
decide who should be made a job offer.
Shortlisting
Shortlisting depends on the number of candidates.
When deciding who to shortlist, it is helpful to draw up a list of criteria using the job
specification and person profile. Each application can then be rated according to these standards,
or a simple scoring system can be used.
Assessment
A range of different methods can be used to assess candidates. These vary in their reliability as a
predictor of performance in the job and in their ease and expense to administer. Typical methods
include:
General interview
Competency based interview
Role play/demonstration
Sample presentation (for jobs needing presenting skills)

Step 6 – Making the appointment

Contract
Offers of employment should always be made in writing. But it is important to be aware that an
oral offer of employment made in an interview is as legally binding as a letter to the candidate.
References
A recruitment policy should state clearly how references will be used, when in the recruitment
process they will be taken up and what kind of references will be necessary (for example, from
former employers). These rules should be applied consistently.
Other checks
Checks such as working with children or vulnerable adults, police checks, fit to work checks are
necessary according to the job.

Step 7 – Induction
Induction is a critical part of the recruitment process, for both employer and new employee. An
induction plan should include:
A clear outline of the job/role requirements
Orientation (physical) – describing where the facilities are
Orientation (organisational) – showing how the employee fits into the team, along with details of
the organisation’s history, culture and values Fair Work Information Statement For further
information please contact us on (02) 9199 8597 or email us to speak to one of our qualified
and helpful people.
Factors Affecting Recruitment
Moustafa, El-hadidi
Founder of SAmAS Gamify - Disrupting the Talent Acquisition Industry with Innovative
Gamified Psychometric Assessments
Published Dec 21, 2015

INTERNAL FACTORS
The internal factors also called as “endogenous factors” are the factors within the organization
that effect recruiting personnel in the organization.

The internal forces i.e. the factors which can be controlled by the organization are:

1.Recruitment Policy
The recruitment policy of the organization i.e. recruiting from internal sources and external also
affect the recruitment process The recruitment policy of an organization specifies the objectives
or recruitment and provides a framework for implementation of recruitment program.It may
involve organizational system to be developed for implementing recruitment programs and
procedure by filling up vacancies with best qualified people.

Factors Affecting Recruitment Policy Need of the organization.Organizational objectives

Preferred sources of recruitment. Government policies on reservations. Personnel policies of the
organization and its competitors.Recruitment costs and financial implications.

2.Human Resource Planning

Effective human resource planning helps in determining the gaps present in the existing
manpower of the organization. It also helps in determining the number of employees to be
recruited and what qualification they must possess.

3. Size of the Organization

The size of the organization affects the recruitment process. If the organization is planning to
increase its operations and expand its business, it will think of hiring more personnel, which will
handle its operations.

4. Cost involved in recruitment

Recruitment incur cost to the employer, therefore, organizations try to employ that source of
recruitment which will bear a lower cost of recruitment to the organization for each candidate.

5. Growth and Expansion

Organization will employ or think of employing more personnel if it is expanding its operations.

EXTERNAL FACTORS
1.Supply and Demand

The availability of manpower both within and outside the organization is an important
determinant in the recruitment process. If the company has a demand for more professionals and
there is limited supply in the market for the professionals demanded by the company, then the
company will have to depend upon internal sources by providing them special training and
development programs.

2. Labour Market
Employment conditions in the community where the organization is located will influence the
recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment,
even informal attempts at the time of recruiting like notice boards display of the requisition or
announcement in the meeting etc. will attract more than enough applicants.

3.Goodwill / Image of the organization

Image of the organization is another factor having its influence on the recruitment process of the
organization. This can work as a potential constraint for recruitment. An organization with
positive image and goodwill as an employer finds it easier to attract and retain employees than an
organization with negative image. Image of a company is based on what organization does and
affected by industry. Managerial actions like good public relations, rendering public service like
building roads, public parks, hospitals and schools help earn image or goodwill for organization.

4. Political-Social- Legal Environment

Various government regulations prohibiting discrimination in hiring and employment have direct
impact on recruitment practices. For example, Government of India has introduced legislation for
reservation in employment for scheduled castes, scheduled tribes, physically handicapped etc.
Also, trade unions play important role in recruitment. This restricts management freedom to
select those individuals who it believes would be the best performers. If the candidate can’t meet
criteria stipulated by the union but union regulations can restrict recruitment sources.

5.Unemployment Rate
One of the factors that influence the availability of applicants is the growth of the economy
(whether economy is growing or not and its rate). When the company is not creating new jobs,
there is often oversupply of qualified labour which in turn leads to unemployment.

6.Competitors
The recruitment policies of the competitors also affect the recruitment function of the
organizations. To face the competition, many a times the organizations have to change their
recruitment policies according to the policies being followed by the competitors.

The Process of Recruitment

Recruitment is a core function of the Human Resource department. It is a process that involves
everything from identifying, attracting, screening, shortlisting, interviewing, selecting, hiring,
and onboarding employees.

The recruitment teams can be large or small depending on the size of an organization. However,
in smaller organizations, recruitment is typically the responsibility of a recruiting manager.
Many organizations outsource their recruiting needs, while some companies rely exclusively on
advertisements, job boards, and social media channels to recruit talent for new positions. Many
companies of today, use recruitment software to make their recruitment process more effective
and efficient.

The sources of Recruitment

Recruitment is referred to as the process which involves searching for potential candidates and
influencing them in order to fill the vacant positions in the organisation. The purpose of
recruitment is to find qualified candidates for the development of the organisation.
Sources of recruitment refers to various modes of connecting with the job seeker for
completing the task of finding potential employees. In simple words, sources of recruitment is
the medium through which communication regarding the vacant positions is made aware to the
prospective candidates.
There are generally recognised two sources of recruitment, which are internal and external
sources. Let us discuss these sources in detail in the following lines.

Internal Sources
Internal sources of recruitment refers to the recruitment of employees who are already a part of
the existing payroll of the organisation. The vacancy for the position can be informed to the
employee through internal communication.

There are different types of internal hiring in the organization and they are as follows:

1. Promotion: Promotion is referred to as the change of designation of the employee. It involves

shifting of the existing employee to a higher position within the organization and providing that
employee with more responsibility and a raise in pay.
Promotion helps in motivating the other employees of the organization to work hard so that they
also become eligible for promotion.

2. Transfer: Transfer refers to the shifting of an existing employee from one department to
another department in an organisation.

3. Employee Referrals: It can happen that the organization in an effort to cut down costs on
hiring is looking for employee referral. The employees are well aware of the job roles in the
organization for which manpower is required. These employees will refer potential candidates by
screening them based on their suitability to the position.

4. Former employees: Some organizations have the provision of hiring retired employees
willing to work part time/full time for the organization.

Advantages of Internal Sources

Following are the advantages of the internal sources:

1. The organization saves money on hiring programs which translates to higher revenue for
business.
2. It makes selection and transfer of employees very easy.
3. Internal source of recruitment serves as a morale booster for the existing employees.
4. It provides a sense of loyalty towards the business which results in improved productivity.
5. As existing employees will be aware of the working pattern of the organization, therefore it
will take much less time for the re-hires to get adapted to working conditions.

Disadvantages of Internal Sources

Following are some of the disadvantages of the internal sources:

1. Internal recruitment causes reduction in the morale of those employees who are not selected or
considered for appraisal.
2. It discourages capable persons from outside to join to work in the company.
3. It can lead to conflict if one employee is selected for promotion, while the others are not
considered.
External Sources
External sources of recruitment seek to employ candidates that have not been recruited anytime
before in the organisation.
Introduction of fresh talent among the workforce leads to growth and development of the
business.

Following are the some of the external sources of recruitment:

1. Advertisement: Advertisements serve as a great source of information regarding any job

opportunities. This type of source is used for recruitment of middle level employees, or high
level employees.

2. Employment Exchanges: Employment exchanges serve as a source of recruitment for the

people as it is run by the government.

3. Employment portals: In this age of technology, development in the field of hiring has taken
place. Nowadays many employment portals are open where one can find information about job
openings.

4. Educational Institutions: Educational institutions also serve as a good source of recruitment

as many students or say resources will be available at once under one roof.

5. Recommendation: This can also be a good source of recruitment as an existing employee will

be able to provide better recommendation for other candidates.

Advantages of External Source

Following are some of the advantages of external sources.

1. It helps in availability of proper skilled labour.
2. There will be availability of new ideas from employees hired using external sources.
3. The employees join as knowledgeable persons which reduces the training time required for
new hires.

Disadvantages of External Source

1. It can lead to unhappy employees as the existing employees may feel that they deserved an
opportunity for growth.
2. It can lead to lack of cooperation between the new hires and the existing employees.
3. It is a lengthy process where the employee needs to appear for many rounds.
This concludes our article on the topic of Sources of Recruitment, which is an important topic in
Business Studies for Commerce students. For more such interesting articles, stay tuned to
BYJU’S.

Selection
: the act or process of selecting : the state of being selected
one that is selected : CHOICE also a collection of selected things
a natural or artificial process that results or tends to result in the survival and propagation of
some individuals or organisms but not of others with the result that the inherited traits of the
survivors are perpetuated compare DARWINISM, NATURAL SELECTION

Synonyms
choice
choosing
election
picking
selecting
CHOICE, OPTION, ALTERNATIVE, PREFERENCE, SELECTION, ELECTION mea
n the act or opportunity of choosing or the thing chosen.
CHOICE suggests the opportunity or privilege of choosing freely.
freedom of choice
OPTION implies a power to choose that is specifically granted or guaranteed.
the option of paying now or later
ALTERNATIVE implies a need to choose one and reject another possibility.
equally attractive alternatives
PREFERENCE suggests a choice guided by one's judgment or predilections.
a preference for cool weather
SELECTION implies a range of choice.
a varied selection of furniture
ELECTION implies an end or purpose which requires exercise of judgment.
doing a tax return forces certain elections on you
Example Sentences
The selection of the best poem was difficult.his selection of a running mate was a long, tedious
affair
Recent Examples on the WebThis was an ecumenical and interfaith prayer service with a very
specific mission, organized to support Ridley-Thomas two days before jury selection was
scheduled to begin in his federal corruption trial.—Matt Hamilton, Los Angeles Times, 7 Mar.
2023Prosecutor Creighton Waters asks for a juror to be seated as jury selection nears completion
for Alex Murdaugh's murder trial at the Colleton County Courthouse in Walterboro, South
Carolina, on Jan. 25, 2023.—Elizabeth Campbell, CBS News, 3 Mar. 2023Buster has appeared
at his father's trial every day with his girlfriend, Brooklynn White, since jury selection began Jan.
25.—Fox News, 25 Feb. 2023Se

completion for Alex Murdaugh's murder trial at the Colleton County Courthouse in Walterboro,
South Carolina, on Jan. 25, 2023.—Elizabeth Campbell, CBS News, 3 Mar. 2023Buster has
appeared at his father's trial every day with his girlfriend, Brooklynn White, since
jury selection began Jan. 25.—Fox News, 25 Feb. 2023Se

Selection is the process of picking or choosing the right candidate, who is most suitable for a
vacant job position in an organization. In others words, selection can also be explained as the
process of interviewing the candidates and evaluating their qualities, which are required for a
specific job and then choosing the suitable candidate for the position.
The selection of a right applicant for a vacant position will be an asset to the organization, which
will be helping the organization in reaching its objectives.

Different authors define Selection in different ways. Here is a list of some of the definitions −
Employee selection is a process of putting a right applicant on a right job.
Selection of an employee is a process of choosing the applicants, who have the qualifications to
fill the vacant job in an organization.
Selection is a process of identifying and hiring the applicants for filling the vacancies in an
organization.
Employee selection is a process of matching organization’s requirements with the skills and the
qualifications of individuals.
A good selection process will ensure that the organization gets the right set of employees with
the right attitude.
Difference between Recruitment and Selection
The major differences between Recruitment and Selection are as follows −
Recruitment Selection
Recruitment is defined as the process Selection is defined as the process of
of identifying and making the choosing the right candidates for the vacant
potential candidates to apply for the positions.
jobs.
 Recruitment is called as a positive Selection is called as a negative process with
process with its approach of attracting its elimination or rejection of as many
as many candidates as possible for candidates as possible for identifying the
the vacant jobs 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 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.
The purpose of selection is to choose the most suitable candidate, who can meet the
requirements of the jobs in an organization, who will be a successful applicant. For meeting the
goals of the organization, it is important to evaluate various attributes of each candidate such as
their qualifications, skills, experiences, overall attitude, etc. In this process, the most suitable
candidate is picked after the elimination of the candidates, who are not suitable for the vacant
job.
The organization has to follow a proper selection process or procedure, as a huge amount of
money is spent for hiring a right candidate for a position. If a selection is wrong, then the cost
incurred in induction and training the wrong candidate will be a huge loss to the employer in
terms of money, effort, and also time. Hence, selection is very important and the process should
be perfect for the betterment of the organization.

Advantages of Selection
A good selection process offers the following advantages−
It is cost-effective and reduces a lot of time and effort.
It helps avoid any biasing while recruiting the right candidate.
It helps eliminate the candidates who are lacking in knowledge, ability, and proficiency.
It provides a guideline to evaluate the candidates further through strict verification and reference-
checking.
It helps in comparing the different candidates in terms of their capabilities, knowledge, skills,
experience, work attitude, etc.
A good selection process helps in selecting the best candidate for the requirement of a vacant
position in an organization.

Importance of Selection
 1. Good Talent

Proper selection system enables the organization to appoint talented persons for various activities
and thereby leading to improved productivity and profitability of the organisation.

 2. Better Efficiency

Selection of right person to the right job is sure to produce better quality of work and may
facilitate faster achievement of objectives. This will help in greater measure to tone up the
overall efficiency of organisation.
 3. Reduced Cost of Training and Development

Better selection of candidates definitely reduces the cost of training because qualified personnel
have better grasping power. If they select suitable candidates for suitable job, they can easily
understand the techniques of the work better in quick time. Besides, the organization can develop
different training programmes for different persons on the basis of their individual differences,
thus reducing the time and cost of training considerably.

 4. Reduced Turnover

Proper selection of candidates contributes to low labour turnover. This will inturn help the
organisation to minimize recruitment cost.

Selection Process and Steps

As we have discussed that Selection is very important for any organization for minimizing the
losses and maximizing the profits. Hence the selection procedure should be perfect. A good
selection process should comprise the following steps −

Employment Interview − Employment interview is a process in which one-on-one session in

conducted with the applicant to know a candidate better. It helps the interviewer to discover the
inner qualities of the applicant and helps in taking a right decision.

Checking References − Reference checking is a process of verifying the applicant’s

qualifications and experiences with the references provided by him. These reference checks help
the interviewer understand the conduct, the attitude, and the behavior of the candidate as an
individual and also as a professional.

Medical Examination − Medical examination is a process, in which the physical and the mental
fitness of the applicants are checked to ensure that the candidates are capable of performing a job
or not. This examination helps the organization in choosing the right candidates who are
physically and mentally fit.
Final Selection − The final selection is the final process which proves that the applicant has
qualified in all the rounds of the selection process and will be issued an appointment letter.
A selection process with the above steps will help any organization in choosing and selecting the
right candidates for the right job.

The Selection Process

Once you have developed your recruitment plan, recruited people, and now have plenty of
people to choose from, you can begin the selection process. The selection process refers to the
steps involved in choosing people who have the right qualifications to fill a current or future job
opening. Usually, managers and supervisors will be ultimately responsible for the hiring of
individuals, but the role of human resource management (HRM) is to define and guide managers
in this process.

Selecting Managers

There is probably nothing more important to the future of an organization than to select the right
people for positions of authority. Not only will such individuals need to successfully oversee
tactical day-to-day activity, they will also have to provide strategic direction and leadership. The
overall makeup of an individual selected for a leadership position communicates—both
internally and externally—an awful lot about the culture that an organization is trying to create.
Since the culture issue is—in my mind, anyway—a critical upshot of manager selection, this
article might be seen more as a guide for selecting good leaders than anything else.
Below I’ve listed the Top Ten criteria I consider in reviewing candidates for managerial
positions I am filling. Before I detail them, however, let me start by saying that there is no
substitute for doing a significant amount of research about their background. Although this is
traditionally accomplished through one-on-one candidate interviews, I’ve found it is often more
revealing to touch base with their peers, previous direct reports and—in the case of purchasing
positions—suppliers they have worked with in order to gain an individual’s true measure.
Most people who are being considered for managerial positions can point to a long track record
of significant accomplishment. What I’m also looking for—and have found to be an important
differentiator between candidates—is finding out how they achieved their accomplishments,
since this correlates strongly with the culture issue cited above.

The following are listed in no special order.

1. There is no Team in “I”

Establishing a philosophy of team is important to organizational productivity. Managers need to

be good at promoting teamwork and setting an example of it. I avoid putting people into
leadership positions that stress their own importance above the contributions of others since, in
the long run, this is a major organizational de-motivator and also a sign of too much ego. In
addition, Show-Boater and Grand-Stander type managers tend to distract from what should be
the main issue: successful project resolution. Refer to my article "Giving Credit where Credit is
Due" for more discussion on this topic.

2. Know-It-Alls
In a similar vein, leaders who don’t credit the talents and knowledge of their people generally
don’t produce optimal results. Those who ask for and thoughtfully entertain the input of those
who work for them are not weak—they are strong. When bosses listen, employees tend take
ownership which—by the way—is strongly correlated with organizational success. By definition,
leaders who think they can best figure everything out for themselves are what are called tyrants.
Most people I know don’t want to work for a leader who just wants them to follow his or her
orders.

3. Creating the Middle Ground

Following up on the last point, I’ve found that a lot of Know-It-All leaders treat input as a type
of disobedience, i.e., if you aren’t with me—agree with my ideas—you are against me. This is
certainly not a recipe for achieving the best business outcomes. It is natural for people of
different backgrounds and experiences to have varying insights on issues. Leaders create middle
ground by pulling in the best parts of all input and use it to craft better overall solutions.
Consequently, they are more apt to have people who will offer their insights. On the other hand,
people working for leaders who react to outside input in a personal way—demeaning and
negatively marking the people offering it—learn to keep their thoughts to themselves, negatively
impacting an organization over the long term.

4. On-the-Job Experience

There are certain individuals with such rare talent that they will likely excel in any position,
regardless of their background. I keep on the look-out for these types of folks but in over 40-plus
years in industry I’ve only personally run across two. Most people need a critical mass level of
experience in a specific functional area—or one closely related to it—to appreciate the structural
challenges they will have to face to be successful. Hiring people without a background within the
construct they will be expected to operate in exposes an organization to significant risk of failure.
For instance, if you are the owner of a Ruth’s Chris Steak House would you really consider
hiring a head chef with only experience in cooking Tex-Mex foods?

5. Truthiness

I’ve found that some candidates for leadership positions have a difficult time dealing with facts
to the point where you almost need fact checkers to review and issue statements on the validity
of just about anything they say, especially when it’s related to their personal track record! Most
such people are sharp enough to understand that some nugget of truth needs to be included in
their statements so that at least upon the surface they appear reasonable. The old line from
“Dragnet”—“Just the facts, Ma’am”—applies here. If a candidate can’t back up their words by
citing authenticated facts and data, they are probably stretching the truth, or worse,
misrepresenting a situation.

6. Steadiness

I don’t want managers who shoot-from-the-hip as their primary mode of operation. Sure,
sometimes this sort of thing is required. Shooting from the hip, though, increases the probability
of saying one thing today and having to either revise it or backtrack from it tomorrow when it
proves to be off-target. Or worse yet, doubling-down on something that shouldn’t have been said
in the first place. Either way, people are impacted by words and because of this, leaders should
be measured and consistent in their statements. During the interview process I look for
thoughtful, measured responses to my questions.

7. Compassion

Employees are not and should not be treated as standardized clones. People have different
strengths and weaknesses. Leaders need to recognize this and position their people for both
personal and organizational success. Publically identifying and criticizing individuals
demoralizes an entire organization, leaving employees wondering, “Will I be next?” Many times,
subpar performance by an individual is just as much the fault of the manager as it is the
employee. I believe the old rule-of-thumb that “constructive criticism of others should be private
and verbal while praise should be public and visual.” People like knowing they have a boss who
has their back. Leaders that go around criticizing everybody-and-their-brother are likely just
trying to take focus off of their own failings.

8. Job Goals

I once asked a candidate what his primary goal would be if I placed him in the managerial slot I
was trying to fill. He answered, “I want to position myself for my next promotion.” At least he
was honest. I know what he was getting at but I’m more interested in people focusing on “doing
a good job for that job’s sake” first and foremost than someone with an eye on what the job can
do for him/herself as an individual. For the most part, if you do a good job promotions will take
care of themselves. Avoid candidates whose primary goal in life seems to be “looking out for #
1.”

9. Communication Skills

Leaders need to both have listening skills and when they talk they need to be specific about what
they are talking about. When I ask candidates questions, I am interested in some level of
elaboration in their answers. I want to know details, not just the one-line PowerPoint bullet item-
type response. Better, I like to have the candidates ask for more detail about the question being
posed and then consider it a bit before jumping directly into an answer. In my experience it is
relatively easy in an interview to identify candidates who are more interested in listening to
themselves talk than giving a meaningful answer to a question. They should be avoided.

10. Integrity

Integrity is generally something that doesn’t need to be defined. You know it when you see it,
and you know it when you don’t see it. For instance if I hear a whiff of evidence about a
candidate for a leadership position not having honored their word—even worse yet—a written
agreement with a supplier, this disqualifies them for any position of authority, even one outside
of purchasing. An example of this might be failure to pay full contract price to a supplier after
delivery of goods or services. I want nothing to do with such an individual. ‘Nuff said.
I have two further observations—the first one is an admitted bias. I understand that most if not
all candidates for leadership positions have worked hard to position themselves for advancement.
But I think we’ll all agree that some have faced higher hurdles. I admit that in my evaluations I
have always tended to favor individuals who have had to pull-themselves-up-by-their own boot-
straps. This is probably because of my own background. Why? It seems to me that the more
impressive accomplishment is starting low and ending high than starting high and edging
upward. My observation is that those folks privileged enough to have born on third base don’t
always appreciate reaching home plate as much as the guy scoring a run who feels lucky just to
have been given a chance to bat. Don‘t get me wrong—I would have loved to have inherited a
company or gotten a trust-fund from my parentsJ! Personally, though, I think it’s just as
important to understand the HOWs of a person reaching a certain point in their career as it is
them being there.
The second observation is more straightforward. I always wanted the managers I hired not only
to build upon what I had created—and get recognition for improving things—but also to feel
they have the opportunity to go higher in the organization. If the people you bring into your
organization never exceed your level of accomplishment or position in the hierarchy, either you
are really a special individual or there is something wrong with your hiring practices.
Hopefully the above discussion will positively impact to your candidate evaluation process and
help improve your organization’s leadership.

Reference:
https://www.investopedia.com/terms/h/human-resource-planning.asp
https://bizfluent.com/list-6550788-reasons-human-resource-planning.html
https://jfmlaw.com.au/employment-law/employment-contracts/7-steps-to-effective-recruitment/
https://www.google.com/search?client=avast-a-
2&q=Methods+of+Forecasting+the+Demand+for+HR&oq=Methods+of+Forecasting+the+Dem
and+for+HR&aqs=avast..69i57j0l3.2374j0j1&ie=UTF-8
https://www.personio.com/hr-lexicon/recruitment-and-selection/
https://byjus.com/commerce/sources-of-recruitment/
https://www.merriam-webster.com/dictionary/selection#:~:text=%3A%20the%20act%20or
%20process%20of,a%20collection%20of%20selected%20things
https://tutorialspoint.com/recruitment_and_selection/what_is_selection.htm#:~:text=Advantages
%20of%20Selection&text=It%20helps%20avoid%20any%20biasing,strict%20verification
%20and%20reference-checking.
https://open.lib.umn.edu/humanresourcemanagement/chapter/5-1-the-selection-process/
https://www.industryweek.com/supply-chain/supplier-relationships/article/22007355/top-ten-
rules-for-selecting-a-good-manager