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Definition and Meaning of Recruitment

According to Edwin B. Flippo, Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation Meaning: Recruitment is the activity that links the employers and the job seekers. A process of finding and attracting capable applicants for employment

Recruitment needs are of three types


PLANNED
ANTICIPATED / EXPECTED

UNEXPECTED

CHARACTERISTICS OF RECRUITMENT
It is a positive function.

It is a pervasive function.
It is a linking activity. It is a continuous process and not a short task.

Sources of Recruitment

FACTORS AFFECTING RECRUITMENT

INTERNAL FACTORS
ORGANISATION IMAGE

EXTERNAL FACTORS
LABOUR MARKET

PERSONAL POLICY

LEGAL PROVISION
UNEMPLOYMENT SITUATION

JOB ATTRACTIVENESS

UNION INTERFERENCE

DEMOGRAPHIC FACTORS

SIZE OF ORGANISATION

Recruitment Process Cycle


1. 2. 3. 4.

5.
6. 7.

Identify vacancy Prepare job description and person specification Advertising the vacancy Managing the response Short-listing Arrange interviews Conducting interview and decision making

Selection
Definition According to Thomas stone Selection is the process of differentiating between applicants in order to indentify and hire those with a greater likelihood of success on the jobs.

In simple words
It is the functions perform by the management of selecting the right employees at the right time After identifying the sources of human resources, searching for prospective employees and stimulating them to apply for jobs in an organization . The objective of the selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates.

Meaning of Selection
Selection involves a series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts.
The process of selection leads to employment of persons who possess the ability and qualifications to perform the jobs which have fallen vacant in an organisation.

Significance of selection
Keep the rates of absenteeism and labour turnover low.
Competent employees show higher efficiency. Rate of industrial accidents will be low. Higher job satisfaction. High morale.

FACTORS TO BE CONSIDERED FOR SELECTING


Physical Characteristics
Personal characteristics Proficiency or skill and ability Competency Temperament and character Interest

SELECTION PROCEDURE
There is no standard selection process that can be followed

by all the companies in all the areas. Companies may follow different selection techniques or methods

depending upon the size of the company, nature of the


business, kind and number of persons to be employed, government regulations to be followed etc. Thus each

company may follow any one or the possible combinations


of methods of selection in the order convenient or suitable to it.

Selection Process Flowchart


Job analysis
Recruitment

Application form
Written examination Preliminary interview Tests Medical examination Reference checks Line managers decision

Steps in scientific selection process


Job analysis recruitment

Application form

Written examination

Preliminary interview

Business games

Selection tests

Final interview

Medical examination

Reference check

Line manager decision

Job offer

Employment

Differentiation between recruitment and selection


Recruitment
1.

Selection
1. It Involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. 2. The basic purpose of selection process is to choose the right candidate to fill the various positions in the organization. 3. Selection is a negative process as it involves rejection of the unsuitable candidates. 4. Selection is concerned with selecting the most suitable candidate through various interviews and tests. 5. Selection results in a contract of service between the employer and the selected employee.

2.

3.

4.

It the process of searching the candidates for employment and stimulating them to apply for jobs in the organization. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organization, by attracting more and more employees to apply in the organization. Recruitment is a positive process i.e. encouraging more and more employees to apply . Recruitment is concerned with tapping the sources of human resources. There is no contract of recruitment established in recruitment

5.

Importance of Recruitment and Selection


Helps to get a proper candidate. Help to increase success rate. Help to reduce the probablity. Helps to get organizations legal and social obligations. Helps to increase organization and individual effectiveness.

Conclusion
The Purpose and Importance of Recruitment and selection .. Attract and encourage candidates. Create a talent pool. Determine present and future requirements. links the employers with the employees. Increase the pool of job candidates.

Lacks Skills to do the job

Not team Player Problems with co/workers Bad Hire

Not my job syndrome

Un-Professional

Part of the problem Not the solution

Able & Suitable

Manageability & Teamwork Ideal Candidate

Willingness

Professional Behavior & Demeanor

Problem Solving Abilities

Job Analysis: A Basic Human Resource Management Tool


Tasks Responsibilities Duties
Human Resource Planning Recruitment

Selection

Job Descriptions

Training and Development Performance Appraisal

Job Analysis

Job Specifications

Compensation and Benefits


Safety and Health Employee and Labor

Relations Knowledge Skills Abilities Legal Considerations Job Analysis for Teams

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Definitions
Job - Consists of a group of tasks that

must be performed for an organization to achieve its goals Position - Collection of tasks and responsibilities performed by one person; there is a position for every individual in an organization

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Definitions (Continued)
Job analysis - Systematic process of determining the

skills, duties, and knowledge required for performing jobs in an organization Job description document providing information regarding tasks, duties, and responsibilities of job Job specification minimum qualifications to perform a particular job

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Types Of Job Analysis Information


Considerable information is needed, such as: Worker-oriented activities Machines, tools, equipment, and work aids used Job-related tangibles and intangibles Work performance Job content Personal requirements for the job
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Summary of Types of Data Collected Through Job Analysis


Work Activities work activities and processes;

activity records (in film form, for example); procedures used; personal responsibility Worker-oriented activities human behaviors, such as physical actions and communicating on the job; elemental motions for methods analysis; personal job demands, such as energy expenditure Machines, tools, equipment, and work aids used Job-related tangibles and intangibles knowledge dealt with or applied (as in accounting); materials processed; products made or services performed
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Work performance error analysis; work standards; work measurements, such as time taken for a task

Job context work schedule; financial and


nonfinancial incentives; physical working conditions; organizational and social contexts Personal requirements for the job personal attributes such as personality and interests;

education and training required; work experience

Types of Interviews
conversational
behavioral case or situational stress situation

all four of these interview types can be one-on-one or might be a panel conversation

Types of Interviews: Conversational (Traditional)


typically a question-and-answer discussion

usually a relatively short interview (e.g., 1 hour)


interviewers main goals are to:
assess whether or not the job-seeker has the

skills and abilities to perform the job evaluate whether or not the job-seeker possesses the enthusiasm and work ethic that the employer expects analyze whether or not the job-seeker is a team player and will fit into the organization

Types of Interviews: Behavioral


typically an assessment of past performance interviewers will expect to hear about specific situations

and/or scenarios initial questions are typically followed by follow-up questions specific, key details related to situations/scenarios are expected interviewers main goals are to: assess candidates behaviors and approaches by exploring specific situations analyze past behavior to try to predict future performance

Types of Interviews: Case or Situational


primarily used by management and consulting

firms to determine how well a candidate fits in a field or job typically interviewee is provided a problem or a scenario and asked to work through it interviewers main goals are to: analyze how well interviewee can identify and work through a problem assess problem-solving skills evaluate tolerance for ambiguity and ability to start on tasks analyze communication skills

Types of Interviews: Stress Situation


typically used for jobs where high degrees of stress will be

encountered regularly interviewers sometimes rely upon rudeness, sarcasm, or outright hostility to provoke a response interviewers main goals are to: assess how well interviewee deals with unexpected and/or stressful situations evaluate how well interviewee can work and communicate under pressure

MODES OF INTERVIEWING
Telephone Screenings On-Campus Interview On-Site Interview Off-Site Interview Third Party Facility Visit

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SEVEN TYPES OF INTERVIEWS


Layered Questions Interview Series of questions designed to gather

information about the Employer Concerns assess specific skills


and assess reactions

Performance/Role Play Interview Candidate role-plays job functions to Stress Interview Intended to put candidate under stress

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SEVEN TYPES OF INTERVIEWS


Informal Interview
Intended to get the candidate to reveal

more information than they might otherwise


Reverse Role Interview
The candidate becomes the interviewer

Assessment Instruments Interview


Various types of techniques are used to

determine if candidate is a good fit

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SEVEN TYPES OF INTERVIEWS


Combination Interview
A combination of two or more interviews

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FIVE CRITICAL QUESTIONS


What Do You Consider Your Weaknesses?
What Do You Consider Your Strengths? Describe a Failure in Your Professional Life Describe a Success in Your Professional Life Why Are You Leaving Your Current Position?

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RECENT TRENDS IN RECRUITMENT


OUTSOURCING

POACHING/RAIDING

E-RECRUITMENT

BODY SHOPPING

KEY RECRUITMENT

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