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Background Information

1.1. Background of the Study


Organizations ar e established with different objectives to be

accomplished. In order to satisfactorily accomplish their objectives, organizations need a supply of available resources like material, time, human and financial. Of all human resource is the most decisive one. The Disaster Prevention and Preparedness Agency (DPPA), formerly known as the Relief and Rehabilitation Commission (RRC), was first established in June 1974 following the outbreak of famine in the two northern provinces of Ethiopia, namely, Wollo and Tigray. Since then, it has undergone several transformations, the latest of which is its 10/1995. re establishment in August 1995 as the DPPC under Proclamation No-

The Object of the Organization


Prevent disasters by way of removing the basic causes thereof (i.e. Prevention), Build, in advance, the capacity necessary to alleviate the extent of damages that could be caused by disasters (i.e. Preparedness), Ensure the timely arrival of necessary assistance to victims of disasters (i.e. Response).

Policy Direction of the Organization


Cognizant of the countrys deep rooted problem, the Federal Government has since 1993 adopted a National Policy on Disaster Prevention and Management (NPDPM) which aims at tackling disasters and ensuring

that famine situations are addressed in ways that reduce peoples h vulnerability to disasters.

Major Activities of the Organization


The objectives of the Commission, as stated earlier, reflect its main activities and cover prevention, preparedness and response. Obtaining and using the human resources properly is very important. Therefore, an organization must have qualified individuals to accomplish its goals. Currently the Disaster Prevention and Preparedness Agency are known as Disaster Management and Food Security Sector (DMFSS), now the organization is organized in One Directorate, 3 case teams and 2 case workers and the employees are 564. Among the tasks involved in accomplishing these objectives recruitment and selection are critical ones.

Meaning of Recruitment & Selection


Recruitment is a process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applications from which new employees are selected.

Selection
Is the process of assessing the candidates by various means and making a choice followed by an offer of the employment.

1.2.

Statement of the Problem


Recruitment plan is mainly based on workforce requirement of functional units. Selection is mainly based on educational qualification, examination and interview. The group of this research are interested to assess the problem seen in recruitment and selection polices and procedure of disaster management and food security sector. So the researchers will try to answer the following questions.

1.3.

Research Questions
Is there clearly articulated requirement and selection policy and procedures that consider the DMFSS demand and the labor market? Is there job specification and description that define jobs, in terms of skills, behavior and characteristics requirements? Is the selection tools to identify suitable candidates through entrance exams and interview techniques, are sufficient enough to measure interpersonal skills and code of conduct? Is low level of line managers involvement in recruitment and selection process has an impact or is low level of line managers involvement has an impact in recruitment and selection process?

1.4.

Objective of study
The purpose of this paper is to assess the Disaster management and food security Sector (DMFSS) with regard to its recruitment and selection policies and practices.

1.4.1. General Objective


The general objective of this research is identifying critically the recruitment and selection procedures, identifying the problems and informing the management to take immediate action.

1.4.2. Specific Objective The specific objectives are:


To assess the process of recruitment and selection To identify the major factors that affects the process of recruitment and selection. To give some recommendations that would possibly bring about sound process of recruitment and selection. To assess whether the process of recruitment and selection have an impact on the organizations profitability and well being.

1.5.

Significance of the study


Organization efficiency depends to a large extent on the knowledge and ability of employees. The findings of this study help mangers take proper corrective measures of recruitment and selection process and to maximize their effort to examine the candidates and make them committed to their organization.

1.6.

Scope Limitation of the study


The scope of study will be only focused on the recruitment and selection in Disaster Management and Food Security Sector.

1.7.

Research Methodology 1.7.1. Data Sources


The data for this study will be collected from primary as well as secondary sources.

1.7.2. Primary Data


Primary data will be collected by conducting a questionnaire unstructured interview participant controlled structured observation are selected to obtain information from the responsible bodies.

1.7.3. Secondary Data


The secondary data will be taken from disaster management and food security sector of polices and procedure of recruitment and selection and other different paper and books which are relevant to the subject matter of the study.

1.7.4. Data Analysis


The data collected will be summarized and analyzed to reveal the required information. In general narratives notes and tables will be used to summarize the data collected.

1.8.

Organizations of the study


This research paper composed of four chapters Chapter I Introduction Statement of the Problem Objective of the study Scope and limitation of study Research Methodology Significance of the study

Chapter II Literature review Background information Chapter III. Discussion of collection of data Analysis recruitment and selection process in DMFSS Chapter IV. Conclusion Recommendation

1.9 Budgets and Time Schedule Table 1.1. Time Schedule


Activities Days

Reviewing Related literature Collecting Relevant Data Organizing and analyzing data Interpreting the results Working the first data Working the final Research Submitting date

Table 1.2. Budgets Items


Stationary Materials For pen For paper For photocopy For Printing For Binding Transportation Cost Telephone Cost Entertainment Cost Translation Cost Other expense Contingency Total 7.00 55.00 250.00 300.00 50.00 100.00 200.00 1384.00 Typing and 6.00 46.00 70.00 300.00

CHAPTER TWO REVIEW OF RELATED LITERATURE


The purpose of this chapter is to describe what has been written and recorded by different authors about recruitment and selection. 2.1. Recruitment Different authors have defined recruitment at different times. Among these authors Graham Bennet (1992:188), stated recruitment as the first part of the process of filling vacancy. It included the examination of the vacancy, the consideration of source of suitable candidates and attracting applications from them and employing the selected ones. This shows recruitment is the first process to get the needed manpower for an organization. Organizations can achieve their goals if the required amount and type of employees are made available to them. As and one said, the survival of business in a free economy will be determined by the influence and use of human resource (1990:35). According to Graham Bennet, the initial step in the process of meeting the human resource demand of an organization is human resource planning; what kind of employees will be required in the future and to what extent this demand is likely to be met. Thus human resources planning leads to the recruitment process when there is shortage of manpower. S.Monday and Noe (1990:99) proposed, even if human resource planning indicates a need for manpower, organizations should first evaluate alternatives to recruit additional workers. These include; overtime, subcontracting temporary employee and employee leasing. To carry out efficient and effective recruitment program, Benton (1972:126127), argues that appropriate policy and procedure, planning for

necessary resources and organization needs should be taken in to consideration. 2.1.1. Sources of Recruitment The main point that needs consideration during recruitment is searching for sources of manpower. Recruitment sources are sources where qualified individuals can be found (Monday and Noe, 1990:174). According to Asthenia and Mirsa (1982:153), there are two main sources of recruitment, internal and external sources. Internal Sources Internal sources of recruitment are the means of getting or recruiting the workers from the existing staff of the organization such as transfer of employee from one department to another or from one job to another. In order to carry out effective internal recruitment organizations develop methods that are applicable to all of their employees. As put by Monday and Neo (1990:180), there are some basic tools that are used for better internal recruitment activity. These are: Job Posting It is a procedure for informing employees that job opening exists. In the past job posting was little more than use of bulletin board and company publication for advertising job openings. However job posting has become one of the more innovative recruiting techniques being used by organizations. Many companies now see job posting as an integrated component of an effective career management system. Posting are computerized and are made easily accessible to employees. Computer software allows the employees to match an available job with their skills and experience. It then highlights where gaps exist so the employees know what is necessary if they wish to be competitive for a given job. If

an employee applies for transfer to a posted position and is turned down, then the person who posted the job is required to send the applicant specific feedback about why he or she was not selected. Job bidding It is a technique that permits employees who believe that they possess the required qualification to apply for a posted job.

Management and skill inventories Permit organization to determine whether current employees possess the qualifications for filling open positions. External Sources External sources are used to get fresh and experienced personnel from outside the organization when organizations expand or wish to improve their work force and look beyond themselves to find employees. To mention but a few of the external sources: employment agencies, college and universities are some of them. However both sources of recruitment have their own advantages and disadvantages. A number of methods are available for external recruiting like media advertising, employment database, and employment agencies, special event recruiting and summer internships. Media advertisement Organizations advertise to acquire recruits though various media. The most common way is using daily newspapers. Organizations also advertise for people in trade and professional publications. Other media used are billboards, radio and televisions.

Effective recruitment advertising should be consistent with overall corporate image, that is, the advertisement is seen as an extension of the company. Therefore it must be representative of the values that the corporation is seeking in its employees.

Designing recruitment advertising Good recruitment advertising must meet the following: It should clearly identify the organization and the industry with in which it operates. It should offer a concise summary of the job and its major features It should outline the essential requirement skills, knowledge, experience, etc expected of the jobholder. It should detail the personal characteristics expected of the job holder (for instance the ability to work to tight deadlines or the ability to work well as a member of a team) It should detail the main conditions of employment, including an indication of salary It should conform to all legal requirements Moreover the advertisement should be in a form that is consistent with the wider public relation objectives of the organization. This would include layout, color, use of corporate logos and so forth (Bolton Trevor 1989:53). The Internet Perhaps no method has ever had as revolutionary an effect on organizational practice as the internet. There are many reasons for the popularity of the internet as a method of recruitment. From the organizations perspective it is a relatively inexpensive way to attract qualified applicants.

Organizations are also beginning to see that having their own human resource web page on the internet can be an effective means to their overall recruitment strategy. A typical organizational home page will provide background information about the company, its products and services, employment opportunities and application procedures.

Employment agencies and executive search firms Although similar in purpose employment agencies and executive search firms differ in important ways. Executive search firms tend to concentrate their efforts on higher level managerial skills while employment agencies concentrate on middle level managerial or below. Special events recruiting When the supply of employees available is not larger or when the organization is new or not well known, some organizations have successfully used special events to attract potential employees. They may stage open houses, schedule visits to head quarters, provide literature, and advertise those events in appropriate media to attract professionals. One of the most interesting approaches is to provide job fairs where a group of firms sponsors a meeting or exhibition. Some experts claim that recruiting cost has been cut by 80% using this method (Ivanchevich John: 2001 pp 195-196) Advantages and Disadvantages of Internal and External Recruitment Recruitment may be internal to the organization or external. Each approach has advantages and disadvantages. The advantage of internal recruiting is that employers know their employees and employees know their organization. External candidates who are unfamiliar with the organization may find they dont like working there. Also the opportunity to move up with in the organization may encourage employees to remain

with the company, work hard and succeed. Recruiting from outside the company can be demoralizing to the existing employees. Internal staffing has some drawbacks. If internal employees lack skills or talent, internal recruitment yield a limited application pool, leading to poor selection decisions. Also an internal recruitment policy can inhibit a company that wants to change the nature of goals of the business by bringing in outside candidates. (Bateman Thomas 2002:314-315). Alternative to Recruiting An organizations human resource plan may suggest that additional or replacement of employees is needed. However because of the cost and permanence of recruiting individuals, an alternative to recruitment may be used. These include, overtime, employee leasing and temporary employment. Overtime When a firm faces pressure to meet a production goal, it may mean that employees need to work overtime. By having employees work overtime, organizations avoid the cost of recruiting and having additional employees. Overtime can also provide employees with additional income. However there are potential problems like fatigue, increased accidents and increased absenteeism. Employee Leasing Employee leasing sometimes called staff sourcing involves paying a fee to a leasing company that handles payroll, employee benefits, and routing human resource management function for the client company. Leasing is especially attractive to small and midsize firms that might not otherwise are able to afford a full service human resources department. But while business can expect to avoid benefit costs such as health insurance

premium by using leasing employees, care must be exercised in choosing a leasing company. Temporary Employment Historically temporary employment agencies were seen only as source of semiskilled clerical help during work periods. These day just-in-time employees can be found staffing all types of jobs in organizations, including professional, technical and higher executive positions. The major advantages of temporary employees include relatively low labor costs, an easily accessible source of experienced labor, and flexibility in responding to future changes in demand for workers. The temporary worker can move in and out of the firms when the workload requires such movements. A disadvantage of hiring temporary help is that these individuals do not know the culture of the work flow of the firm; this unfamiliarity distracts them from their commitment to organizational and departmental goal. 2.1.2 Recruitment Polices

All policies for recruitment should aim to meet the following basic criteria: A. To be cost effective B. To be consistent with the wider public relation aims of the organization. It is important to remember that potential employees are also actual or potential customers C. Not to discriminate against people on the basis of sex, race, age, physical disability or religion.

2.1.3

Attracting the scarce applicant

Whether the economy is in recession or not it is still common to hear of employers having difficulty in recruiting for some particular positions. This may be due to a number of reasons: A. A shortage of workers possessing a particular skill or skills B. A general shortage of workers in a particular location C. The recruiting company is offering poor pay and the human resource manager does not have the discretion to remedy the situation D. In recessionary time those already in work may be reluctant to change their employers if they feel their present position offers relative security In such situations the problem of recruitment can be acute. What is required is an adoption of policy to suit the specific circumstances of the labor market. Traditional recruitment procedures have been designed to include a degree of self selection. In other words the requirement to complete an application form or to construct curriculum vitae has often been enough to deter many potential applicants from applying. Among the remedies to consider would be to reduce the degree to which candidates self select and encourage a greater proportion of those who express initial interest to proceed with their application. Evaluating recruitment Recruitment can be evaluated using a number of methods that consider both short and long term objectives. In short term evaluation it will be done in consideration of: A. The number of enquires received B. The number of applications received

C. The suitability of the applicants for the position D. Equal opportunities; the position attracting applications from all groups with in the labor market.

2.1.4. Factors that affect recruitment As with the other human resource functions, the recruitment process does not take place in a vacuum. There are various internal as well as external factors that can significantly affect the organizations recruitment effort. These are: 2.2 Rules and polices which facilitate and govern organizational life, The demand for supply of skills in the labor market Legal considerations and others.

Selection According to Graham Bennett (1992:188), selection is the next stage after recruitment, i.e. assessing the candidates by various means and making a choice followed by an offer of the employment. Broadly speaking, there is not much difference between recruitment and selection. In fact both aim at the same thing that is finding out the ideally suited candidates for the organization. But it may be pointed out that while recruitment is the process of inviting applications from probable candidates, selection is the process of elimination so as to be left with the most suitable candidates to be placed on the job (Asthenia and Mirsa, 1982:164). All human resources that are available may not be needed by organizations at a time. Hence recruiting and then selecting the best personnel who can fit the job and fulfill the requirements of an organization are important points which should not be forgotten.

Conducting the best selection method may minimize the risk of getting incompetent and ineffective manpower into an organization.

2.2.1. Who makes the selection decision?

In most large organizations the human resources department does the initial screening of applicants with the immediate supervisor making the final selection decision. This relieves the supervisor of the time consuming responsibility of screening clearly unqualified applicants.

2.2.2. Selection Criteria At the core of any effective selection system is an understanding of what characteristics are essential for high performance. This is where the critical role of job analysis in selection becomes most apparent because that list of characters should have been identified during the process of job analysis and should now be accurately reflected in the job specification. Thus from a performance perspective the goal of any selection system is to accurately determine which applicants possess the knowledge, skills, abilities and other characteristics dictated by the job. Additionally the selection system must be capable of distinguishing between characteristics that are needed at the time of hiring those that are systematically acquired during training and those that are routinely developed after a person has been placed on the job. 2.2.3. Categories of Criteria With these potential differences in mind, the criteria typically used by organizations for making selection decisions can be summarized in several board categories education, experience, physical characteristics and other personal characteristics. Reliability, validity and selection criteria

Once an organization has decided upon a set of selection criteria a technique for assessing each of these must be chosen. The alternatives are numerous applications, interview, psychological tests of aptitude and personality, sample test of present skills, physical and medical testing and checking previous experience through references. Regardless of the method chosen for collecting information about applicants the organization must be certain that the information is both reliable and valid. Reliability The main goal of selection is to make accurate predications about people. The organization wants to make its best guess about who will be a successful employee. In this way the organization can avoid the wrong person for a job. In other words the main objective of selection is to make decision about people. If this decision is going to be correct the techniques used for making them must yield reliable information. Reliability: the main objective of selection is to make decision about people. If this decision is going to be correct the techniques used for making them must yield reliable information. It refers to how stable or repeatable a measurement is over a variety of testing conditions. The reliability of a selection tool can be judged in a variety of ways. In practice one common way to assess reliability is to correlate the scores from two alternative forms of the same test. Validity For a selection tool to be useful it is not sufficient for it to be repeatable or stable. Both legally and organizationally the measures that it yields must also be valid. There are many ways of assessing validity, but all of then focus on two issues. Validity addresses two questions of what and whether the assessment technique results in accurate predications about the future success or failure of applicants. 2.2.4. Selection steps

There are various procedures that can be used to carry out selections. These procedures may vary from organization to organization and from time to time. There is no hard and fast procedure which is adopted by organizations to select the workers. According to Asthenia and Mirsa (1982:166), the following are the usual steps that are used in the selection of candidates. 1. Scrutiny of application received- The recruitment department will divide applicants in to two groups: those who possess the required qualifications, and those who do not. This helps in rejection of the applications of those applicants who are not suited for the organization. 2. Preliminary interview- This is the most widely used selection technique. The main objective of these steps is to find out whether applicants are fit for the required job or not. 3. DMFSS application form- Selected applicants from the preliminary interview complete an application for employment. The employer then evaluates it to see whether there is an apparent match between the individual and the position. 4. Test for applicants-These are often used to assist in assessing an applicants qualification and potential for success. 5. Interview of applicants- This is a goal oriented conversation in which the interviewer and applicants exchange information. 6. Checking reference- A clear, unbiased and comprehensive description of candidates abilities and behavior by his or her previous employer would be of enormous value in selection. 7. Medical examination- The selection process may include a medical examination of an applicant before the selection decision is made. 8. Orientation and placement-When a candidate successfully qualifies for the post, he/she would be given the appointment letter.

2.2.5. Follow- Up Once the selection has been made the successful applicant should be quickly told. The unsuccessful applicants should also be politely informed that on this occasion they were not selected and thanked for their interest in the position. The successful applicants should be promptly contacted and told that she/he is to be offered the job subject to satisfactory references and medical examination. In many organizations there is the practice to offer debriefing to the unsuccessful candidate, here one of the selector (human resource manager) will offer feedback to the candidates why on this occasion they were unsuccessful. The debriefing should relate the candidates application and interview performance to the requirement as specified in the job description and person specification. Debriefing should identify weakness in the application and selection performance and if done correctly and sympathetically inform unsuccessful candidates why they did not get he position but will also give useful pointers as to how they might improve for the future( Bolton Trevor 2001.p 71). 2.2.6. Environmental factors affecting the selection process Like requirement, several internal and external factors have an impact on the selection process and the manager must take them into account in making selection decision. According to Monday and Noe (1990:209-211), legal consideration, speed of decision-making, organizational hierarchy, and type of organization are some of the environmental factors that affect the selection process. Expansion and contraction of the labor market influence on availability and thus the selection process. The number and quality of the selection members and the amount of time available for the activity are additional factors that hinder the efficiency and effectiveness of the selection process. 2.2.7. Cost-benefit analysis for selection decision Once an organization has made a commitment to investigate what types of selection devices it will use it must attempt to evaluate whether its effort will be

worthwhile. Ultimately a large part of the answer to this question involves the utility of selection process. Analysis of the cost versus the benefit of selection requires estimates of the direct and indirect costs associated with the selection system. The organization must also estimate how much money it will save by hiring more qualified employees using the selection system.

Chapter Three Questionnaire, Data Analysis and interpretation


This chapter is prepared to show how the existing recruitment and selection practice is conducted Disaster Management and food Security Sector, including the three years human resource turnover. Moreover, data analysis, interpretation and presentation of the questionnaire are included within this chapter. Recruitment and selection in the Disaster Management and Food Security Sector. In to days competitive and unstable environment human resource managers should be alert as to where and how to get manpower for the organization. Whenever a vacancy appears the source of manpower for the DMFSS is either internal or external. The organizations policy is to give priority to existing employees for the vacancy. However this policy is not strictly followed due to the fact that recruiting new blood with new ideas is taken into consideration. First consideration is for educational qualification, second for work experience, third for performance appraisal result and finally for seniority. The third and fourth factors are interchangeable depending on the condition. To attract external applicants organizations use different methods of recruitment. The DMFSS method of recruitment is advertisement, mainly using newspapers. The DMFSS also uses its notice board as a method of recruitment. This method is used only when low-level technicians are needed. The DMFSS strictly discourages those job seekers that

arrive in person or send written applications to the Personnel Administration Division in search of a job while none was advertised. 3.1. Source of Recruitment The DMFSS used to get its employees from Within the Organization From other governmental and non governmental Organization From Higher institution

Preliminary Recruitment The HR department collects vacancy letter of the post for the vacant space from the needy department, which shows the manpower with job title only. Then the HR department prepares letter of approval for announcement of the post based on the vacancy letter, which includes the specification of the post as per the Federal Civil Service Agency (FCSA) specification i.e. work experience, place of work, salary and others. Vacancy Declaration as per the FCSA (the previous CPA) manual Posting vacancy announcements will be on the organization notice board for all jobs grade level VIII (Salary 801 Birr) and below. Announcing with news papers and electronic media for job grade IX (Starting Salary 928) and above. If necessary, vacancy announcements shall be declared for permanent employment through mass media (TV, Website and Others) Content of Vacancy Vacancy Number Name of vacant /position Educational Background Work Experience (optional) Required duties & responsibilities Grade, Starting salary and other benefit if any Place of work No. of required employees Address of HR to submit applicant's profile with due date.

Internal Vacancy shall be announced while: When there is any to invite internal staff for promotional that based on their qualification and job performance In order to let staffs to compute who have outshine performance In order to avoid unnecessary vagueness, ever concerned organ and internal staff shall know about the situation. Criteria of Vacancy Letter of Application with Curriculum vita Copy of Educational Background Copy of Work Experience or letter of recommendation and minimum three references.

3.2. Selection Process There are no hard and fast selection steps that are universally accepted as indicated in the literature review. Organizations have their own selection procedures that are used to screen applicants. Likewise the DMFSS has its own selection steps to be strictly followed during the selection process. The Procedures dictate the following: 1. Initial Screening- as soon as candidates come to the organization the Recruitment and Placement Section filters and leaves out those that do not fit to the requirement. At this stage the Recruitment and Placement section collects supporting document from each candidate. Candidates are also required to fill the application form in their handwriting. Recruiters examine very carefully the application form completed by each candidate and the information declared against the supporting documents and look for any inconsistence. If found those candidates will be eliminated. 2. Entrance Examination- Up until recently entrance exam was not conducted for fresh entrants. However entrance exam for clerical posts will be entirely administered by the examination committee of the DMFSS which is composed of: Manager Personnel Administration Division Head Recruitment and Placement Chairman of DMFSS Labor Union Chairman Member Member

If it is deemed necessary entrance examination for non-clerical posts will be prepared and administered by the interviewing committee delegated to interview those candidates. 3. Interview- At this step the interviewers ( i.e. Administrative committee) try to assess the interviewees suitability for the job he/she is applying for in terms of oral communication, personal appearance and mode of manner 4. Reference Checking- Before contract of employment is concluded the DMFSS makes a careful study about an applicants background by communicating the listed reference. Emphasis is especially laid on those who have previous work experience. 5. Release list of successful candidates- For professional and non professional clerical employees Head Recruitment and Placement Section will summarize the result obtained so far and present it to Administrative Committee for review, recommendation and final approval. Head Recruitment and Placement Section will prepare for the processing of pre-employment formalities. For non-clerical employees summary of the report of interviewers will be presented for Administrative committee for notification. Then head Recruitment and placement section will release a list of successful candidates and advise them on who and when to contact.

3.2.1. Flow of Recruitment and Selection (In the form of table) The following table shows how recruitment and selection process for permanent employees takes place in DMFSS. It is illustrated in the form of table. The table has two chambers: the first column is about the activities whereas the second column elaborates those tasks which have to be performed. Activities Task Collection of specification of the posts being advertised Preparation of announcement letters Responsible Body Human Resource (HR) Public (PR) Relation

which include job title, qualification needed, work experience (if any), place of work, salary, method of application and other pertinent issues.

Activities Announcement

Task Covering letter prepared and attached to Asst. Mgr. HR (Personnel administration) for signature. Signed and submitted to public relation (PR) announcement. Public relation announces the posts on newspaper or other media as the case may be. Receiving application Checking all documents against the specification of the post and verification of credentials. Document compilation and registration Sorting and grading the applicant based on the specification and qualification. or

Responsible Body

HR

Registration

Preliminary Screening (document)

Recruitment and Placement Section

Preliminary Screening (written exam)

Identify internal)

testing

centers

(external

Examination committee

Sending letter of request for exam preparation and administration of exam Preparation of exam Notification of exam period Administering the exam Evaluation of examination Fixing the number of potential candidates Result reporting Screening of potential interviewee Notification of interview date and place Formation committee of interview selection Administration committee.

Preliminary Screening (interview)

Activities Pre-employment formalities Induction program

Task Conducting interview Data Compilation Selection minute preparation Submission of selection minute to

Responsible Body

respective approving organ Announcement of potential recruits Filling applicable formats of recruitment Reporting for medical examination Police clearance Fulfilling guarantee formalities Arranging indication period and place in connection Registration and follow up with Training and Representative department like HR

Development Division Conducting induction /Orientation Preparation of employment letters and temporary ID Signature and approval Issuance of employment letter (s)

IT, Finance, HR, Logistics, etc HR, Finance & Immediate Supervisor

probation period and temporary ID cards Issuance of placement letter (s) Personal file creation and registration Receiving performance report every

month from respective supervisor of the new employee until the expiration of probation period. (for Six months) Preparation of confirmation letter upon completion of probationary period.

3.2.2 Labor turn over in the DMFSS The Human Resource/Personal Management Section is accountable in holding labor turnover data that takes place with in a year.

The following presentation shows the recent three years human resource turnover which took place in the DMFSS. It illustrates the number of employees who joined the organization and those who left due to various reasons

Disaster Management and Food Security Sector Human Resource/ Personal Management Section Annual Report July 1, 2006 through June 30, 2007

Staff position Number of staff as at 30/06/2006 Recruited Reinstated and resumed duty Employee who joined during the period Total Minus Employees who formally ceased their service with in the org. Employees retired, disappeared and suspended Total number of staff who left during the period Total number of staff as at 30/06/07 7 21 903 14 883 21 20 41 924

The total number of staff was 903 of which 500 (55.4%) were male and the remaining 403 (44.6%) were female employees.

Disaster Management and Food Security Sector Human Resource/ Personal Management Section Annual Report July 1, 2007 through June 30, 2008

Staff position Number of staff as at 30/06/2007 879

Recruited Reinstated and resumed duty Employee who joined during the period Total Minus Employees who formally ceased their service with the org. Employees retired, disappeared and suspended Total number of staff who left during the period Total number of staff as at 30/06/08

21 15 36 915

15 6 21 894

The total number of staff was 894 of which 550 (61.5 %) were male, the remaining 344 (38.4%) were female employees.

Disaster Management and Food Security Sector Human Resource/ Personal Management Section Annual Report July 1, 2008 through June 30, 2009 Staff position Number of staff as at 30/06/2009 Recruited Reinstated and resumed duty Employee who joined during the period Total Minus Employees who formally ceased their service with the org. Employees retired, disappeared and suspended Double count in previous year Total number of staff who left during the period Total number of staff as at 30/06/09 11 5 1 16 892 858 30 20 50 908

The total number of staff was 892 of which 492 (55.2%) were male, the remaining 400 (44.8%) were female employees. The year 2006-2007

The number of recruited, reinstated and resumed duty during the period totaled 41 while those who normally ceased their service with the organization, retired, disappeared and suspended were 21. Among the total number of staff who joined the organization during the year takes the biggest share than those who ceased from the organization. The year 2007-2008 The year is characterized by a decrease in the number of employees joining the organization during the period by 5 compared to the previous year; however those recruited in this year were equal to the year 2006-2007. The total number of employees who ceased their service with the organization was a little increased compared to the previous year by 1. The year 2008-2009 This periods trend shows that the total number of employees who quit the organization was less than the total number of employees who joined the organization during the period. The total effect is positive, in spite of the fact that employees who were recruited during the year were greater by 34 compared to those who normally ceased their service with the organization. The total number of employees who joined the organization by the year 2006/07 and 2007/08 was less than in the year 2008/09. The trend on those years shows that there was a decrease in the total number of employees joining the organization in year 2006-2007. 3.3. Questionnaire, data analysis and information This questionnaire is prepared to collect information from the workers. The questionnaire is composed of few questions to be discussed as follow. Table 3.3.1 primary information The following table is designed to illustrate gender, group, work experience and job title distribution of the respondents.

Item

Number of respondents Number Percent (%)

1. Gender Male Female Total 2. Age group <18 18-25 25-35 35-45 > 45 Total 3. For how long have you served the organization? < one year 1-5 5-10 10-15 >15 years Total 2 10 11 3 20 46 4 22 24 7 43 100 9 18 19 46 20 39 41 100 21 25 46 46 54 100

4. What kind of Position do you hold currently? Expert Officer Supervisor Manager Others Total 25 14 3 1 3 46 54.4 30.4 6.5 2.2 6.5 100

As we have been seen from the above table among the respondents, 46% are male and 54% are female. The total number of sample size is 46. The age distribution on the sample size is dominated by age group found between 35-45, which is 39% followed by >45 which accounts for 41%. The implication behind this is that the organizations labor does not incorporate that much an active and productive manpower. On the other hand no employee is under the age of eighteen.

No less than 43% of respondents found in the sample size have served the organization for more than fifteen years, while those who served in the organization 1-5 years are 22% and 5-10years are 24%, on the other hand 7% of the respondent are 10-15 years and 4% are less than one years.

6.5% of the respondents have both a clerk title and supervisors, whereas 30.4% are officers. On the other hand 2.2% are manager and 54.5% are other.

Table 3.3.2 source of recruitment in DMFSS As stated on the literature review, there are different source of recruitment. Here respondents' answers to questions related to their employment are depicted as follows.

Number of respondents Item 5. From where (internal & Number Percent

external) place of work were you assigned to your current position? From internal From external Total 6. If from internal in what is the 35 10 45 77.8 22.2 100

method Promotion Transfer Demotion Lateral Transfer Total 7. What is the media chosen, if externally recruited is used? TV Newspaper Notice board Radio Other Relative Total 10 22 10 5 3 2 52 19 42 19 10 6 4 100 16 14 4 9 43 37.2 32.5 9.3 21 100

The DMFSS uses both internal and external source of recruitment to fill any vacant post available. According to the above data on the table, the DMFSS fills most its vacant position through internal means of recruitment which is 77.8%. Promotion is the main means of clearing vacant posts, which accounts 37.2%. The DMFSS relies on promoting an existing employee to the newly available position which therefore resulted in acquiring of well experienced employees. On the other hand transfer accounts 32.5% of internal way of recruiting, while demotions hold 9.3% and finally 21% are Lateral transfer. (From total recruitment promotion 29%, Transfer 25.3%, Demotion 7.2%, & Local Transfer 16.2%). Attracting externally required labor force is mainly done by using a newspaper as a means of information that a vacant post is available. It accounts 42%. On the other hand the organization also uses Notice board, TV, Radio and other as a means of attracting labor force from external sources. Deriving from the above fact, using newspapers as compared to notice boards is the major method of attracting external labor force.

Table 3.3.3. Methods of vacancy notification Once an organization is being established it needs to have its own policies and procedures. Recruitment procedures dictate the ways and means by which the human resources section performs its duties. In light of this it is important to gauge the overall perception of the staff to the whole process of recruitment including transparency and adherence to the organizations rules and procedures.

Number of respondents Item 8. Do you know that there is a procedure on Recruitment and selection in DMFSS? Yes No Total 9. Is the procedure transparent? Highly Fairly Poor Not transparent Total 10. Do you believe that DMFSS strictly follows the recruitment and selection procedure? If no, what impact does it have on the organizations overall performance Yes No Total 11. What kind of notification does the DMFSS use for internal recruitment? Circular 12 25 39 13 42 93 7 100 10 28 1 4 43 23.3 65.1 2.3 9.3 100 39 6 45 87 13 100 Number Percent

Number of respondents Item Notice board e-mail Other Total 12. Does the DMFSS notification produce timely internal and Number 33 3 48 Percent 69 6 100

vacancy

conveniently for every employee? Yes No Total 13. Do you agree with the way of notification for internal vacancy? Strong agree Agree Neutral Disagree Strongly disagree Total 14. Do you agree adequate training and orientation is given before new recruits join the DMFSS? Strong agree Agree Neutral Disagree Strongly disagree Total 7 25 7 5 1 45 16 55 16 11 2 100 8 28 6 2 1 45 18 62.2 13.3 4.4 2 100 33 10 43 77 23 100

Those who are recruited internally answered the item indicated on the above table (i.e. table 3.3). As stated above 87% of the respondents know that DMFSS has a procedure for

recruitment and selection. On the other hand 13% of them do not know whether the DMFSS has a recruitment and selection procedure. 23.3% of the respondents said that procedure is highly transparent while 65.1% replied it is fairly transparent. On the other hand 2.3% and 9.3% of respondents said that the procedure is poorly transparent and not transparent respectively. In an open ended question, 93% of the respondents said DMFSS strictly follows the requirement and selection procedure whereas 7% of them deny that it strictly follows the procedure. Those respondents who said that no were asked about the impact of BPR procedure on the overall performance of the DMFSS some of them pointed the impact that: Because of the application of BPR guideline was not clear in the organization for all staffs, so there will be employee dissatisfaction, poor output, and increase in employee turn over and decreased work efficiency. It will have negative impact & Dissatisfaction It will create reduction of performance among the staff.

For internal requirement the DMFSS uses Notice board as a main tool of attracting prospective employees. 69% of the respondents claim the organization uses this type of media in internal requirement. On the other hand 25% of the respondents said that the organization uses circular & 6% are uses other media other than stated. In relation to the above fact many of the respondents stated that the organization produces internal vacancy notification timely and conveniently. The holders of this view account 77% whereas the other 23% deny that the organization does produce the notification on timely and convenient basis. Consequently, significant numbers of the staff fail notice that release of new posts due to the inconvenience and un timeliness of the announce. On the contrary more than 80% of the respondents have expressed their agreement with the way of notification that means using notice board is the common way of notifying vacant posts. There are also some respondents who were strongly agree & neutral that accounts to 18% &13.3% respectively.

The organizations position in the delivery of adequate training and orientation about the newly acquired poison to new entrants is supported by more than 70%. Therefore, the DMFSS should maintain and sustain such practice.

Table 3.3.4. Criterion abut selection process


Item Number of respondents Number 15. Do you agree with their selection criteria or method of selection? Strong agree Agree Neutral Disagree Strongly disagree Total 6 32 4 2 44 13.6 72.7 9 4.5 100 Percent

16. Do you think pertinent bodies participate during selection process? Yes No I have no idea Total 17. Have you filled blank application form? Yes No Total 18. Have you been provided with test? Yes No 26 19 58 42 21 22 43 49 51 100 29 1 15 45 64.4 2.2 33.3 100

Total 19. The test was fairly related to the vacancy? Strong agree Agree Neutral Disagree Strongly disagree Total 20. Have you been interviewed during the selection process? Yes No Total

45

100

3 27 4 3 1 38

8 71 10 8 3 100

17 23 40

42.5 57.5 100

Concerning the selection criteria depicted, above 72.7% was agreed and 13.6% was strongly agree, while 9% remained silent. On the contrary 4.5% were disagreeing. This would have a positive impact on getting experienced staff for the vacant position. In relation to selection many of the respondents said yes in pertinent bodies participate doing selection process, they account 64.4% while the other 2.2% said No and the other 33.3% do not have any idea. This would have a positive impact on assigning of employees to the position which he/she can do better. Due to the fact that 42% did not take the tests. However, those who took the test 58%, of which 79% of the examined have expressed the test were fairly related to the vacancy though it is not affirmed by all of the respondents. Some of them (not more than 11%) responded disagree and strongly disagree about the relation. The rest 10% remained neutral. During the selection process 57.5% are not interviewed but the rest 42.5% are interviewed during the selection process.

The last item is final observation about Recruitment and Selection procedure. Some of the respondents stated their feeling while they were interviewed as illustrated below. The Recruitment and Selection procedure should be further transparent for the workers to increase their trust on the institution. However they follow the previous procedure but in the future selection procedure should be based on there: Work experience Educational level /Qualification Efficiency Motivation Training & The individual mission, vision and future objective should be considered.

For newly employed it is through vacancy announcement but due to BPR for internal workers the criteria and procedure was at the hands of unknown committee.

In my opinion, our organization has been introducing the new BPR System. By now we didnt know how to Recruitment and Selection procedure implemented. In the future, it creates un procedure recruitment and selection management system.

What I observed, the system is not transparent. Now I have no information about the newly organized selection committee work, it is biased so the employee was dissatisfied by working environment. As government structure, the selection and recruitment procedure is based on the rule and regulation of civil service Agency. Any pertinent change in the CPA will make change to the government offices. It is true that, the process is decentralized, but still refers to the rule that has not been changed for number of years. As we applied the Business Process Reengineering, Personnel Management is tried by a specialized department still following the CPA rules. The general observation I have is every government structure should have its own guidelines in the area of human resource management taking own context. The nature of management may vary from one to the other. The organization may differ and for this special arrangement must be worked out. This should be given as a mandates to the specific ministries. The same applies to the DMFSS.

I think the work is done by the experienced staffs and I hope they are more transparent from my experience. Secondly they are accountable, fair, equitable and inclusive. From my Recruitment point of view only to be frank, for others how they did it I have no information.

CHAPTER FOUR SUMMARY, CONCLUSION AND RECOMMENDATIONS

4.1. Summary of Findings Different authors have defined recruitment and selection at different times. Recruitment is the first process to get the needed manpower followed by selection. Organizations can achieve their goals if the required amount and type of employees are made available to them. There are two main sources of recruitment: internal and external. Internal source of recruitment is a means of getting or recruiting the work force from the existing staff of the organization, whereas external source of recruitment focuses on finding prospective fresh and experienced personnel outside a particular organization. An over all assessment of the processes of recruitment and selection of DMFSS has been carried out so far. In the discussion and analysis part different views have been forwarded by the employees. Each employee from the sample gave their own personal view, which is related with the recruitment and selection process. Some of the respondents have expressed their view optimistically. On the other hand the other respondents mentioned those problems which have to get a solution for the development and wellbeing of the organization.

4.2. Conclusions
The following conclusions are drawn from the analysis and findings of the study The DMFSS has recruitment procedure which was formulated in / But this is not updated now. Currently the DMFSS does not have updated articulated policies and procedures regarding recruitment and selection. Due to this it follows a lengthy decision making process in recruitment and selection. Sufficient training and orientation to those recruited internally will make the employees to perform the given new job in a proper and right manner Since interview committee incorporate appropriate and pertinent bodies. It facilitates the decision makers for exploiting the valuable advice and support of other parties. Deviation from recruitment plan to fill the gap created by promoted staff and not strictly following the recruitment and selection procedure have created a significant grievance on the existing employees. Due to failure to assign or put personnel to the place especially during application of BPR, where they deserve or where they can give better service, the organization can not benefit from the skilled, knowledge full and experienced employees. This brings about dissatisfaction and an increase in labor turn over. It is mainly due to :- The BPR system was not transparent and BPR committees do not officially announces their work for the staff. - Hidden work of BPR committee

Top management do not participate for on the process of success full candidate employee selection and approval with administrative committees.

As we have seen from the table 01 the organization of manpower more likely does not incorporate an active and production manpower.

Some of the staffs give there suggestion on the recruitment and selection process is very lightly but it is likely transparent. Substitution of staff for the resigned employee takes very long time, due to this some of the staff complain for the overburden (extra) work.

After the application of BPR the organization has got a shortage of manpower so the employee can not use their annual leave appropriately.

4.3 Recommendation
Human resource planning is the prerequisite for other human resource activities. The personnel planning department of DMFSS should make in-depth analysis on the elements of human resource planning which include workforce analysis, human resource inventory, human resource forecast, labor market assessment and projection of recruitment needs that are road map for implementation of selection and recruiting function. Revising and articulating clearly the recruitment policy and procedure in light of the DMFSS'S human resource strategy, Moreover recruitment should be based on the approved recruitment plan and decision of the executive top management. The DMFSS'S should avoid unnecessary long waits and lengthy decision making by formulating detailed procedure to the method of recruitment and selection step rather than depending on habit.

To prevent employment turnover rate the DMFSS shall recruit and select based on the actual manpower need for each department by gathering data and make detail study on the highly burden staff. This will prevent the staff from grievance, dissatisfaction, and turnover rate in the organization.

The organization shall participate the active and productive manpower for efficient service. The application of BPR shall be revised as per he actual condition of the DMFSS. b/c many staffs fired and reduced from the organization through application of BPR.

The benefit of the staff (like annual leave, field work & etc) shall be seen in detail by the HR and representative department appropriately.

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