Recruitment and Selection

Presented by:Esha Acharya 1Nikhil Budhkar 4

Gautam Choudhary 5Neha Kateja

Poor Recruitment and Selection Poor Recruitment and Selection Creates ProblemsCreates Problems

Inadequate human resourceIncreased training costs to overcome deficienciesMore supervisory problemsHigher turnover ratesDifficulty in establishing enduring relationships with customersNot maximum utilization of human potential

Recruitment

“Recruitment is the process of searching the candidates for employment and simulating them to apply for jobs in the organization.”

It is a linking activity that brings together those offering jobs and those seeking jobs.

Recruitment and Selection Objectives

Determine present and future needs in terms of numbers and types of employeeMeet the company’s legal and social responsibilities regarding composition of the workforceReduce the number of under qualified or overqualified applicantsIncrease the number of qualified applicants at a specified costEvaluate the effectiveness of recruiting sources and evaluation techniques

Factors affecting Recruitment

Size of the organizationEffect of past recruitment effortsNature of Labour market of the regionExtent and strength of unionization in the regionWorking ConditionSocial and political environmentLegal obligations created by various states.

Sources of recruitment

Internal source External source

Internal SourcesTransferPromotionJob PostingFormer EmployeesEmployee’s reference

External sourceDirect Recruitment (Recruitment at factory gate)Casual CallersMedia advertisementEmployment ConsultantsEducational Institutions or Campus RecruitmentRecommendationsLabour ContractorsTelecasting

Selection“Selection involves a series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts.”

The process of selection leads to employment of persons who possess the ability and qualification to perform the jobs which have fallen vacant in the organisation

Recruitment Vs. Selection

Recruitment

It is the process of searching candidates for vacant jobs and making them apply for the same.It is a positive process

Selection

It is the process of selection of right types of candidates and offering them jobs.

It is a negative process

Its aim is to attract more and more candidates for vacant jobs

The firm notifies the vacancies through various sources and distributes application forms to candidates

Its aim is to reject unsuitable candidates and pick up the most suitable people for the vacant jobs.The firm asks the candidates to pass through a number of stages such as filling of form, employment test, interview, medical exam, etc.

No contractual relation is created. Recruitment implies communication of vacancies only.

Selection follows recruitment and leads to a contract of service between the employer and the employee.

Selection Process

1. Preliminary Screening2. Receiving Application3. Screening Application4. Employment Tests5. Employment Interview6. Checking Reference7. Medical Examination8. Final Selection and Appointment letter

Alternative to recruitment

OvertimeSubcontractingTemporary EmployeesEmployee LeasingOutsourcing

Selection Tests

Intelligence TestAptitude TestPersonality TestAchievement TestSimulation TestAssessment Center

Types of InterviewsNon-directive InterviewStructured or directive InterviewSituational InterviewBehavioral InterviewStress InterviewPanel Interview

Recruitment Policy:Indian Experiences

1. Hindustan LeverHires very few people directly in middle and senior management positions. It recruits either fresh graduates or young professional with a few years in another company, and then develops all of them through a uniform, highly structured and very high quality process into a common mould of professionally competent, highly competitive, yet loyal and decent executives with high ethical standards. It emphasizes professionalism, convent school English speaking, sharp dressing, good debating skills and clubability. The company loves to hire all the toppers from all IIMs and IITs

2. Infosys TechnologiesEmphasizes on recruiting the people who find the company’s middle-class values satisfying. These are the people brought up in tradition conservative homes but have superior academic records, technical skills and ingrained capacity for hard work. Infosys primarily relies on a written test to identify individuals with high learninability, both in term of willingness and ability. Its interview process is not highly structured and is designed to eliminate overly ambitious and competitive stars who tend to both create and thrive amid internal competition.

3. Pepsi

Pepsi is a flat organization. There are a maximum of four reporting levels. Executive here emphasize achievement, motivation, the ability to deliver come what may. As the Personnel Manager of Pepsi Foods remarked “we hire people who are capable of growing the business rather than just growing with the business”. Recruitees must be capable of thinking outside the box, cutting the cake of conventional barriers whenever and wherever necessary. They must have a winner’s mindset and a passion for creating a dynamic change. They must have the ability to deal with ambiguity and informality.

4. Reebok

As Reebok’s customer are young, the company places emphasis on youth. The average age at Reebok is 26 years. Employees are expected to have a passion for fitness business and reflect the company’s aspiration. Recruitees should be willing to do all kinds of jobs operations. The willingness to get one’s hands dirty is important. They must also have an ability to cope with informality, a flat organization and be able to take decisions independently and perform consistently with their clearly defined goals.

5. Taj Group

The Taj group expects the job aspirants to stay with the organization patiently and rise with the company. Employees must be willing to say ‘yes sir’ to anybody. Other criteria include: communication skills, the ability to work long and stressful hours, mobility, attention to personal appearance and assertiveness without aggression.