Unit II

Recruitment - is the process of generating a pool of

capable people to apply for employment to an
organization.

Edwin.B. Flippo Recruitment is the process of
searching for prospective employees and stimulating
them to apply for jobs in the organization.

Selection - is the process by which managers and
others use specific instruments to choose from a pool
of applicants a person or persons most likely to
succeed in the job(s), given management goals and
legal requirements.
Recruitment and selection are vital to the formation of a
positive psychological contract, which provides the basis
of organizational commitment and motivation.
The attraction and retention of employees is part of the
evolving employment relationship, based on a mutual
and reciprocal understanding of expectations.
There are wide variations in recruitment and selection
practices, reflecting an organizations strategy and its
philosophy towards the management of people.
Progressive HR practices are crucial to a positive
psychological contract this includes attention to effective
recruitment and selection practices.
Effective recruitment helps to gain new suitable
members for the business
It can attract the best candidates for the job vacancies.
Wrong persons selected will mean suffering of
administration costs for recruiting activities
Suitable persons selected may give some competitive
advantages for the businesses
PhotoDisc
Recruitment Strategies:
In-sourcing or Outsourcing
Vast and Fast source (Internet)
Centralised or Decentralised recruitment
Recruitment policy: These might include:
Government Reservation
Policy regarding sons of soil
Absorption of minorities, weaker section & disadvantaged people of
society
Cost
Time taken to recruit and select
Labour market focus, for example: skills, profession or occupation
Mobility of labour geographic and occupational
Legislation on sex discrimination, race discrimination and disability
Methods of recruitment
PhotoDisc
Methods of
recruitment
Internal
recruitment
External
recruitment
Advertising jobs inside the
business and appointing
internally from its existing
employees

Advantages: a chance for
employees, less risk of employing
wrong persons, quicker and
cheaper

Disadvantages: limited numbers
of applicants, no chance for
external applicants, new vacancies
created


Internal recruitment
Traditional sources
Succession planning / Present permanent employees
Temporary / Casual employees
Retrenched / Retired employees (Rehiring)
Dependents of Deceased, Disabled, Retired & Present
employees

Modern Sources
Employee Referrals
Job Posting
Technique of motivation
Improve morale of employees
Loyalty, Commitment, Belongingness and
Security of present employees
Employees psychological needs can be met
Employees needs for promotion & higher
income can be satisfied
Cost of selection, training, orientation, period
of adaptability reduced
Trade union can be satisfied


Firms fill vacancies by
recruiting new employees

Advantages: a wider
number of applicants for
choice

Disadvantage: expensive
and time-consuming
Internal recruitment
External recruitment
Traditional sources
Campus recruitment /Educational associations
Data banks
Casual Applicants
Public employment agencies
Consultants / private employment agencies
Advertising Ad Medium , Ad Construct (AIDA)
Professional associations
Modern sources
Walk-in
Head hunting
Body shopping
Mergers & Acquit ions
E-recruitment / Internet
(Web sites, Social Networks, Job portals, Virtual job fairs)
(general recruitment agents/ companies own sites)

Mafoi consultants
Global Recruitment
IBS- Integrated business solution
Maximus Talent Resource
IKYA Human Capital Solutions
Job Gate Manpower
Brainlogic HR Solutions
Apex Info Consultancy
Corp placements

http://www.naukri.com/



http://www.monsterindia.c
om


http://www.timesjobs.com/

http://www.jobstreet.co.in/
Since its inception in the year 1997, Naukri has earned a good name
among the job seekers. It is regarded as one of the best job sites in
India. The group operates across three verticals, namely, real estate,
jobs and matrimony.

Like Naukri, Monster India is also one of the top job sites in India. The main
objective of this site is to enable the job seekers find out about a new career
avenue, and discover the job opportunities that exactly match your profile.

The site contains all types of jobs and helps an individual to find out the job of
his or her choice relevant to his or her area of study.
The site list jobs of different categories like Accounts, Finance, IT, Sales,
Manufacturing and many other sectors.Check out the site for more jobs.
http://www.careerbuilder.co.in/


http://www.careerjet.com/




Get Marketing Jobs,Fresher Jobs, Delhi Jobs, Delhi Jobs, Mumbai
Jobs and many more on this site.
Careerjet is one of the popular job search engines which have been
specially designed to make the entire process of finding a job on the
internet much easier for the users. It lists down the job openings available
on the internet in one extensive database by referencing originate from
recruitment agency websites, company websites and large specialist
recruitment sites
http://www.naukrihub.com/



http://jobs.oneindia.in/


http://www.bixee.com/



Naukri Hub is regarded as one of the best job sites in India. Naukri Hub is a
popular web portal committed towards guiding millions of job aspirants to find
the correct way. The website believes that there is no shortcut to quality and
always inspire people to set their dreams sky high
It features sections like Walkins, Walk-in-interviews, Post your Seekers and
Resumes, IT Jobs in Pune, Change Location, Bangalore, Delhi and
Coimbatore
Bixee is also one of the most popular job sites in India. It was launched
during the latter part of 2005. In this site, you can find lots of information
on Jobs in India, Chennai, Delhi, Pune, Mumbai, Hyderabad and
Bangalore over the internet.

http://www.clickjobs.com/

http://www.careerage.com/

http://www.freshersworld.com/

http://www.placementindia.com/

http://www.shine.com

http://www.apnacircle.com

This site gives immense information on jobs. Also it gives the facility of
sending the SMS to the contacts and be in touch with colleagues. There are
online communities also that are rich in information.

Small towns & rural residents
Older workers lower absenteeism, more
reliability, better work habits
- flexible work schedules, mini shifts,
part time projects
- age bias
Reservation in jobs
SC-15%, ST 7.5%, OBC 27%
Diabled workers eg :Vindhya Infotech
Access internal and external sources
Consider internal employees first
Look outside if qualified candidates
not available internally
PhotoDisc
Underlying the process of selection and the choice of
techniques are two key principles:
1. Individual differences: Attracting a wide choice of
applicants will be of little use unless there is a way of
measuring how people differ, i.e. intelligence, attitudes,
social skills, psychological and physical characteristics,
experience etc.
2. Prediction: A recognition of the way in which people
differ must be extended to a prediction of performance
in the workplace.
Organizations have become increasingly aware
of making good selection decisions, since it
involves a number of costs:
The cost of the selection process itself,
including the use of various selection
instruments
The future costs of inducting and training new
staff
The cost of labour turnover if the selected staff
are not retained
Step 1: Screening /preliminary interview
Step 2: Application Blank / Weighted Application
Blank
(Personal data, Marital data, Physical data, Educational data,
Employment data, Extra-curricular activities, References)
Step 3: Selection Test
Step 4: Selection Interviews
Step 5: Medical Examination
Step 6: Reference Checks
Step 7: Hiring Decision
Intelligence test- mental ability / learning ability (Stanford-
Binet test, Binet-Simon Test, Wechsler Adult Intelligence
Test )
Aptitude test mathematical ability, ability to perceive
things correctly, quickly locate things, proper movement of
files.
Personality test motivation, emotional balance, self
confidence, interpersonal behavior
Projective test identify motives, attitude & values
(Thematic Appreciation test)
- Interest test test areas of work in which a person is
interested
- Preference test compare individual preferences &
organizational requirements (Job diagnostic survey)

Achievement test eg :typing test\short hand
Simulation test


Achievement test test to identify if employee knows
what he claims to know eg: work sample test.
Simulation test test which duplicates many of the
activities & problems an employee faces at work
Assessment centre involves individual & group exercises
which simulate the work the candidate is expected to do.
Eg: In-basket exercises, Leaderless Group Discussion,
Business games, Individual presentations, Structured
interviews.
Integrity test
Psychological / psychometric test
Reliability and Validity Issues

Reliability refers to the extent to which a
selection technique achieves consistency
in what it is measuring over repeated use.

Validity refers to the extent to which a
selection technique actually measures
what it sets out to measure.
Personality research has lent support to the use of
sophisticated selection techniques such as psychometric
tests that have a good record of reliability and validity.
Ability tests: these focus on mental abilities
(verbal/numerical) and physical skills testing.
Right/wrong answers allow applicants to be placed in
ranked order.
Inventories: self-report questionnaires indicating traits,
intelligence, values, interests, attitudes and
preferences. No right/wrong answers but a range of
choices between possible answers.
Assessment centres are designed to yield information that can be used
to make decisions concerning suitability for a job.
They provide a fuller picture by combining a range of techniques.
General methods used include group discussions, role plays and
simulations, interviews and tests.
Candidates attending an assessment centre will be observed by
assessors who should be trained to judge candidates performance
against criteria contained within the competency framework.
Reliability:
Tests for reliability : * Test-retest reliability, *
Inner-rater reliability, * Intra-rater reliability
Validity
Qualified people
Preparation
Suitability
Usefulness
Standardization
Non-directive interview
Directive / Structured interview
Situational interview
Behavioral interview
Stress interview
Panel interview


Preparation for the interview
identifying vital aspects for assessment , areas
to be tested (skill, knowledge)
- Type & number of interviewers
Conduct of interview
- Open the interview, Get complete & accurate
information, record observation & impression
Close the interview
Evaluate interview results
After selection, the person is not directly given the full
independent job, but is supposed to learn the
institutional processes by working at different sites.
Given basic information required to settle down quickly
About the company; department; superiors &
subordinates
Learns the protocols, process of referral, style of
management, rules and regulations, whom s/he is
supposed to report, whom to contact when there is a
problem, how records are kept
During this time, efforts are made to find out attitudes,
qualities and specific aptitudes if any.
Helps new comer to overcome natural
shyness or inhibition
Buildup newcomers confidence
To acquaint the newcomer with working
environment of organization
Develop interpersonal relationship between
senior persons and new entrants
Develop open communication among
colleagues and upper and lower levels in
hierarchy
Overcome adjustment & adaptation problems
Reduce reality shock
At successful termination of induction period,
selected candidate is now placed at a suitable
position.
Based on observations during induction phase,
a person is placed at a suitable position, so that
s/he finds the job of interest and institute gets
right person for right place.
Placement is the determination of the job to
which an accepted candidate is to be assigned .
Internal mobility-the movement of employees from one
position to another within a corporation-is an efficient
and cost-effective method of talent deployment.
A successful internal mobility program begins with a
company clarifying its purpose and the business goals it
seeks to accomplish with an internal mobility initiative.
Internal Mobility could be - vertical or lateral
(Transfer, Promotion, Demotion)
Purpose of Internal Mobility
Improve organizational effectiveness
Improve employee effectiveness
Adjust to changing business operations
Ensure discipline
Transfers

Change in job (change in place) horizontal or lateral movement

Reasons of Transfer:
1) Shortage/surplus of employees in one department

2) Conflict (incompatibility) between supervisor or co workers

3) To correct initial misplacement decisions

4) Change in interests and capabilities of individual

5) Productivity of employee has declined due to monotony of job

6) The employee health or age may inhibit him to work effectively
in present job

7) Family issues (spouse job)

8) Keeping employee motivated and develop knowledge level of
employee







Policy / Principles of Transfers
1) The frequency and period of transfer should be decided and communicate to
employees

2) Authority to make transfer must be clear

3) The criteria for transfer must be well documented

4) The area of transfer must be clear

5) The effect on pay and seniority must be clearly defined

6) Permanent or temporary transfer

7) The performance evaluation of employee must be made before transfer

8) The job descriptions and specification must be considered before transferring
employee

9) Performance evaluation of transferee (after transfer) must be made with in
reasonable time frame
10) Transfer must be made in organizational or public interest




Types of Transfer

Three broad categories
1) Enhance training and development
2) Adjustment to volume of work
3) Correct poor placement

Types of Transfers

1) Production Transfer

2) Replacement Transfer

3) Versatility Transfer

4) Shifts Transfer

5) Remedial Transfer



Promotions

Upward or vertical movement of employees

Promotion results into more pay, prestige,
responsibilities and position with in organization

Purpose of Promotion

1) Motivate employees
2) Attract and retain talented people
3) Recognize and reward efforts and efficiency
4) Increase effectiveness and efficiency of employee
5) Fill up higher posts form within the organization
6) Build loyalty and morale
7) To provide career development path

Principles of Promotions


1) HRM must clearly established policy whether to promote from
with in to fill higher vacant position or from recruitment of
external candidate

2) Basis of promotion (seniority or performance)

3) Promotions against vacant positions or non vacant positions
(time bound)

4) Frequent promotions are not good practice

5) Promotions decision must be made based on job analysis and
performance appraisal

6) Clear promotion policy and communication to employees

7) Promotion based on competence must be advertised on notice
board
Promotions





Seniority based promotions Performance based promotions
Merits
1) Easy to administer
2) Less subjectivity
3) Labour unions are happy
4) Experience is taken into account
5) Subordinates feel relax
6) Loyalty is rewarded

1) Performance is rewarded
2) Competent employees get
motivated and retained
3) Productivity increases

Demerits
1) Competence is ignored
2) Seniority issues
3) Young and competent
employees feel aggrieved and
frustration
4) Poor performer may get
promoted

1) Senior employee get frustrated
2) Favoritism and subjectivity
3) Loyalty and service length are
not considered
4) Union leaders oppose and
retaliate

A demotion is a reduction in rank, often accompanied
with a lower pay status.
A demotion occurs when someone fails to perform as
expected. This failure may not be severe enough to be
punished with employment termination, but it does
require a rethinking of the employee's job
responsibilities and functions.
Reasons for Demotion:
poor employee performance,
disciplinary actions,
position elimination or organizational restructuring,
at times an employee-desired reduction in
responsibility.
Benefits
- Reduced labor cost
- Replacement of poor performers
- Increased Innovation
- Opportunity for greater diversity

Separation
Leaving of organization by employee is called separation

Reasons: Voluntarily or Involuntarily
Voluntary
Involuntary
Quits
Retirement
Discharges
Layoffs
Retrenchment
VRS
Rightsizing
(restructuring)
Reasons of
Separation
Guidelines to Manage Downsizing
Decision to who stays and who
leaves
Delay and pay hikes
Freeze hiring
Restrict overtime
Retrain or redeploy employees
Engage part time employees
Switch to job sharing
Across the board pay cuts
Early retirement schemes
Keep morale of working employees

Managing Separations

Functional: Organizations are more leaner, reduce
hierarchy, more communication, reduce
compensation cost

Dysfunctional: Disturb employees and their morale,
training cost










Performance Difficult Replacement Easy Replacement
High Highly dysfunctional turnover
Retain/invest in employees
Develop backups
Dysfunctional
turnover
Retain/invest in
employees
Average Dysfunctional turnover
Retain/provide performance
incentives
Develop backups
Dysfunctional
turnover if high
replacement cost
Retain provide
performance
incentives
Low Short term
dysfunctional/long term
functional
Improve performance
otherwise terminate
Develop backups
Functional turnover
Improve performance
otherwise terminate
Lay-off means failure, refusal, or inability of a employer to
give employment to a workman whose name is on the muster
rolls of his industrial establishment
Due to reasons beyond employer's control -
lack of coal, lack of power, lack of raw material, over stocking
of output, failure of machinery, due to natural calamity, or due
to any other connected reason.
Temporary / Due to economic reasons / non-intentional
Lay-off compensation = 50% (Basic + DA), for a workmen
who has completed more than one year of continuous service
Compensated up to 45 days


Retrenchment means termination of service of an
employee for any reason other than as a punishment
due to disciplinary action. This does not include -
voluntary retirement, superannuation, non-renewal of
contract, termination on the ground of continued ill-
health.
Conditions for Retrenchment
- one month's notice in writing indicating the reasons for
retrenchment
- compensation = fifteen days' average pay for every
completed year of continuous service or any part thereof
in excess of six months; and
- notice in the prescribed manner is served on the
appropriate Government



Goals
- Reduce morale problems
- Minimize litigation initiated by separated employees
- Assist separated employees find comparable jobs
as quickly as possible
Outplacement Services
- Emotional support
- Job search assistance
- Deployed in other companies