RECRUITMENT AND SELECTION

MODULE-5

RECRUITMENT

DEFINITION:-

According to Flippo,Recruitment is the process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization. According to Dale S.Beach, Recruitment is the development and maintenance of adequate manpower resources. It involves the creation of a pool of available labor upon whom the organization can depend when it needs additional employees.

RECRUITMENT

POLICY

It specifies the objectives of recruitment and provides a framework for the implementation of the recruitment programme. ELEMENTS OF GOOD RECRUITMENT POLICY: 1. Organizational Objective 2. Identification of the Recruitment Needs 3. Preferred Sources of Recruitment 4. Criteria of Selection and Preferences 5. Monetary Aspects PRE-REQUISITES OF A GOOD RECRUITMENT POLICY: It should be in conformity with the general personnel policies. It should provide employees with job security and changing needs of an organization It should provide employees with job security and continuous employment. It should integrate organizational needs and employee needs. It should match the qualities of the employees with the requirements of the work for which they are employed. It should highlight the necessity of establishing job analysis. It should provide suitable jobs to handicapped, women and minority groups.

RECRUITMENT ORGANIZATION
MERITS OF CENTRALIZATION RECRUITMENT: The cost of recruitment per candidate is low because of large number of persons recruited. It has the benefit of centralized promotion and transfer procedure. The services of experts will be available for recruitment. Since there is uniformity among persons, it becomes easy to transfer persons from one plant area to another. The line managers of various plants or zones concentrate on their work, they are relieved of the botheration of recruitment. It ensures effective and suitable placement to candidate.

MERITS OF DECENTRALISED RECRUITMENT: THERE MAY BE CERTAIN AREA WHERE SUITABLE CANDIDATES ARE AVAILABLE . THE RECRUITMENT CAN BE DONE AS AND WHEN THERE IS NEED. THE UNITS WILL BE FREE TO USE METHODS TO STIMULATE PROSPECTIVE CANDIDATES SO THAT PROPER PERSONS ARE RECRUITED. THE UNITS CAN EXERCISE BETTER CONTROL OVER PERSONS WHO ARE RECRUITED BY THEM AS COMPARED TO THOSE RECRUITED BY CENTRAL AGENCY.

OBJECTIVES OF RECRUITMENT
1.

2. 3. 4. 5.

6.
7.

To attract people with multi-dimensional skills and experiences that suit the present and future organizational strategies. To induct outsiders with a new perspective to lead the company. To infuse fresh blood at all levels of the organization. To develop an organizational culture that attracts competent people to the company. To search or head hunt/head pouch people whose skills fit the companys values. To search for talent globally and not just within the company. To design the entry pay that competes on quality but not on quantum.

SOURCES OF RECRUITMENT

TECHNIQUES OF RECRUITMENT
TRADITIONAL TECHNIQUES a. Promotions b. Transfers c. Advertising MODERN TECHNIQES a. Scouting b.Salary and Perks c.ESOPs(Employee Stock Ownership programme)

FACTORS AFFECTING RECRUITMENT

Internal factors External factors

Internal factors i. Companys pay package ii. Quality of work life iii. Organization Culture iv. Career planning and Growth v. Companys products/services vi. Companys Growth rate vii. Cost of recruitment viii. Companys name and fame

External Factors i. Socio-economic factors ii. Supply and demand factors iii. Employment Rate iv. Labor market conditions v. Information system like employment exchange/tele-recruitment like internet.

CONSTRAINTS AND CHALLENGES

POOR IMAGE UNATTRACTIVE JOB CONSERVATIVE INTERNAL POLICIES LIMITED BUDGETARY SUPPORT RESTRICTIVE POLICIES OF GOVERNMENT

RECRUITMENT PRACTICES IN INDIA

1)

2)
3) 4)

5) 6) 7)

8)

Internal Sources Public Employment exchanges Labor Contractors Candidates introduced by friends and relatives Candidates bought by present employees Casual laborers Sons of soil Reservations

SELECTION
To select means to choose Selection is the process of picking up individuals (out of the pool of job applicants) with requisite qualifications and competence to fill jobs in the organization. Selection is the process in which candidates for employment are divided into two classes-those who are to be offered employment and those who are not

SELECTION

PROCEDURE

Essentials of a Selection procedure There should be sufficient number of applicant from whom the required number of candidates may be selected. The selection will not be proper if number of candidate is less. There should be some person who is assigned the authority to select. The authority is given on the basis of type of persons to be selected and the nature of work they will take up. There should be some standard of personnel with which a prospective employee may be compared i.e there should be available before hand a comprehensive job specification as developed by job analysis.

SIGNIFICANCE

OF

SELECTION

PROCEDURE

Procurement of skilled workers-In this process only desirable candidates are hired and others are denied the opportunities. Reduction in the cost of training-Proper selection of candidates reduces the cost of training because(i)qualified personnel have better grasping power, they can understand the techniques of work better and in no time ;(ii) The organization can develop different training programmes for different persons on the basis of their individual differences. Solution to Personnel problems-Proper selection of personnel reduces personnel problems in the organization. like labor turnover, absenteeism etc.

SELECTION PROCEDURE
Steps in Scientific selection process 1. Reception 2. Screening Interview 3. Application Blank Weighted Application Blanks(WAB) 1. Selection Testing 5. Selection Interview 6. Medical Examination 7. References Checks 8. Hiring Decision

TESTS AND INTERVIEWS

PURPOSE OF TESTS: For the selection and placement of new employees. For appraising employees for employment potentials, For Counseling employees.

CLASSIFICATION OR TYPES OF TESTS

i.
ii. i. ii. iii. iv. v. vi.

Intelligence tests Aptitude test Mechanical Aptitude test Psycho-Motor or Skill test Personality test Interest tests Achievement test Simulation test Assessment centers The in basket test Leaderless group discussion Management games Individual presentation Objective tests Interviews Video based Situational testing Graphology tests Polygraph testss

DEVELOPING

A TEST PROGRAMME

Deciding the objectives of the testing programme Analyzing the job Choosing the test Administering the test Relating the test scores and criteria Cross-Validating and Revalidating Analyzing the results of the tests

TESTING GUIDELINES
Use tests as supplements Validate the tests Analyze all current hiring and promotion standards Keep accurate records Begin the validation programme Use a certified Psychologist Test Conditions important

INTERVIEW
DEFINITION: According to Scott An Interview is a purposeful exchange of ideas ,the answering of questions and communication between two or more persons. According to Walter and Others Interview is a Conversation with a purpose and the purpose may be to get information, to give information and to make a friend.

OBJECTIVES OF INTERVIEW
Judgment

of Applicant Give information to applicant Promote Goodwill To establish a Rapport In valuation tool Solve problems Exit

TYPES OF INTERVIEW
i. ii. i. ii. iii.

i. ii. iii. iv.

i. ii. iii. iv.

Classification According to Structure Unstructured or Non-directive interview Structured or Direct interview Classification according to Purpose Stress interview Appraisal interview Exit interview Classification according to the interviews Content Situational interview Job-related interview Behavioral interview Psychological interview Classification according to Administering the interview One on one interview Sequential interview Group interview Panel interview

STEPS IN INTERVIEW PROCESS

Preparation for the interview The physical setting Conducting the interview Closing the interview Evaluation of results

LIMITATIONS OF INTERVIEW

Personal bias The Halo effect Constant error Leniency Projection Stereotyping Snap judgment Lack of integration Negative emphasis Pressure to hire Telegraphing Too much/too little talking

GUIDELINES

FOR EFFECTIVE INTERVIEW

Interview should never be hurried A description of the job should be prepared in advance Interview questions should be based on listing of job duties with more interview questions developed for more important duties. Competent ,trained and experienced person should be chosen as interviewers. The interview should be conducted in a quiet, comfortable and nonstressfull atmosphere. The interviewer should listen carefully to what the applicant says and the information collected should be carefully recorded. The interviewer should try to minimize his personal bias.

PLACEMENT AND INDUCTION

Placement is the determination of the job to which an accepted candidate is to be assigned and his assignment to that job.

Employee placement process:

Collect details about employee

Construct the employees profile

Match between sub-group profile and individuals profile

Compare sub-group profile to job family profile

Assign the individuals to the job family

Assign the individual to specific job after further counseling and assessment

PROBLEMS IN PLACEMENT

Employee Expectations Job expectations/description Change in technology Change in organization structure Social and psychological factors

How to make placement effective Job rotation Team work Training and development Job enrichment Empowerment

INDUCTION
Induction is the process of receiving and welcoming an employee when he first joins a company and giving him basic information he needs to settle down quickly and happily and start work

CONTENTS

OF INDUCTION PROGRAMME

Companys history, philosophy and operations. Products and services of the company Companys organization structure Location of departments and employee services Personnel policies and practices Employees activities Rules and regulations Grievance procedure Safety measures Terms and conditions of service Benefits and services for employees Opportunities for training,promotions,transfers etc

ELEMENTS OF GOOD INDUCTION

PROGRAMME

Introductory information On the job information Follow up interview

PROBLEMS IN INDUCTION: Busy or untrained supervisors may fail in carrying out the programme The new employee may not cope up if too much information is provided to the employee during the induction programme The induction programme fails, if employee is misplaced The gap between the wider orientation by the hrd and narrow orientation by the department concerned Some organization resort to trail by fire orientation The employee may be required to fill too many forms during the orientation/induction programme

SUGGESTIONS TO MAKE INDUCTION

PROGRAMME MORE EFFECTIVE

Feed forward of the possible problems and solutions therefore. A warm and friendly welcome will reduce the possible problems. A phased induction programme would place the new employee at ease and learn slowly Periodical follow up and filling the gaps in the information would reduce the problems. Attaching a colleague to the new employee for a month would reduce the new employees anxiety. Providing written documented information through video cassettes and computer floppies would make the induction programmed less loaded.

THANK

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