Class 10 11 PDF

Recruitment and Selection
INTRODUCTION
• The human resources are the most important assets of an organization.

• The success or failure of an organization is largely dependent on the caliber
of the people working therein.
• Without positive and creative contributions from people, organizations
cannot progress and prosper.
• In order to achieve the goals or the activities of an organization, therefore,
they need to recruit people with requisite skills, qualifications and
experience.
• While doing so, they have to keep the present as well as the future
requirements of the organization in mind.
Tuesday, December 12, 2017 2

INTRODUCTION
• Edwin B. Flippo defined recruitment as “the process of searching for

prospective employees and stimulating them to apply for jobs in the
organization.”

PURPOSES AND IMPORTANCE
• Determine the present and future requirements of the organization in
conjunction with its personnel-planning and job-analysis activities.
• Increase the pool of job candidates at minimum cost.
• Help increase the success rate of the selection process by reducing the
number of visibly, under qualified or overqualified job applicants.
• Help reduce the probability that job applicants, once recruited and selected,
will leave the organization only after a short period of time.
• Begin identifying and preparing potential job applicants who will be
appropriate candidates.
• Induct outsiders with a new perspective to lead the company.
• Infuse fresh blood at all levels of the organization.

PURPOSES AND IMPORTANCE
• Develop an organizational culture that attracts competent people to the company.
• Search or head hunt/head pouch people whose skills fit the company’s values.
• Devise methodologies for assessing psychological traits.
• Search for talent globally and not just within the company.
• Design entry pay that competes on quality but not on quantum.
• Anticipate and find people for positions that do not exist yet.
• Increase organizational and individual effectiveness in the short term and long
term.
• Evaluate the effectiveness of various recruiting techniques and sources for all
types of job applicants.

FACTORS AFFECTING RECRUITMENT
• INTERNAL FACTORS
• Recruiting policy
• Temporary and part-time employees
• Recruitment of local citizens
• Engagement of the company in HRP
• Company’s size
• Cost of recruitment
• Company’s growth and expansion

FACTORS AFFECTING RECRUITMENT
• EXTERNAL FACTORS
• Supply and Demand factors
• Unemployment Rate
• Labour-market conditions
• Political and legal considerations
• Social factors
• Economic factors
• Technological 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

INDUCEMENTS
• Organisational inducements are all the positive features and benefits offered
by an organization that serves to attract job applicants to the organisation.
• For eg..
• Compensation
• Career Opportunities
• Image or Reputation

CONSTRAINTS
• If a firm has a poor image in the market, many of the prospective

candidates may not even apply for vacancies advertised by the firm.
• If the job is not attractive, qualified people may not even apply.
• Any job that is viewed as boring, hazardous, anxiety producing, low-paying,
or lacking in promotion potential seldom will attract a qualified pool of
applicants.

RECRUITMENT- Relationship with other activities

RECRUITMENT POLICY
• A sound recruitment policy calls for adopting a scientific process of

recruitment, i.e. those techniques, which are modern and scientific.
• Recruitment policy also requires one to consider the high cost of
managerial turnover. Unless a company adopts a suitable recruitment policy,
it may not be possible for the company to select the right candidate for the
right job. A sound recruitment policy, therefore, needs to:
• Identify, at the outset, the recruitment needs of the organisation,
• Identify the preferred sources of recruitment,
• Frame suitable criteria for selection and finally,
• Consider the cost of recruitment.

RECRUITMENT POLICY
• The following factors should be taken into consideration in formulating

recruitment policy. They are:-
• Government policies
• Personnel policies of other competing organizations
• Organisation’s personnel policies
• Recruitment sources
• Recruitment needs
• Recruitment cost
• Selection criteria and preference

CENTRALISED V/s DECENTRALISED
RECRUITMENT
• Personnel department at the central office performs all the functions of
recruitment in case of centralised recruitment and personnel departments at
unit level/zonal level perform all the functions of recruitment concerning to
the jobs of the respective unit or zone.
• Merits and Demerits

MERITS OF CENTRALISED RECRUITMENT
• Average cost of recruitment per candidate/unit should be relatively less
• It would have more expertise available to it.
• It can ensure broad uniformity among human resources of various units/zones in
respect of education, skill, knowledge, talent, etc.
• It would generally be above malpractices, abuse of powers, favouritism, bias, etc.
• It would facilitate interchangeability of staff among various units/zones.
• It enables the line managers of various units and zones to concentrate on their
operational activities by relieving them from the recruiting functions.
• It enables the organization to have centralised selection procedure, promotional
and transfer procedure, etc.
• It ensures the most effective and suitable placement to candidates.
• It enables centralised training programmes which further brings uniformity and
minimizes average cost of staff.
MERITS OF DECENTRALISED RECRUITMENT
• The unit concerned concentrates only on those sources/places wherein normally
gets the suitable candidates. As such the cost of recruitment would be relatively
less.
• The unit gets most suitable candidates as it is well aware of the requirements of
the job regarding culture, traditional, family background aspects, local factors,
social factors, etc.
• Units can recruit candidates as and when they are required without any delay.
• The units would enjoy freedom in finding out, developing the sources, in selecting
and employing the techniques to stimulate the candidates.
• The unit would relatively enjoy advantage about the availability of information,
control and feedback and various functions/processes of recruitment.
• The unit would enjoy better familiarity and control over the employees it recruits
rather than on employees selected by the central recruitment agency.
SOURCES OF RECRUITMENT
• Internal Sources:-
• Persons who are already working in an organization constitute the ‘internal
sources’.
• Retrenched employees, retired employees, dependents of deceased
employees may also constitute the internal sources.
• Whenever any vacancy arises, someone from within the organization is
upgraded, transferred, promoted or even demoted.

SOURCES OF RECRUITMENT
• External Sources
• External sources lie outside an organization.
• (a) Employees working in other organizations;
• (b) Jobs aspirants registered with employment exchanges;
• (c) Students from reputed educational institutions;
• (d) Candidates referred by unions, friends, relatives and existing
employees;
• (e) Candidates forwarded by search firms and contractors;
• (f) Candidates responding to the advertisements, issued by the
organization;
• (g) Unsolicited applications/ walk-ins.

Merits of ‘Recruiting people from ‘Within’
• Economical: The cost of recruiting internal candidates is minimal. No

expenses are incurred on advertising.
• Suitable: The organization can pick the right candidates having the requisite
skills. The candidate can choose a right vacancy where their talents can be
fully utilized.
• Reliable: The organization has the knowledge about suitability of a
candidate for a position. ‘Known devils are better than unknown angels!’
• 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 of ‘Recruiting people from ‘Within’
• Limited Choice: The organization is forced to select candidates from a
limited pool. It may have to sacrifice quality and settle down for less
qualified candidates.
• Inbreeding: It discourages entry for talented people, available outside an
organization. Existing employees may fail to behave in innovative ways and
inject necessary dynamism to enterprise activities.
• Inefficiency: Promotions based on length of service rather than merit, may
prove to be a blessing for inefficient candidate. They do not work hard and
prove their worth.
• Bone of contention: Recruitment from within may lead to infighting among
employees aspiring for limited, higher level positions in an organization. As
years roll by, the race for premium positions may end up in a bitter race.

Merits of External sources of Recruitment
• Wide Choice: The organization has the freedom to select candidates from a
large pool. Persons with requisite qualifications could be picked up.
• Infection 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 out their best and earn rewards, etc.

Demerits of External sources of Recruitment
• Expenses: 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 test and to
select suitable employees. Where suitable ones are not available, the process
has to be repeated.
• De-motivating: 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 recognized by the organization, forces then to
work with less enthusiasm and motivation.
• Uncertainty: There is no guarantee that the organization, 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
setup.
METHODS OF RECRUITMENT
• INTERNAL METHODS:
• Promotions and Transfers
• A transfer is a lateral movement within the same grade, from one job to
another. It may lead to changes in duties and responsibilities, working
conditions, etc., but not necessarily salary.
• Promotion, on the other hand, involves movement of employee from a lower
level position to a higher level position accompanied by (usually) changes in
duties, responsibilities, status and value.

• Job Posting
• Job posting is another way of hiring people from within. In this method, the
organisation publicises job opening on bulletin boards, electronic method
and similar outlets. One of the important advantages of this method is that
it offers a chance to highly qualified applicants working within the company
to look for growth opportunities within the company to look for growth
opportunities within the company without looking for greener pastures
outside.

• Employee Referrals
• Employee referral means using personal contacts to locate job
opportunities. It is a recommendation from a current employee regarding a
job applicant. The logic behind employee referral is that “it takes one to
know one”. Employees working in the organization, in this case, are
encouraged to recommend the names of their friends, working in other
organizations for a possible vacancy in the near future.

• EXTERNAL (DIRECT) METHODS

• Campus Recruitment
• It is a method of recruiting by visiting and participating in college
campuses and their placement centres. Here the recruiters visit reputed
educational institutions such as Rajagiri

• EXTERNAL (INDIRECT) METHODS
• Advertisements:-
• These include advertisements in newspapers; trade, professional and
technical journals; radio and television; etc. in recent times, this medium
has become just as colourful, lively and imaginative as consumer
advertising.
• The ads generally give a brief outline of the job responsibilities,
compensation package, prospects in organizations, etc. this method is
appropriate when
• (a) the organization intends to reach a large target group and
• (b) the organizations wants a fairly good number of talented people – who
are geographically spread out
• EXTERNAL (INDIRECT) METHODS

• Advertisements:-
• Newspaper Ads
• Television and radio ads

• THIRD PARTY METHODS

• Private Employment Search Firms:-
• As search firm is a private employment agency that maintains computerized
lists of qualified applicants and supplies these to employers willing to hire
people from the list for a fee.


• Employment Exchanges:-
• AS a statutory requirement, companies are also expected to notify (wherever
the Employment Exchanges Act, 1959, applies) their vacancies through the
respective Employment Exchanges, created all over India for helping
unemployed youth, displaced persons, ex-military personnel, physically
handicapped, etc.
• AS per the Act all employers are supposed to notify the vacancies arising in
their establishments form time to time – with certain exemptions – to the
prescribed employment exchanges before they are filled.


• Gate Hiring and Contractors:-
• Gate hiring (where job seekers, generally blue collar employees, present
themselves at the factory gate and offer their services on a daily basis),
hiring through contractors, recruiting through word-of-mouth publicity are
still in use


• Unsolicited Applicants / Walk-ins:-
• Companies generally receive unsolicited applications from job seekers at
various points of time; the number of such applications depends on
economic conditions, the image of the company and the job seeker’s
perception of the types of jobs that might be available etc

Time lapse data
• They show the time lag between the dates of requisition for manpower
supply from a department to the actual date of filling the vacancies in that
department.
• For example, a company’s past experience may indicate that the average
number of days from application to interview is 10, from interview to offer is
7, from offer to acceptance is 10 and from acceptance to report for work is
15. Therefore, if the company starts the recruitment and selection process
now it would require 42 days before the new employee joins its ranks.

Yield ratios
• These ratios indicate the number of leads / contacts needed to generate a

given number of hires at a point at time.
• For example, if a company needs 10 management trainees in the next six
months, it has to monitor past yield ratios in order to find out the number of
candidates to be contacted for this purpose. On the basis of past
experience, to continue the same example, the company finds that to hire 10
trainees, it has to extend 20 offers. If the interview-to-offer is 3:2, then 30
interviews must be conducted. If the invitees to interview ratios are 4:3
then, as many as 40 candidates must be invited.

Surveys and studies
• Surveys may also be conducted to find out the suitability of a particular

source for certain positions.
• For example, as pointed out previously, employee referral has emerged as
popular way of hiring people in the Information Technology industry in
recent times in India.

Alternatives to recruitment
• Overtime
• Subcontracting
• Temporary employees
• Employee leasing
• Outsourcing

SELECTION
• Selection is the process of picking individuals who have relevant

qualifications to fill jobs in an organisation.
• The basic purpose is to choose the individual who can most successfully
perform the job from the pool of qualified candidates.

Selection Process

Selection Process
• Reception
• A company is known by the people it employs. In order to attract people
with talents, skills and experience a company has to create a favourable
impression on the applicants’ right from the stage of reception. Whoever
meets the applicant initially should be tactful and able to extend help in a
friendly and courteous way. Employment possibilities must be presented
honestly and clearly. If no jobs are available at that point of time, the
applicant may be asked to call back the personnel department after some
time.

Selection Process
• Screening Interview
• A preliminary interview is generally planned by large organisations to cut
the cost of selection by allowing only eligible candidates to go through the
further stages in selection. A junior executive from the Personnel
Department may elicit responses from the applicants on important items
determining the suitability of an applicant for a job such as age, education,
experience, pay expectations, aptitude, location, choice etc. this ‘courtesy
interview’ as it is often called helps the department screen out obvious
misfits. If the department finds the candidate suitable, a prescribed
application form is given to the applicants to fill and submit.

Selection Process
• Application Blank
• Application blank or form is one of the most common methods used to
collect information on the various aspects of the applicants’ academic,
social, demographic, work related background and references. It is a brief
history sheet of employee’s background, usually containing the following
things:
• Personal data (address, sex, telephone number)
• Marital data
• Educational data
• Employment Experience
• Extra-curricular activities
• References and Recommendations
Selection Process
• Selection Test
• Some of the commonly used employment tests are:
• Intelligence tests
• Aptitude tests
• Personality tests
• Achievement tests
• Miscellaneous tests such as graphology, polygraphy and honesty tests.

Assessment Centre
• An assessment centre is an extended work sample. It uses procedures that

incorporate group and individual exercises.
• These exercises are designed to stimulate the type of work which the
candidate will be expected to do.
• Initially a small batch of applicants comes to the assessment centre (a
separate room).
• Their performance in the situational exercise is observed and evaluated by a
team of 6-8 assessors.
• The assessors’ judgement on each exercise are complied and combined to
have a summary rating for each candidate being assessed.

Assessment Centre
• Suitable for managerial jobs, the outcomes are not behaviourally observable
• Takes days to conduct various exercise
• Evaluated by a team of trained observers
• Requires a separate facility. The centres are conducted for a variety of task
segments( that may not be the real job) that may be included in the real job
• Usually performed on groups of applicants at the same time

Selection Process
• Standards for Selection Tests

• Reliability
• Validity
• Qualified People
• Preparation
• Suitability
• Usefulness
• Standadization

Selection Process
• Selection Practices:
• Siemens India: It uses extensive psychometric instruments to evaluate short-
listed candidates. The company uses occupational personality questionnaire to
understand the candidate’s personal attributes and occupational testing to
measure competencies.
• LG Electronics India: LG Electronics uses 3 psychometric tests to measure a
person’s ability as a team player, to check personality types and to find a
person’s responsiveness and assertiveness.
• PepsiCo India: The Company uses India as a global recruitment resource. To
select professionals for global careers with it, the company uses a competency-
based interviewing technique that looks at the candidate’s abilities in terms of
strategizing, lateral thinking, problem solving, managing the environment. This
apart, Pepsi insists that to succeed in a global posting, these individuals possess
strong functional knowledge and come from a cosmopolitan background.
Selection Process
• Selection Interview
• Interview is the oral examination of candidates for employment. This is the
most essential step in the selection process.
• Interview gives the recruiter an opportunity
• To size up the candidate personally;
• To ask question that are not covered in the tests;
• To make judgments on candidates enthusiasm and intelligence;
• To assess subjective aspects of the candidate – facial expressions,
appearance, nervousness and so forth;
• To give facts to the candidates regarding the company, its policies, etc.
and promote goodwill towards the company.
Selection Process
• Types of interviews
• In a NON-DIRECTIVE INTERVIEW the recruiter asks questions as they
come to mind. There is no specific format to be followed.
• In a PATTERNED INTERVIEW, the employer follows a pre-determined
sequence of questions. Here the interviewee is given a special form
containing questions regarding his technical competence, personality traits,
attitudes, motivation, etc.

Selection Process
• In a STRUCTURED OR SITUATIONAL INTERVIEW, there are fixed job
related questions that are presented to each applicant.
• In a PANEL INTERVIEW several interviewers question and seek answers
from one applicant. The panel members can ask new and incisive questions
based on their expertise and experience and elicit deeper and more
meaningful expertise from candidates.

Selection Process
• Interviews can also be designed to create a difficult environment where the
applicant’s confidence level and the ability to stand erect in difficult
situations are put to test. These are referred to as the STRESS
INTERVIEW. This is basically an interview in which the applicant is made
uncomfortable by a series of, often, rude, annoying or embarrassing
questions.
• In the final category, there is the APPRAISAL INTERVIEW, where a
superior and subordinate sit together after the performance appraisal to
discuss the subordinate’s rating and possible remedial actions.

Selection Process
• Medical examination:
• Certain jobs require physical qualities like clear vision, perfect hearing,
unusual stamina, tolerance of hard working conditions, clear tone, etc.
Medical examination reveals whether or not a candidate possesses these
qualities.

Selection Process
• Reference Checks
• Once the interview and medical examination of the candidate is over, the
personnel department will engage in checking references. Candidates are
required to give the names of 2 or 3 references in their application forms.
These references may be from the individuals who are familiar with the
candidate’s academic achievements or from the applicant’s previous
employer, who is well versed with the applicant’s job performance and
sometimes from the co-workers. In case the reference check is from the
previous employer, information in the following areas may be obtained.

Selection Process
• Hiring decision:
• The line manager has to make the final decision now – whether to select or
reject a candidate after soliciting the required information through different
techniques discussed earlier. The line manager has to take adequate care in
taking the final decision because of economic, behavioral and social
implications of the selection decisions. A careless decision of rejecting a
candidate would impair the morale of the people and they suspect the
selection procedure and the very basis of selection in a particular
organization.

Selection Process

The Curriculum Vitae
• The candidates own description of how they see their personal history in
relation to a job application.
• A combination of two elements:
• Standard/routine information
• Personalised information

Standard information
• Name, address, telephone, email

• Age, marital status
• Education: secondary school/college/university
• Qualifications: Diplomas and degrees
• Professional memberships.

Personalised information
• Scope:
• to elaborate on one’s work/professional experience
• Includes:
• Job history/achievements
• Motivation/skills (e.g. IT, Languages)
• Personal interests/other activities

Interviewing Skills (for the Interviewer)
• The ability to prepare adequately
• Ability to listen, including picking up points implied in the candidates
responses
• Questioning skills – ability to ask relevant questions at the right time
• Ability to analyse the picture of the candidate that is emerging during the
interview
• Ability to summarise and make notes on the candidate’s performance
• Ability to supply relevant information to the candidate without boring
him/her
• Skill in building and maintaining a relationship with the candidate (rapport)
• Ability to control the interview with tact, diplomacy and firmness
Induction / Orientation
• Orientation or induction is the task of introducing the new employees to the

organisation and its policies, procedures and rules.
• Objectives:
• Removes fears
• Creates a good impression
• Acts as a valuable source of information

Induction Program: Steps
• Welcome to the organization

• Explain about the company
• Show the location / department
• Give the company’s manual to the new recruit
• Provide details about various work groups
• Give details about pay, benefits, holidays, leave, etc.
• Explain about future training opportunities and career prospects
• Clarify doubts
• Take the employee on a guided tour of buildings, facilities, etc.

Recruitment Cost
• Lets take an example of a Job Fair

Activity
1. Prepare a news paper advertisement for a HR Manager in Rajagiri
2. Find out the recruitment policy of Rajagiri
3. Make a flow chart of the recruitment policy of Rajagiri
4. Prepare 15 Interview questions for the HR Manager in Rajagiri


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Recruitment and Selection

• The human resources are the most important assets of an organization.

Tuesday, December 12, 2017 2

• Edwin B. Flippo defined recruitment as “the process of searching for

Tuesday, December 12, 2017 3

Tuesday, December 12, 2017 4

Tuesday, December 12, 2017 5

Tuesday, December 12, 2017 6

Tuesday, December 12, 2017 7

Tuesday, December 12, 2017 8

• If a firm has a poor image in the market, many of the prospective

Tuesday, December 12, 2017 9

Tuesday, December 12, 2017 10

• A sound recruitment policy calls for adopting a scientific process of

Tuesday, December 12, 2017 11

• The following factors should be taken into consideration in formulating

Tuesday, December 12, 2017 12

• Merits and Demerits

Tuesday, December 12, 2017 13

Tuesday, December 12, 2017 16

Tuesday, December 12, 2017 17

• Economical: The cost of recruiting internal candidates is minimal. No

Tuesday, December 12, 2017 18

Tuesday, December 12, 2017 19

Tuesday, December 12, 2017 20

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• EXTERNAL (DIRECT) METHODS

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• EXTERNAL (INDIRECT) METHODS

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• THIRD PARTY METHODS

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• THIRD PARTY METHODS

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• THIRD PARTY METHODS

Tuesday, December 12, 2017 30

• THIRD PARTY METHODS

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• These ratios indicate the number of leads / contacts needed to generate a

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• Surveys may also be conducted to find out the suitability of a particular

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• Selection is the process of picking individuals who have relevant

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• An assessment centre is an extended work sample. It uses procedures that

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• Standards for Selection Tests

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