Human Resource Management: Semester - II

Amity Center for eLearning
HUMAN RESOURCE MANAGEMENT

Semester - II
Prof. Snigdha Malhotra
Copyright © Amity University

Topics Covered:
1.Recruitment
2.Selection
3.Training

Recruitment
Placing the RIGHT PERSON in RIGHT PLACE at RIGHT TIME.

Meaning of Recruitment
• According to Edwin B. Flippo, “Recruitment is the process of searching the
candidates for employment and stimulating them to apply for jobs in the
organisation”. Recruitment is the activity that links the employers and the job
seekers.
Few definitions of recruitment:
• 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.
• Recruitment of candidates is the function preceding the selection, which helps
create a pool of prospective employees for the organization so that the
management can select the right candidate for the right job from this pool. The
main objective of the recruitment process is to expedite the selection process.

RECRUITMENTNEEDSAREOFTHREETYPES
• PLANNED
i.e. the needs arising from changes in organization and retirement
policy.
• ANTICIPATED
Anticipated needs are those movements in personnel, which an
organization can predict by studying trends in internal and external
environment.
• UNEXPECTED
Resignation, deaths, accidents, illness give rise to unexpected
needs.

Purpose & Importance of Recruitment

• Attract and encourage more and more candidates to apply in the
organization.
• Create a talent pool of candidates to enable the selection of best

candidates for the organization.
• Determine present and future requirements of the organization in

conjunction with its personnel planning and job analysis activities.
• Recruitment is the process which links the employers with the

employees.
• Increase the pool of job candidates at minimum cost.

Contd.
• Increase the success rate of selection process by
decreasing number of visibly under qualified or
overqualified job applicants.
• Reduce the probability that job applicants once recruited

and selected will leave the organization only after a short
period of time.
• Increase organization and individual effectiveness

The Recruitment Process:

• Identify Vacancy
• Prepare Job Description and person Specification
• Advertise
• Managing the Response
• Short-listing
• Arrange Interviews
• Conduct The Interview
• Decision Making
• Convey The Decision
• Appointment Action

Sources of Recruitment
SOURCES OF RECRUITMENT
EXTERNAL SOURCES
INTERNAL SOURCES
•Press Advertisements
•Transfers •Educational Institutes
•Promotions •Placement Agencies
•Demotion •Employment Exchanges
•Retired employees •Labour Contractors
•Deceased Employees •Unsolicited Applicants
•Disabled Employees •Employee Referrals
•Recruitment at factory gate

Recruitment Strategies
For formulating an effective and successful recruitment
strategy, the strategy should cover the following
elements:
1. Identifying and prioritizing jobs
2. Candidates to target
3. Sources of recruitment
4. Trained recruiters
5. How to evaluate the candidates

Selection

DEFINITION
Personnel Selection is the methodical placement of

individuals into jobs. Its impact on the organization is
realized when employees achieve years or decades of
service to the employer.
The process of selection follows a methodology to collect

information about an individual in order to determine if that
individual should be employed. The methodology used
should not violate any laws regarding personnel selection.

STEPS IN THE SELECTION PROCESS
1. Screening of application forms

2. Tests
(i) Psychological test
(ii) Intelligence tests
(iii) Aptitude tests
(iv) Interest tests
(v) Personality tests
3. Interview
4. Selection decision

The process of personnel selection involves collecting
information about individuals for the purpose of determining
suitability for employment in a particular job. This Information is
collected using one or more selection devices or methods which
are categorized below:
•Interviews
•Personality tests
•Biographical data
•Cognitive ability tests

Methods 1: Interviews
ADVANTAGES
• Useful for determining if the applicant has requisite

communicative or social skills which may be necessary for the job
• Used to appraise candidates' verbal fluency
• Can assess the applicant's job knowledge
• Can be used for selection among equally qualified applicants
• Enables the supervisor and/or co-workers to determine if there is
compatibility between the applicant and the employees
• Allows the applicant to ask questions that may reveal additional
information useful for making a selection decision
• The interview may be modified as needed to gather important
information
DISADVANTAGES
• Decisions tend to be made within the first few minutes of the

interview with the remainder of the interview used to validate or
justify the original decision
• Interviewers form stereotypes concerning the characteristics
required for success on the job
• Negative information seems to be given more weightage
• Not as reliable as tests

Types of Interviews
• Unstructured Interview
Involves a procedure where different questions may be asked of
different applicants.
• Situational Interview
Candidates are interviewed about what actions they would take in
various job-related situations. The job-related situations are usually
identified using the critical incidents job analysis technique. The
interviews are then scored using a scoring guide constructed by job
experts.
• Behavior Description Interviews

Candidates are asked what actions they have taken in prior job
situations that are similar to situations they may encounter on the
job. The interviews are then scored using a scoring guide
constructed by job experts

Method 2: Personality Tests

ADVANTAGES
• Can result in lower turnover, if applicants are selected

for traits that are highly correlated with employees who have
high longevity within the organization
• Can reveal more information about applicant's abilities and

interests
• Can identify interpersonal traits that may be needed for

certain jobs

DISADVANTAGES
• Difficult to measure personality traits that may not be well

defined
• Applicant's training and experience may have greater
impact on job performance than applicant's personality
• Responses by applicant may be altered by applicant's
desire to respond in a way they feel would result in their
selection
• Lack of diversity if all selected applicants have same
personality traits

Method 3: Biographical Inventories
The questions included in the Biographical Inventory ask for information
about you and your background.
These kinds of questions are often asked during an oral interview. This
Biographical Inventory attempts to do the same and includes questions
which have been shown to be related to job success.
It has been found that successful employees tend to select some

answers more often than other answers, while less successful employees
tend to select different answers.
The questions in the biographical inventory do not have a single correct

answer. Every choice is given some credit. More credit is given for
answers selected more often by successful employees.

EXAMPLE
1. Generally, in your work assignments, would you prefer:

A. to work on one thing at a time.
B. to work on a couple of things at a time.
C. to work on many things at the same time.
2. In the course of a week, which of the following gives you the

greatest satisfaction?
A. Being told you have done a good job.
B. Helping other people to solve their problems.
C. Coming up with a new or unique way to handle a situation.
D. Having free time to devote to personal interests.

Method 4: Cognitive Ability Measures
These tests may be categorized as:
• General Intelligence Tests

• Aptitude Tests
• Mechanical Aptitude
• Clerical Aptitude
• Spatial Aptitude

ADVANTAGES
•Highly reliable
•Verbal reasoning and numerical tests have shown high validity for a wide range
of jobs
•The validity rises with increasing complexity of the job
•Combinations of aptitude tests have higher validities than individual tests alone
•May be administered in group settings where many applicants can be tested at the
same time
•Scoring of the tests may be completed by computer scanning equipment
•Lower cost than personality tests

Disadvantages
• Non-minorities typically score one standard deviation above

minorities which may result in adverse impact depending on
how the scores are used in the selection process
• Differences between males and females in abilities (e.g.,

knowledge of mathematics) may negatively impact the scores
of female applicants

TRAINING

DEFINITION
• It is a learning process that involves the

acquisition of knowledge, sharpening of skills,
concepts, rules, or changing of attitudes and
behaviours to enhance the performance of
employees.

TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development division is to make

sure the availability of a skilled and willing workforce to an organization.
In addition to that, there are four other objectives: Individual,
Organizational, Functional, and Societal.
Individual Objectives – help employees in achieving their personal goals,
which in turn, enhances the individual contribution to an organization.
Organizational Objectives – assist the organization with its primary
objective by bringing individual effectiveness.
Functional Objectives – maintain the department’s contribution at a level
suitable to the organization’s needs.
Societal Objectives – ensure that an organization is ethically and socially
responsible to the needs and challenges of the society.

ROLE OF TRAINING

ImportanceOfTrainingandDevelopment
• Optimum Utilization of Human Resources
• Development of Human Resources
• Development of Human Resources
• Productivity
• Team spirit
• Organization Culture
• Organization Climate
• Quality
• Healthy work-environment
• Health and Safety
• Morale
• Image
• Profitability
• Training and Development aids in organizational development

Training As Consultancy
Training consultancy provides industry
professional to work with an organization in
achieving its training and development
objectives.
Estimation of Training Outsourcing
It has been estimated that 58% of the emerging

market in training outsourcing is in customer
education, while only 42 percent of the market is
in employee education.

• Importance of Training Consultancies
• It helps in enhancing company’s image

• It helps in strengthening the team spirit
• It helps in applying knowledge, developing core
competencies, and reducing work load
• It helps in improving the work relations
• It helps in developing focused and inspired staff
• It leads to greater chances of success

Models of Training
Training is a sub-system of the organization because the

departments such as, marketing & sales, HR,
production, finance, etc depends on training for its
survival.
Training is a transforming process that requires some
input and in turn it produces output in the form of
knowledge, skills, and attitudes (KSAs).

The three model of training are:
1. System Model
2. Instructional System Development Model
3. Transitional model

System Model Training

• The system model consists of five phases and
should be repeated on a regular basis to make
further improvements. The training should
achieve the purpose of helping employee to
perform their work to required standards. The
steps involved in System Model of training are
as follows:


Instructional System Development Model

(ISD)
Instructional System Development model was made to answer the
training problems.
Training objectives are defined on the basis of job responsibilities
and job description and on the basis of the defined objectives
individual progress is measured. This model also helps in
determining and developing the favorable strategies, sequencing
the content, and delivering media for the types of training objectives
to be achieved.
The Instructional System Development model comprises of five

stages:


The ISD model is a continuous process that lasts

throughout the training program. It also highlights that
feedback is an important phase throughout the entire
training program. In this model, the output of one phase
is an input to the next phase.

Transitional Model
• Transitional model focuses on the organization as a whole. The
outer loop describes the vision, mission and values of the
organization on the basis of which training model i.e. inner loop is
executed.

Methods of Training
1. Cognitive methods
are more of giving theoretical training to the trainees. The various methods
under
Cognitive approach provide the rules for
• how to do something
• written or verbal information
• demonstrate relationships among concepts, etc.
LIKE:
• LECTURES
• DEMONSTRATIONS
• DISCUSSIONS

2. Behavioral methods
are more of giving practical training to the trainees.
1.GAMES AND SIMULATIONS

2. BEHAVIOR-MODELING
- Sales training
– Interviewee training
– Safety training
– Interpersonal skills training
3. BUSINESS GAMES
4. CASE STUDIES
5. ROLE PLAYS
6. MENTORING
7. COACHING
8. LECTURES
9. SIMULATION EXERCISES

Thank You
Please forward your query
To: smalhotra@amity.edu

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Amity Center for eLearning

HUMAN RESOURCE MANAGEMENT

Prof. Snigdha Malhotra

Copyright © Amity University

Copyright © Amity University

Copyright © Amity University

Few definitions of recruitment:

• A process of finding and attracting capable applicants for employment. The

Copyright © Amity University

Copyright © Amity University

Purpose & Importance of Recruitment

• Create a talent pool of candidates to enable the selection of best

• Determine present and future requirements of the organization in

• Recruitment is the process which links the employers with the

• Increase the pool of job candidates at minimum cost.

Copyright © Amity University

• Reduce the probability that job applicants once recruited

• Increase organization and individual effectiveness

Copyright © Amity University

The Recruitment Process:

Copyright © Amity University

Copyright © Amity University

Copyright © Amity University

Copyright © Amity University

Personnel Selection is the methodical placement of

The process of selection follows a methodology to collect

Copyright © Amity University

STEPS IN THE SELECTION PROCESS

1. Screening of application forms

Copyright © Amity University

Copyright © Amity University

• Useful for determining if the applicant has requisite

• Decisions tend to be made within the first few minutes of the

Copyright © Amity University

• Behavior Description Interviews

Copyright © Amity University

Method 2: Personality Tests

• Can result in lower turnover, if applicants are selected

• Can reveal more information about applicant's abilities and

• Can identify interpersonal traits that may be needed for

Copyright © Amity University

• Difficult to measure personality traits that may not be well

Copyright © Amity University

It has been found that successful employees tend to select some

The questions in the biographical inventory do not have a single correct

Copyright © Amity University

1. Generally, in your work assignments, would you prefer:

2. In the course of a week, which of the following gives you the

Copyright © Amity University

Method 4: Cognitive Ability Measures

These tests may be categorized as:

• General Intelligence Tests

Copyright © Amity University

Copyright © Amity University

• Non-minorities typically score one standard deviation above

• Differences between males and females in abilities (e.g.,

Copyright © Amity University

Copyright © Amity University

• It is a learning process that involves the

Copyright © Amity University

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make