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RECRUITMENT AND SELECTION
HUMAN RESOURCES MANAGEMENT
INTRODUCTION:-
Human resource management is that field of human behavior in which manager
plans, organize, staff, direct and control human, physical and financial resource in an
organized effort in order to achieve desired individual and group objectives with
optimum efficiency and effectiveness.
In simpler words management is concerned with the accomplishment of objective
by utilizing physical and financial resources through the efforts of human resources
and so human resource is the crucial system in the process of management.
Human resource management is concerned with the management of people at
work. The way in which people are recruited, developed and utilized by the
management largely determines whether the organizations will achieve its objectives.
Therefore human resource in the organization needs to be properly coordinated and
utilized. It is universally recognized that the effectiveness with which human
resources are coordinated and utilized is directly responsible for the success of any
organization.
Human resources are multidimensional in nature ‘people at work’ constituting the
human resource in an organization comprises all individuals engaged in any of the
organization activities, regardless of levels ages and socio cultural background. Each
individual working in the organization has his own set of complex, needs, value and
intention. Each one differs from the other.
Moreover, human resource management is also concerned with now these various
types of individuals ,ay be changed at what cost, under what specific circumstances
and in how much short a period of time.
DEFINITION:-
According to “Edwin Flippo”, Human resource management is “the planning,
organizing, directing and controlling of the procurement, development, compensation,
integration, maintenance, and separation of human resources to the end that
individual, organizational and societal objectives are accomplished”.
INTRODUCTION OF RECURITMENT:-
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MEANING AND IMPORTANCE OF RECRUITMENT:-
The human resources are the most important of an organization. The success or
failure of an organization is largely dependent on the caliber of the people working
therein. Without positive and creative contributions from people, organizations cannot
progress and prosper. In order to achieve the goals or the activities of an organization,
therefore, we need to recruit people with requisite skills, qualifications and
experience. While doing so, we have to keep the present as well as the future
requirements of the organization in mind.
Recruitment means to estimate the available vacancies and to make suitable
arrangements for their selection and appointment. Recruitment refers to “Discovering
potential applicants for actual or anticipated organizational vacancies. Recruitment is
a process “To discover the source of manpower to meet the requirements of staffing,
to employ effective measures for attracting potential manpower in adequate number”.
Recruitment is the process of identifying the sources for prospective candidates and to
stimulate them to apply for the job. It’s linking activity bringing together those with
jobs and those seeking jobs. It locates the source of manpower to meet the
requirements and job specifications. In recruitment process available vacancies are
given wide publicity and suitable candidates are encouraged to submit application so
as to have a pool of eligible candidates for scientific selection.
In recruitment, information is collected from interested candidates. For these
different sources of recruitment such as newspaper advertisement, employment
exchange, internal promotions, etc. are used. In the recruitment, a pool of eligible and
interested candidates is created for the selection of most suitable candidate.
Recruitment represents the first contact that a company makes with potential
employees.
Recruitment is a positive function in which publicity is given to the jobs available
in the organization and interested candidates (qualified japplicants) are encouraged to
submit applications for the purpose of selection.
DEFINITION OF RECREUITMENT:-
According to Edwin Flippo, “Recruitment is the process of searching for
prospective employees and stimulating them to apply for jobs in the organization”.
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According to Dale S. Beach, “Recruitment is the development and maintenance of
adequate manpower resources. It involves the creation of a pool of available labour
upon whom the organization can depend when it needs additional employees”.
Thus, recruitment is the act or process of an organization attempting to obtain
additional human resources for operational purposes. The goal of recruitment is to
create a large pool of persons who are available and willing to work for a particular
organization.
OBJECTIVES OF RECRUITMENT:-
The objectives of recruitment are as follows:
(i) To attract people with multi-dimensional skills and experiences that suit
the present and future organizational strategies,
(ii) To induct outsider with a new perspective to lead the company,
(iii) To infuse fresh blood at all levels of the organization,
(iv) To develop an organizational culture that attracts competent people to the
company,
(v) To search or head hunt/head pouch people whose skills fit the company’s
values,
(vi) To search for talents globally and not just within the company,
(vii) To devise methodologies for assessing psychological traits,
(viii) To seek out non-conventional development grounds of talent,
(ix) To design entry pay that competes on quality but not on quantum,
(x) To anticipate and find people for positions that do not exist yet.
PURPOSE OF RECRUITMENT:-
Recruitment has three major purposes:
1) To increase the pool of job applicants with minimum cost.
2) To meet the organization’s legal and social obligations regarding the
demographic composition of its workforce.
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3) To help increase the success rte of the selection process by reducing the
percentage of applicants who are either poorly qualified or have the wrong
skills.
NEED FOR RECRUITMENT:-
The need for recruitment may be due to the following reasons/situations:
(a) Vacancies due to promotions, transfers, retirement, termination, permanent
disability, death and labour turnover.
(b) Creation of new vacancies due to growth, expansion and diversification of
business activities of an enterprise. In addition, new vacancies are possible due
to job respecification.
SOURCES OF RECRUITMENT:-
Before an organization activity begins recruiting applicants, it should consider the
most likely source of the type of employee it needs. Some companies try to develop
new sources, while most only try to tackle the existing sources they have. These
sources are as follows:
SOURCES OF RECRUITMENT
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INTERNAL EXTERNAL
SOURCES SOURCES
1. PROMOTIONS 1. NEWSPAPER ADVERTISEMENT
2. TRANSFERS 2. CAMPUS RECRUITMENT
3. RETIREMENTS 3. THROUGH INTERNET
4. RECALLS 4. JOB FAIRS
5. FORMER EMPLOYEES 5. EMPLOYMENT AGENCIES
6. WALK-INS,WRITE-INS,TALK-INS
INTERNAL SOURCES:-
As the term implies internal source of recruitment is for those who are
currently members or the organization. Whenever any vacancy arises or
occurs, somebody from within the organization is upgraded, transferred,
promoted or sometimes demoted. This source also includes personnel who
were once on the pay-roll of the company but who plan to return or whom the
company would like to rehire, such as those on leave of absence, those who
quit voluntarily, or those on production lay-offs. Following are the internal
sources of recruitment.
1) PROMOTIONS :-
In order to motivate the existing employees, management follows the policy of
internal promotions. Promotion means shifting of an employee to a higher
position carrying higher responsibilities, facilities, status and salaries of an
employee within the organization. Many achieve promotion through hard work
and good performance. In non-unionized companies, promotions are made on
the basis of merit because employers are free from the union pressures. In
government departments and in many companies promotions are given on
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seniority. A promotion policy should establish a well-defined promotion chart
showing who can go up to what level in the organization.
2) TRANSFER :-
Transfer refers to a change in job assignment. It may involve a promotion or
demotion, or no change in terms of responsibility or status. A transfer may be
either temporary or permanent, depending the necessity of filling jobs. E.g.
transfer from head office to branch office.
3) RETIREMENTS :-
At times, management may not find suitable candidate in place of the one who
had retired, after meritorious service. Under this circumstances management
may decide to call retired manager with new extension.
4) RECALLS :-
When management faces a problem, which can be solved only by a manager who has
proceeded on long leave, it may be decided to recall that person. After the problem is
solved, his leave may be extended.
5) FORMER EMPLOYEES :-
Individuals, who left for some other job, might be willing to come back for
higher wages incentives. An advantage with these sources is that the
performance of the person/employee is already known.
A. EXTERNAL SOURCES :-
As the term implies the external source of recruitment is of potential workers
who are not currently member of the organization. It usually includes new
entrants to the labour force the unemployed and people employed in the other
organization seeking the change. Company managements have to use eternal
sources for the recruitment of supervisory staff and managers as and when
necessary. This may be with a view to introducing the ‘new blood’ in the
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organization. External recruitment is one way of bringing into the
organization that has new skills or abilities and different way of approaching
job task. Following are the most common external source of managerial
recruitment.
1) NEWSPAPER ADVERTISEMENTS :-
Newspaper advertisements are overwhelmingly popular source of recruitment.
A message containing general information about the job and the organization
is placed in various newspapers. Newspaper advertising typically generates a
large applicant flow. Though costly, it provides wide choice as it attracts a
large number of suitable candidates from all over the country. The best
example for newspaper advertisement is the Times of India’s Ascent
supplement which comes on every Wednesday and contains both domestic as
well as international jobs.
2) CAMPUS RECRUITMENT :-
College Campuses are another very popular recruitment source. The growth of
Management institutes, IIts and Regional Engineering Colleges has provided a
popular source of recruitment. Private sector is able to attract many aspirants.
It is an excellent source of recruiting management trainees. The promising
students get job security immediately after securing degrees due to such
campus interviews/recruitment i.e., in India, many of the leading universities
and institutes of management and technology provide a variety of placement
services to both to their own students and industries.
Most of the industries are maintaining detailed statistics regarding the campus
recruiting process. Comparison are made from year to year as follows:
i. Number of invitations to visit
Number of campus interviews
ii. Number of invitation acceptance
Number of invitations to visit
iii. Number of job acceptances
Number of decisions to hire
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Many industries have found on-campus college-recruiting to be an excellent
way of locating new sales and managerial personnel.
3) RECRUITMENT THROUGH INTERNET :-
The Internet has quickly become a very popular source of employment
advertising. This source is quickly growing in popularity. Currently employers
can post their openings to any of several newsgroups for free. Most
employment advertisement firms can also post the jobs on the Internet;
however, they charge a fee. A large and fast growing proportion of employers
use the internet as a recruitment tool. More and more organizations are placing
information about open positions on the World Wide Web. There are many
web sites through which recruitment takes place. Some of the examples are
www.naukri.com, www.monster.com, www.Timesjob.com, etc.
4) JOB FAIRS :-
Job fairs are very effective. A job fair is an event sponsored by a "job fair"
company who charges a fee to participating employers. The "job fair"
company will typically advertise in local media to attract qualified applicants.
Hiring managers can meet multiple candidates and conduct on-the-spot
interviews. Because the applicants may be interviewing with multiple
employers, it is imperative to respond quickly with invitations for in-plant
interviews of qualified candidates. If a job fair results in just one hire it is
usually cost effective.
5 EMPLOYMENT AGENCIES :-
The firm contacts an organization whose main purpose is locate job seekers.
The company provides the agency with information about the job, which the
agency then passes along to its clients. Clients may be either employed or
unemployed. Agencies can either be public or private. Fees may be charged to
either or both the client seeking a job and the company seeking applicants.
6. WALK –INS, WRITE-INS AND TALK-INS :-
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The most economical approach for recruitment of candidates is direct
applications. The job seekers submit applications or resumes directly to the
employer. The advertisement mentions date, day and timing during which the
applicant can ‘walk in’ for an interview. Write-ins are those who send written
inquiries. These applicants a raked to complete application forms for further
processing. Talk-ins is now becoming popular and the applicants are required
to meet the employer for detailed talks. The applicant is not required to submit
any applications.
ADVANTAGES OF INTERNAL SOURCES OF RECRUITMENT:-
1) Internal recruitment is economical.
2) The present employees already know the company well and are likely to
develop a loyalty for the same.
3) It tends to encourage existing employees to put in greater efforts and to
acquire additional qualification. This means there is motivation to employee to
develop and reach to higher positions.
4) It provides security and continuity of employment.
5) Internal recruitment helps to raise the morale of employees and develop
cordial relations at the managerial levels.
6) It reduces labour turnover as capable employees get promotion within the
organizations.
7) Internal recruitment is a quick and more reliable method.
8) People recruited from within the organization do not need induction or
training.
DISADVANTAES OF INTERNAL SOURCES OF RECRUITMENT: -
1) Internal promotions create a feeling of discontent among those who are not
promoted.
2) It prevents the entry of young blood in the organization.
3) Promotion to certain key post may not be possible due to non-availability of
competent persons.
4) The organization will not be able to attract capable persons from outside if
internal sources are used extensively.
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5) It may encourage favoritism and nepotism.
6) Promotions by seniority may not be always beneficial to the organization.
In brief, internal methods of recruitment should be used to extent possible but too
much dependence on internal methods is undesirable and may prove costly to the
organization in the long run.
ADVANTAGES OF EXTERNAL SOURCE OF RECRUITMENT:-
1) Entry of young blood in the organization is possible.
2) Wide scope is available for selection. This facilitates selection of people with
rich and varied experience.
3) Selection can be made in an impartial manner as large number of qualified and
interested candidates are available.
4) Scope for heartburn and jealousy can be avoided by recruiting from outside.
5) The management can fulfill reservation requirements in favour of the
disadvantaged section of he society.
DISADVANTAGES OF EXTERNAL SOURCE OF RECRUITMENT:-
1) External recruitment leads to labour turnover particularly of skilled,
experienced and ambitious employees.
2) The relations between employer and employee deteriorate leading to
industrial disputes and strikes.
3) The present employees may lose their sense of security. Their loyalty to the
organization may be adversely affected.
4) Employees feel frustrated due to external recruitment and their morale is
adversely affected.
EVALUATION OF VARIOUS SOURCES OF RECRUITMENT:-
It is very difficult to say which source is suitable to an enterprise or recruiting the
personnel at various jobs. No single source can suit all the enterprise for filling up the
posts of different nature and at different times. For example for recruiting the
unskilled workers, direct recruitment at gate or friends and relatives of existing
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employees or casual workers may be the best sources of recruitment. For recruiting
managers and high officials, consultants, professional bodies, universities and
employment exchanges may be the suitable sources. Thus suitability of the source of
labour supply depends upon various factors-
1. Size of the enterprise
2. Nature of job
3. Supply of qualified persons
4. Time lag between requisition and placement
5. Reactions of present employees to source of recruitment
6. Relative merits of source on the basis of turnover
7. Employment conditions in the community where the organization is located.
RECRUITMENT PROCESS:-
The process comprises of 5 interrelated stages which are as follows:
1. Planning
2. Strategy Development
3. Searching
4. Screening
5. Evaluation and control.
1.PLANNING STAGE:-
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Its designing the set objectives that
a. Quantify i.e. number
b. Qualify i.e. type of applicant to be contacted.
In accordance with job vacancies and their job information.
a. NUMBER OF CONTACTS :-
The company ascertains how many applicants are essential to fill in a
particular vacancy. These figure may be arrived by an organization, taking
into account its past recruitment process. The organization would derive a
term called as YIELD RATIOS.
YIELD RATIOS:-
These ratios indicate the number of leads/ contacts needed to generate a given
number of hires at a point at time. For example, if a company needs 10
management trainees in the next six months, it has to monitor past yield ratios
in order to find out the number of candidates to be contacted for this purpose.
On the basis of past experience, to continue the same example, the company
finds that to hire 10 trainees, it has to extend 20 offers. If the interview-to-
offer ratio is 3:2, then 30 interviews must be conducted. If the invitees to
interview ratio is 4:3 then, as many as 40 candidates must be invited. Lastly, if
contacts or leads needed to identify suitable trainees to invite are in 5:1 ratio,
then 200 contacts are made. Based on this information, the company can
construct the recruiting yield ratio, as shown below:
b. TYPE OF CONTACTS :-
People matter but the right type of people matter more. Thus, recruitment
planning is to identify the type of people that need to be looked at or
approached about job openings. These details would be availed through job
description and job specifications.
2. STRATEGY DEVELOPMENT STAGE :-
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A strategy is a “plan of action”. Once the organization has summed up ‘how
many’ and ‘what type’ of applicants required, the other issues would be:
a. MAKE OR BUY :-
The company has to make call whether the equation would be:
Hire less skilled employees + invest on training and education = ‘Make’
Or
Hire skilled employees + little Training and immediate work benefit =
“buy”
Whatever would be the best fit according to the need of the hour has to be
accustomed and each has its own pros and cons.
For E.g.: in case of buy—though an organisation might have an advantage
with the buy decision of little time and money spent on training and benefit of
immediate work handling, but due to high remuneration demanded the benefit
are outweighed by it.
b. TECHNOLOGICAL SOPHISTICATION :-
The decision as to use the available technology in the process. e.g.: due to the
advent of computers, the exchange of resumes online by job seekers and
employers has helped the organisation a chance to eliminate an unfit applicant
right in the screening stage, thus saving on time and travel expenses.
c. ‘WHERE TO LOOK’ :-
Here the geographic distribution of labour markets among job seekers is to be
considered. General strategy for an organisation:-
Top level Executives - go on to national level and even international if its an
MNC.
Technical Employees - regional and local markets.
e.g.:- IT people:- Banglore
Embroiders:- Calcutta.
Clerical and Blue collar jobs:- Local Markets.
Also, these aren’t water tight compartments and may be modified as per
demand and need. But, organisations adopt an incremental strategy in which
initial efforts are concentrated in regional or local markets and expanded if
these efforts fail to achieve desired results.
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d. ‘HOW TO LOOK’ :-
This refers to the sources of recruitment. These can be external as well as
internal.
3. SEARCHING STAGE :-
Also known as the Implementation Stage.
Step 1 is Source Activation . Sources and search methods are activated
which results in a flood of applications.
Step 2 is Selling . following the source activation would be the way in which
the message is sent across the organisation. A thoughtful and Tactful decision
in identifying the way in which the company ‘sells’ its vacancies.
4. SCREENING STAGE :-
Applications received in response to ads are screened and only eligible
applicants are called for an interview. Once the applications are scrutinized
and short listed, the selection process commences. The techniques used to
screen applicants vary depending on the candidate sources and recruiting
methods used. E.g.:- interviews and application banks used to screen walk-ins.
5. EVALUATION AND CONTROL STAGE :-
This step where the organization goes back to the process and analyses the
effectiveness of the entire process.
i. EVALUATION OF RECRUITMENT PROCESS :-
The recruitment process has the objective of searching for and obtaining
applications from job-seekers in sufficient numbers and quality. Keeping this
objective in mind, the evaluation might include:
Return rate of applications sent out.
Number of suitable candidates for selection.
Retention and performance of the candidates selected.
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Cost of the recruitment process.
Time lapsed data.
Comments on image projected
METHODS OF RECRUITMENT:-
The following are the most commonly used methods of recruiting people.
1) INTERNAL METHODS :-
There are 4 types of internal methods:
i. PROMOTIONS AND TRANSFERS :-
This is a method of filing vacancies from within through transfers and
promotions. A transfer is a lateral movement within the same grade, from one
to another. It may lead to changes in duties and responsibilities, working
conditions, etc., but not necessarily salary. Promotion, on the other hand,
involves movement of employee from a lower level position to a higher level
position accompanied by (usually) changes in duties, responsibilities, status
and value. Organizations generally prepare badli lists or a central pool of
persons from which vacancies can be filled for manual jobs. Such persons are
usually passed on to various departments, depending on internal requirements.
If a person remains on such rolls for 240 days or more, he gets the status of a
permanent employee as per the industrial disputes act and is therefore entitled
to all relevant benefits, including provident fund, gratuity, retrenchment
compensation.
ii. JOB POSTING :-
Job posting is another way of hiring people from within. In this method, the
organization publicises job openings on bulletin boards, electronic media and
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similar outlets. One of the important advantages of this method is that it offers
a chance to highly qualified applicants working within the company to look
for growth opportunities within the company without looking for greener
pastures outside.
iii. EMPLOYEE REFERRALS :-
Employee referral means using personal contacts to locate job opportunities. It
is a recommendation from a current employee regarding a job applicant.
Employees working in the organization, in this case, are encouraged to
recommend the names of their friends working in other organizations for a
possible vacancy in the near future. In fact, this has become a popular way of
recruiting people in the highly competitive information technology industry
nowadays. Companies offer rich rewards also to employees whose
recommendations are accepted – after the routine screening and examining
process is over – and job offers extended to the suggested candidates.
2) DIRECT METHODS :-
i. CAMPUS RECRUITMENT :-
It is a method of recruiting by visiting and participating in college campuses
and their placement centres. Here the recruiters visit reputed educational
institutions such as IITs, IIMs, colleges and universities with a view to pick up
job aspirants having requisites technical or professional skills. Job seekers are
provided information about the jobs and the recruiters, in turn, get a snapshot
of job seekers through constant interchange of information with respective
institutions. A preliminary screening is done within the campus and the
shortlisted students are then subjected to the remainder of the selection
process. In view of the growing demand for young managers, most reputed
organizations (such as Hindustan Lever Ltd, Proctor & Gamble, Citibank,
State Bank of India, Tata and Birla group companies) visit IIMs and IITs
regularly and even sponsor certain popular campus activities with a view to
earn goodwill in the job market. Advantages of this method include: the
placement centre helps locate applicants and provides resumes to
organizations; applicants can be prescreened; applicants will not have to be
lured away from a current job and lower salary expectations. On the negative
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front, campus recruiting means hiring people with little or no work experience.
The organizations will have to offer some kind of training to the applicants,
almost immediately after hiring. It demands careful advance planning, looking
into the placement weeks of various institutions in different parts of the
country. Further, campus recruiting can be costly for organizations situated in
another city (airfare, boarding and lodging expenses of recruiters, site visit of
applicants if allowed, etc.).
3) INDIRECT METHODS :-
i. ADVERTISEMENTS :-
These include advertisements in newspapers; trade, professional and technical
journals; radio and television; etc. In recent times, this medium has become
just as colorful, lively and imaginative as consumer advertising. The ads
generally give a brief outline of the job responsibilities, compensation
package, prospects in the organization, etc. This method is appropriate when
(a) the organization wants a fairly good number of talented people – who are
geographically spread out and (b) the organization intends to reach a large
target group. To apply for the advertised vacancies let’s briefly examine the
wide variety of alternatives available to a company – as far as ads are
concerned:
ii. NEWSPAPERS ADS :-
Newspaper ads tend to only those who are actively seeking employment at that
point of time, while some of the best candidates who are well paid and
challenged by their current jobs may not be aware of such openings. As a
result, the company may be bombarded with applications from a large number
of candidates who are marginally qualified for the job – adding to its
administrative burden. To maintain secrecy for various reasons (avoiding the
rush, sending signals to competitors, cutting down expenses involved in
responding to any individual who applies, etc.), large companies with a may
also go in for blind-box ads in newspapers, especially for filling lower level
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positions. In a blind-box ad there is no identification of the advertising
organization. Job aspirants are asked to respond to a post office box number or
to an employment firm that is acting as an agent between the job seeker and
the organization.
iii. TELEVISION AND RADIO ADS :-
These ads are more likely to reach individuals who are not actively seeking
employment; they are more likely to stand out distinctly, they help the
organization to target the audience more selectively and they offer
considerable scope fro designing ads creatively. However, these ads are
expensive. Also, because the television or radio is imply seen or heard,
potential candidates may have a tough time remembering the details, making
application difficult.
4) THIRD PARTY METHODS :-
I. PRIVATE EMPLOYMENT SEARCH :-
A search firm is a private employment agency that maintains computerized
lists of qualified applicants and supplies these to employers willing to hire
people from the list for a fee. Firms like Arthur Anderson, Noble and Hewitt,
ABC consultants, SB Billimoria, KPMG, Ferguson Associates offer
specialized employment – related services to corporate houses for a fee,
especially for top and middle level executive vacancies. At the lower end, a
number of search firms operate – providing multifarious services to both
recruiters and the recruitees.
II. EMPLOYMENT EXCHANGES :-
As a statutory requirement, companies are also expected to notify (wherever
the employment exchanges act, 1959, applies) their vacancies through the
respective employment exchanges, created all over India for helping
unemployed youth, displaced persons, ex-military personnel, physically
handicapped, etc. It covers all establishment in public sector and
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nonagricultural establishments employing 25 or more workers in the private
sector.
III. GATE HIRING AND CONTRACTORS :-
Gate hiring (where job seekers, generally blue collar employees, present
themselves at eh factory gate and offer their services on a daily basis), hiring
through contractors, recruiting through word-of-mouth publicity are still in use
– despite the many possibilities for their misuse – in the small scale sector in
India.
CENTRALISED VS. DECENTRALISED RECRUITMENT:-
Recruitment practices vary from one organization to another. Some organisatior
like commercial banks resort to centralized recruitment while some organizations like
the Indian railway’s (for group III and group IV positions) resort to decentralize
recruitment practices. Personnel department at the central office performs all the
functions of recruitment in case of centralized recruitment and personnel departments
at unit level/zonal level perform all the functions of recruitment concerning to the jobs
of the respective unit or zone.
MERITS OF CENTRALISED RECRUITMENT:-
I. Average cost of recruitment per candidate/unit should be relatively less due to
economies of scale.
II. It would have more expertise available to it.
III. It can ensure broad uniformity among human resources of various units/zones
in respect of education, skill, knowledge, talent etc.
IV. It would generally be above malpractices, abuse of powers, favouritism, bias
etc.
V. It would facilitate interchangeability of staff among various units/zones.
VI. It enables the line managers of various units and zones to concentrate on their
operational activities by relieving them form the recruitment functions.
VII. It ensures the most effective and suitable placement to candidates.
VIII. It enables the organization to have centralized selection procedure,
promotional and transfer procedure etc.
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IX. It enables centralized training programmes which further brings uniformity
and minimizes average cost of staff.
MERITS OF DECENTRALISED RECRUITMENT:-
I. The unit concerned concentrates only on those sources/places where it
normally gets the suitable candidates. As such the cost of recruitment would
be relatively less.
II. The unit gets most suitable candidates as it is well aware of the recruitments of
the jobs regarding cultural, traditional, family background aspects, local
factors, social factors etc.
III. Units can recruit candidates as and when they are required without any delay.
IV. The units would enjoy freedom in finding out, developing the sources, in
selecting and employing the techniques to stimulate the candidates.
V. The unit would relatively enjoy advantage about the availability of
information, control and feedback and various functions/processes of
recruitment.
VI. The unit would enjoy better familiarity and control over the employees it to
recruit rather than on employees selected by the central recruitment agency.
In the system of recruitment would suffer from their own demerits. Hence,
management has to weigh both the merits and demerits of each system before they
take final decision about centralizing or decentralizing the recruitment.
RECRUITMENT TECHNIQUES:-
Recruitment techniques are the means or media by which management contracts
prospective employees or provide necessary information or exchanges ideas or
stimulate them to apply for jobs. Management uses different types of techniques to
stimulate internal and external candidates. Techniques useful to stimulate internal
candidates are:
i. Promotions; and
ii. Transfers;
Techniques useful to stimulate external candidates;
iii. Present employees;
iv. Scouting;
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v. Advertising.
i. PROMOTIONS :-
Most of the internal candidates would be stimulated to take up higher
responsibilities and express their willingness to be engaged in the higher level
jobs if management gives them the assurance that they will be promoted to
the next higher level.
ii. TRANSFERS :-
Employees will be stimulated to work in the new sections or places if
management wishes to transfer them to the places of their choice.
iii. RECOMMENDATIONS OF THE PRESENT EMPLOYEES :-
Management can contact, persuade the outsiders to apply for job in the
organization through the recommendations to the candidates by the present
employees, trade union leaders etc.
iv. SCOUTING :-
Scouting means sending the representation of the organizations to various
sources of recruitment with a view to persuading or stimulating the candidates
to apply for jobs. The representatives provide information about the company
and exchange information and ideas and clarify the doubts of the candidates.
v. ADVERTISING :-
Advertising is a widely accepted technique of recruitment though it mostly
provides one way communication. It provides the candidates in different
sources, the information about the job and company and stimulates them to
apply for jobs. It includes advertising through different media like
newspapers, magazines of all kinds, radio, television etc.
The techniques of advertising should aim at: (a) Attracting attention of the
prospective candidates; (b) Creating and maintaining interest; (c) Stimulating
action by the candidates.
Management in order to achieve these objectives of advertising has to:
I. Analyze job requirements;
II. Decide who does what;
III. Write the copy;
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RECRUITMENT AND SELECTION
IV. Design the advertisement;
V. Plan and select the media; and
VI. Evaluate response.
The management after selecting the recruitment techniques has to decide upon the
type of appeal in order to make the recruitment efforts effective.
RECRUITMENT PRACTICES IN INDIA:-
The different sources for recruitment in India have been classified thus:
i. Within the organization;
ii. Badli or temporary workers;
iii. Employment agencies;
iv. Casual callers;
v. Applicant introduced by friends and relatives in the organization;
vi. Advertisements; and
vii. Labour contractors.
According to a survey of public and private sector employers by Prof. Basavaraj,
the following methods were used to recruit employees:
A. In the public sector (steel units), the major sources of recruitment in order of
preference are:
I. Casual callers or employment seekers;
II. Newspaper advertisements;
III. Scheduled tribes and scheduled castes;
IV. Employment exchanges;
V. Other public undertakings;
VI. Internal advertisement;
VII. Displaced persons;
VIII. Relative and friends;
IX. Employee recommendations; and
X. Institutions.
In the public sector (heavy engineering), the sources for non-supervisory staff are:
i. Employment exchanges;
ii. External advertisement;
iii. Internal advertisements;
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RECRUITMENT AND SELECTION
iv. Central training institute;
v. Introduction by the liaison officer of a corporation;
vi. Deputation personnel; and
vii. Transfers from other public undertakings.
B. In the private sector, the survey disclosed that the procedures, though
formulated, were not institutionalized in character. In some organizations,
preference was given to sons and relatives of employees and to local people.
In order of preference, the major sources are,
I. Advertisements;
II. Employment exchanges;
III. Relatives and friends;
IV. Casual callers; and
V. Employee recommendations.
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RECRUITMENT AND SELECTION
SELECTION
INTRODUCTION OF SELECTION:-
MEANING & IMPORTANCE OF SELECTION:-
Selection is one of the most important of all functions in the management of
personnel. Selection is more closely related to recruitment because both are
concerned with processing individuals to place them in a job. Selection is next to
recruitment. After identifying the sources of human resources, searching for
prospective employees and stimulating them to apply for jobs in an organization,
the management has to perform the function of selecting the right employees at
the right time. “Right man at the right job” is the basic principle in selection.
Selection is the process of collecting and evaluating information about an
individual in order to extend an offer of employment. It is the process of logically
choosing individuals who posses the necessary skills, abilities and personality to
successfully fill specific jobs in the organization.
Selection means a process by which the qualified personnel can be choosen
from the applicants who have offered their services to the organization for
employment. Thus selection process is negative function because it attempt to
eliminate applicants, leaving the best to be selected. In the words of Dale Yodev,
“Selection is the process in which candidates for employment are divided into two
classes – those who are to be offered employment and those who are not”. In
short, selection is the process of choosing a person suitable for the job out of
several persons.
The objective of the selection decision is to choose the individual who can most
successfully perform the job from the pool of qualified candidates. The selection
procedures are the system of functions and devices adopted in a given company to
ascertain whether the candidate’s specification is matched with the job
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RECRUITMENT AND SELECTION
specification and requirements or not. The selection procedures cannot be
effective until and unless:
1) Requirements of the job to be filled, have been clearly specified (job analysis,
etc).
2) Employee specifications (physical, mental, social, and behavioral, etc) have
been clearly specified.
3) Candidates for screening have been attracted.
Thus, the development of job analyses, human resource planning and
recruitment are necessary prerequisites to the selection process. The breakdown in
any of these processes can make even the best selection system ineffective.
DEFINITION OF SELECTION:-
To select mean to choose. Selection is the process of picking individuals who
have relevant qualifications to fill jobs in an organization. The basic purpose is to
choose the individual who can most successfully perform the job from the pool of
qualified candidates.
PURPOSE OF SELECTION:-
The purpose of selection is to pick up the most suitable candidate who would
meet the requirements of the job and the organization best, to find out which job
applicant will be successful, if hired. To meet this goal, the company obtains and
assesses information about the applicants in terms of age, qualifications, skills,
experience, etc. the needs of the job are matched with the profile of candidates.
The most suitable person is then picked up after eliminating the unsuitable
applicants through successive stages of selection process. How well an employee
is matched to a job is very important because it directly affects the amount and
quality of the employee’s work. Any mismatch in this regard can cost an
organization a great deal of money, time and trouble, especially, in terms of
training and operating costs. In course of time the employee may find the job
distasteful and leave in frustration. He may even circulate ‘hot news’ and juicy
bits of negative information about the company, causing incalculable harm in the
long run. Effective selection, therefore, demands constant monitoring of the ‘fit’
between person the job.
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RECRUITMENT AND SELECTION
IMPORTANCE OF SELECTION:-
The importance of selection may be judged from the following facts:
1) PROCUREMENT OF QUAILIFED AND SKILLED WORKERS :-
Scientific selection facilitates the procurement of well qualified and skilled
workers in the organization. It is in the interest of the organization in order to
maintain the supremacy over the other competitive firms. Selection of skilled
personnel reduces the labour cost and increases the production. Selection of
skilled personnel also facilitates the expansion in the size of the business.
2) REDUCE COST OF TRAINING AND DEVELOPMENT :-
Proper selection of candidates reduces the cost of training because qualified
personnel have better grasping power. They can understand the technique of
work better and in less time. Further, 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.
3) ABSENCE OF PERSONNEL PROBLEM :-
Proper selection of personnel reduces personnel problems in the organization.
Many problems like labour turnover, absenteeism and monotony shall not be
experienced in their severity in the organization. Labour relation will be better
because workers will be fully satisfied by the work. Skilled workers help the
management to expand the business and to earn more profits and in turn
management compensates, the workers with high wages, benefits etc.
ESSENTIALS OF SELECTION PROCEDURE:-
The selection process can be successful if the following requirements are satisfied:
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RECRUITMENT AND SELECTION
1. Someone should have the authority to select. This authority comes from the
employment requisition, as developed by an analysis of the work-load and
work-force.
2. There must be some standard of personnel with which a prospective employee
may be compared, i.e. a comprehensive job description and job specification
should be available beforehand.
3. There must be a sufficient number of applicants from whom the required
number of employees may be selected.
SELECTION PROCEDURE
Selection procedure employs several methods of collecting information about the
candidate’s qualification, experience, physical and mental ability, nature and
behaviour, knowledge, aptitude and the like for judging whether a given applicant is
or is not suitable for the job. Therefore, the selection procedure is not a single act but
is essentially a series of methods or stages by which different types of information can
be secured through various selection techniques. At each step, facts may come to light
which are useful for comparison with the job requirement and employee
specifications.
Selection procedure is lengthy and time consuming particularly in the case of
supervisory post.
Following are the steps/ procedures of selection:
1) JOB ANALYSIS :-
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RECRUITMENT AND SELECTION
Job analysis is the basis for selecting the right candidate. Every organization should
finalize the job analysis, job description, job specification and employee specification
before proceeding to the next step of selection.
2) APPLICATION FORM :-
Application Form is also known as application blank. The technique of
application blank is traditional and widely accepted for securing information
from the prospective candidates. Where application forms are use, the data
become a part of the employee’s record. The information is generally required
on the following items in the application forms: Personal background
information, Educational information, Work experiences, salary, personal
details, expected salary and allowances etc.
3) PRELIMINARY INTERVIEW :-
Preliminary or initial interview is often held in case of “at the gate” candidate.
This interview usually of short duration and is aimed at obtaining certain basic
information with a view to identifying the obvious misfits or unqualified. Thus
preliminary interview is useful as a process of eliminating the undesirable and
unsuitable candidate. If the candidate seems to possess the basic minimum
requirements for efficient job performance, he is given an application form for being
filled out by him.
4) SCREENING APPLICATION FORM :-
Information given in the application form is used for selection purposes. The
applicant who seems to be not fit for the job on the basis of information given
in the application blank is rejected out rightly at this stage. The applicants who
have not furnished the required information may also be rejected. Applications
will not be accepted after the close date. After the close date of the
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recruitment, the Job Expert for the hiring department and Human Resources
will screen the application forms for minimum education and qualification
requirements. A recruitment date may be extended if there are no qualified
candidates. Recruitments can also be open until the position is filled; in this
situation, applicants are reviewed and interviewed on a regular basis until an
eligible candidate can be selected and appointed to the available position.
5) WRITTEN TEST :-
The organization have to conduct written examination for the qualified
candidates after they are screened on the basis of the application blanks so as
to measure the candidate’s ability in arithmetical calculations, to know the
candidate’s attitude towards job, to measure the candidates aptitude,
reasoning, knowledge in various disciplines, general knowledge and English
language. Intelligence test measures the individuals capacity or reasoning,
verbal comprehension, numbers, vocabulary, word fluency etc. aptitude test
measures individuals capacity or talent ability to learn a job if he is given
adequate training.
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6) FINAL INTERVIEWING :-
Final interview is usually followed by testing. This is the most essential step
in the process of selection. In this step the interviewer matches the information
obtained about the candidate through various means to the job requirements
and to the information obtained through his own observation during the
interview. The basic objective of the interview is to measure the applicant
against the specific requirements of the job. Interview must be conducted in a
friendly atmosphere and the candidate must be made to feel at ease. The
interviewer should not ask unwarranted questions which make the candidate
nervous. It being the two way communication, the interviewee should also be
given a chance to ask questions if he so likes, about the job and the
organization.
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7) REFERENCE CHECKS :-
After completion of the final interview, the personnel department will engage
in checking references. Candidates are required to give the name of reference
in their application forms. These references may be from the individuals who
are familiar with the candidate’s academic achievement or from the
applicant’s previous employer, who is well versed with the applicant’s job
performance, and sometime from co-workers. If reference is checked in the
correct manner, a great deal can be learned about a person that an interview or
tests cannot elicit. A good reference check used sincerely fetches useful and
reliable information to the organization.
8) PHYSICAL EXAMINATION :-
The candidates who have crossed the above hurdles are required to go for the medical
examination. This is very important because of a person of poor health cannot work
competently and the investment in him may go waste. Thus, a thorough medical
examination is essential.
9) SELECTION :-
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If a candidate successfully overcomes all the obstacles or tests given he would
be declared selected. A appointment letter will be given to him mentioning the
terms of employment, pay scales, post on which selected etc.
SELECTION PROCEDURE
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SELECTION PROCESS IS PREFERABLE BECAUSE:-
It is easier for applicant because they can send their applications to a single
centralized department/agency.
It facilitates contacts with applicants because issues pertaining to employment can
be cleared through one central location.
It helps operating managers to concentrate on their operating responsibilities. This
is helpful during peak operating period.
It can provide for better selection because hiring is done by specialist trained in
staffing techniques.
The applicant is better assured of consideration for a greater variety of jobs.
Hiring cost may be cut because duplication of efforts is minimized.
With increased government regulations on the selection process, it is important
that people who know about these rules handle a major part of the selection
process.
SELECTION TECHNIQUES:-
How to choose selection techniques?
Who administers selection techniques?
Informing the candidates
Different selection techniques
HOW TO CHOOSE SELECTION TECHNIQUES? :-
Different types of positions require different kinds of selection techniques.
Choosing the right techniques will help to recruit the best person for the
position. The selection techniques to choose depend on the particular skills,
attributes and knowledge required for the position. They must be able to match
the selection method with the selection criteria that are most critical to the
position.
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The selection techniques normally used are the interview along with a written
application and referee reports. The interview's value is greatly increased
when it is well structured, incorporates behaviour-based questions and is used
in conjunction with other selection techniques. Descriptions of a range of
selection techniques are provided below.
It is not a good idea to make recruitment decisions based on the results of one
selection method alone. Very often need to combine two or more techniques to
assess a range of skills and qualities in candidates. For example, work samples
are an excellent way to assess what a candidate is capable of (ie. their
maximum performance), but they do not provide information on what the
candidate does daily (ie. their typical performance). Reference checks must
be used as well to obtain this information.
What to consider when choosing :-
The seniority/level of position,
The degree to which managerial/leadership ability is critical to success,
The degree to which technical competence is critical to success,
The time and effort required to use the technique, in proportion to the risk of
poor selection,
Available resources,
The budget,
The skills, knowledge and qualifications of assessors,
Equity issues, ie. does the chosen technique directly or indirectly discriminate
against EEO groups?
WHO ADMINISTERS SELECTION TECHNIQUES :-
The selection committee or a representative from the Human Resources Unit
(HRU) can administer many of the techniques. However, others need to be
administered by trained professionals. See the individual techniques for more
information.
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INFORMING THE CANDIDATES :-
If it is decided to use selection techniques in addition to the interview, then
this thing should reached to all the candidates and give them enough notice to
make appropriate preparations.
DIFFERENT SELECTION TECHNIQUES :-
1. Structured interview format.
2. Telephone interviews.
3. Work samples.
4. Peer assessment.
5. Assessment centres.
6. Psychometric testing.
7. Informal meetings.
1. STRUCTURED INTERVIEW FORMAT :-
The structured interview format involves assessing the candidate's skills,
attributes and behaviour through behaviour-based questions. Behaviour-based
questions probe for specific examples of a candidate's behaviour in situations
similar to those that will be found in the new job. Questions are typically
worded to extract specific examples of what they have done in the past.
Asking behavioural questions enables you to assess candidates more
objectively, based on specifics rather than 'gut' feelings or personal
impressions.
The interview is also useful for assessing a candidate's presentation and
communication skills, 'getting to know' candidates and assessing cultural 'fit'
with the work area. Complementing the interview with other selection
techniques such as skills tests, work sample tests, case studies, planning
exercises, analysis and/or judgement exercises, presentations and team
observations increases the likelihood of identifying the best person for the
position.
The interview is an artificial and formal environment that may not best show
candidates as they behave in the work environment. Less formal opportunities
for meeting and interacting with candidates and structured reference checking
will provide further insight into a candidate's behaviour and performance.
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RECRUITMENT AND SELECTION
Usually the selection committee determines the questions to be asked in the
interview. Questions should be determined based on the selection criteria and
it is important to define what constitutes an acceptable answer prior to
conducting interviews. An acceptable answer should include:
An example of a specific work-related situation faced by the candidate.
The candidate's action in response to the situation.
The outcome of the candidate's action.
2. TELEPHONE INTERVIEWS (VIDEO/TELECONFERENCING) :-
For positions that are likely to attract overseas candidates it may be necessary
to conduct initial discussions via telephone or video. Telephone interviews are
normally used to make a preliminary assessment of a candidate. However,
caller should also meet the candidate face-to-face before making final
recommendations.
When conducting the interview, be aware that the applicant is relying on clear
and specific verbal feedback in the absence of non-verbal cues.
3. WORK SAMPLES :-
Work samples involve an individual or group of candidates completing
exercises that they would be required to undertake as part of the position. For
group tasks, candidates are placed in a situation in which the successful
completion of a task requires interaction among the participants. In individual
exercises, participants complete a task independently. The selection committee
should determine acceptable responses or outcomes prior to administering any
sort of work sample test.
Examples of different work sample techniques and tips on how to use them are
provided below:
a. THE LEADERLESS GROUP DISCUSSION :-
This is a simple technique where a group of participants are asked to carry on
a discussion about some topic for a specific period of time, eg. Performance
issues, or internal/external alliances or relationships. No-one is appointed
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RECRUITMENT AND SELECTION
leader and assessors do not participate in the discussion, but remain free to
observe and rate the performance of each participant. Skills and attributes such
as leadership, coaching, customer service orientation, teamwork, building
relationships, etc. can be evaluated.
b. THE IN-TRAY TEST :-
This is an individual test designed to simulate important or regular tasks
associated with the position. Different types of in-tray tests may be designed
to correspond to the various requirements of the position, e.g. Writing a
memo, researching information or analyzing data. At the conclusion of the
exercise the candidate will have produced notes, memos, letters, etc., which
constitute the record of his or her behaviour in completing the task. In-tray
exercises permit direct observation of individual behaviour within the context
of a job-relevant problem situation.
c. PLANING EXERCISES :-
These test the candidate's ability to prioritize, plan activities, schedule and
allocate resources, and adapt to last minute changes. This allows assessors to
evaluate a candidate's skills and attributes in planning and judgement.
Exercises might involve providing the candidate with some information about
a typical project and asking them to draft a project plan or schedule, determine
a budget or allocate resources.
d. ANALYSIS EXERCISES :-
These evaluate a candidate's aptitude in analysis and judgement. Candidates
are provided with quantitative and qualitative data about a fictitious
organization and asked to draw conclusions, make recommendations, assess
the organisation's situation or improve matters such as productivity, customer
relations, organisational structure and morale.
e. LECTURES/PRESENTATIONS :-
These assess a candidate's communication skills and perhaps their expertise on
a particular subject. A typical task might involve a candidate preparing and
presenting to a selection committee, peers and/or postgraduate students. For
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RECRUITMENT AND SELECTION
example, for an academic position a lecture or presentation of research or
teaching would be appropriate.
f. COMPUTER EXERCISES :-
These demonstrate a candidate's computer skills using particular programs.
Tasks might involve creating spreadsheets, data sorts, letters or diagrams, etc.
g. TIPS ON USING WORK SAMPLES :-
Work samples are effective at predicting future behaviour. They are
particularly useful if implemented as part of a two-phase selection process, ie.
after the first interview when follow-up and probing are required, or
alternatively, to weed out candidates prior to interview. Using work samples
as a selection technique is usually more time consuming and resource
intensive than conducting an interview, particularly if there are a lot of
candidates.
4. PEER ASSESSMENT :-
Peer assessment involves asking a candidate's colleagues to predict how the
candidate will respond if placed in a particular work situation or role. Peers or
colleagues usually provide different feedback than that offered by supervisors,
as their perceptions are drawn from a different range of behavioural
interactions. You must seek the candidate's approval before speaking to their
peers or colleagues. Peer assessment is often used to predict future leadership
and managerial success.
a. TIPS ON USING PEER ASSESSMENT :-
It's a good idea to involve a range of people with different relationships to the
candidate, for example someone who works with them in a team capacity,
someone who has a supervisory relationship to them and someone who reports
to them. Keep in mind that peers may assess their colleagues based on
personal bias.
5. ASSESSMENT CENTRES :-
The assessment centre is traditionally used for large scale or bulk recruitment
exercises. Assessment centres vary in complexity and are typically conducted
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by trained consultants. They can be expensive and complex to administer and
are usually more cost effective when recruiting large numbers of people. A
typical assessment may run over the course of one or two days and involve
trained assessors evaluating a number of candidates using a range of
techniques such as interviews, written tests and individual and group
exercises. Assessors assimilate evidence from candidate performance across
all exercises and incorporate this into a final collective decision.
6. PSYCHOMETRIC TESTING :-
Psychometric testing includes cognitive ability tests, objective personality and
interest inventories and leadership ability tests. Psychometric and ability tests
can be administered to help with selection at all levels. Ability tests should
always be based on key selection criteria and the results compared alongside
the results of all other selection techniques used. Psychometric tests used in
recruitment are usually those that indicate work preferences. They can also be
used to assess how a candidate will operate in a team environment or to
identify managerial or leadership qualities. Trained professionals should
administer psychometric tests.
a. TIPS ON USING PSYCHOMETRIC TESTING :-
Psychometric tests should be developed and administered by a properly
qualified and accredited person. Psychometric tests can be expensive and time
consuming to administer. They are not normally used as part of the selection
process at the University, so you should always seek advice from the Human
Resources Unit before deciding to use them.
7. INFORMAL MEETINGS:-
Informal meetings can be used as a way of observing a candidate's behaviour
in a less formal environment, such as lunches or morning tea with staff or key
stakeholders.
a. TIPS ON USING INFORMAL MEETINGS :-
Informal meetings are probably best used as part of a two-phase selection
process, after you have narrowed the field down to the last few candidates.
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NEW METHODS OF SELECTION:-
a. 360 DEGREE SELECTION OR PARTICIPATIVE SELECTION :-
In this method subordinates participate in the selection of their co-workers and
supervisors. The idea is that such participation will improve quality, increase
support for the selected supervisors and co-workers and improve employee
morale. For example for the selection of a sales manger, assistant sales manger
will also take part in the selection process along with the hr manager.
b. EMPLOYEE LEASING :-
The client company leases employees from a third party, not on temporary
basis but on a full time basis and for long help. An interesting feature is that
the client company need not perform personnel activities such as hiring
compensation or record keeping. Employees working elsewhere are leased.
They are not directly employed by the company where they are working.
Employees not recruited by one client is sent to another.
SIGNIFICANCE OF SELECTION/BENEFITS OF SCIENTIFIC
SELECTION:-
Selection is the process of picking candidates with requisite qualifications and
competence to fill jobs in the organization. Selection of suitable candidates is a matter
of special importance in personnel management. It is the starting point of the whole
human resource management process. Inefficiency, low productivity, high wastages,
industrial accidents, ineffective execution of training programmes, etc. are due to
faulty selection of candidate.
Unsuitable candidate becomes a permanent problem as long as he is in the
organization. This is because he has no liking for the job, no interest and initiative in
the job and finally, no capacity to handle the job independently. For progress and
prosperity, a company needs a team of efficient,, loyal, capable and co-operative
young workers and managers. Such team is available only when the selection is made
systematically. Selection of unsuitable persons finally brings the future of a company
in danger. Unsuitable employees become liability of a company. They create
problems and remain as obstacles. This suggests the significance of scientific
selection in personnel management.
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RECRUITMENT AND SELECTION
Selection acts as a foundation of the whole personnel management activity. It is
like the foundation of a building which must be strong, stable and firm. A building
will be always in danger when the foundation is not sound. Similarly, management of
a business unit will be always difficult when the employees selected initially and
thereafter are not of required qualities and qualifications. Professional managements
attach special importance to selection of most suitable candidates as they prefer to
avoid the entry of unsuitable candidates in their organizations.
A.BENEFITS OF SCIENTIFIC SELECTION TO
EMPLOYER/MANAGEMENT: -
1. The objective of right man for the right job is achieved.
2. Stability to labour force as labour turnover is minimized.
3. Expenditure on frequent selection of candidates is avoided.
4. Scientific selection raises organizational efficiency and creates good image in
the business world.
5. Unsuitable candidates are kept away from the organization.
6. Training provided to properly selected candidates gives promising results.
B. BENEFITS OF SCIENTIFIC SELECTION TO EMPLOYEES :-
1. Job satisfaction and raising of morale of employees.
2. Self-development through promotions, training, etc. is possible.
3. Avoids frustration on the part of employees.
4. Higher salary due to promotions and career development.
5. High degree of satisfaction among the employees by letting them know that
their capabilities are being properly utilized and that their talents are not
wasted
6. SELECTION PRACTICES :-
The following throws light on how the global giants use selection testing as a basis
for picking up the right candidates to fill up the vacancies arising internally:
1. SIEMENS INDIA :- It uses extensive psychometric instruments to evaluate short-
listed candidates. The company uses occupational personality questionnaire to
understand the candidate’s personal attributes and occupational testing to measure
competencies.
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RECRUITMENT AND SELECTION
2. LG ELECTRONICS INDIA :- LG Electronics uses 3 psychometric tests to
measure a person’s ability as a team player, to check personality types and to find
a person’s responsiveness and assertiveness.
3. ARTHUR ANDERSON :- while evaluating candidates, the company conducts
critical behaviour interviewing which evaluates the suitability of the candidate for
the position, largely based on his past experience and credentials
4. PEPSICO INDIA :- The Company uses India as a global recruitment resource. To
select professionals for global careers with it, the company uses a competency-
based interviewing technique that looks at the candidate’s abilities in terms of
strategizing, lateral thinking, problem solving, managing the environment. This
apart, Pepsi insists that to succeed in a global posting, these individuals possess
strong functional knowledge and come from a cosmopolitan background.
Source: Business Today, April 7-21 2004, pg 129.
BARRIERS TO EFFECTIVE SELECTION:-
The main objective of selection is to hire people having competence and
commitment. This objective is often defeated because of certain barriers. The
impediments which check effectiveness of selection are perception, fairness, validity,
reliability, and pressure.
a) PERCEPTION :-
Our inability to understand others accurately is probably the most fundamental
barrier to selecting right candidate. Selection demands an individual or a group
to assess and compare the respective competencies of others, with the aim of
choosing the right persons for the jobs. But our views are highly personalized.
We all perceive the world differently. Our limited perceptual ability is
obviously a stumbling block to the objective and rational selection of people.
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b) FAIRNESS :-
Fairness in selection requires that no individual should be discriminated
against on the basis of religion, region, race or gender. But the low number of
women and other less privileged sections of society in the middle and senior
management positions and open discrimination on the basis of age in job
advertisements and in the selection process would suggest that all the efforts to
minimize inequity have not been very effective.
c) VALIDITY :-
Validity, as explained earlier, is a test that helps predict job performance of an
incumbent. A test that has been validated can differentiate between the
employees who can perform well and those who will not. However, a
validated test does not predict job success accurately. It can only increase
possibility of success.
d) RELIABILITY :-
A reliable method is one which will produce consistent results when repeated
in similar situations. Like a validated test, a reliable test may fall to predict job
performance with precision.
e) PRESSURE :-
Pressure is brought on the selectors by politicians, bureaucrats, relatives,
friends, and peers to select particular candidate. Candidates selected because
of compulsions are obviously not the right ones. Appointments to public sector
undertakings generally take place under such pressure.
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ROLE OF SELECTION:-
Selection is crucial for the organizations effectiveness for 2 reasons:
1) WORK PERFORMANCE :-
Performance of the organization is very important to the success of the
company. So the organization always employs people who are well qualified
and competent.
2) COST INCURRED :-
Cost incurred while selection process also plays an important role.
This can be explained with an example:
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Pepsi went on a crash recruitment drive. Six people from the company took
over Oberoi business center for six days. 3000 people who had responded to
the advertisements earlier issued were scanned: people were asked to respond
within 100hrs by fax. People selected for the interview were flown into the
city.
This e.g. just shows how expensive selection can be. Hence cost incurred is
very important for the success of the selection process.
SELECTION DECISIONS:-
OUTCOMES OF THE SELECTION PROCESS
There are 4 outcomes of the selection decisions.
1) TRUE POSITIVE ERROR :-
True positive is when the company predicts success and the result is a success
i.e. when they select the right employee for the right job.
2) TRUE NEGATIVE ERROR :-
True negative is when a company predicts failure and the result is a failure i.e.
when they reject a candidate appropriately.
SUCCESS
NEGATIVE
FAILURE SUCCESS PREDICTED PREDICTED
FALSE NEGATIVE TRUE POSITIVEERROR ERROR
TRUE NEGATIVE FALSE POSITIVEERROR ERROR
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RECRUITMENT AND SELECTION
3) FALSE POSITIVE ERROR :-
This happens when a company predicts success and results in failure. That is
when they select a wrong/ incompetent employee for a job.
4) FALSE NEGATIVE ERROR :-
This happens when a company predicts failure when the result could have
been a success. That is when they an employee who is very competent due to
wrong perceptions.
SELECTION IN INDIA:-
Conditions of labour market largely determine the selection process. We have a
strange paradox in our country. On one hand there is large scale unemployment and
on the other hand there is shortage of skilled labour. At one place we have ‘no
vacancy’ boards and at other places we have “wanted employees” boards.
Unemployment is more among people who do not have specific skills. Corruption and
influence is used in hiring such employees. Selection is therefore not systematic and
at times bizarre in
CONCLUSION:-
Recruitment is the process of searching for prospective employees and
encouraging them to apply for jobs. Recruitment brings together employers and
prospective employees. It tries to develop a pool of person from which most suitable
ones can be selected. It locates the sources of people and attracts them to employment
in the organization. The manner of recruitment varies with the size, nature and
environment of an organization.
The process of choosing the most suitable candidate out of the available
applicants is called selection. In order to make correct decision about the selection it
is important to collect information about the applicants. Sound selection matches the
qualification of applicants with the job requirement. Thus it eliminates unsuitable
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RECRUITMENT AND SELECTION
candidates from the selection procedure. The rejection rate in the selection of
candidates is very high. Only handful of candidate are hired by the time selection
procedure comes to an end.
BIBLIOGRAPHY
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RECRUITMENT AND SELECTION
1) PERSONNEL MANAGEMENT AND INDUSTRIAL RELATIONS
--- DR. M. M. VERMA
2) HUMAN RESOURCE AND PERSONNEL MANAGEMENT
--- P. SUBBA RAO
3) HUMAN RESOURCE MANAGEMENT
--- DR. ANJALI GHANEKAR
4) HUMAN RESOURCE MANAGEMENT (TEXT & CASES)
--- V. S. P. RAO
5) PERSONNEL MANAGEMENT (TEXT & CASES)
--- C. B. MAMORIA
--- S. V. GHANEKAR
6) HUMAN RESOURCE MANAGEMENT
--- N. G. KALE
--- M. AHMED
WIBILIOGRAPHY
www.hrmguide.com
48
RECRUITMENT AND SELECTION
www.humanresource.com
CASE STUDY
A reputed marketing company decided to select ten promising marketing
executives for promoting sales of its two newly introduced consumer durables.
The company decided to use numerical rating system for selecting suitable
candidates.
Five factors are to be assessed and quantified for each applicant. the details are
as follow:
Factors Assumption Allocation of Points
Age Age is advantage upto the age of 50 21-30:3 points
30-40:4 points
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RECRUITMENT AND SELECTION
40-50:7 points
Marital
status
Married with family Single:0 point
Married without children:3 points
Married with children:5 points
Education MBA in Marketing contributes to success i. University degree:1 points
ii. Degree + diploma or certificate
course in marketing
management:1extra point
iii. Degree + MBA in marketing:2 extra
points
Experience Marketing experience is necessary/useful 1 point for each year marketing experience.
Sales aptitude Aptitude can be measured 0-7 points based on the results of test.
The points are to be totaled for an overall rating. Applicants securing 20 or
more points (maximum points are 30) are to be considered definite hires, those
getting points between 10-20 will be treated as possible hires and those getting
less than 10 points will be rejected. Final decisions are based on the numerical
rating and performance of candidates in series of personal interviews
Questions:
A. What is your opinion on the above noted numerical rating system?
C. Do you feel that selection of most suitable candidates will be possible
by such numerical rating?
D. Are there any potential difficulties with this system?
One Possible Solution:
(1) The numerical rating system used here is reasonably good. This system is used
extensively as it is quick, simple and fairly decisive. There is no scope for
mistakes in the system. Moreover, the final decision will be on the basis of
performance in the interviews where the points gained by candidates will be
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RECRUITMENT AND SELECTION
verified. This system is based on two factors and the support of interviews to
numerical system is the plus point of the selection system used.
(2) Selection of most suitable candidates will be possible provided the numerical
rating is done uniformly and impartially. Secondly, the interviewers appointed
should be experts with experience and maturity. In addition, they should not have
special interest in one candidate or the other. They will have to do their job as
professionals. The interviewer should review the performance of candidate in all
the interviews collectively. For this, interviewer should use their performance
marking, notes taken during interview and so on. In brief, numerical rating
supported by a series of personal interviews by experts will enable the company to
select the best among the available candidates.
(3) Potential difficulties/problems may not develop as the rating criteria is clear and
compact. The rating must be done by responsible persons and all possible
mistakes must be avoided. Interviews should be fair and impartial. Performance in
the interviews should be given special importance and rating should be used as
supporting tool because interview gives full view of the personality of the
candidates. Problems may develop if the points noted above are neglected.
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