Recruitment is the term used for the discovery and

development of good sources of supply for the types of

applicants needed by the organization, so that there will

always be an adequate number of applications for all

vacancies. In short, it consists of whatever activity is

necessary to bring. -in enough applicants so that there is

opportunity for real selection. Recruitment is done mainly

through three common sources namely:

1. Advertisement.

2. Employment exchanges & agencies.

3. Present employees.

The other sources are

Educational institutions

Labour unions

Casual applications

Deputation
Recruitment and selection are, the two phases of the

personnel practices and procedures complimentary to

each other. After receiving the applications, a decision

regarding ratio of applications to the available positions

is to be taken. Generally a ratio of over 10 applicants to

each vacancy assures an ample opportunity for a careful

selection.
 SELECTION:
Having identified the potential
applicants, the next step is to evaluate
their experience and qualifications and
make a selection. Selection refers to
the process of 'offering jobs to one or
more applicants from the application
Great attention has to paid to selection

because it means establishing the "best it"

between job requirements on the hand and

candidate's qualifications on the other.

Faculty judgment can have a far reaching

impact on the organizational functioning

Selection Methods / Techniques:

Variety of methods are used to select personnel. The

selection pattern is. ' not common for all organizations.
It depends on the situation,' needs and' level on which,
selection is made in the organization
Some of the widely used selection Methods are listed
below
 1.Application bank:
It is a highly structured interview in which the questions are
standardized and determined in advance
It tests the applicants ability to write, organize thoughts and
present facts
Application banks usually have three categories of
information namely
Biographic data
Education & past experiences
References
 2.Selection test (Deferent selection test details have
been provided) Performance/achievement tests
The applicant is asked to demonstrate his ability to do the job:
Ex : Typist selection – applicant is asked to type some matter
to check speed and accuracy

Aptitude tests:
•It is used to measure the potential ability 'of a candidate
to learn a new jab
•But these tests do not measure motivational level of the
applicant
Interest tests:
•These are used to discover a person's area of interest, and
to identify the kind of work that will satisfy him.
Personality tests:
•These tests assess an individual's' motivation, adjustment
to the stresses of everyday life, capacity for inter-personal
relations and self-image.
Intelligence tests:
•These tests are generally aptitude ones. The scores on
intelligence tests are usually expressed' as "Intelligence
quotient (IQ)"
Situational tests:
•The aspects of both performance arid' personality testing
are combined in situational tests to observe how job
applicants react to stressful but realistic real life situations
Used in leadership group situations
 3.INTERVIEW
This is the most researched and carefully documented

method.

Interview is a conversation with a purpose.

An interview provides two views:

•The view of the organization, and

•The view of the applicant.

 4.PHYSICAL EXAMINATION
Depending upon the nature of the job, physical examinations
vary.
A comprehensive physical examination is necessary for
manual jobs and jobs for the physically handicapped
A thorough checkup before confirmation prevents infection,
particularly in industrial settings where a large number of
people spend eight hours together
Main function of physical examination is protecting
companies from employees filling compensation
 5.BUSINESS GAMES:

This is a decision making exercise where the participant is

placed in 'a hypothetical work situation and required to act

accordingly to his position in the game

This method is important because ultimate success of a

manager depends on his ability to handle a situation

effectively
Managerial success depends on decision-making

abilities, knowledge of operating realities, and a clear-

cut understanding of goals and policies

Games simulate this in a business situation

Business games are used for supervisory & executive

selection
 6.LEADERLESS GROUP DISCUSSION:

In this method, instead of the candidates being interviewed

separately, they are brought together in groups of six to eight

for informal discussion, and observed and evaluated by the

selectors
job promotion. The advancement of an employee within a

company position or job tasks. A job promotion may be the

result of an employee's proactive pursuit of a higher ranking or

as a reward by employers for good performance. Typically is also

associated with a higher rate of pay or financial bonus.

A job evaluation is a systematic way of

determining the value/worth of a job in relation

to other jobs in an organization.

It tries to make a systematic comparison

between jobs to assess their relative worth for

the purpose of establishing a rational pay

structure.
 Ranking method. According to this method,

jobs are arranged from highest to lowest, in order

of their value or merit to the organization.

Jobs are usually ranked in each department and

then the department rankings are combined to

develop an organizational ranking
Job Grading Method: Also known as Job-

Classification Method.

Under this method the job grades or classes are

predetermined and then each job is assigned to

these and is evaluated accordingly.

The entire job is compared against the

other jobs and is not broken into factors

Factor comparison is systematic and

scientific method designed to carry out job

evaluation which instead of ranking job as a whole,

ranks according to a series of factors. The aim of factor

comparison is to assign financial value to the relative

parts of each job role
The point method is an extension of the factor

comparison method. Each factor is then divided

into levels or degrees which are then

assigned points. Each job is rated using the job

evaluation instrument. The points for each

factor are summed to form a total point score for

the job.