RECRUITMENT,

SELECTION AND
WORKING
PATTERNS
PRESENTED BY:
Apurva Jain (013)
Anoop Singh (012)
Tanya Jain (407)
Shreya Goel (044)
Abhishek Bhat (003)
Amandeep Singh (007)
RECRUITMENT
DEFINITION
 Recruitment is the process of locating and encouraging potential
applicants to apply for existing or anticipated job openings.

 It links together those with jobs to provide (employer) and those

seeking jobs (prospective employee). It precedes the selection
process- 2 way process.

 Types are: planned, unexpected or anticipated.

PURPOSE AND  It encourages more and candidates to apply in the organization
and hence increase the pool of candidates at minimum cost.
IMPORTANCE
 Identify and prepare potential job applicants who will be
appropriate candidates.
 Determine the present and future manpower requirements of the
company.
 Meet the organizations legal and social obligations regarding
demographic composition of its workforce.
 Most importantly, help with the selection process and increase its
success rate.
RECRUITMENT
PROCESS
(from the
organizations point of
view)
Prepare job Conducting
Identify the description Advertising Managing the Arrange the interview and
Short-listing
vacancy and person the vacancy response interviews decision
specification making
METHODS OF INTERNAL METHODS
DIRECT METHODS
RECRUITMENT • Promotion and Transfers
• Campus Recruitment
• Job Postings
• Employee Referrals

THIRD PARTY METHODS

INDIRECT METHODS
Private Employment search
• Newspapers and Journals
firms, Employment
• Radio and Television
exchanges, Unsolicited
applicants/ walk ins, Internet
 • Retrenched employees,retired employees
SOURCES OF and dependents of decreased employees
• Someone from workforce who is promoted,
RECRUITMENT INTERNAL demoted or transferred.

SOURCES

• People recruited through direct/indirect and

third party methods
• Job aspirants registered with employment
EXTERNAL exchange,students, candidates responding
to advertisements and the like.
SOURCES
MERITS- MERITS
DEMERITS OF It is economical as no expenses
are incurred on advertising,
INTERNAL suitable for both the right
RECRUITMENT candidate and employer,
reliable as the organisation has
knowledge about the
candidate and motivates and
encourages people to work
harder for the organisation.
DEMERITS
The organisation is left with
limited choices to select
candidates fom the limited
pool, talented people outside
the organization are
discouraged- which is called
inbreeding, inefficiency
pertains as employees don’t
work hard enough to prove
their worth and unhealthy
competition and fights
happen between employees
for higher positions.
MERITS- MERITS
DEMERITS OF Employers have wide choices
EXTERNAL and freedom to select
candidates, hence people with
RECRUITMENT fresh skills and knowledge can
be hired to promote innovative
ways of working. This
cometition motivates the
existing employees to
perform to their best and helps
the organization in long team.
DEMERITS
It is an expensive and time
consuming process to hire
fresh candidates- to screen,
test and select suitable
employees. There is still
uncertainity that the
organisation will hire the
correct candidate. It also
demotivates the existing
employees, to some
extent, who have put
considerable service for the
organization.
WHY In practice, its not always easy to find an appropriate candidate for a
RECRUITMENT job opening. Some reasons for the same are given below:
IS NOT EASY  Poor image of the company- declining industry or earning a bad
name
 Unattractive job for the candidate
 Conservative internal policies of the organization
 Limited budgetary support from the organization
 Restrictive policies of government- mostly observed in
government bodies
 In a recent survey carried out by the firm- Executive Access,
recruiting- companies demanded the following skills from B-school
EXPECTATIONS graduates:
FROM B-SCHOOL
GRADUATES • Ability to work in a team
• Analytical and problem solving
skills
• Efficient communication skills
• Creativity and Resourcefulness
• Leadership potential
• General Managerial Skills
• Entrepreneurial skills
SELECTION
 WHAT IS SELECTION
 ADVANTAGES
 DIFFERENCE
BETWEEN
RECRUITMENT AND
SELECTION
 Q&A
WHAT IS
SELECTION
Process of picking or choosing the right
candidate
Process of interviewing and evaluating the
qualities of candidates
Choosing the suitable candidate for the
position.
DIFFERENCE
BETWEEN
RECRUITMENT
AND
SELECTION
 S. NO. SELECTION RECRUITMENT

1. To choose best among alternatives To attract more no.of candidates

DIFFERENCE 2. Negative or Rejection Process Positive Process

BETWEEN 3. Requirement of highly skilled No high skills required

RECRUITMENT 4.
Personnel
Outcome of recruitment is input here Outcome is application pool i.e. basis
AND SELECTION for selection process
5. Tough Process Easy Process

6. Objective Process Subjecctive Process

  It is cost-effective and reduces a lot of time and effort.
 It helps avoid any biasing while recruiting the right
candidate.
 It helps eliminate the candidates who are lacking in
knowledge, ability, and proficiency.
ADVANTAGES  It provides a guideline to evaluate the candidates further
through strict verification and reference-checking.
 It helps in comparing the different candidates in terms of
their capabilities, knowledge, skills, experience, work
attitude, etc.
Selection
Process
1. Applicant Job  Application pool built up through recruitment process is the
Interest base for selection process. The basic objective at the
recruitment level is to attract as much worthwhile
applications as possible so that there are more options
available at the selection stage.

 It is advantageous to sort out unsuitable applicants before

using the further selection steps. For this purpose,
usually, preliminary interviews, application blank lists and
short test can be used.
  An application blank is a widely accepted device for getting
information from a prospective applicant which will enable the
management to make a proper selection. The blank provides
preliminary information as well as an aid in the interview by
indicating areas of interest and discussion.
3. Application Form
or Application Blank
  Many organizations hold different kinds of selection tests to know more about the
candidates or to reject the candidates who cannot be called for interview etc.
Selection tests normally supplement the information provided in the application
forms. Selection tests may give information about their aptitude, interest,
personality, which cannot be known by application forms.

 APTITUDE TEST: measures an individual’s capacity and talent to learn a given job.
4. Selection  PERSONALITY TEST: determines personality traits of an individual
Tests  INTEREST TEST: determines an applicant’s interest.
 PERFORMANCE TESTS: the applicant is asked to demonstrate his ability to do the
job
 INTELLIGENCE TESTS: aims at testing the mental capacity of a person.
 KNOWLEDGE TESTS: devised to measure the depth of an individual’s knowledge
 ACHIEVEMENT TESTS: what one has accomplished
  An interview is a procedure designed to get information from a person
and to assess his potential for the job. Interviewer does a formal in-
depth conversation with the applicant, to evaluate his suitability. This
tool is used when interviewing skilled, technical, professional and even
managerial employees. It involves two-way exchange of information.

5. INTERVIEW
  DEGREE OF STRUCTURE
1. UNSTRUCTURED: no set format
2. STRUCTURED: questions and acceptable responses are specified in advance.

 PURPOSE OF INTERVIEW
1. SELECTION INTERVIEW: interview designed to predict future job performance, on
5.1 Types of the basis of applicant’s responses to the oral questions asked to him.

Interview 2. STRESS INTERVIEW: a special type of selection interview in which the applicant is
made uncomfortable by series of awkward and rude questions.

 CONTENT OF INTERVIEW
1. BEHAVIOUR INTERVIEW: a situation is described and candidates are asked how they
behaved in the past in such a situation.
2. SITUATIONAL INTERVIEW: candidates are asked to describe how they would react to
situation today or tomorrow
6. BACKGROUND  The next step in the selection process is to undertake an
INVESTIGATION investigation of those applicants who appear to offer potential as
employees. This may include contacting former employers to
confirm the candidate’s work record and to obtain their appraisal
of his or her performance.

7. PHYSICAL
EXAMINATION  After the selection decision and before the job offer is made, the
candidate is required to undergo physical fitness test. Candidates are
sent for physical examination either to the company’s physician or to
a medical officer approved for the purpose.
  After a candidate is finally selected, the human
resource department recommends his name for
employment. The management or board of the
8. MAKING company offers employment in the form of an
THE JOB appointment letter mentioning the post, the rank, the
salary grade, the date by which the candidate should
OFFER join and other terms and conditions of employment. In
case a person does not join after being selected, the
company calls next person on the waiting list
WORKING
PATTERNS
  A working pattern shows how your contractual hours
are split across the days of your working week.
 Working pattern have always been subject to change
What is but the pace of change is now more rapid than ever.

working  Driving force for this change-organization who want to

change the way their employees work is organized to
pattern?? better suit their business needs and from individuals
who want to achieve a better balance work and home
life.
 Types of
working
pattern

Standard Freelance
Flexible Work Shift Working Agency work
Work work
  This is a very traditional work pattern of Monday - Friday
STANDARD 9.00am - 5.00pm with a lunch break in the middle. Although it
is still part of many people's working life, there are many jobs
WORK with a more flexible working pattern.

SHIFT WORKING  We live in a 24-7 society which means that some businesses
and organizations must work around the clock. They do this
by using shift patterns. For example, a nurse may work early,
late or night shift which enables a hospital to provide care all
the time. In some larger industries shift patterns keep
production going 24 hours a day as it can be very expensive to
stop and start machinery.
  Working for an agency can be a good short-term option or a way to
AGENCY WORK work flexibly. When you sign on with an agency they become your
employer. If they get you work, you will be paid by the agency,
however, they will also be paid a fee by the place where you are
working. Agency work is a way for companies and organizations to
deal with short-term staff shortages or additional work. It also gives
them a chance to see your work and they may decide to hire you
permanently.

 Freelance workers often have very specialist knowledge in a

FREELANCE particular type of work. They either produce their work and sell it
WORK themselves or act as consultants for short periods to less
experienced staff. You will find that you manage your own time
accordingly when working as a freelancer, setting your own
deadlines.
  Flexible working is a way of working that is tailored to suit the
employee's needs and is an alternative to traditional set working
hours. It could include working from home or flexible start and

Flexible finish times.

 Allow a work-life balance

Working –  Job satisfaction

 Improve productivity
What is it?  Reduces absenteeism
  Social and economic changes, such as greater number
of women in the workforce and the expectations of
Why should younger employees.
we consider  Growing reluctance to keep the long hours culture
 Rise of 24/7 society
it?  Technological advancements
 Legal requirements
  There will be a burden of additional costs
 It will have a detrimental effect on ability to meet
customer demand
 It would not be possible to re-organize work among
Why should existing staff
 You would be unable to recruit additional staff
we reject it?
 It would have a negative impact on quality
 It would have a detrimental impact on performance
 Insufficiency of work during the periods the employee
proposes to work
 You have planned structural changes
 Types of
flexible
working

Part time Compressed

Job sharing Flexi-time
working hours
  By definition a part time job is a form of employment
Part time that carries fewer hours per week than a full time job
 Typically, part-time employees work between 17 and
working 28 hours a week, but part-time work is defined as
working between one and 35 hours a week
  Keep Cost Down
 Reduce the workloads of other workers
 Helps you understand the work culture of corporates
 Can try different career sectors
Advantages &
 Additional Cash Flow
Disadvantages  The rest of the employee’s job duties need to be reassigned
 Part-time workers usually do not receive benefits such as health insurance,
sick leave, holiday pay or vacations.
 When times are bad, they are typically laid off before full-timers, because
they have less time on the job and do not have the expertise of full-time
workers.
  Alternative work schedule in which two
employees voluntarily share the responsibilities
Job of one full time job, and receive salary and
benefits on pro-rata basis.
sharing  can be appealing for workers who are looking
to reduce their hours
  Super productivity
 increased motivation, positive customer service, and
effective coworker relationships.
 Accountability for accomplishments to the employer
Advantages & increases by many folds
Disadvantages  Additional training cost might be there.
 People who are job sharing must be very organize
when handing over.
 More money might be needed to be spent on buying
new desk and associated equipment for the second
person.
  Alternative work arrangement where a standard
workweek is reduced to fewer than five days, and
employees make up the full number of hours per-week
by working longer hours.
Compressed
Hours  Most common options in a compressed workweek are:
four 10-hour days, three 12-hour days, or a week of five
9-hour days followed by a week of four 9-hour days.
  Extended hours of workplace operation
 Increase in total staff hours during high peak workloads by overlapping
schedules
 Additional day off offers employees with a better work/life balance

Advantages &  Reduced commuting time and costs

 Some positions may not be suitable for longer hours because of
Disadvantages increased risks of injuries or errors
 Could cause under staffing at some time periods
 May create difficulties with scheduling meetings
 Longer schedule could cause lower productivity at the end of the day
  Non-traditional work scheduling practice which
allows full-time employees to choose their
individual starting and quitting times within
certain limits (such as 'not earlier than 5 a.m.'
and 'not later than 9 p.m.').
Flexi time
 It is basically a system of working a set number
of hours with the starting and finishing times
chosen within agreed limits by the employee.
  Reduces absenteeism & improve punctuality
 Increase productivity
Advantages &  Employees can balance life/work better.
Disadvantages  Put extra pressure on some workers.
 Longer time to organize
 Essential working hrs must be covered.
CASE STUDY:
GOOGLE'S
RECRUITMENT AND
SELECTION PROCESS
INTRODUCTION
 Google Inc., the world’s largest and most popular search engine
company, is also one of the most sought after companies in the
world. Due to the popularity of the company caused by its highly
attractive compensation and benefits packages for its employees,
millions of job applications are constantly received by Google on
an annual basis.
 The company finds it as a serious cause of dilemma.
 From thousands of job hunters from all over the globe, the
company aimed to hire only the best employees that fit
the organizational culture and standards of Google.
INITIAL
TECHNIQUES
 Initially, the Google management sought the aid of its highly-
competent and well-skilled technical staff in order to find ways to
quickly go through and review the millions of applications it stored
in its recruitment database.
 It shifted its focus from academic qualifications and technical
experiences to the applicant’s personality, creativity, leadership
capacities, innovative and non-conventional ways of thinking and
the applicant’s overall exposure to the world.
  According to applicant experience, most nerve-wracking
TECHNIQUES experience, filled with IQ tests, brain teasers, algorithms, data
structures, and a lot of mathematics involved.
ADOPTED BY  Google has so successfully utilized their brand in order to attract
GOOGLE the most talented and highly-competent individuals in the world.
 Stock options benefit is one of the key drivers of retention and
continuous acquisition of the best employees for this company.
 2006, Recruitment messages- wherein below the search box, the
Google system would know whether the targeted student is
graduating or not and whether or not they intend to work for
Google after graduation.
 2006, Employee Referral Program
 2007, screen its millions of applicants all over the world via an
algorithm assessment tool. The algorithm technique effectively
separated the top and the best performers from thousands of
candidates vying for a position.
CRITERIA FOR
SELECTION IN  Google expects their employees to be highly quantitative and
highly analytical as well as highly capable of dealing with too
GOOGLE many data all at the same time.
 During the interviews, an applicant must also be able to
demonstrate his skill or capacity by writing codes, intelligently
analyzing case studies and brain teasers and solving algorithmic
problems on the spot.
 Also, Google is searching for applicants who are highly practical
and are capable of making something out of nothing that people
can make use of.
CONCLUSION  What separates the Google recruitment process from the typical
and the usual recruitment methodologies that other companies
employ is its ability to accurately identify the best candidates for
the position using a more data-based and scientific approach to
the recruitment process.
 Also, it has significantly reduced the reliability of interviews, which
for most companies, serves as the final indicator of how well an
employee will perform at work.
 Furthermore, the algorithm approach which is a common business
model that the company employs was effectively used to assess
whether potential candidates can indeed perform given the
high performance standards of Google.
 Google invests in people.
Q-A TIME