Download VTU (Visvesvaraya Technological University) MBA 2nd Semester (Second Semester) 17MBA21-Human Resource Management HRM Chapter 3 Important Lecture Notes (MBA Study Material Notes)
Chapter 3
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.????
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
? G. Graphology tests: Here a trained evaluator tries to
examine the lines, loops, hooks, strokes, curves etc in a
person's handwriting to assess the person's
personality and emotional make-up.
? H. Polygraph : It is a lie detection test. During the test, the
operator records the respiration, blood pressure and
perspiration of the subject as he or she responds to s series
of questions posed to elicit the truth.
? I. Integrity tests: these are designed to measure
employee's honesty to predict those who are more likely to
indulge in unacceptable behaviour
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
? G. Graphology tests: Here a trained evaluator tries to
examine the lines, loops, hooks, strokes, curves etc in a
person's handwriting to assess the person's
personality and emotional make-up.
? H. Polygraph : It is a lie detection test. During the test, the
operator records the respiration, blood pressure and
perspiration of the subject as he or she responds to s series
of questions posed to elicit the truth.
? I. Integrity tests: these are designed to measure
employee's honesty to predict those who are more likely to
indulge in unacceptable behaviour
Standards?For?Selection?Tests?
? Reliability: the ability of a selection tool to measure an
attribute consistently; When a test is administered to the
same individual repeatedly, he should get Approximately
identical scores.
? Validity: the extent to which an instrument measures what it
intends to measure; In a typing test, validity measures a
typist?s speed and accuracy.
? Suitability: a test must fit the nature of the group on which it
is applied Usefulness: exclusive reliance on any single test
should be avoided
? Standardisation: norms for finalising test scores should be
established Qualified people: tests demand a high level of
professional skills
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
? G. Graphology tests: Here a trained evaluator tries to
examine the lines, loops, hooks, strokes, curves etc in a
person's handwriting to assess the person's
personality and emotional make-up.
? H. Polygraph : It is a lie detection test. During the test, the
operator records the respiration, blood pressure and
perspiration of the subject as he or she responds to s series
of questions posed to elicit the truth.
? I. Integrity tests: these are designed to measure
employee's honesty to predict those who are more likely to
indulge in unacceptable behaviour
Standards?For?Selection?Tests?
? Reliability: the ability of a selection tool to measure an
attribute consistently; When a test is administered to the
same individual repeatedly, he should get Approximately
identical scores.
? Validity: the extent to which an instrument measures what it
intends to measure; In a typing test, validity measures a
typist?s speed and accuracy.
? Suitability: a test must fit the nature of the group on which it
is applied Usefulness: exclusive reliance on any single test
should be avoided
? Standardisation: norms for finalising test scores should be
established Qualified people: tests demand a high level of
professional skills
Selection?Interview?
? Interview is an important source of information about job
applicants. Several types of interviews are used , depending
on the nature and importance of the position to be filled
within an organisation.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
? G. Graphology tests: Here a trained evaluator tries to
examine the lines, loops, hooks, strokes, curves etc in a
person's handwriting to assess the person's
personality and emotional make-up.
? H. Polygraph : It is a lie detection test. During the test, the
operator records the respiration, blood pressure and
perspiration of the subject as he or she responds to s series
of questions posed to elicit the truth.
? I. Integrity tests: these are designed to measure
employee's honesty to predict those who are more likely to
indulge in unacceptable behaviour
Standards?For?Selection?Tests?
? Reliability: the ability of a selection tool to measure an
attribute consistently; When a test is administered to the
same individual repeatedly, he should get Approximately
identical scores.
? Validity: the extent to which an instrument measures what it
intends to measure; In a typing test, validity measures a
typist?s speed and accuracy.
? Suitability: a test must fit the nature of the group on which it
is applied Usefulness: exclusive reliance on any single test
should be avoided
? Standardisation: norms for finalising test scores should be
established Qualified people: tests demand a high level of
professional skills
Selection?Interview?
? Interview is an important source of information about job
applicants. Several types of interviews are used , depending
on the nature and importance of the position to be filled
within an organisation.
? The nondirective interview: the recruiter asks questions as they
come to mind
? The directive or structured interview: the recruiter uses a
predetermined set of Questions that are clearly job-related
? The situational interview: the recruiter presents a hypothetical
incident and asks The candidate to respond
? The behavioural interview: the focus here is on actual work related
incidents and The applicant is supposed to reveal what he or she did
in a given situation
? Stress interview: the recruiter attempts to find how applicants
would respond to Aggressive, embarrassing, rule and insulting (at
times) questions
? The panel interview: three or four interviewers pose questions to
the applicant and Examine the suitability of the candidate
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
? G. Graphology tests: Here a trained evaluator tries to
examine the lines, loops, hooks, strokes, curves etc in a
person's handwriting to assess the person's
personality and emotional make-up.
? H. Polygraph : It is a lie detection test. During the test, the
operator records the respiration, blood pressure and
perspiration of the subject as he or she responds to s series
of questions posed to elicit the truth.
? I. Integrity tests: these are designed to measure
employee's honesty to predict those who are more likely to
indulge in unacceptable behaviour
Standards?For?Selection?Tests?
? Reliability: the ability of a selection tool to measure an
attribute consistently; When a test is administered to the
same individual repeatedly, he should get Approximately
identical scores.
? Validity: the extent to which an instrument measures what it
intends to measure; In a typing test, validity measures a
typist?s speed and accuracy.
? Suitability: a test must fit the nature of the group on which it
is applied Usefulness: exclusive reliance on any single test
should be avoided
? Standardisation: norms for finalising test scores should be
established Qualified people: tests demand a high level of
professional skills
Selection?Interview?
? Interview is an important source of information about job
applicants. Several types of interviews are used , depending
on the nature and importance of the position to be filled
within an organisation.
? The nondirective interview: the recruiter asks questions as they
come to mind
? The directive or structured interview: the recruiter uses a
predetermined set of Questions that are clearly job-related
? The situational interview: the recruiter presents a hypothetical
incident and asks The candidate to respond
? The behavioural interview: the focus here is on actual work related
incidents and The applicant is supposed to reveal what he or she did
in a given situation
? Stress interview: the recruiter attempts to find how applicants
would respond to Aggressive, embarrassing, rule and insulting (at
times) questions
? The panel interview: three or four interviewers pose questions to
the applicant and Examine the suitability of the candidate
Interviewing?Mistakes?
? These include: favouritism, failure to establish rapport with
candidates, not being Able to ask right questions, resorting to
snap judgements, showing leniency, being Influenced by
cultural noise, stereotyping,, bias, halo effect, being
influenced by The body language of the candidate, candidate
?order error etc.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
? G. Graphology tests: Here a trained evaluator tries to
examine the lines, loops, hooks, strokes, curves etc in a
person's handwriting to assess the person's
personality and emotional make-up.
? H. Polygraph : It is a lie detection test. During the test, the
operator records the respiration, blood pressure and
perspiration of the subject as he or she responds to s series
of questions posed to elicit the truth.
? I. Integrity tests: these are designed to measure
employee's honesty to predict those who are more likely to
indulge in unacceptable behaviour
Standards?For?Selection?Tests?
? Reliability: the ability of a selection tool to measure an
attribute consistently; When a test is administered to the
same individual repeatedly, he should get Approximately
identical scores.
? Validity: the extent to which an instrument measures what it
intends to measure; In a typing test, validity measures a
typist?s speed and accuracy.
? Suitability: a test must fit the nature of the group on which it
is applied Usefulness: exclusive reliance on any single test
should be avoided
? Standardisation: norms for finalising test scores should be
established Qualified people: tests demand a high level of
professional skills
Selection?Interview?
? Interview is an important source of information about job
applicants. Several types of interviews are used , depending
on the nature and importance of the position to be filled
within an organisation.
? The nondirective interview: the recruiter asks questions as they
come to mind
? The directive or structured interview: the recruiter uses a
predetermined set of Questions that are clearly job-related
? The situational interview: the recruiter presents a hypothetical
incident and asks The candidate to respond
? The behavioural interview: the focus here is on actual work related
incidents and The applicant is supposed to reveal what he or she did
in a given situation
? Stress interview: the recruiter attempts to find how applicants
would respond to Aggressive, embarrassing, rule and insulting (at
times) questions
? The panel interview: three or four interviewers pose questions to
the applicant and Examine the suitability of the candidate
Interviewing?Mistakes?
? These include: favouritism, failure to establish rapport with
candidates, not being Able to ask right questions, resorting to
snap judgements, showing leniency, being Influenced by
cultural noise, stereotyping,, bias, halo effect, being
influenced by The body language of the candidate, candidate
?order error etc.
PLACEMENT
? Placement?is?the?actual?posting?of?an?employee?to?a?specific?
job?with? rank? and? responsibilities? attached? to? it.? Most?
organisations?put?new?recruits?on?probation?for?a?given?period?
of?time?after?which?their?services?are?confirmed.?Placement,?
however,? should? be? made? with? as? little? disruption? to? the?
employee?and?organisation?as?possible.????
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
? G. Graphology tests: Here a trained evaluator tries to
examine the lines, loops, hooks, strokes, curves etc in a
person's handwriting to assess the person's
personality and emotional make-up.
? H. Polygraph : It is a lie detection test. During the test, the
operator records the respiration, blood pressure and
perspiration of the subject as he or she responds to s series
of questions posed to elicit the truth.
? I. Integrity tests: these are designed to measure
employee's honesty to predict those who are more likely to
indulge in unacceptable behaviour
Standards?For?Selection?Tests?
? Reliability: the ability of a selection tool to measure an
attribute consistently; When a test is administered to the
same individual repeatedly, he should get Approximately
identical scores.
? Validity: the extent to which an instrument measures what it
intends to measure; In a typing test, validity measures a
typist?s speed and accuracy.
? Suitability: a test must fit the nature of the group on which it
is applied Usefulness: exclusive reliance on any single test
should be avoided
? Standardisation: norms for finalising test scores should be
established Qualified people: tests demand a high level of
professional skills
Selection?Interview?
? Interview is an important source of information about job
applicants. Several types of interviews are used , depending
on the nature and importance of the position to be filled
within an organisation.
? The nondirective interview: the recruiter asks questions as they
come to mind
? The directive or structured interview: the recruiter uses a
predetermined set of Questions that are clearly job-related
? The situational interview: the recruiter presents a hypothetical
incident and asks The candidate to respond
? The behavioural interview: the focus here is on actual work related
incidents and The applicant is supposed to reveal what he or she did
in a given situation
? Stress interview: the recruiter attempts to find how applicants
would respond to Aggressive, embarrassing, rule and insulting (at
times) questions
? The panel interview: three or four interviewers pose questions to
the applicant and Examine the suitability of the candidate
Interviewing?Mistakes?
? These include: favouritism, failure to establish rapport with
candidates, not being Able to ask right questions, resorting to
snap judgements, showing leniency, being Influenced by
cultural noise, stereotyping,, bias, halo effect, being
influenced by The body language of the candidate, candidate
?order error etc.
PLACEMENT
? Placement?is?the?actual?posting?of?an?employee?to?a?specific?
job?with? rank? and? responsibilities? attached? to? it.? Most?
organisations?put?new?recruits?on?probation?for?a?given?period?
of?time?after?which?their?services?are?confirmed.?Placement,?
however,? should? be? made? with? as? little? disruption? to? the?
employee?and?organisation?as?possible.???? Benefits of Placement
The employee is able to:
v Show good results on the job.
v Get along with people easily.
v Keep his spirits high, report for duty regularly.
v Avoid mistakes and accidents.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
? G. Graphology tests: Here a trained evaluator tries to
examine the lines, loops, hooks, strokes, curves etc in a
person's handwriting to assess the person's
personality and emotional make-up.
? H. Polygraph : It is a lie detection test. During the test, the
operator records the respiration, blood pressure and
perspiration of the subject as he or she responds to s series
of questions posed to elicit the truth.
? I. Integrity tests: these are designed to measure
employee's honesty to predict those who are more likely to
indulge in unacceptable behaviour
Standards?For?Selection?Tests?
? Reliability: the ability of a selection tool to measure an
attribute consistently; When a test is administered to the
same individual repeatedly, he should get Approximately
identical scores.
? Validity: the extent to which an instrument measures what it
intends to measure; In a typing test, validity measures a
typist?s speed and accuracy.
? Suitability: a test must fit the nature of the group on which it
is applied Usefulness: exclusive reliance on any single test
should be avoided
? Standardisation: norms for finalising test scores should be
established Qualified people: tests demand a high level of
professional skills
Selection?Interview?
? Interview is an important source of information about job
applicants. Several types of interviews are used , depending
on the nature and importance of the position to be filled
within an organisation.
? The nondirective interview: the recruiter asks questions as they
come to mind
? The directive or structured interview: the recruiter uses a
predetermined set of Questions that are clearly job-related
? The situational interview: the recruiter presents a hypothetical
incident and asks The candidate to respond
? The behavioural interview: the focus here is on actual work related
incidents and The applicant is supposed to reveal what he or she did
in a given situation
? Stress interview: the recruiter attempts to find how applicants
would respond to Aggressive, embarrassing, rule and insulting (at
times) questions
? The panel interview: three or four interviewers pose questions to
the applicant and Examine the suitability of the candidate
Interviewing?Mistakes?
? These include: favouritism, failure to establish rapport with
candidates, not being Able to ask right questions, resorting to
snap judgements, showing leniency, being Influenced by
cultural noise, stereotyping,, bias, halo effect, being
influenced by The body language of the candidate, candidate
?order error etc.
PLACEMENT
? Placement?is?the?actual?posting?of?an?employee?to?a?specific?
job?with? rank? and? responsibilities? attached? to? it.? Most?
organisations?put?new?recruits?on?probation?for?a?given?period?
of?time?after?which?their?services?are?confirmed.?Placement,?
however,? should? be? made? with? as? little? disruption? to? the?
employee?and?organisation?as?possible.???? Benefits of Placement
The employee is able to:
v Show good results on the job.
v Get along with people easily.
v Keep his spirits high, report for duty regularly.
v Avoid mistakes and accidents.
? Induction or orientation is the process through which a new
recruit is introduced to the job and the organisation.
Induction removes fears from the mind of a newcomer,
creates a good impression about the organisation and acts as
a valuable source of information.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
? G. Graphology tests: Here a trained evaluator tries to
examine the lines, loops, hooks, strokes, curves etc in a
person's handwriting to assess the person's
personality and emotional make-up.
? H. Polygraph : It is a lie detection test. During the test, the
operator records the respiration, blood pressure and
perspiration of the subject as he or she responds to s series
of questions posed to elicit the truth.
? I. Integrity tests: these are designed to measure
employee's honesty to predict those who are more likely to
indulge in unacceptable behaviour
Standards?For?Selection?Tests?
? Reliability: the ability of a selection tool to measure an
attribute consistently; When a test is administered to the
same individual repeatedly, he should get Approximately
identical scores.
? Validity: the extent to which an instrument measures what it
intends to measure; In a typing test, validity measures a
typist?s speed and accuracy.
? Suitability: a test must fit the nature of the group on which it
is applied Usefulness: exclusive reliance on any single test
should be avoided
? Standardisation: norms for finalising test scores should be
established Qualified people: tests demand a high level of
professional skills
Selection?Interview?
? Interview is an important source of information about job
applicants. Several types of interviews are used , depending
on the nature and importance of the position to be filled
within an organisation.
? The nondirective interview: the recruiter asks questions as they
come to mind
? The directive or structured interview: the recruiter uses a
predetermined set of Questions that are clearly job-related
? The situational interview: the recruiter presents a hypothetical
incident and asks The candidate to respond
? The behavioural interview: the focus here is on actual work related
incidents and The applicant is supposed to reveal what he or she did
in a given situation
? Stress interview: the recruiter attempts to find how applicants
would respond to Aggressive, embarrassing, rule and insulting (at
times) questions
? The panel interview: three or four interviewers pose questions to
the applicant and Examine the suitability of the candidate
Interviewing?Mistakes?
? These include: favouritism, failure to establish rapport with
candidates, not being Able to ask right questions, resorting to
snap judgements, showing leniency, being Influenced by
cultural noise, stereotyping,, bias, halo effect, being
influenced by The body language of the candidate, candidate
?order error etc.
PLACEMENT
? Placement?is?the?actual?posting?of?an?employee?to?a?specific?
job?with? rank? and? responsibilities? attached? to? it.? Most?
organisations?put?new?recruits?on?probation?for?a?given?period?
of?time?after?which?their?services?are?confirmed.?Placement,?
however,? should? be? made? with? as? little? disruption? to? the?
employee?and?organisation?as?possible.???? Benefits of Placement
The employee is able to:
v Show good results on the job.
v Get along with people easily.
v Keep his spirits high, report for duty regularly.
v Avoid mistakes and accidents.
? Induction or orientation is the process through which a new
recruit is introduced to the job and the organisation.
Induction removes fears from the mind of a newcomer,
creates a good impression about the organisation and acts as
a valuable source of information.
Induction?Programme:?Steps?
? Welcome to the organisation ? Explain about the company and show all the facilities
? Show the location where the new recruit will work.
? Give the company's manual
? Offer details about various work groups
? Provide details about policies, rules, regulations, benefits,
etc
? Explain about opportunities and career prospects
? Clarify doubts
? Assign the new recruit to the supervisor
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
? G. Graphology tests: Here a trained evaluator tries to
examine the lines, loops, hooks, strokes, curves etc in a
person's handwriting to assess the person's
personality and emotional make-up.
? H. Polygraph : It is a lie detection test. During the test, the
operator records the respiration, blood pressure and
perspiration of the subject as he or she responds to s series
of questions posed to elicit the truth.
? I. Integrity tests: these are designed to measure
employee's honesty to predict those who are more likely to
indulge in unacceptable behaviour
Standards?For?Selection?Tests?
? Reliability: the ability of a selection tool to measure an
attribute consistently; When a test is administered to the
same individual repeatedly, he should get Approximately
identical scores.
? Validity: the extent to which an instrument measures what it
intends to measure; In a typing test, validity measures a
typist?s speed and accuracy.
? Suitability: a test must fit the nature of the group on which it
is applied Usefulness: exclusive reliance on any single test
should be avoided
? Standardisation: norms for finalising test scores should be
established Qualified people: tests demand a high level of
professional skills
Selection?Interview?
? Interview is an important source of information about job
applicants. Several types of interviews are used , depending
on the nature and importance of the position to be filled
within an organisation.
? The nondirective interview: the recruiter asks questions as they
come to mind
? The directive or structured interview: the recruiter uses a
predetermined set of Questions that are clearly job-related
? The situational interview: the recruiter presents a hypothetical
incident and asks The candidate to respond
? The behavioural interview: the focus here is on actual work related
incidents and The applicant is supposed to reveal what he or she did
in a given situation
? Stress interview: the recruiter attempts to find how applicants
would respond to Aggressive, embarrassing, rule and insulting (at
times) questions
? The panel interview: three or four interviewers pose questions to
the applicant and Examine the suitability of the candidate
Interviewing?Mistakes?
? These include: favouritism, failure to establish rapport with
candidates, not being Able to ask right questions, resorting to
snap judgements, showing leniency, being Influenced by
cultural noise, stereotyping,, bias, halo effect, being
influenced by The body language of the candidate, candidate
?order error etc.
PLACEMENT
? Placement?is?the?actual?posting?of?an?employee?to?a?specific?
job?with? rank? and? responsibilities? attached? to? it.? Most?
organisations?put?new?recruits?on?probation?for?a?given?period?
of?time?after?which?their?services?are?confirmed.?Placement,?
however,? should? be? made? with? as? little? disruption? to? the?
employee?and?organisation?as?possible.???? Benefits of Placement
The employee is able to:
v Show good results on the job.
v Get along with people easily.
v Keep his spirits high, report for duty regularly.
v Avoid mistakes and accidents.
? Induction or orientation is the process through which a new
recruit is introduced to the job and the organisation.
Induction removes fears from the mind of a newcomer,
creates a good impression about the organisation and acts as
a valuable source of information.
Induction?Programme:?Steps?
? Welcome to the organisation ? Explain about the company and show all the facilities
? Show the location where the new recruit will work.
? Give the company's manual
? Offer details about various work groups
? Provide details about policies, rules, regulations, benefits,
etc
? Explain about opportunities and career prospects
? Clarify doubts
? Assign the new recruit to the supervisor
Internal?Mobility?
? Internal mobility refers to the lateral or vertical movement of
an employee within an organisation.
Purposes of Internal Mobility
? Improve organizational effectiveness
? Improve employee effectiveness
? Adjust to changing business operations
? Ensure discipline
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
? G. Graphology tests: Here a trained evaluator tries to
examine the lines, loops, hooks, strokes, curves etc in a
person's handwriting to assess the person's
personality and emotional make-up.
? H. Polygraph : It is a lie detection test. During the test, the
operator records the respiration, blood pressure and
perspiration of the subject as he or she responds to s series
of questions posed to elicit the truth.
? I. Integrity tests: these are designed to measure
employee's honesty to predict those who are more likely to
indulge in unacceptable behaviour
Standards?For?Selection?Tests?
? Reliability: the ability of a selection tool to measure an
attribute consistently; When a test is administered to the
same individual repeatedly, he should get Approximately
identical scores.
? Validity: the extent to which an instrument measures what it
intends to measure; In a typing test, validity measures a
typist?s speed and accuracy.
? Suitability: a test must fit the nature of the group on which it
is applied Usefulness: exclusive reliance on any single test
should be avoided
? Standardisation: norms for finalising test scores should be
established Qualified people: tests demand a high level of
professional skills
Selection?Interview?
? Interview is an important source of information about job
applicants. Several types of interviews are used , depending
on the nature and importance of the position to be filled
within an organisation.
? The nondirective interview: the recruiter asks questions as they
come to mind
? The directive or structured interview: the recruiter uses a
predetermined set of Questions that are clearly job-related
? The situational interview: the recruiter presents a hypothetical
incident and asks The candidate to respond
? The behavioural interview: the focus here is on actual work related
incidents and The applicant is supposed to reveal what he or she did
in a given situation
? Stress interview: the recruiter attempts to find how applicants
would respond to Aggressive, embarrassing, rule and insulting (at
times) questions
? The panel interview: three or four interviewers pose questions to
the applicant and Examine the suitability of the candidate
Interviewing?Mistakes?
? These include: favouritism, failure to establish rapport with
candidates, not being Able to ask right questions, resorting to
snap judgements, showing leniency, being Influenced by
cultural noise, stereotyping,, bias, halo effect, being
influenced by The body language of the candidate, candidate
?order error etc.
PLACEMENT
? Placement?is?the?actual?posting?of?an?employee?to?a?specific?
job?with? rank? and? responsibilities? attached? to? it.? Most?
organisations?put?new?recruits?on?probation?for?a?given?period?
of?time?after?which?their?services?are?confirmed.?Placement,?
however,? should? be? made? with? as? little? disruption? to? the?
employee?and?organisation?as?possible.???? Benefits of Placement
The employee is able to:
v Show good results on the job.
v Get along with people easily.
v Keep his spirits high, report for duty regularly.
v Avoid mistakes and accidents.
? Induction or orientation is the process through which a new
recruit is introduced to the job and the organisation.
Induction removes fears from the mind of a newcomer,
creates a good impression about the organisation and acts as
a valuable source of information.
Induction?Programme:?Steps?
? Welcome to the organisation ? Explain about the company and show all the facilities
? Show the location where the new recruit will work.
? Give the company's manual
? Offer details about various work groups
? Provide details about policies, rules, regulations, benefits,
etc
? Explain about opportunities and career prospects
? Clarify doubts
? Assign the new recruit to the supervisor
Internal?Mobility?
? Internal mobility refers to the lateral or vertical movement of
an employee within an organisation.
Purposes of Internal Mobility
? Improve organizational effectiveness
? Improve employee effectiveness
? Adjust to changing business operations
? Ensure discipline
Transfer?
? A transfer is a change in job assignment. It may involve a promotion
or demotion Or no change at all in status and responsibility
Purposes of transfer
? To meet organizational requirements
? To satisfy employee needs
? To utilise employees better
? To make the employee more versatile
? To adjust the workforce
? To provide relief to overburdened employees
? To reduce conflicts
? To punish employees
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
? G. Graphology tests: Here a trained evaluator tries to
examine the lines, loops, hooks, strokes, curves etc in a
person's handwriting to assess the person's
personality and emotional make-up.
? H. Polygraph : It is a lie detection test. During the test, the
operator records the respiration, blood pressure and
perspiration of the subject as he or she responds to s series
of questions posed to elicit the truth.
? I. Integrity tests: these are designed to measure
employee's honesty to predict those who are more likely to
indulge in unacceptable behaviour
Standards?For?Selection?Tests?
? Reliability: the ability of a selection tool to measure an
attribute consistently; When a test is administered to the
same individual repeatedly, he should get Approximately
identical scores.
? Validity: the extent to which an instrument measures what it
intends to measure; In a typing test, validity measures a
typist?s speed and accuracy.
? Suitability: a test must fit the nature of the group on which it
is applied Usefulness: exclusive reliance on any single test
should be avoided
? Standardisation: norms for finalising test scores should be
established Qualified people: tests demand a high level of
professional skills
Selection?Interview?
? Interview is an important source of information about job
applicants. Several types of interviews are used , depending
on the nature and importance of the position to be filled
within an organisation.
? The nondirective interview: the recruiter asks questions as they
come to mind
? The directive or structured interview: the recruiter uses a
predetermined set of Questions that are clearly job-related
? The situational interview: the recruiter presents a hypothetical
incident and asks The candidate to respond
? The behavioural interview: the focus here is on actual work related
incidents and The applicant is supposed to reveal what he or she did
in a given situation
? Stress interview: the recruiter attempts to find how applicants
would respond to Aggressive, embarrassing, rule and insulting (at
times) questions
? The panel interview: three or four interviewers pose questions to
the applicant and Examine the suitability of the candidate
Interviewing?Mistakes?
? These include: favouritism, failure to establish rapport with
candidates, not being Able to ask right questions, resorting to
snap judgements, showing leniency, being Influenced by
cultural noise, stereotyping,, bias, halo effect, being
influenced by The body language of the candidate, candidate
?order error etc.
PLACEMENT
? Placement?is?the?actual?posting?of?an?employee?to?a?specific?
job?with? rank? and? responsibilities? attached? to? it.? Most?
organisations?put?new?recruits?on?probation?for?a?given?period?
of?time?after?which?their?services?are?confirmed.?Placement,?
however,? should? be? made? with? as? little? disruption? to? the?
employee?and?organisation?as?possible.???? Benefits of Placement
The employee is able to:
v Show good results on the job.
v Get along with people easily.
v Keep his spirits high, report for duty regularly.
v Avoid mistakes and accidents.
? Induction or orientation is the process through which a new
recruit is introduced to the job and the organisation.
Induction removes fears from the mind of a newcomer,
creates a good impression about the organisation and acts as
a valuable source of information.
Induction?Programme:?Steps?
? Welcome to the organisation ? Explain about the company and show all the facilities
? Show the location where the new recruit will work.
? Give the company's manual
? Offer details about various work groups
? Provide details about policies, rules, regulations, benefits,
etc
? Explain about opportunities and career prospects
? Clarify doubts
? Assign the new recruit to the supervisor
Internal?Mobility?
? Internal mobility refers to the lateral or vertical movement of
an employee within an organisation.
Purposes of Internal Mobility
? Improve organizational effectiveness
? Improve employee effectiveness
? Adjust to changing business operations
? Ensure discipline
Transfer?
? A transfer is a change in job assignment. It may involve a promotion
or demotion Or no change at all in status and responsibility
Purposes of transfer
? To meet organizational requirements
? To satisfy employee needs
? To utilise employees better
? To make the employee more versatile
? To adjust the workforce
? To provide relief to overburdened employees
? To reduce conflicts
? To punish employees
Benefits?and?problems?associated?
with?transfers?
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
? G. Graphology tests: Here a trained evaluator tries to
examine the lines, loops, hooks, strokes, curves etc in a
person's handwriting to assess the person's
personality and emotional make-up.
? H. Polygraph : It is a lie detection test. During the test, the
operator records the respiration, blood pressure and
perspiration of the subject as he or she responds to s series
of questions posed to elicit the truth.
? I. Integrity tests: these are designed to measure
employee's honesty to predict those who are more likely to
indulge in unacceptable behaviour
Standards?For?Selection?Tests?
? Reliability: the ability of a selection tool to measure an
attribute consistently; When a test is administered to the
same individual repeatedly, he should get Approximately
identical scores.
? Validity: the extent to which an instrument measures what it
intends to measure; In a typing test, validity measures a
typist?s speed and accuracy.
? Suitability: a test must fit the nature of the group on which it
is applied Usefulness: exclusive reliance on any single test
should be avoided
? Standardisation: norms for finalising test scores should be
established Qualified people: tests demand a high level of
professional skills
Selection?Interview?
? Interview is an important source of information about job
applicants. Several types of interviews are used , depending
on the nature and importance of the position to be filled
within an organisation.
? The nondirective interview: the recruiter asks questions as they
come to mind
? The directive or structured interview: the recruiter uses a
predetermined set of Questions that are clearly job-related
? The situational interview: the recruiter presents a hypothetical
incident and asks The candidate to respond
? The behavioural interview: the focus here is on actual work related
incidents and The applicant is supposed to reveal what he or she did
in a given situation
? Stress interview: the recruiter attempts to find how applicants
would respond to Aggressive, embarrassing, rule and insulting (at
times) questions
? The panel interview: three or four interviewers pose questions to
the applicant and Examine the suitability of the candidate
Interviewing?Mistakes?
? These include: favouritism, failure to establish rapport with
candidates, not being Able to ask right questions, resorting to
snap judgements, showing leniency, being Influenced by
cultural noise, stereotyping,, bias, halo effect, being
influenced by The body language of the candidate, candidate
?order error etc.
PLACEMENT
? Placement?is?the?actual?posting?of?an?employee?to?a?specific?
job?with? rank? and? responsibilities? attached? to? it.? Most?
organisations?put?new?recruits?on?probation?for?a?given?period?
of?time?after?which?their?services?are?confirmed.?Placement,?
however,? should? be? made? with? as? little? disruption? to? the?
employee?and?organisation?as?possible.???? Benefits of Placement
The employee is able to:
v Show good results on the job.
v Get along with people easily.
v Keep his spirits high, report for duty regularly.
v Avoid mistakes and accidents.
? Induction or orientation is the process through which a new
recruit is introduced to the job and the organisation.
Induction removes fears from the mind of a newcomer,
creates a good impression about the organisation and acts as
a valuable source of information.
Induction?Programme:?Steps?
? Welcome to the organisation ? Explain about the company and show all the facilities
? Show the location where the new recruit will work.
? Give the company's manual
? Offer details about various work groups
? Provide details about policies, rules, regulations, benefits,
etc
? Explain about opportunities and career prospects
? Clarify doubts
? Assign the new recruit to the supervisor
Internal?Mobility?
? Internal mobility refers to the lateral or vertical movement of
an employee within an organisation.
Purposes of Internal Mobility
? Improve organizational effectiveness
? Improve employee effectiveness
? Adjust to changing business operations
? Ensure discipline
Transfer?
? A transfer is a change in job assignment. It may involve a promotion
or demotion Or no change at all in status and responsibility
Purposes of transfer
? To meet organizational requirements
? To satisfy employee needs
? To utilise employees better
? To make the employee more versatile
? To adjust the workforce
? To provide relief to overburdened employees
? To reduce conflicts
? To punish employees
Benefits?and?problems?associated?
with?transfers?
Promotion
? Employee movement from current job to another that is
higher in pay, responsibility and/or organisation level is known
as ?promotion?. Promotion has powerful motivational value
as it compels an employee to utilise his talents fully, and
remain loyal and committed to his or her job and the
organisation.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
? G. Graphology tests: Here a trained evaluator tries to
examine the lines, loops, hooks, strokes, curves etc in a
person's handwriting to assess the person's
personality and emotional make-up.
? H. Polygraph : It is a lie detection test. During the test, the
operator records the respiration, blood pressure and
perspiration of the subject as he or she responds to s series
of questions posed to elicit the truth.
? I. Integrity tests: these are designed to measure
employee's honesty to predict those who are more likely to
indulge in unacceptable behaviour
Standards?For?Selection?Tests?
? Reliability: the ability of a selection tool to measure an
attribute consistently; When a test is administered to the
same individual repeatedly, he should get Approximately
identical scores.
? Validity: the extent to which an instrument measures what it
intends to measure; In a typing test, validity measures a
typist?s speed and accuracy.
? Suitability: a test must fit the nature of the group on which it
is applied Usefulness: exclusive reliance on any single test
should be avoided
? Standardisation: norms for finalising test scores should be
established Qualified people: tests demand a high level of
professional skills
Selection?Interview?
? Interview is an important source of information about job
applicants. Several types of interviews are used , depending
on the nature and importance of the position to be filled
within an organisation.
? The nondirective interview: the recruiter asks questions as they
come to mind
? The directive or structured interview: the recruiter uses a
predetermined set of Questions that are clearly job-related
? The situational interview: the recruiter presents a hypothetical
incident and asks The candidate to respond
? The behavioural interview: the focus here is on actual work related
incidents and The applicant is supposed to reveal what he or she did
in a given situation
? Stress interview: the recruiter attempts to find how applicants
would respond to Aggressive, embarrassing, rule and insulting (at
times) questions
? The panel interview: three or four interviewers pose questions to
the applicant and Examine the suitability of the candidate
Interviewing?Mistakes?
? These include: favouritism, failure to establish rapport with
candidates, not being Able to ask right questions, resorting to
snap judgements, showing leniency, being Influenced by
cultural noise, stereotyping,, bias, halo effect, being
influenced by The body language of the candidate, candidate
?order error etc.
PLACEMENT
? Placement?is?the?actual?posting?of?an?employee?to?a?specific?
job?with? rank? and? responsibilities? attached? to? it.? Most?
organisations?put?new?recruits?on?probation?for?a?given?period?
of?time?after?which?their?services?are?confirmed.?Placement,?
however,? should? be? made? with? as? little? disruption? to? the?
employee?and?organisation?as?possible.???? Benefits of Placement
The employee is able to:
v Show good results on the job.
v Get along with people easily.
v Keep his spirits high, report for duty regularly.
v Avoid mistakes and accidents.
? Induction or orientation is the process through which a new
recruit is introduced to the job and the organisation.
Induction removes fears from the mind of a newcomer,
creates a good impression about the organisation and acts as
a valuable source of information.
Induction?Programme:?Steps?
? Welcome to the organisation ? Explain about the company and show all the facilities
? Show the location where the new recruit will work.
? Give the company's manual
? Offer details about various work groups
? Provide details about policies, rules, regulations, benefits,
etc
? Explain about opportunities and career prospects
? Clarify doubts
? Assign the new recruit to the supervisor
Internal?Mobility?
? Internal mobility refers to the lateral or vertical movement of
an employee within an organisation.
Purposes of Internal Mobility
? Improve organizational effectiveness
? Improve employee effectiveness
? Adjust to changing business operations
? Ensure discipline
Transfer?
? A transfer is a change in job assignment. It may involve a promotion
or demotion Or no change at all in status and responsibility
Purposes of transfer
? To meet organizational requirements
? To satisfy employee needs
? To utilise employees better
? To make the employee more versatile
? To adjust the workforce
? To provide relief to overburdened employees
? To reduce conflicts
? To punish employees
Benefits?and?problems?associated?
with?transfers?
Promotion
? Employee movement from current job to another that is
higher in pay, responsibility and/or organisation level is known
as ?promotion?. Promotion has powerful motivational value
as it compels an employee to utilise his talents fully, and
remain loyal and committed to his or her job and the
organisation.
Bases of promotion:
? Merit based promotions
? Seniority based promotions
Promotion policy: To be fair, an organization should institute
a promotion Policy that gives due weight age to both
seniority and merit. Promotion Opportunities must be
thrown open to all employees. The norms for promotion
should be expressed in writing. Detailed records must be
maintained for this Purpose. A responsible official should be
asked to take the final decision regarding employee
promotions.
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Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
? G. Graphology tests: Here a trained evaluator tries to
examine the lines, loops, hooks, strokes, curves etc in a
person's handwriting to assess the person's
personality and emotional make-up.
? H. Polygraph : It is a lie detection test. During the test, the
operator records the respiration, blood pressure and
perspiration of the subject as he or she responds to s series
of questions posed to elicit the truth.
? I. Integrity tests: these are designed to measure
employee's honesty to predict those who are more likely to
indulge in unacceptable behaviour
Standards?For?Selection?Tests?
? Reliability: the ability of a selection tool to measure an
attribute consistently; When a test is administered to the
same individual repeatedly, he should get Approximately
identical scores.
? Validity: the extent to which an instrument measures what it
intends to measure; In a typing test, validity measures a
typist?s speed and accuracy.
? Suitability: a test must fit the nature of the group on which it
is applied Usefulness: exclusive reliance on any single test
should be avoided
? Standardisation: norms for finalising test scores should be
established Qualified people: tests demand a high level of
professional skills
Selection?Interview?
? Interview is an important source of information about job
applicants. Several types of interviews are used , depending
on the nature and importance of the position to be filled
within an organisation.
? The nondirective interview: the recruiter asks questions as they
come to mind
? The directive or structured interview: the recruiter uses a
predetermined set of Questions that are clearly job-related
? The situational interview: the recruiter presents a hypothetical
incident and asks The candidate to respond
? The behavioural interview: the focus here is on actual work related
incidents and The applicant is supposed to reveal what he or she did
in a given situation
? Stress interview: the recruiter attempts to find how applicants
would respond to Aggressive, embarrassing, rule and insulting (at
times) questions
? The panel interview: three or four interviewers pose questions to
the applicant and Examine the suitability of the candidate
Interviewing?Mistakes?
? These include: favouritism, failure to establish rapport with
candidates, not being Able to ask right questions, resorting to
snap judgements, showing leniency, being Influenced by
cultural noise, stereotyping,, bias, halo effect, being
influenced by The body language of the candidate, candidate
?order error etc.
PLACEMENT
? Placement?is?the?actual?posting?of?an?employee?to?a?specific?
job?with? rank? and? responsibilities? attached? to? it.? Most?
organisations?put?new?recruits?on?probation?for?a?given?period?
of?time?after?which?their?services?are?confirmed.?Placement,?
however,? should? be? made? with? as? little? disruption? to? the?
employee?and?organisation?as?possible.???? Benefits of Placement
The employee is able to:
v Show good results on the job.
v Get along with people easily.
v Keep his spirits high, report for duty regularly.
v Avoid mistakes and accidents.
? Induction or orientation is the process through which a new
recruit is introduced to the job and the organisation.
Induction removes fears from the mind of a newcomer,
creates a good impression about the organisation and acts as
a valuable source of information.
Induction?Programme:?Steps?
? Welcome to the organisation ? Explain about the company and show all the facilities
? Show the location where the new recruit will work.
? Give the company's manual
? Offer details about various work groups
? Provide details about policies, rules, regulations, benefits,
etc
? Explain about opportunities and career prospects
? Clarify doubts
? Assign the new recruit to the supervisor
Internal?Mobility?
? Internal mobility refers to the lateral or vertical movement of
an employee within an organisation.
Purposes of Internal Mobility
? Improve organizational effectiveness
? Improve employee effectiveness
? Adjust to changing business operations
? Ensure discipline
Transfer?
? A transfer is a change in job assignment. It may involve a promotion
or demotion Or no change at all in status and responsibility
Purposes of transfer
? To meet organizational requirements
? To satisfy employee needs
? To utilise employees better
? To make the employee more versatile
? To adjust the workforce
? To provide relief to overburdened employees
? To reduce conflicts
? To punish employees
Benefits?and?problems?associated?
with?transfers?
Promotion
? Employee movement from current job to another that is
higher in pay, responsibility and/or organisation level is known
as ?promotion?. Promotion has powerful motivational value
as it compels an employee to utilise his talents fully, and
remain loyal and committed to his or her job and the
organisation.
Bases of promotion:
? Merit based promotions
? Seniority based promotions
Promotion policy: To be fair, an organization should institute
a promotion Policy that gives due weight age to both
seniority and merit. Promotion Opportunities must be
thrown open to all employees. The norms for promotion
should be expressed in writing. Detailed records must be
maintained for this Purpose. A responsible official should be
asked to take the final decision regarding employee
promotions.
Demotion :
Employee movement that occurs when an employee is
moved from one job to another that is lower in pay,
responsibility and/or organization level is called demotion.
Causes of demotion:
? Employee unable to meet job requirements
? Organization forced to demote employees because of
adverse business conditions
? Demotions happening to check errant employees
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Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
? G. Graphology tests: Here a trained evaluator tries to
examine the lines, loops, hooks, strokes, curves etc in a
person's handwriting to assess the person's
personality and emotional make-up.
? H. Polygraph : It is a lie detection test. During the test, the
operator records the respiration, blood pressure and
perspiration of the subject as he or she responds to s series
of questions posed to elicit the truth.
? I. Integrity tests: these are designed to measure
employee's honesty to predict those who are more likely to
indulge in unacceptable behaviour
Standards?For?Selection?Tests?
? Reliability: the ability of a selection tool to measure an
attribute consistently; When a test is administered to the
same individual repeatedly, he should get Approximately
identical scores.
? Validity: the extent to which an instrument measures what it
intends to measure; In a typing test, validity measures a
typist?s speed and accuracy.
? Suitability: a test must fit the nature of the group on which it
is applied Usefulness: exclusive reliance on any single test
should be avoided
? Standardisation: norms for finalising test scores should be
established Qualified people: tests demand a high level of
professional skills
Selection?Interview?
? Interview is an important source of information about job
applicants. Several types of interviews are used , depending
on the nature and importance of the position to be filled
within an organisation.
? The nondirective interview: the recruiter asks questions as they
come to mind
? The directive or structured interview: the recruiter uses a
predetermined set of Questions that are clearly job-related
? The situational interview: the recruiter presents a hypothetical
incident and asks The candidate to respond
? The behavioural interview: the focus here is on actual work related
incidents and The applicant is supposed to reveal what he or she did
in a given situation
? Stress interview: the recruiter attempts to find how applicants
would respond to Aggressive, embarrassing, rule and insulting (at
times) questions
? The panel interview: three or four interviewers pose questions to
the applicant and Examine the suitability of the candidate
Interviewing?Mistakes?
? These include: favouritism, failure to establish rapport with
candidates, not being Able to ask right questions, resorting to
snap judgements, showing leniency, being Influenced by
cultural noise, stereotyping,, bias, halo effect, being
influenced by The body language of the candidate, candidate
?order error etc.
PLACEMENT
? Placement?is?the?actual?posting?of?an?employee?to?a?specific?
job?with? rank? and? responsibilities? attached? to? it.? Most?
organisations?put?new?recruits?on?probation?for?a?given?period?
of?time?after?which?their?services?are?confirmed.?Placement,?
however,? should? be? made? with? as? little? disruption? to? the?
employee?and?organisation?as?possible.???? Benefits of Placement
The employee is able to:
v Show good results on the job.
v Get along with people easily.
v Keep his spirits high, report for duty regularly.
v Avoid mistakes and accidents.
? Induction or orientation is the process through which a new
recruit is introduced to the job and the organisation.
Induction removes fears from the mind of a newcomer,
creates a good impression about the organisation and acts as
a valuable source of information.
Induction?Programme:?Steps?
? Welcome to the organisation ? Explain about the company and show all the facilities
? Show the location where the new recruit will work.
? Give the company's manual
? Offer details about various work groups
? Provide details about policies, rules, regulations, benefits,
etc
? Explain about opportunities and career prospects
? Clarify doubts
? Assign the new recruit to the supervisor
Internal?Mobility?
? Internal mobility refers to the lateral or vertical movement of
an employee within an organisation.
Purposes of Internal Mobility
? Improve organizational effectiveness
? Improve employee effectiveness
? Adjust to changing business operations
? Ensure discipline
Transfer?
? A transfer is a change in job assignment. It may involve a promotion
or demotion Or no change at all in status and responsibility
Purposes of transfer
? To meet organizational requirements
? To satisfy employee needs
? To utilise employees better
? To make the employee more versatile
? To adjust the workforce
? To provide relief to overburdened employees
? To reduce conflicts
? To punish employees
Benefits?and?problems?associated?
with?transfers?
Promotion
? Employee movement from current job to another that is
higher in pay, responsibility and/or organisation level is known
as ?promotion?. Promotion has powerful motivational value
as it compels an employee to utilise his talents fully, and
remain loyal and committed to his or her job and the
organisation.
Bases of promotion:
? Merit based promotions
? Seniority based promotions
Promotion policy: To be fair, an organization should institute
a promotion Policy that gives due weight age to both
seniority and merit. Promotion Opportunities must be
thrown open to all employees. The norms for promotion
should be expressed in writing. Detailed records must be
maintained for this Purpose. A responsible official should be
asked to take the final decision regarding employee
promotions.
Demotion :
Employee movement that occurs when an employee is
moved from one job to another that is lower in pay,
responsibility and/or organization level is called demotion.
Causes of demotion:
? Employee unable to meet job requirements
? Organization forced to demote employees because of
adverse business conditions
? Demotions happening to check errant employees
Employee?Separations?
? Resignation: A voluntary separation initiated by the employee
himself is called resignation. It is always better to find why the
employee has decided to quit the organisation. Properly conducted
exit interviews would help throw light on factors behind the curtain
? Retirement: Termination of service on reaching the age of
superannuation is called retirement. To avoid problems,
organisations normally plan replacements to retiring employees
beforehand.
? Death: Some employees may die in service. Death caused by
occupational hazards, of course, would attract the provisions of
Workmen's Compensation Act, 1923. The normal separation of
people from an organisation due to resignation, retirement or death
is known as attrition.
? Lay off: A lay off entails the separation of the employee from the
organisation temporarily for economic or business reasons.
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Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
? G. Graphology tests: Here a trained evaluator tries to
examine the lines, loops, hooks, strokes, curves etc in a
person's handwriting to assess the person's
personality and emotional make-up.
? H. Polygraph : It is a lie detection test. During the test, the
operator records the respiration, blood pressure and
perspiration of the subject as he or she responds to s series
of questions posed to elicit the truth.
? I. Integrity tests: these are designed to measure
employee's honesty to predict those who are more likely to
indulge in unacceptable behaviour
Standards?For?Selection?Tests?
? Reliability: the ability of a selection tool to measure an
attribute consistently; When a test is administered to the
same individual repeatedly, he should get Approximately
identical scores.
? Validity: the extent to which an instrument measures what it
intends to measure; In a typing test, validity measures a
typist?s speed and accuracy.
? Suitability: a test must fit the nature of the group on which it
is applied Usefulness: exclusive reliance on any single test
should be avoided
? Standardisation: norms for finalising test scores should be
established Qualified people: tests demand a high level of
professional skills
Selection?Interview?
? Interview is an important source of information about job
applicants. Several types of interviews are used , depending
on the nature and importance of the position to be filled
within an organisation.
? The nondirective interview: the recruiter asks questions as they
come to mind
? The directive or structured interview: the recruiter uses a
predetermined set of Questions that are clearly job-related
? The situational interview: the recruiter presents a hypothetical
incident and asks The candidate to respond
? The behavioural interview: the focus here is on actual work related
incidents and The applicant is supposed to reveal what he or she did
in a given situation
? Stress interview: the recruiter attempts to find how applicants
would respond to Aggressive, embarrassing, rule and insulting (at
times) questions
? The panel interview: three or four interviewers pose questions to
the applicant and Examine the suitability of the candidate
Interviewing?Mistakes?
? These include: favouritism, failure to establish rapport with
candidates, not being Able to ask right questions, resorting to
snap judgements, showing leniency, being Influenced by
cultural noise, stereotyping,, bias, halo effect, being
influenced by The body language of the candidate, candidate
?order error etc.
PLACEMENT
? Placement?is?the?actual?posting?of?an?employee?to?a?specific?
job?with? rank? and? responsibilities? attached? to? it.? Most?
organisations?put?new?recruits?on?probation?for?a?given?period?
of?time?after?which?their?services?are?confirmed.?Placement,?
however,? should? be? made? with? as? little? disruption? to? the?
employee?and?organisation?as?possible.???? Benefits of Placement
The employee is able to:
v Show good results on the job.
v Get along with people easily.
v Keep his spirits high, report for duty regularly.
v Avoid mistakes and accidents.
? Induction or orientation is the process through which a new
recruit is introduced to the job and the organisation.
Induction removes fears from the mind of a newcomer,
creates a good impression about the organisation and acts as
a valuable source of information.
Induction?Programme:?Steps?
? Welcome to the organisation ? Explain about the company and show all the facilities
? Show the location where the new recruit will work.
? Give the company's manual
? Offer details about various work groups
? Provide details about policies, rules, regulations, benefits,
etc
? Explain about opportunities and career prospects
? Clarify doubts
? Assign the new recruit to the supervisor
Internal?Mobility?
? Internal mobility refers to the lateral or vertical movement of
an employee within an organisation.
Purposes of Internal Mobility
? Improve organizational effectiveness
? Improve employee effectiveness
? Adjust to changing business operations
? Ensure discipline
Transfer?
? A transfer is a change in job assignment. It may involve a promotion
or demotion Or no change at all in status and responsibility
Purposes of transfer
? To meet organizational requirements
? To satisfy employee needs
? To utilise employees better
? To make the employee more versatile
? To adjust the workforce
? To provide relief to overburdened employees
? To reduce conflicts
? To punish employees
Benefits?and?problems?associated?
with?transfers?
Promotion
? Employee movement from current job to another that is
higher in pay, responsibility and/or organisation level is known
as ?promotion?. Promotion has powerful motivational value
as it compels an employee to utilise his talents fully, and
remain loyal and committed to his or her job and the
organisation.
Bases of promotion:
? Merit based promotions
? Seniority based promotions
Promotion policy: To be fair, an organization should institute
a promotion Policy that gives due weight age to both
seniority and merit. Promotion Opportunities must be
thrown open to all employees. The norms for promotion
should be expressed in writing. Detailed records must be
maintained for this Purpose. A responsible official should be
asked to take the final decision regarding employee
promotions.
Demotion :
Employee movement that occurs when an employee is
moved from one job to another that is lower in pay,
responsibility and/or organization level is called demotion.
Causes of demotion:
? Employee unable to meet job requirements
? Organization forced to demote employees because of
adverse business conditions
? Demotions happening to check errant employees
Employee?Separations?
? Resignation: A voluntary separation initiated by the employee
himself is called resignation. It is always better to find why the
employee has decided to quit the organisation. Properly conducted
exit interviews would help throw light on factors behind the curtain
? Retirement: Termination of service on reaching the age of
superannuation is called retirement. To avoid problems,
organisations normally plan replacements to retiring employees
beforehand.
? Death: Some employees may die in service. Death caused by
occupational hazards, of course, would attract the provisions of
Workmen's Compensation Act, 1923. The normal separation of
people from an organisation due to resignation, retirement or death
is known as attrition.
? Lay off: A lay off entails the separation of the employee from the
organisation temporarily for economic or business reasons.
The?Do?s?and?Don?ts?of?laying?off?
employees?
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Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
? G. Graphology tests: Here a trained evaluator tries to
examine the lines, loops, hooks, strokes, curves etc in a
person's handwriting to assess the person's
personality and emotional make-up.
? H. Polygraph : It is a lie detection test. During the test, the
operator records the respiration, blood pressure and
perspiration of the subject as he or she responds to s series
of questions posed to elicit the truth.
? I. Integrity tests: these are designed to measure
employee's honesty to predict those who are more likely to
indulge in unacceptable behaviour
Standards?For?Selection?Tests?
? Reliability: the ability of a selection tool to measure an
attribute consistently; When a test is administered to the
same individual repeatedly, he should get Approximately
identical scores.
? Validity: the extent to which an instrument measures what it
intends to measure; In a typing test, validity measures a
typist?s speed and accuracy.
? Suitability: a test must fit the nature of the group on which it
is applied Usefulness: exclusive reliance on any single test
should be avoided
? Standardisation: norms for finalising test scores should be
established Qualified people: tests demand a high level of
professional skills
Selection?Interview?
? Interview is an important source of information about job
applicants. Several types of interviews are used , depending
on the nature and importance of the position to be filled
within an organisation.
? The nondirective interview: the recruiter asks questions as they
come to mind
? The directive or structured interview: the recruiter uses a
predetermined set of Questions that are clearly job-related
? The situational interview: the recruiter presents a hypothetical
incident and asks The candidate to respond
? The behavioural interview: the focus here is on actual work related
incidents and The applicant is supposed to reveal what he or she did
in a given situation
? Stress interview: the recruiter attempts to find how applicants
would respond to Aggressive, embarrassing, rule and insulting (at
times) questions
? The panel interview: three or four interviewers pose questions to
the applicant and Examine the suitability of the candidate
Interviewing?Mistakes?
? These include: favouritism, failure to establish rapport with
candidates, not being Able to ask right questions, resorting to
snap judgements, showing leniency, being Influenced by
cultural noise, stereotyping,, bias, halo effect, being
influenced by The body language of the candidate, candidate
?order error etc.
PLACEMENT
? Placement?is?the?actual?posting?of?an?employee?to?a?specific?
job?with? rank? and? responsibilities? attached? to? it.? Most?
organisations?put?new?recruits?on?probation?for?a?given?period?
of?time?after?which?their?services?are?confirmed.?Placement,?
however,? should? be? made? with? as? little? disruption? to? the?
employee?and?organisation?as?possible.???? Benefits of Placement
The employee is able to:
v Show good results on the job.
v Get along with people easily.
v Keep his spirits high, report for duty regularly.
v Avoid mistakes and accidents.
? Induction or orientation is the process through which a new
recruit is introduced to the job and the organisation.
Induction removes fears from the mind of a newcomer,
creates a good impression about the organisation and acts as
a valuable source of information.
Induction?Programme:?Steps?
? Welcome to the organisation ? Explain about the company and show all the facilities
? Show the location where the new recruit will work.
? Give the company's manual
? Offer details about various work groups
? Provide details about policies, rules, regulations, benefits,
etc
? Explain about opportunities and career prospects
? Clarify doubts
? Assign the new recruit to the supervisor
Internal?Mobility?
? Internal mobility refers to the lateral or vertical movement of
an employee within an organisation.
Purposes of Internal Mobility
? Improve organizational effectiveness
? Improve employee effectiveness
? Adjust to changing business operations
? Ensure discipline
Transfer?
? A transfer is a change in job assignment. It may involve a promotion
or demotion Or no change at all in status and responsibility
Purposes of transfer
? To meet organizational requirements
? To satisfy employee needs
? To utilise employees better
? To make the employee more versatile
? To adjust the workforce
? To provide relief to overburdened employees
? To reduce conflicts
? To punish employees
Benefits?and?problems?associated?
with?transfers?
Promotion
? Employee movement from current job to another that is
higher in pay, responsibility and/or organisation level is known
as ?promotion?. Promotion has powerful motivational value
as it compels an employee to utilise his talents fully, and
remain loyal and committed to his or her job and the
organisation.
Bases of promotion:
? Merit based promotions
? Seniority based promotions
Promotion policy: To be fair, an organization should institute
a promotion Policy that gives due weight age to both
seniority and merit. Promotion Opportunities must be
thrown open to all employees. The norms for promotion
should be expressed in writing. Detailed records must be
maintained for this Purpose. A responsible official should be
asked to take the final decision regarding employee
promotions.
Demotion :
Employee movement that occurs when an employee is
moved from one job to another that is lower in pay,
responsibility and/or organization level is called demotion.
Causes of demotion:
? Employee unable to meet job requirements
? Organization forced to demote employees because of
adverse business conditions
? Demotions happening to check errant employees
Employee?Separations?
? Resignation: A voluntary separation initiated by the employee
himself is called resignation. It is always better to find why the
employee has decided to quit the organisation. Properly conducted
exit interviews would help throw light on factors behind the curtain
? Retirement: Termination of service on reaching the age of
superannuation is called retirement. To avoid problems,
organisations normally plan replacements to retiring employees
beforehand.
? Death: Some employees may die in service. Death caused by
occupational hazards, of course, would attract the provisions of
Workmen's Compensation Act, 1923. The normal separation of
people from an organisation due to resignation, retirement or death
is known as attrition.
? Lay off: A lay off entails the separation of the employee from the
organisation temporarily for economic or business reasons.
The?Do?s?and?Don?ts?of?laying?off?
employees?
? Retrenchment: A permanent lay off for reasons other than
punishment but not retirement or termination owing to ill health is
called retrenchment. Legally speaking, employers in India are
required to give advance notice or pay equivalent wages before the
actual lay off date. (50 per cent of basic wages plus allowances)
How to trim the workforce? :
vStop hiring people when the first signals of trouble ahead
surface. This would send the right message to the trade
unions.
vBetter to be on good terms with all the trade unions.
vAllay the workers? suspicions by communicating with them
directly.
vDesign a severance package with incentives for training and
redeployment.
vNever use pressure tactics to intimidate your workers into
leaving.
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
? G. Graphology tests: Here a trained evaluator tries to
examine the lines, loops, hooks, strokes, curves etc in a
person's handwriting to assess the person's
personality and emotional make-up.
? H. Polygraph : It is a lie detection test. During the test, the
operator records the respiration, blood pressure and
perspiration of the subject as he or she responds to s series
of questions posed to elicit the truth.
? I. Integrity tests: these are designed to measure
employee's honesty to predict those who are more likely to
indulge in unacceptable behaviour
Standards?For?Selection?Tests?
? Reliability: the ability of a selection tool to measure an
attribute consistently; When a test is administered to the
same individual repeatedly, he should get Approximately
identical scores.
? Validity: the extent to which an instrument measures what it
intends to measure; In a typing test, validity measures a
typist?s speed and accuracy.
? Suitability: a test must fit the nature of the group on which it
is applied Usefulness: exclusive reliance on any single test
should be avoided
? Standardisation: norms for finalising test scores should be
established Qualified people: tests demand a high level of
professional skills
Selection?Interview?
? Interview is an important source of information about job
applicants. Several types of interviews are used , depending
on the nature and importance of the position to be filled
within an organisation.
? The nondirective interview: the recruiter asks questions as they
come to mind
? The directive or structured interview: the recruiter uses a
predetermined set of Questions that are clearly job-related
? The situational interview: the recruiter presents a hypothetical
incident and asks The candidate to respond
? The behavioural interview: the focus here is on actual work related
incidents and The applicant is supposed to reveal what he or she did
in a given situation
? Stress interview: the recruiter attempts to find how applicants
would respond to Aggressive, embarrassing, rule and insulting (at
times) questions
? The panel interview: three or four interviewers pose questions to
the applicant and Examine the suitability of the candidate
Interviewing?Mistakes?
? These include: favouritism, failure to establish rapport with
candidates, not being Able to ask right questions, resorting to
snap judgements, showing leniency, being Influenced by
cultural noise, stereotyping,, bias, halo effect, being
influenced by The body language of the candidate, candidate
?order error etc.
PLACEMENT
? Placement?is?the?actual?posting?of?an?employee?to?a?specific?
job?with? rank? and? responsibilities? attached? to? it.? Most?
organisations?put?new?recruits?on?probation?for?a?given?period?
of?time?after?which?their?services?are?confirmed.?Placement,?
however,? should? be? made? with? as? little? disruption? to? the?
employee?and?organisation?as?possible.???? Benefits of Placement
The employee is able to:
v Show good results on the job.
v Get along with people easily.
v Keep his spirits high, report for duty regularly.
v Avoid mistakes and accidents.
? Induction or orientation is the process through which a new
recruit is introduced to the job and the organisation.
Induction removes fears from the mind of a newcomer,
creates a good impression about the organisation and acts as
a valuable source of information.
Induction?Programme:?Steps?
? Welcome to the organisation ? Explain about the company and show all the facilities
? Show the location where the new recruit will work.
? Give the company's manual
? Offer details about various work groups
? Provide details about policies, rules, regulations, benefits,
etc
? Explain about opportunities and career prospects
? Clarify doubts
? Assign the new recruit to the supervisor
Internal?Mobility?
? Internal mobility refers to the lateral or vertical movement of
an employee within an organisation.
Purposes of Internal Mobility
? Improve organizational effectiveness
? Improve employee effectiveness
? Adjust to changing business operations
? Ensure discipline
Transfer?
? A transfer is a change in job assignment. It may involve a promotion
or demotion Or no change at all in status and responsibility
Purposes of transfer
? To meet organizational requirements
? To satisfy employee needs
? To utilise employees better
? To make the employee more versatile
? To adjust the workforce
? To provide relief to overburdened employees
? To reduce conflicts
? To punish employees
Benefits?and?problems?associated?
with?transfers?
Promotion
? Employee movement from current job to another that is
higher in pay, responsibility and/or organisation level is known
as ?promotion?. Promotion has powerful motivational value
as it compels an employee to utilise his talents fully, and
remain loyal and committed to his or her job and the
organisation.
Bases of promotion:
? Merit based promotions
? Seniority based promotions
Promotion policy: To be fair, an organization should institute
a promotion Policy that gives due weight age to both
seniority and merit. Promotion Opportunities must be
thrown open to all employees. The norms for promotion
should be expressed in writing. Detailed records must be
maintained for this Purpose. A responsible official should be
asked to take the final decision regarding employee
promotions.
Demotion :
Employee movement that occurs when an employee is
moved from one job to another that is lower in pay,
responsibility and/or organization level is called demotion.
Causes of demotion:
? Employee unable to meet job requirements
? Organization forced to demote employees because of
adverse business conditions
? Demotions happening to check errant employees
Employee?Separations?
? Resignation: A voluntary separation initiated by the employee
himself is called resignation. It is always better to find why the
employee has decided to quit the organisation. Properly conducted
exit interviews would help throw light on factors behind the curtain
? Retirement: Termination of service on reaching the age of
superannuation is called retirement. To avoid problems,
organisations normally plan replacements to retiring employees
beforehand.
? Death: Some employees may die in service. Death caused by
occupational hazards, of course, would attract the provisions of
Workmen's Compensation Act, 1923. The normal separation of
people from an organisation due to resignation, retirement or death
is known as attrition.
? Lay off: A lay off entails the separation of the employee from the
organisation temporarily for economic or business reasons.
The?Do?s?and?Don?ts?of?laying?off?
employees?
? Retrenchment: A permanent lay off for reasons other than
punishment but not retirement or termination owing to ill health is
called retrenchment. Legally speaking, employers in India are
required to give advance notice or pay equivalent wages before the
actual lay off date. (50 per cent of basic wages plus allowances)
How to trim the workforce? :
vStop hiring people when the first signals of trouble ahead
surface. This would send the right message to the trade
unions.
vBetter to be on good terms with all the trade unions.
vAllay the workers? suspicions by communicating with them
directly.
vDesign a severance package with incentives for training and
redeployment.
vNever use pressure tactics to intimidate your workers into
leaving.
? Outplacement: Outplacement assistance includes Efforts made
by the employer to help a recently separated employee find a
job. Apart from training support to such employees, some
organizations offer assistance in the form of paid leave travel
charges for attending interviews, search firm expenses ,etc.
? Suspension: Suspension means prohibiting an employee from
attending work and performing normal duties assigned to him.
? Discharge and dismissal: The termination of the services of an
employee as a punitive measure for some misconduct is called
dismissal. Discharge also means termination of the services of
an employee but not necessarily as a punishment. A
discharge does not arise from a single irrational act( such as
alcoholism, wilful violation of rules, insubordination,
carelessness, dishonesty, inefficiency, violent acts,
unauthorised absence for a long time
FirstRanker.com - FirstRanker's Choice
Recruitment?
Chapter 3
? Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated
job openings
Certain influences, however, restrain a firm while choosing
a recruiting source such as:
Poor image
Unattractive job
Conservative internal policies
Limited budgetary support
Restrictive policies of government
Recruitment :?
matching? the?needs?of?applications?and?
organisations?
Situational?factors?impacting?
recruitment?
? Economic factors
? Social factors
? Technological factors
? Political factors
? Legal factors
? The Factories Act
? The Apprentices Act
? The Employment Exchanges Act
? The Contract Labour Act
? Bonded Labour System Act
? The Child Labour Act
Sources?of?Recruitment?
? The sources of recruitment may broadly be divided into two
categories:
? internal sources and
? external sources.
Merits?and?demerits?of?hiring?people?
from ?within?
Merits
(i) Economical: The cost of recruiting internal
candidates is minimal. No expenses are incurred on
advertising.
(ii) Suitable: The organization can pick the right
candidates having the requisite skills. The candidates can
choose a right vacancy where their talents can be fully
utilized.
(iii) Reliable: The organization has knowledge about
the suitability of a candidate for a position. ?Known devils
are better than unknown angels!?.
(iv) Satisfying: A policy of preferring people from within
offers regular promotional avenues for employees. It
motivates them to work hard and earn promotions.
They will work with loyalty, commitment and enthusiasm.
? Demerits
? (i) Limited choice: The organisation is forced to select
candidates from a limited pool. It may have to sacrifice
quality and settle for less qualified candidates.
? Inbreeding: It discourages entry of talented people,
available outside an organisation. Existing employees
may fail to behave in innovative ways and inject
necessary dynamism to enterprise activities.
? (iii) Inefficiency: Promotions based on length of service
rather than merit, may prove to be a blessing for
inefficient candidates. They do not work hard and prove
their worth.
? (iv) Bone of contention: Recruitment from within may
lead to infighting among employees aspiring for limited,
higher-level positions in an organisation. As years roll by,
the race for premium positions may end up on a bitter
note.
Merits?and?demerits?of?hiring?people?
from?outside
? Merits
? Wide choice: The organisation has the freedom to select
candidates from a large pool. Persons with requisite
qualifications could be picked up.
? Injection of fresh blood: People with special skills and
knowledge could be hired to stir up the existing employees
and pave the way for innovative ways of working.
? Motivational force: It helps in motivating internal employees
to work hard and compete with external candidates while
seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.
? Long term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive
atmosphere would compel people to give of their best and
earn rewards, etc.
? Demerits
? Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task, either.
? Time consuming: It takes time to advertise, screen, to test and
to select suitable employees. Where suitable ones are not
available, the process has to be repeated.
? Demotivating: Existing employees who have put in
considerable service may resist the process of filling up
vacancies from outside. The feeling that their services have
not been recognised by the organisation, forces them to work
with less enthusiasm and motivation.
? Uncertainty: There is no guarantee that the organisation,
ultimately, will be able to hire the services of suitable
candidates. It may end up hiring someone who does not ?fit?
and who may not be able to adjust in the new set-up.
Methods?Of?Recruitment?
Internal methods :
? Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level position
with increase in salary
? Transfer, on the other hand, is a lateral movement within the
same grade, from one job to another.
? Job posting: It is a method of publicising job openings on
bulletin boards, electronic media and similar outlets by a
company.
? Employee referrals: It is a kind of recommendation from a
current employee regarding a job applicant.
Possible?benefits?and?costs?of?
employee?referrals?
vRecommender gives a realistic picture about the job. The applicant
can weigh the pros and cons carefully before handing over the CV.
The applicant is more likely to accept an offer if one is made and
once employed, to have a higher job survival.
vIt?s an excellent means of locating potential employees in those hard
-to-fill positions. The recommender earns a reward and the company
can avoid expensive recruiting search ? in case the candidate gets
selected.
vRecommenders may confuse friendship with job competence.
Factors such as bias, nepotism, and eagerness to see their friends in
the company may come in the way of hiring a suitable candidate.
Direct?methods?
Campus recruitment
? It is a method of recruiting by visiting and participating in
college campuses and their placement centres. Possibly the
most popular way of hiring the best brains in the country, this
method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.
Guidelines?for?campus?recruiting?
v Shortlist campuses
v Choose recruiting team carefully
v Pay smartly, not highly
v Present a clear image
v Do not oversell yourself
v Get in early
v Not everyone fits the bill
Indirect?methods?
? Newspaper advertisements
? Television and radio advertisements
Third party methods
? Private employment search firms
? Employment exchanges
? Gate hiring and contractors
? Unsolicited applicants/walk-ins
? Internet recruiting
Alternatives?to?recruiting?
? Overtime: Short term fluctuations in work volume could best be
solved through overtime. The employer benefits because the costs of
recruitment, selection and training could be avoided. The employee
benefits in the form of higher pay. However, an overworked
employee may prove to be less productive and turn out less than
optimal performance. Employees may slow down their pace of work
during normal working hours in order to earn overtime daily. In
course of time, overtime payments become quite routine and if, for
any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.
? Subcontracting: To meet a sudden increase in demand for its
products and services, the firm may sometimes go for subcontracting
? instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its
products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to
undertake part of the work, to mutual advantage.
? Temporary employees: Employees hired for a limited time to perform
a specific job are called temporary employees. They are particularly
useful in meeting short term human resource needs. A short term
increase in demand could be met by hiring temporary hands from
agencies specialising in providing such services. It?s a big business idea
in United States these days ($3-$4 billion industry). In this case the
firm can avoid the expenses of recruitment and the painful effects of
absenteeism, labour turnover, etc. It can also avoid fringe benefits
associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust
and their inexperience may come in the way of maintaining high
quality.
? Employee leasing: Hiring permanent employees of another company
who possess certain specialised skills on lease basis to meet short-
term requirements ? although not popular in India ? is another
recruiting practice followed by firms in developed countries. In this
case, individuals work for the leasing firm as per the leasing
agreement/arrangement. Such an arrangement is beneficial to small
firms because it avoids expense and problems of personnel
administration.
? Outsourcing: Any activity in which a firm lacks internal
expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory
compliance etc., more closely, because they do not have
the time or expertise to deal with the situation. HR
heads are no longer keeping activities like resume
management and candidate sourcing in their daily
scrutiny. This function is more commonly outsourced
when firms are in seasonal business and have cyclical
stuffing needs.
Questions?to?be?asked?while?
hiring?people?
? Has the vacancy been agreed by a responsible manager?
? Is there an up-to-date job description for the vacancy?
? What are the conditions of employment for the vacancy (salary, hours of
work, fringe benefits, perquisites, holidays, etc.)?
? Has a personnel specification/candidate?s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
? Has a notice of the vacancy been circulated internally?
? Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
? Do all potential candidates (internal or external) know where to apply and in
what form?
? What are the arrangements for drawing up a shortlist of candidates?
? What about the interviewing dates and arrangements for selection
of candidates?
? Have the shortlisted candidates or waitlisted candidates been informed
sufficiently in advance and asked to furnish detailed references?
Selection?
INTRODUCTION
? Selection?is?the?process?of?picking?individuals?who?have?
relevant?qualifications?to?fill?jobs?in?an?organization.?Selection?
is?much?more?than?just?choosing?the?best?candidate.?It?is?an?
attempt?to?strike?a?happy?balance?between?what?the?applicant?
can?and?wants?to?do?and?what?the?organization?requires.???? ESSENTIALS?OF?SELECTION?
? Picking individuals possessing relevant qualifications
? Matching job requirements with the profile of candidates
? Using multiple tools and techniques to find the most suitable
candidates capable
? Of achieving success on the job
The?Process?of?Selection?
? Reception
? Screening Interview
? Application blank
? Selection Tests
? Selection Interview
? Medical Examination
? Reference Checks
? Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
? Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
? Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
given to candidates who are found to be suitable.
? Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain
personal data.
Contents Of Application Blank
? Personal data (address, sex, identification marks)
? Marital data (single or married, children, dependents)
? Physical data (height, weight, health condition)
? Educational data (levels of formal education, marks,
distinctions)
? Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
? Extra-curricular activities data (sports/games, NSS, NCC, prizes
won, leisure-time activities)
? References (names of two or more people who certify the
suitability of an applicant to the advertised position)
The Process of Selection:
? Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
v It is a printed form completed by candidate wherein each
item is weighted and scored based on its importance as a
determinant of job success
v It helps a company to cross-compare candidates having
more or less similar qualifications and reject those not
meeting the job criteria strictly
v On the negative side, it is difficult to develop an
appropriate WAB, the exercise could be quite costly, and it
needs frequent updating so as to be in line with changing
job requirements.
SELECTION?TESTING?
? A test is a standardized, objective measure of a sample of
behaviour. Selection tests are increasingly used by companies
these days because they measure individual differences in a
scientific way, leaving very little room for Individual bias.
A. Intelligence tests: They measure a candidate?s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate?s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate?s on the job motivation, they are generally administered in
combination with other tests.
C. Personality tests: They measure basic aspects of a candidate?s
personality such as motivation, emotional balance, self confidence,
interpersonal behaviour, introversion etc.
vProjective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
vInterest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
v Preference tests: These tests try to compare employee preferences
with the job and organisational requirements
D.? Achievement? tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E.???Simulation? tests:Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while
at work.
F.?Assessment?centre:?It is a standardised form of employee appraisal
that uses multiple assessment exercises such as in basket,
games, role play etc and multiple raters.
v The in-basket: From out of reports, memos, letters etc placed
in the in-basket, a candidate is supposed to initiate relevant
actions within a limited period of time.
vThe leaderless group discussion: This exercise involves groups
of managerial candidates working together on a job related
problem so as to measure skills such as oral communication,
tolerance, self- confidence, adaptability, etc.
vBusiness games: Here participants try to solve a problem,
usually as members of two or more simulated companies that
are competing in the market place
vIndividual presentations: In this case the participants are given
a limited amount of time to plan, organise and prepare a
presentation on a given topic.
? G. Graphology tests: Here a trained evaluator tries to
examine the lines, loops, hooks, strokes, curves etc in a
person's handwriting to assess the person's
personality and emotional make-up.
? H. Polygraph : It is a lie detection test. During the test, the
operator records the respiration, blood pressure and
perspiration of the subject as he or she responds to s series
of questions posed to elicit the truth.
? I. Integrity tests: these are designed to measure
employee's honesty to predict those who are more likely to
indulge in unacceptable behaviour
Standards?For?Selection?Tests?
? Reliability: the ability of a selection tool to measure an
attribute consistently; When a test is administered to the
same individual repeatedly, he should get Approximately
identical scores.
? Validity: the extent to which an instrument measures what it
intends to measure; In a typing test, validity measures a
typist?s speed and accuracy.
? Suitability: a test must fit the nature of the group on which it
is applied Usefulness: exclusive reliance on any single test
should be avoided
? Standardisation: norms for finalising test scores should be
established Qualified people: tests demand a high level of
professional skills
Selection?Interview?
? Interview is an important source of information about job
applicants. Several types of interviews are used , depending
on the nature and importance of the position to be filled
within an organisation.
? The nondirective interview: the recruiter asks questions as they
come to mind
? The directive or structured interview: the recruiter uses a
predetermined set of Questions that are clearly job-related
? The situational interview: the recruiter presents a hypothetical
incident and asks The candidate to respond
? The behavioural interview: the focus here is on actual work related
incidents and The applicant is supposed to reveal what he or she did
in a given situation
? Stress interview: the recruiter attempts to find how applicants
would respond to Aggressive, embarrassing, rule and insulting (at
times) questions
? The panel interview: three or four interviewers pose questions to
the applicant and Examine the suitability of the candidate
Interviewing?Mistakes?
? These include: favouritism, failure to establish rapport with
candidates, not being Able to ask right questions, resorting to
snap judgements, showing leniency, being Influenced by
cultural noise, stereotyping,, bias, halo effect, being
influenced by The body language of the candidate, candidate
?order error etc.
PLACEMENT
? Placement?is?the?actual?posting?of?an?employee?to?a?specific?
job?with? rank? and? responsibilities? attached? to? it.? Most?
organisations?put?new?recruits?on?probation?for?a?given?period?
of?time?after?which?their?services?are?confirmed.?Placement,?
however,? should? be? made? with? as? little? disruption? to? the?
employee?and?organisation?as?possible.???? Benefits of Placement
The employee is able to:
v Show good results on the job.
v Get along with people easily.
v Keep his spirits high, report for duty regularly.
v Avoid mistakes and accidents.
? Induction or orientation is the process through which a new
recruit is introduced to the job and the organisation.
Induction removes fears from the mind of a newcomer,
creates a good impression about the organisation and acts as
a valuable source of information.
Induction?Programme:?Steps?
? Welcome to the organisation ? Explain about the company and show all the facilities
? Show the location where the new recruit will work.
? Give the company's manual
? Offer details about various work groups
? Provide details about policies, rules, regulations, benefits,
etc
? Explain about opportunities and career prospects
? Clarify doubts
? Assign the new recruit to the supervisor
Internal?Mobility?
? Internal mobility refers to the lateral or vertical movement of
an employee within an organisation.
Purposes of Internal Mobility
? Improve organizational effectiveness
? Improve employee effectiveness
? Adjust to changing business operations
? Ensure discipline
Transfer?
? A transfer is a change in job assignment. It may involve a promotion
or demotion Or no change at all in status and responsibility
Purposes of transfer
? To meet organizational requirements
? To satisfy employee needs
? To utilise employees better
? To make the employee more versatile
? To adjust the workforce
? To provide relief to overburdened employees
? To reduce conflicts
? To punish employees
Benefits?and?problems?associated?
with?transfers?
Promotion
? Employee movement from current job to another that is
higher in pay, responsibility and/or organisation level is known
as ?promotion?. Promotion has powerful motivational value
as it compels an employee to utilise his talents fully, and
remain loyal and committed to his or her job and the
organisation.
Bases of promotion:
? Merit based promotions
? Seniority based promotions
Promotion policy: To be fair, an organization should institute
a promotion Policy that gives due weight age to both
seniority and merit. Promotion Opportunities must be
thrown open to all employees. The norms for promotion
should be expressed in writing. Detailed records must be
maintained for this Purpose. A responsible official should be
asked to take the final decision regarding employee
promotions.
Demotion :
Employee movement that occurs when an employee is
moved from one job to another that is lower in pay,
responsibility and/or organization level is called demotion.
Causes of demotion:
? Employee unable to meet job requirements
? Organization forced to demote employees because of
adverse business conditions
? Demotions happening to check errant employees
Employee?Separations?
? Resignation: A voluntary separation initiated by the employee
himself is called resignation. It is always better to find why the
employee has decided to quit the organisation. Properly conducted
exit interviews would help throw light on factors behind the curtain
? Retirement: Termination of service on reaching the age of
superannuation is called retirement. To avoid problems,
organisations normally plan replacements to retiring employees
beforehand.
? Death: Some employees may die in service. Death caused by
occupational hazards, of course, would attract the provisions of
Workmen's Compensation Act, 1923. The normal separation of
people from an organisation due to resignation, retirement or death
is known as attrition.
? Lay off: A lay off entails the separation of the employee from the
organisation temporarily for economic or business reasons.
The?Do?s?and?Don?ts?of?laying?off?
employees?
? Retrenchment: A permanent lay off for reasons other than
punishment but not retirement or termination owing to ill health is
called retrenchment. Legally speaking, employers in India are
required to give advance notice or pay equivalent wages before the
actual lay off date. (50 per cent of basic wages plus allowances)
How to trim the workforce? :
vStop hiring people when the first signals of trouble ahead
surface. This would send the right message to the trade
unions.
vBetter to be on good terms with all the trade unions.
vAllay the workers? suspicions by communicating with them
directly.
vDesign a severance package with incentives for training and
redeployment.
vNever use pressure tactics to intimidate your workers into
leaving.
? Outplacement: Outplacement assistance includes Efforts made
by the employer to help a recently separated employee find a
job. Apart from training support to such employees, some
organizations offer assistance in the form of paid leave travel
charges for attending interviews, search firm expenses ,etc.
? Suspension: Suspension means prohibiting an employee from
attending work and performing normal duties assigned to him.
? Discharge and dismissal: The termination of the services of an
employee as a punitive measure for some misconduct is called
dismissal. Discharge also means termination of the services of
an employee but not necessarily as a punishment. A
discharge does not arise from a single irrational act( such as
alcoholism, wilful violation of rules, insubordination,
carelessness, dishonesty, inefficiency, violent acts,
unauthorised absence for a long time
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This post was last modified on 18 February 2020