Management: Principles, Processes & Practices © Oxford University Press 2008 All Rights Reserved

CHAPTER 16
RECRUITMENT
AND SELECTION
(STAFFING)
Management: Principles, Processes & Practices

© Oxford University Press 2008 All rights reserved
MEANING OF STAFFING
 DEF: FILLING AND KEEPING FILLED,
POSITIONS IN THE ORGANIZATION
STRUCTURE.
 INCLUDES
 IDENTIFYING WORKFORCE REQUIREMENTS
 INVENTORYING PEOPLE AVAILABLE
 RECRUITING SELECTING PLACING
PROMOTING APPRAISING PLANNING
CAREERS COMPENSATING & TRAINING –
EFFECTIVELY AND EFFICENTLY
WHY DISTINCT FROM
ORGANIZING?
 INCLUDES KNOWLEDGE AND
APPROACHES NOT RECOGNIZED BY
PRACTICING MANAGERS
 MORE EMPHASIS ON HUMAN
ELEMENT
 BODY OF KNOWLEDGE DEVELOPED
 MANAGERS OVERLOOK THIS
RESPONSIBILITY
SYSTEMS APPROACH TO
STAFFING
 EXTERNAL AND INTERNAL SOURCES
ARE USED IN RECRUITING
SELECTING PLACING PROMOTING
APPRAISING PLANNING CAREERS
COMPENSATING & TRAINING
 STAFFING EFFECTS LEADING AND
CONTROLLING
IMPORTANCE OF STAFFING
 STAFFING IS RELATED TO STRATEGIC PLANNING AND THUS

CONTRIBUTES OT ORGANIZATIONAL OBJECTIVES
STRTEGIC PLAN HR PLAN
WHAT IS THE MISSION ? PERSONNEL SKILL REQUIRED TO
ACHIEVE THE MISSION?
WHERE DO I WANT TO BE? PERSONNEL SKILL REQUIRED TO
ACHIEVE THE PLAN?
EXTERNAL FACTORS AFFECTING MY PERSONNEL SKILL REQUIRED TO
PLANS? DEAL WITH THESE FACTORS?
INTERNAL FACTORS AFFECTING MY PERSONNEL SKILL AVAILABLE
PLANS? WITHIN MY ORGANIZATION TO MEET
THEM?
WHAT WILL BE MY STRATEGY? DEVELOP POOL FROM WHERE I
SELECT?
RESOURCES REQUIRED? ADDITIONAL SKILLS REQUIRED?
HR PLANNING
 DETAILED AS POSSIBLE
 NOT EXTEND TOO FAR IN FUTURE
 ALTERNATE COURSES SHOULD BE
CONSIDERED
 IMPLICATIONS OF ACTIONS SHOULD BE
ENVISAGED
 INSTRUCTIONS OT INDIVIDUALS AND
ORGANIZATIONS SHOULD BE
INCORPORATED
 CONCISE AND EASY TO UNDERSTAND
EMPLOYEE TURNOVER
 LSI = NO OF EMPLOYEES WITH MORE
THAN ONE YEAR OF SERVICE / TOTAL
NO OF PEOPLE EMPLOYED ONE YEAR
AGO
 HIGH TRUNOVER IS DRAIN ON
PROFIT
 TANGIBLE – TIME SPENT IN
RECRUITMENT SELECTION AND
TRAINING, ADVERTISING, STAFF TO
FILTER APPLICATIONS
HR PLANNING PROCESS
 DEMAND FOR LABOUR AND SUPPLY
IN EXTERNAL ENVIRONMENT
 HR PLAN COMMITTEE
 HR OBJECTIVE – CONSIDERING
 FINANCIAL PLANS AND LIMITATION
 REORGANIZATION
 CHANGE IN PRODUCTS
 MARKINGING PLANS
HR PLANNING PROCESS
 UTILIZE CURRENT HR
 NUMBER OF EMPLOYEES AT VARIOUS LEVELS
 ESTIMATE TURNOVER AT VARIOUS LEVELS
 OVERTIME
 SHORT TIME
 APPRAISAL
 COMPENSATION – COMPARE WITH COMPETION
 EXTERNAL ENVIRONMENT
 GOVERNMENT POLICIES / EDUCATION /
RECRUITMENT POSITION
 SUPPLY OF LABOUR
Learning Objectives
 Recruitment and selection as an HRM
function
 The significance of recruitment and
functional aspects for developing an
effective recruitment process
 The different steps required for effective
recruitment
 The importance of proper induction of
employees and professional approach to
induct new employees

Recruitment
 Recruitment is a specialized task and effective
recruitment is becoming more and more
challenging in present environment.
 Major challenges to recruitment lies in recruiting
a right person who would have a long-term
relationship with the organization.
 Recruitment decisions should be made in the
context of an overall staffing plan, which takes
into account long-term operational needs,
known retirements, and resignations vis-à-vis
the growth plans of the company

Approaches to Recruitment
Promotions and
Transfers from Within
Internal the Organization
Recruitment
Infusion of New
talent Blood from
External Outside into the
Organization

HRM Planning – Inputs and Tasks
Retirements and
resignations
vis-à-vis the
growth plans
Identify need Recruitment

for fresh Selection
HRM Planning induction of Placement
human resources
Long-term
operational
needs
Developing an Effective
Recruitment Process
 Identification and analysis of requirements; at
organisational and job levels
 Inviting applications, processing applications, and
taking steps for selection; internal and external
markets
 Standardization of selection process within the broad
framework of policies to reduce risk while filling
vacancies
 Deploying reliable, valid, and cost effective methods
of selection
 Taking care of legal constraints and contracts of
employment
 Recruitment system should maintain and deliver
quality service
 Recruitment process should be strategic and proactive
Steps Required for Effective
Recruitment
 Identifying the existence of a vacancy
 Identifying a pool of appropriate
candidates
 The selection process
 Selection tests and interview
techniques
 The criteria for recruiting candidates
 The job offer letter
 Induction of selected employees

Job Description, Job Specification,
 WRITTEN DESCRIPTION
 DETAILING DUTIES,
 WORKING CONDITIONS
 TOOLS EQUIMPMENTS
 MATERIAL
 JOB SPECIFICATIONS
 EDUCATIONAL QUALIFICATIONS
 EXPERIENCE
 SKILLS
Job Description
 Job title
 Location of the job, i.e.,
department/group/division
 Grade of the post
 Whom an employee would be
responsible
 Who all would be reporting to the
person occupying a particular position
 Main purpose of the job
 Duties and responsibilities involved
 Special working conditions

Identifying a pool of
appropriate candidates
 People already known, including
ex-employees and past applicants
 Direct advertising
 Employment agencies
 Consulting and hiring firms, along
with advertisement
 Search consultants
 Using personal network for head
hunting
The selection
 Quality and quantity of results of the efforts
made through alternative sources to attract
more and better candidates depends mainly
upon the good marketing practices followed to
market the organization.
 Transparency in terms of providing more
information, as sought by the prospective
candidates, generate greater trust and interest
in the organization.
 Simplicity and straightforwardness of the
process lead people to think well of the
organization.
 Flexible in approach towards interview timings
and transparent as also quick in decision-
making, attracts greater response from the
candidates.
Selection Tests and Interview
Techniques
 Methods used should be reliable, valid,
cost effective, and acceptable.
 Commonly used methods are –
application form, bio-data, structured/
unstructured interviews; one-to-one
panel, references screening, conducting
ability tests; paper based, practical,
social, aptitude, intelligence, and
personality tests; in groups or in
assessment centres.
 An interviewer should necessarily have
due qualities, competence, and
knowledge to perform this task.
Difference between professional and
non-professional approach to selection
Professionally
Communicate the
Managed
decision on-the- spot
or immediately
after the interview,
giving a rationale and
Organizations reasoning for
selection
Non- Take a long time to

professional decide. Candidates
Remain in dark
for long or forever

The Job Offer Letter
 Clearly indicate terms and conditions
of the job.
 Collect acceptance of stipulated terms
and conditions, that makes an offer
letter a contract between the two
parties.
 Candidate, before accepting an offer
letter should feel free to seek any
information or clarification that may
help him/her in making a decision to
join or otherwise.

Induction of new employees
Refers to the smooth entry of new employees into their
jobs and organizational culture
Professionally managed organizations have a detailed

checklist to scientifically and systematically induct people
into the organization
In the absence of proper induction, people may make

assumptions or ask the wrong person that may lead to
getting incomplete or wrong information resulting in their
getting dissatisfied and, in turn, quickly quitting the
organization.

Retention of Employees – A
great challenge
Organizational culture and the

relationship with bosses emanating
from quality of supervision is a
critical factor in reducing attrition
rate

Questions
 What is authority? Why do people accept
authority?
 What do you mean by power? How does
it differ from authority? What are the
sources of power in an organization?
 ‘One can delegate authority but not
responsibility’. Explain the three terms in
this statement and examine how far this
statement is true.
 What is delegation? Point out the factors
that affect delegation of authority?
Suggest practical guidelines to make
delegation effective.
Methods OF Performance Appraisal
 Ranking Method
 Simple / Paired / Forced
Distribution/Critical Incident Technique /
Behaviorally Anchored Rating Scales
(BARS)
 MANAGEMENT BY OBJECTIVE
 TIME PERIOD
 AGAINST VERIFIABLE OBJECTIVES
 360 DEGREES APPRAISAL
TRAINING AND DEVELOPMENT
 MODIFY BEHAVIOUR ATTITUDE AND SKILL
 SUBSTANTIAL MONEY SPENT ON TRAINING
 HELPS TO MOULD INTO THE ORGANIZATION
 SKILLS NEED TO CHANGE WITH TIME –final
diagnosis
 IMPROVE PERFORMANCE
 DESIRE TO GROW AND CHANGE
 PROMOTEES NEED TRAINING
 PART OF LONG TERM PLAN – TRANSFERABLE
SKILLS
QUESTIONS
 IT IS SOMETIMES STATED THAT THE
TYPICAL ORGANIZATION CHART IS
UNDEMOCRATIC IN THAT IT
EMPHASISES THE SUPERIORITY AND
INFERIORITY OF PEOPLE AND
POSITION. COMMENT.
 WHAT WOULD YOU NEED TO KNOW TO
PLAN AN ORGANIZATION STRUCTURE?
HOW FAR AHEAD SHOULD YOU PLAN
IT? HOW WOULD YOU GO ABOUT
MAKING SUCH A PLAN?
OBJECTIVES OF TRAINING
 SOCIALIZATION
 REMOVING OBSOLESCENCE
 FUTURE JOB / NEED
 TO ANALYZE REQUIREMENT OF
TRAINING
 STUDY ORGANIZATION
 DETIALED STUDY OF TASKS TO PERFORM
 INDIVIDUAL ANALYSIS
 ANALYSIS OF EQUIPMENT – THROUGH
APPRISAL
METHODS OF TRAINING
 ON JOB TRAINING
 OFF JOB TRAINING
 BOTH ON AND OFF JOB TRAINING
 APPRENTICE TRAINING
 VESTIBULE TRAINING
 JOB ROTATION
 COACHING / MENTORING
 MANAGEMENT DEVELOPMENT
METHODS OF TRAINING
 LECTURES
 GAMES AND SIMULATION
 IN-BASKET TECHNIQUE
 PROJECTS
 CASE STUDIES
 EXPERIENTIAL EXERCISE
 GUIDED READING
 ROLE PLAY
 SEMINARS
MANAGEMENT GAMES AND
SIMULATIONS
 PLAY A GAME AND DISCOVER FOR
SELF HOW THIS METHOD IS USED TO
TRAIN
Principles of Staffing
PURPOSE
 PRINCIPLE OF THE OBJECTIVE OF
STAFFING: The objective of managerial
staffing is to ensure that organization
roles are filled by those qualified
employee who are able and willing to
occupy them.
 PRINCIPLE OF STAFFING: The clearer
the definition of organizational roles and
their human requirements, and the better
the techniques of manger appraisal and
training employed, the higher the
managerial quality.
PROCESS
 PRINCIPLE OF JOB DEFINITION: The
more precisely the results expected of
mangers are identified, the more the
dimensions of their positions can be
defined.
 PRINCIPLE OF MANAGERIAL
APPRAISAL: The more clearly verifiable
objectives and required managerial
activities are identified, the more precise
can be the appraisal of mangers against
these criteria.
PROCESS
 PRINCIPLE OF OPEN COMPETITION: The
more an enterprise is committed to the
assurance of quality management, the more
it will encourage open competition among all
candidates for management positions.
 PRINCIPLE OF MANAGEMENT TRAIING
AND DEVELOPMENT: The more the
management training and development are
integrated with the management process
and enterprise objectives, the more effective
the development programs and activities will
be.
PROCESS
 PRINCIPLE OF TRAINING
OBJECTIVES: The more precisely the
training objectives are stated, the more
likely are the chances of achieving them.
 PRINCIPLE OF CONTINUING
DEVELOPMENT: The more an enterprise
is committed to managerial excellence,
the more it requires that managers
practice continuing self-development.

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CHAPTER 16

Management: Principles, Processes & Practices

 STAFFING IS RELATED TO STRATEGIC PLANNING AND THUS

Management: Principles, Processes & Practices

Management: Principles, Processes & Practices

Management: Principles, Processes & Practices

Identify need Recruitment

Management: Principles, Processes & Practices

Management: Principles, Processes & Practices

Non- Take a long time to

Management: Principles, Processes & Practices

Management: Principles, Processes & Practices

Professionally managed organizations have a detailed

In the absence of proper induction, people may make

Management: Principles, Processes & Practices

Organizational culture and the

Management: Principles, Processes & Practices

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