new recruitment and selection

RECRUITMENT AND SELECTION

HUMAN RESOURCES MANAGEMENT

INTRODUCTION:-

Human resource management is that field of human behavior in which manager

plans, organize, staff, direct and control human, physical and financial resource in an

organized effort in order to achieve desired individual and group objectives with

optimum efficiency and effectiveness.

In simpler words management is concerned with the accomplishment of objective

by utilizing physical and financial resources through the efforts of human resources

and so human resource is the crucial system in the process of management.

Human resource management is concerned with the management of people at

work. The way in which people are recruited, developed and utilized by the

management largely determines whether the organizations will achieve its objectives.

Therefore human resource in the organization needs to be properly coordinated and

utilized. It is universally recognized that the effectiveness with which human

resources are coordinated and utilized is directly responsible for the success of any

organization.

Human resources are multidimensional in nature ‘people at work’ constituting the

human resource in an organization comprises all individuals engaged in any of the

organization activities, regardless of levels ages and socio cultural background. Each

individual working in the organization has his own set of complex, needs, value and

intention. Each one differs from the other.

Moreover, human resource management is also concerned with now these various

types of individuals ,ay be changed at what cost, under what specific circumstances

and in how much short a period of time.

DEFINITION:-

According to “Edwin Flippo”, Human resource management is “the planning,

organizing, directing and controlling of the procurement, development, compensation,

integration, maintenance, and separation of human resources to the end that

individual, organizational and societal objectives are accomplished”.

INTRODUCTION OF RECURITMENT:-

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MEANING AND IMPORTANCE OF RECRUITMENT:-

The human resources are the most important 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, we need to recruit people with requisite skills, qualifications and

experience. While doing so, we have to keep the present as well as the future

requirements of the organization in mind.

Recruitment means to estimate the available vacancies and to make suitable

arrangements for their selection and appointment. Recruitment refers to “Discovering

potential applicants for actual or anticipated organizational vacancies. Recruitment is

a process “To discover the source of manpower to meet the requirements of staffing,

to employ effective measures for attracting potential manpower in adequate number”.

Recruitment is the process of identifying the sources for prospective candidates and to

stimulate them to apply for the job. It’s linking activity bringing together those with

jobs and those seeking jobs. It locates the source of manpower to meet the

requirements and job specifications. In recruitment process available vacancies are

given wide publicity and suitable candidates are encouraged to submit application so

as to have a pool of eligible candidates for scientific selection.

In recruitment, information is collected from interested candidates. For these

different sources of recruitment such as newspaper advertisement, employment

exchange, internal promotions, etc. are used. In the recruitment, a pool of eligible and

interested candidates is created for the selection of most suitable candidate.

Recruitment represents the first contact that a company makes with potential

employees.

Recruitment is a positive function in which publicity is given to the jobs available

in the organization and interested candidates (qualified japplicants) are encouraged to

submit applications for the purpose of selection.

DEFINITION OF RECREUITMENT:-

According to Edwin Flippo, “Recruitment is the process of searching for

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

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According to Dale S. Beach, “Recruitment is the development and maintenance of

adequate manpower resources. It involves the creation of a pool of available labour

upon whom the organization can depend when it needs additional employees”.

Thus, recruitment is the act or process of an organization attempting to obtain

additional human resources for operational purposes. The goal of recruitment is to

create a large pool of persons who are available and willing to work for a particular

organization.

OBJECTIVES OF RECRUITMENT:-

The objectives of recruitment are as follows:

(i) To attract people with multi-dimensional skills and experiences that suit

the present and future organizational strategies,

(ii) To induct outsider with a new perspective to lead the company,

(iii) To infuse fresh blood at all levels of the organization,

(iv) To develop an organizational culture that attracts competent people to the

company,

(v) To search or head hunt/head pouch people whose skills fit the company’s

values,

(vi) To search for talents globally and not just within the company,

(vii) To devise methodologies for assessing psychological traits,

(viii) To seek out non-conventional development grounds of talent,

(ix) To design entry pay that competes on quality but not on quantum,

(x) To anticipate and find people for positions that do not exist yet.

PURPOSE OF RECRUITMENT:-

Recruitment has three major purposes:

1) To increase the pool of job applicants with minimum cost.

2) To meet the organization’s legal and social obligations regarding the

demographic composition of its workforce.

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3) To help increase the success rte of the selection process by reducing the

percentage of applicants who are either poorly qualified or have the wrong

skills.

NEED FOR RECRUITMENT:-

The need for recruitment may be due to the following reasons/situations:

(a) Vacancies due to promotions, transfers, retirement, termination, permanent

disability, death and labour turnover.

(b) Creation of new vacancies due to growth, expansion and diversification of

business activities of an enterprise. In addition, new vacancies are possible due

to job respecification.

SOURCES OF RECRUITMENT:-

Before an organization activity begins recruiting applicants, it should consider the

most likely source of the type of employee it needs. Some companies try to develop

new sources, while most only try to tackle the existing sources they have. These

sources are as follows:

SOURCES OF RECRUITMENT

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INTERNAL EXTERNAL

SOURCES SOURCES

1. PROMOTIONS 1. NEWSPAPER ADVERTISEMENT

2. TRANSFERS 2. CAMPUS RECRUITMENT

3. RETIREMENTS 3. THROUGH INTERNET

4. RECALLS 4. JOB FAIRS

5. FORMER EMPLOYEES 5. EMPLOYMENT AGENCIES

6. WALK-INS,WRITE-INS,TALK-INS

INTERNAL SOURCES:-

As the term implies internal source of recruitment is for those who are

currently members or the organization. Whenever any vacancy arises or

occurs, somebody from within the organization is upgraded, transferred,

promoted or sometimes demoted. This source also includes personnel who

were once on the pay-roll of the company but who plan to return or whom the

company would like to rehire, such as those on leave of absence, those who

quit voluntarily, or those on production lay-offs. Following are the internal

sources of recruitment.

1) PROMOTIONS :-

In order to motivate the existing employees, management follows the policy of

internal promotions. Promotion means shifting of an employee to a higher

position carrying higher responsibilities, facilities, status and salaries of an

employee within the organization. Many achieve promotion through hard work

and good performance. In non-unionized companies, promotions are made on

the basis of merit because employers are free from the union pressures. In

government departments and in many companies promotions are given on

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seniority. A promotion policy should establish a well-defined promotion chart

showing who can go up to what level in the organization.

2) TRANSFER :-

Transfer refers to a change in job assignment. It may involve a promotion or

demotion, or no change in terms of responsibility or status. A transfer may be

either temporary or permanent, depending the necessity of filling jobs. E.g.

transfer from head office to branch office.

3) RETIREMENTS :-

At times, management may not find suitable candidate in place of the one who

had retired, after meritorious service. Under this circumstances management

may decide to call retired manager with new extension.

4) RECALLS :-

When management faces a problem, which can be solved only by a manager who has

proceeded on long leave, it may be decided to recall that person. After the problem is

solved, his leave may be extended.

5) FORMER EMPLOYEES :-

Individuals, who left for some other job, might be willing to come back for

higher wages incentives. An advantage with these sources is that the

performance of the person/employee is already known.

A. EXTERNAL SOURCES :-

As the term implies the external source of recruitment is of potential workers

who are not currently member of the organization. It usually includes new

entrants to the labour force the unemployed and people employed in the other

organization seeking the change. Company managements have to use eternal

sources for the recruitment of supervisory staff and managers as and when

necessary. This may be with a view to introducing the ‘new blood’ in the

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organization. External recruitment is one way of bringing into the

organization that has new skills or abilities and different way of approaching

job task. Following are the most common external source of managerial

recruitment.

1) NEWSPAPER ADVERTISEMENTS :-

Newspaper advertisements are overwhelmingly popular source of recruitment.

A message containing general information about the job and the organization

is placed in various newspapers. Newspaper advertising typically generates a

large applicant flow. Though costly, it provides wide choice as it attracts a

large number of suitable candidates from all over the country. The best

example for newspaper advertisement is the Times of India’s Ascent

supplement which comes on every Wednesday and contains both domestic as

well as international jobs.

2) CAMPUS RECRUITMENT :-

College Campuses are another very popular recruitment source. The growth of

Management institutes, IIts and Regional Engineering Colleges has provided a

popular source of recruitment. Private sector is able to attract many aspirants.

It is an excellent source of recruiting management trainees. The promising

students get job security immediately after securing degrees due to such

campus interviews/recruitment i.e., in India, many of the leading universities

and institutes of management and technology provide a variety of placement

services to both to their own students and industries.

Most of the industries are maintaining detailed statistics regarding the campus

recruiting process. Comparison are made from year to year as follows:

i. Number of invitations to visit

Number of campus interviews

ii. Number of invitation acceptance

Number of invitations to visit

iii. Number of job acceptances

Number of decisions to hire

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Many industries have found on-campus college-recruiting to be an excellent

way of locating new sales and managerial personnel.

3) RECRUITMENT THROUGH INTERNET :-

The Internet has quickly become a very popular source of employment

advertising. This source is quickly growing in popularity. Currently employers

can post their openings to any of several newsgroups for free. Most

employment advertisement firms can also post the jobs on the Internet;

however, they charge a fee. A large and fast growing proportion of employers

use the internet as a recruitment tool. More and more organizations are placing

information about open positions on the World Wide Web. There are many

web sites through which recruitment takes place. Some of the examples are

www.naukri.com, www.monster.com, www.Timesjob.com, etc.

4) JOB FAIRS :-

Job fairs are very effective. A job fair is an event sponsored by a "job fair"

company who charges a fee to participating employers. The "job fair"

company will typically advertise in local media to attract qualified applicants.

Hiring managers can meet multiple candidates and conduct on-the-spot

interviews. Because the applicants may be interviewing with multiple

employers, it is imperative to respond quickly with invitations for in-plant

interviews of qualified candidates. If a job fair results in just one hire it is

usually cost effective.

5 EMPLOYMENT AGENCIES :-

The firm contacts an organization whose main purpose is locate job seekers.

The company provides the agency with information about the job, which the

agency then passes along to its clients. Clients may be either employed or

unemployed. Agencies can either be public or private. Fees may be charged to

either or both the client seeking a job and the company seeking applicants.

6. WALK –INS, WRITE-INS AND TALK-INS :-

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http://www.Timesjob.com/

http://www.monster.com/

http://www.naukri.com/


The most economical approach for recruitment of candidates is direct

applications. The job seekers submit applications or resumes directly to the

employer. The advertisement mentions date, day and timing during which the

applicant can ‘walk in’ for an interview. Write-ins are those who send written

inquiries. These applicants a raked to complete application forms for further

processing. Talk-ins is now becoming popular and the applicants are required

to meet the employer for detailed talks. The applicant is not required to submit

any applications.

ADVANTAGES OF INTERNAL SOURCES OF RECRUITMENT:-

1) Internal recruitment is economical.

2) The present employees already know the company well and are likely to

develop a loyalty for the same.

3) It tends to encourage existing employees to put in greater efforts and to

acquire additional qualification. This means there is motivation to employee to

develop and reach to higher positions.

4) It provides security and continuity of employment.

5) Internal recruitment helps to raise the morale of employees and develop

cordial relations at the managerial levels.

6) It reduces labour turnover as capable employees get promotion within the

organizations.

7) Internal recruitment is a quick and more reliable method.

8) People recruited from within the organization do not need induction or

training.

DISADVANTAES OF INTERNAL SOURCES OF RECRUITMENT: -

1) Internal promotions create a feeling of discontent among those who are not

promoted.

2) It prevents the entry of young blood in the organization.

3) Promotion to certain key post may not be possible due to non-availability of

competent persons.

4) The organization will not be able to attract capable persons from outside if

internal sources are used extensively.

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5) It may encourage favoritism and nepotism.

6) Promotions by seniority may not be always beneficial to the organization.

In brief, internal methods of recruitment should be used to extent possible but too

much dependence on internal methods is undesirable and may prove costly to the

organization in the long run.

ADVANTAGES OF EXTERNAL SOURCE OF RECRUITMENT:-

1) Entry of young blood in the organization is possible.

2) Wide scope is available for selection. This facilitates selection of people with

rich and varied experience.

3) Selection can be made in an impartial manner as large number of qualified and

interested candidates are available.

4) Scope for heartburn and jealousy can be avoided by recruiting from outside.

5) The management can fulfill reservation requirements in favour of the

disadvantaged section of he society.

DISADVANTAGES OF EXTERNAL SOURCE OF RECRUITMENT:-

1) External recruitment leads to labour turnover particularly of skilled,

experienced and ambitious employees.

2) The relations between employer and employee deteriorate leading to

industrial disputes and strikes.

3) The present employees may lose their sense of security. Their loyalty to the

organization may be adversely affected.

4) Employees feel frustrated due to external recruitment and their morale is

adversely affected.

EVALUATION OF VARIOUS SOURCES OF RECRUITMENT:-

It is very difficult to say which source is suitable to an enterprise or recruiting the

personnel at various jobs. No single source can suit all the enterprise for filling up the

posts of different nature and at different times. For example for recruiting the

unskilled workers, direct recruitment at gate or friends and relatives of existing

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employees or casual workers may be the best sources of recruitment. For recruiting

managers and high officials, consultants, professional bodies, universities and

employment exchanges may be the suitable sources. Thus suitability of the source of

labour supply depends upon various factors-

1. Size of the enterprise

2. Nature of job

3. Supply of qualified persons

4. Time lag between requisition and placement

5. Reactions of present employees to source of recruitment

6. Relative merits of source on the basis of turnover

7. Employment conditions in the community where the organization is located.

RECRUITMENT PROCESS:-

The process comprises of 5 interrelated stages which are as follows:

1. Planning

2. Strategy Development

3. Searching

4. Screening

5. Evaluation and control.

1.PLANNING STAGE:-

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Its designing the set objectives that

a. Quantify i.e. number

b. Qualify i.e. type of applicant to be contacted.

In accordance with job vacancies and their job information.

a. NUMBER OF CONTACTS :-

The company ascertains how many applicants are essential to fill in a

particular vacancy. These figure may be arrived by an organization, taking

into account its past recruitment process. The organization would derive a

term called as YIELD RATIOS.

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 ratio is 3:2, then 30 interviews must be conducted. If the invitees to

interview ratio is 4:3 then, as many as 40 candidates must be invited. Lastly, if

contacts or leads needed to identify suitable trainees to invite are in 5:1 ratio,

then 200 contacts are made. Based on this information, the company can

construct the recruiting yield ratio, as shown below:

b. TYPE OF CONTACTS :-

People matter but the right type of people matter more. Thus, recruitment

planning is to identify the type of people that need to be looked at or

approached about job openings. These details would be availed through job

description and job specifications.

2. STRATEGY DEVELOPMENT STAGE :-

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A strategy is a “plan of action”. Once the organization has summed up ‘how

many’ and ‘what type’ of applicants required, the other issues would be:

a. MAKE OR BUY :-

The company has to make call whether the equation would be:

Hire less skilled employees + invest on training and education = ‘Make’

Or

Hire skilled employees + little Training and immediate work benefit =

“buy”

Whatever would be the best fit according to the need of the hour has to be

accustomed and each has its own pros and cons.

For E.g.: in case of buy—though an organisation might have an advantage

with the buy decision of little time and money spent on training and benefit of

immediate work handling, but due to high remuneration demanded the benefit

are outweighed by it.

b. TECHNOLOGICAL SOPHISTICATION :-

The decision as to use the available technology in the process. e.g.: due to the

advent of computers, the exchange of resumes online by job seekers and

employers has helped the organisation a chance to eliminate an unfit applicant

right in the screening stage, thus saving on time and travel expenses.

c. ‘WHERE TO LOOK’ :-

Here the geographic distribution of labour markets among job seekers is to be

considered. General strategy for an organisation:-

Top level Executives - go on to national level and even international if its an

MNC.

Technical Employees - regional and local markets.

e.g.:- IT people:- Banglore

Embroiders:- Calcutta.

Clerical and Blue collar jobs:- Local Markets.

Also, these aren’t water tight compartments and may be modified as per

demand and need. But, organisations adopt an incremental strategy in which

initial efforts are concentrated in regional or local markets and expanded if

these efforts fail to achieve desired results.

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d. ‘HOW TO LOOK’ :-

This refers to the sources of recruitment. These can be external as well as

internal.

3. SEARCHING STAGE :-

Also known as the Implementation Stage.

Step 1 is Source Activation . Sources and search methods are activated

which results in a flood of applications.

Step 2 is Selling . following the source activation would be the way in which

the message is sent across the organisation. A thoughtful and Tactful decision

in identifying the way in which the company ‘sells’ its vacancies.

4. SCREENING STAGE :-

Applications received in response to ads are screened and only eligible

applicants are called for an interview. Once the applications are scrutinized

and short listed, the selection process commences. The techniques used to

screen applicants vary depending on the candidate sources and recruiting

methods used. E.g.:- interviews and application banks used to screen walk-ins.

5. EVALUATION AND CONTROL STAGE :-

This step where the organization goes back to the process and analyses the

effectiveness of the entire process.

i. EVALUATION OF RECRUITMENT PROCESS :-

The recruitment process has the objective of searching for and obtaining

applications from job-seekers in sufficient numbers and quality. Keeping this

objective in mind, the evaluation might include:

Return rate of applications sent out.

Number of suitable candidates for selection.

Retention and performance of the candidates selected.

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Cost of the recruitment process.

Time lapsed data.

Comments on image projected

METHODS OF RECRUITMENT:-

The following are the most commonly used methods of recruiting people.

1) INTERNAL METHODS :-

There are 4 types of internal methods:

i. PROMOTIONS AND TRANSFERS :-

This is a method of filing vacancies from within through transfers and

promotions. A transfer is a lateral movement within the same grade, from one

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. Organizations generally prepare badli lists or a central pool of

persons from which vacancies can be filled for manual jobs. Such persons are

usually passed on to various departments, depending on internal requirements.

If a person remains on such rolls for 240 days or more, he gets the status of a

permanent employee as per the industrial disputes act and is therefore entitled

to all relevant benefits, including provident fund, gratuity, retrenchment

compensation.

ii. JOB POSTING :-

Job posting is another way of hiring people from within. In this method, the

organization publicises job openings on bulletin boards, electronic media and

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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 without looking for greener

pastures outside.

iii. EMPLOYEE REFERRALS :-

Employee referral means using personal contacts to locate job opportunities. It

is a recommendation from a current employee regarding a job applicant.

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. In fact, this has become a popular way of

recruiting people in the highly competitive information technology industry

nowadays. Companies offer rich rewards also to employees whose

recommendations are accepted – after the routine screening and examining

process is over – and job offers extended to the suggested candidates.

2) DIRECT METHODS :-

i. 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 IITs, IIMs, colleges and universities with a view to pick up

job aspirants having requisites technical or professional skills. Job seekers are

provided information about the jobs and the recruiters, in turn, get a snapshot

of job seekers through constant interchange of information with respective

institutions. A preliminary screening is done within the campus and the

shortlisted students are then subjected to the remainder of the selection

process. In view of the growing demand for young managers, most reputed

organizations (such as Hindustan Lever Ltd, Proctor & Gamble, Citibank,

State Bank of India, Tata and Birla group companies) visit IIMs and IITs

regularly and even sponsor certain popular campus activities with a view to

earn goodwill in the job market. Advantages of this method include: the

placement centre helps locate applicants and provides resumes to

organizations; applicants can be prescreened; applicants will not have to be

lured away from a current job and lower salary expectations. On the negative

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front, campus recruiting means hiring people with little or no work experience.

The organizations will have to offer some kind of training to the applicants,

almost immediately after hiring. It demands careful advance planning, looking

into the placement weeks of various institutions in different parts of the

country. Further, campus recruiting can be costly for organizations situated in

another city (airfare, boarding and lodging expenses of recruiters, site visit of

applicants if allowed, etc.).

3) INDIRECT METHODS :-

i. ADVERTISEMENTS :-

These include advertisements in newspapers; trade, professional and technical

journals; radio and television; etc. In recent times, this medium has become

just as colorful, lively and imaginative as consumer advertising. The ads

generally give a brief outline of the job responsibilities, compensation

package, prospects in the organization, etc. This method is appropriate when

(a) the organization wants a fairly good number of talented people – who are

geographically spread out and (b) the organization intends to reach a large

target group. To apply for the advertised vacancies let’s briefly examine the

wide variety of alternatives available to a company – as far as ads are

concerned:

ii. NEWSPAPERS ADS :-

Newspaper ads tend to only those who are actively seeking employment at that

point of time, while some of the best candidates who are well paid and

challenged by their current jobs may not be aware of such openings. As a

result, the company may be bombarded with applications from a large number

of candidates who are marginally qualified for the job – adding to its

administrative burden. To maintain secrecy for various reasons (avoiding the

rush, sending signals to competitors, cutting down expenses involved in

responding to any individual who applies, etc.), large companies with a may

also go in for blind-box ads in newspapers, especially for filling lower level

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positions. In a blind-box ad there is no identification of the advertising

organization. Job aspirants are asked to respond to a post office box number or

to an employment firm that is acting as an agent between the job seeker and

the organization.

iii. TELEVISION AND RADIO ADS :-

These ads are more likely to reach individuals who are not actively seeking

employment; they are more likely to stand out distinctly, they help the

organization to target the audience more selectively and they offer

considerable scope fro designing ads creatively. However, these ads are

expensive. Also, because the television or radio is imply seen or heard,

potential candidates may have a tough time remembering the details, making

application difficult.

4) THIRD PARTY METHODS :-

I. PRIVATE EMPLOYMENT SEARCH :-

A 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. Firms like Arthur Anderson, Noble and Hewitt,

ABC consultants, SB Billimoria, KPMG, Ferguson Associates offer

specialized employment – related services to corporate houses for a fee,

especially for top and middle level executive vacancies. At the lower end, a

number of search firms operate – providing multifarious services to both

recruiters and the recruitees.

II. 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. It covers all establishment in public sector and

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nonagricultural establishments employing 25 or more workers in the private

sector.

III. GATE HIRING AND CONTRACTORS :-

Gate hiring (where job seekers, generally blue collar employees, present

themselves at eh factory gate and offer their services on a daily basis), hiring

through contractors, recruiting through word-of-mouth publicity are still in use

– despite the many possibilities for their misuse – in the small scale sector in

India.

CENTRALISED VS. DECENTRALISED RECRUITMENT:-

Recruitment practices vary from one organization to another. Some organisatior

like commercial banks resort to centralized recruitment while some organizations like

the Indian railway’s (for group III and group IV positions) resort to decentralize

recruitment practices. Personnel department at the central office performs all the

functions of recruitment in case of centralized 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 OF CENTRALISED RECRUITMENT:-

I. Average cost of recruitment per candidate/unit should be relatively less due to

economies of scale.

II. It would have more expertise available to it.

III. It can ensure broad uniformity among human resources of various units/zones

in respect of education, skill, knowledge, talent etc.

IV. It would generally be above malpractices, abuse of powers, favouritism, bias

etc.

V. It would facilitate interchangeability of staff among various units/zones.

VI. It enables the line managers of various units and zones to concentrate on their

operational activities by relieving them form the recruitment functions.

VII. It ensures the most effective and suitable placement to candidates.

VIII. It enables the organization to have centralized selection procedure,

promotional and transfer procedure etc.

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IX. It enables centralized training programmes which further brings uniformity

and minimizes average cost of staff.

MERITS OF DECENTRALISED RECRUITMENT:-

I. The unit concerned concentrates only on those sources/places where it

normally gets the suitable candidates. As such the cost of recruitment would

be relatively less.

II. The unit gets most suitable candidates as it is well aware of the recruitments of

the jobs regarding cultural, traditional, family background aspects, local

factors, social factors etc.

III. Units can recruit candidates as and when they are required without any delay.

IV. The units would enjoy freedom in finding out, developing the sources, in

selecting and employing the techniques to stimulate the candidates.

V. The unit would relatively enjoy advantage about the availability of

information, control and feedback and various functions/processes of

recruitment.

VI. The unit would enjoy better familiarity and control over the employees it to

recruit rather than on employees selected by the central recruitment agency.

In the system of recruitment would suffer from their own demerits. Hence,

management has to weigh both the merits and demerits of each system before they

take final decision about centralizing or decentralizing the recruitment.

RECRUITMENT TECHNIQUES:-

Recruitment techniques are the means or media by which management contracts

prospective employees or provide necessary information or exchanges ideas or

stimulate them to apply for jobs. Management uses different types of techniques to

stimulate internal and external candidates. Techniques useful to stimulate internal

candidates are:

i. Promotions; and

ii. Transfers;

Techniques useful to stimulate external candidates;

iii. Present employees;

iv. Scouting;

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v. Advertising.

i. PROMOTIONS :-

Most of the internal candidates would be stimulated to take up higher

responsibilities and express their willingness to be engaged in the higher level

jobs if management gives them the assurance that they will be promoted to

the next higher level.

ii. TRANSFERS :-

Employees will be stimulated to work in the new sections or places if

management wishes to transfer them to the places of their choice.

iii. RECOMMENDATIONS OF THE PRESENT EMPLOYEES :-

Management can contact, persuade the outsiders to apply for job in the

organization through the recommendations to the candidates by the present

employees, trade union leaders etc.

iv. SCOUTING :-

Scouting means sending the representation of the organizations to various

sources of recruitment with a view to persuading or stimulating the candidates

to apply for jobs. The representatives provide information about the company

and exchange information and ideas and clarify the doubts of the candidates.

v. ADVERTISING :-

Advertising is a widely accepted technique of recruitment though it mostly

provides one way communication. It provides the candidates in different

sources, the information about the job and company and stimulates them to

apply for jobs. It includes advertising through different media like

newspapers, magazines of all kinds, radio, television etc.

The techniques of advertising should aim at: (a) Attracting attention of the

prospective candidates; (b) Creating and maintaining interest; (c) Stimulating

action by the candidates.

Management in order to achieve these objectives of advertising has to:

I. Analyze job requirements;

II. Decide who does what;

III. Write the copy;

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IV. Design the advertisement;

V. Plan and select the media; and

VI. Evaluate response.

The management after selecting the recruitment techniques has to decide upon the

type of appeal in order to make the recruitment efforts effective.

RECRUITMENT PRACTICES IN INDIA:-

The different sources for recruitment in India have been classified thus:

i. Within the organization;

ii. Badli or temporary workers;

iii. Employment agencies;

iv. Casual callers;

v. Applicant introduced by friends and relatives in the organization;

vi. Advertisements; and

vii. Labour contractors.

According to a survey of public and private sector employers by Prof. Basavaraj,

the following methods were used to recruit employees:

A. In the public sector (steel units), the major sources of recruitment in order of

preference are:

I. Casual callers or employment seekers;

II. Newspaper advertisements;

III. Scheduled tribes and scheduled castes;

IV. Employment exchanges;

V. Other public undertakings;

VI. Internal advertisement;

VII. Displaced persons;

VIII. Relative and friends;

IX. Employee recommendations; and

X. Institutions.

In the public sector (heavy engineering), the sources for non-supervisory staff are:

i. Employment exchanges;

ii. External advertisement;

iii. Internal advertisements;

22


iv. Central training institute;

v. Introduction by the liaison officer of a corporation;

vi. Deputation personnel; and

vii. Transfers from other public undertakings.

B. In the private sector, the survey disclosed that the procedures, though

formulated, were not institutionalized in character. In some organizations,

preference was given to sons and relatives of employees and to local people.

In order of preference, the major sources are,

I. Advertisements;

II. Employment exchanges;

III. Relatives and friends;

IV. Casual callers; and

V. Employee recommendations.

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SELECTION

INTRODUCTION OF SELECTION:-

MEANING & IMPORTANCE OF SELECTION:-

Selection is one of the most important of all functions in the management of

personnel. Selection is more closely related to recruitment because both are

concerned with processing individuals to place them in a job. Selection is next to

recruitment. After identifying the sources of human resources, searching for

prospective employees and stimulating them to apply for jobs in an organization,

the management has to perform the function of selecting the right employees at

the right time. “Right man at the right job” is the basic principle in selection.

Selection is the process of collecting and evaluating information about an

individual in order to extend an offer of employment. It is the process of logically

choosing individuals who posses the necessary skills, abilities and personality to

successfully fill specific jobs in the organization.

Selection means a process by which the qualified personnel can be choosen

from the applicants who have offered their services to the organization for

employment. Thus selection process is negative function because it attempt to

eliminate applicants, leaving the best to be selected. In the words of Dale Yodev,

“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”. In

short, selection is the process of choosing a person suitable for the job out of

several persons.

The objective of the selection decision is to choose the individual who can most

successfully perform the job from the pool of qualified candidates. The selection

procedures are the system of functions and devices adopted in a given company to

ascertain whether the candidate’s specification is matched with the job

24


specification and requirements or not. The selection procedures cannot be

effective until and unless:

1) Requirements of the job to be filled, have been clearly specified (job analysis,

etc).

2) Employee specifications (physical, mental, social, and behavioral, etc) have

been clearly specified.

3) Candidates for screening have been attracted.

Thus, the development of job analyses, human resource planning and

recruitment are necessary prerequisites to the selection process. The breakdown in

any of these processes can make even the best selection system ineffective.

DEFINITION OF SELECTION:-

To select mean to choose. Selection is the process of picking individuals who

have relevant qualifications to fill jobs in an organization. The basic purpose is to

choose the individual who can most successfully perform the job from the pool of

qualified candidates.

PURPOSE OF SELECTION:-

The purpose of selection is to pick up the most suitable candidate who would

meet the requirements of the job and the organization best, to find out which job

applicant will be successful, if hired. To meet this goal, the company obtains and

assesses information about the applicants in terms of age, qualifications, skills,

experience, etc. the needs of the job are matched with the profile of candidates.

The most suitable person is then picked up after eliminating the unsuitable

applicants through successive stages of selection process. How well an employee

is matched to a job is very important because it directly affects the amount and

quality of the employee’s work. Any mismatch in this regard can cost an

organization a great deal of money, time and trouble, especially, in terms of

training and operating costs. In course of time the employee may find the job

distasteful and leave in frustration. He may even circulate ‘hot news’ and juicy

bits of negative information about the company, causing incalculable harm in the

long run. Effective selection, therefore, demands constant monitoring of the ‘fit’

between person the job.

25


IMPORTANCE OF SELECTION:-

The importance of selection may be judged from the following facts:

1) PROCUREMENT OF QUAILIFED AND SKILLED WORKERS :-

Scientific selection facilitates the procurement of well qualified and skilled

workers in the organization. It is in the interest of the organization in order to

maintain the supremacy over the other competitive firms. Selection of skilled

personnel reduces the labour cost and increases the production. Selection of

skilled personnel also facilitates the expansion in the size of the business.

2) REDUCE COST OF TRAINING AND DEVELOPMENT :-

Proper selection of candidates reduces the cost of training because qualified

personnel have better grasping power. They can understand the technique of

work better and in less time. Further, the organization can develop different

training programmes for different persons on the basis of their individual

differences, thus reducing the time and cost of training considerably.

3) ABSENCE OF PERSONNEL PROBLEM :-

Proper selection of personnel reduces personnel problems in the organization.

Many problems like labour turnover, absenteeism and monotony shall not be

experienced in their severity in the organization. Labour relation will be better

because workers will be fully satisfied by the work. Skilled workers help the

management to expand the business and to earn more profits and in turn

management compensates, the workers with high wages, benefits etc.

ESSENTIALS OF SELECTION PROCEDURE:-

The selection process can be successful if the following requirements are satisfied:

26


1. Someone should have the authority to select. This authority comes from the

employment requisition, as developed by an analysis of the work-load and

work-force.

2. There must be some standard of personnel with which a prospective employee

may be compared, i.e. a comprehensive job description and job specification

should be available beforehand.

3. There must be a sufficient number of applicants from whom the required

number of employees may be selected.

SELECTION PROCEDURE

Selection procedure employs several methods of collecting information about the

candidate’s qualification, experience, physical and mental ability, nature and

behaviour, knowledge, aptitude and the like for judging whether a given applicant is

or is not suitable for the job. Therefore, the selection procedure is not a single act but

is essentially a series of methods or stages by which different types of information can

be secured through various selection techniques. At each step, facts may come to light

which are useful for comparison with the job requirement and employee

specifications.

Selection procedure is lengthy and time consuming particularly in the case of

supervisory post.

Following are the steps/ procedures of selection:

1) JOB ANALYSIS :-

27


Job analysis is the basis for selecting the right candidate. Every organization should

finalize the job analysis, job description, job specification and employee specification

before proceeding to the next step of selection.

2) APPLICATION FORM :-

Application Form is also known as application blank. The technique of

application blank is traditional and widely accepted for securing information

from the prospective candidates. Where application forms are use, the data

become a part of the employee’s record. The information is generally required

on the following items in the application forms: Personal background

information, Educational information, Work experiences, salary, personal

details, expected salary and allowances etc.

3) PRELIMINARY INTERVIEW :-

Preliminary or initial interview is often held in case of “at the gate” candidate.

This interview usually of short duration and is aimed at obtaining certain basic

information with a view to identifying the obvious misfits or unqualified. Thus

preliminary interview is useful as a process of eliminating the undesirable and

unsuitable candidate. If the candidate seems to possess the basic minimum

requirements for efficient job performance, he is given an application form for being

filled out by him.

4) SCREENING APPLICATION FORM :-

Information given in the application form is used for selection purposes. The

applicant who seems to be not fit for the job on the basis of information given

in the application blank is rejected out rightly at this stage. The applicants who

have not furnished the required information may also be rejected. Applications

will not be accepted after the close date. After the close date of the

28


recruitment, the Job Expert for the hiring department and Human Resources

will screen the application forms for minimum education and qualification

requirements. A recruitment date may be extended if there are no qualified

candidates. Recruitments can also be open until the position is filled; in this

situation, applicants are reviewed and interviewed on a regular basis until an

eligible candidate can be selected and appointed to the available position.

5) WRITTEN TEST :-

The organization have to conduct written examination for the qualified

candidates after they are screened on the basis of the application blanks so as

to measure the candidate’s ability in arithmetical calculations, to know the

candidate’s attitude towards job, to measure the candidates aptitude,

reasoning, knowledge in various disciplines, general knowledge and English

language. Intelligence test measures the individuals capacity or reasoning,

verbal comprehension, numbers, vocabulary, word fluency etc. aptitude test

measures individuals capacity or talent ability to learn a job if he is given

adequate training.

29


6) FINAL INTERVIEWING :-

Final interview is usually followed by testing. This is the most essential step

in the process of selection. In this step the interviewer matches the information

obtained about the candidate through various means to the job requirements

and to the information obtained through his own observation during the

interview. The basic objective of the interview is to measure the applicant

against the specific requirements of the job. Interview must be conducted in a

friendly atmosphere and the candidate must be made to feel at ease. The

interviewer should not ask unwarranted questions which make the candidate

nervous. It being the two way communication, the interviewee should also be

given a chance to ask questions if he so likes, about the job and the

organization.

30


7) REFERENCE CHECKS :-

After completion of the final interview, the personnel department will engage

in checking references. Candidates are required to give the name of reference

in their application forms. These references may be from the individuals who

are familiar with the candidate’s academic achievement or from the

applicant’s previous employer, who is well versed with the applicant’s job

performance, and sometime from co-workers. If reference is checked in the

correct manner, a great deal can be learned about a person that an interview or

tests cannot elicit. A good reference check used sincerely fetches useful and

reliable information to the organization.

8) PHYSICAL EXAMINATION :-

The candidates who have crossed the above hurdles are required to go for the medical

examination. This is very important because of a person of poor health cannot work

competently and the investment in him may go waste. Thus, a thorough medical

examination is essential.

9) SELECTION :-

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If a candidate successfully overcomes all the obstacles or tests given he would

be declared selected. A appointment letter will be given to him mentioning the

terms of employment, pay scales, post on which selected etc.

SELECTION PROCEDURE

32


SELECTION PROCESS IS PREFERABLE BECAUSE:-

It is easier for applicant because they can send their applications to a single

centralized department/agency.

It facilitates contacts with applicants because issues pertaining to employment can

be cleared through one central location.

It helps operating managers to concentrate on their operating responsibilities. This

is helpful during peak operating period.

It can provide for better selection because hiring is done by specialist trained in

staffing techniques.

The applicant is better assured of consideration for a greater variety of jobs.

Hiring cost may be cut because duplication of efforts is minimized.

With increased government regulations on the selection process, it is important

that people who know about these rules handle a major part of the selection

process.

SELECTION TECHNIQUES:-

How to choose selection techniques?

Who administers selection techniques?

Informing the candidates

Different selection techniques

HOW TO CHOOSE SELECTION TECHNIQUES? :-

Different types of positions require different kinds of selection techniques.

Choosing the right techniques will help to recruit the best person for the

position. The selection techniques to choose depend on the particular skills,

attributes and knowledge required for the position. They must be able to match

the selection method with the selection criteria that are most critical to the

position.

33


The selection techniques normally used are the interview along with a written

application and referee reports. The interview's value is greatly increased

when it is well structured, incorporates behaviour-based questions and is used

in conjunction with other selection techniques. Descriptions of a range of

selection techniques are provided below.

It is not a good idea to make recruitment decisions based on the results of one

selection method alone. Very often need to combine two or more techniques to

assess a range of skills and qualities in candidates. For example, work samples

are an excellent way to assess what a candidate is capable of (ie. their

maximum performance), but they do not provide information on what the

candidate does daily (ie. their typical performance). Reference checks must

be used as well to obtain this information.

What to consider when choosing :-

The seniority/level of position,

The degree to which managerial/leadership ability is critical to success,

The degree to which technical competence is critical to success,

The time and effort required to use the technique, in proportion to the risk of

poor selection,

Available resources,

The budget,

The skills, knowledge and qualifications of assessors,

Equity issues, ie. does the chosen technique directly or indirectly discriminate

against EEO groups?

WHO ADMINISTERS SELECTION TECHNIQUES :-

The selection committee or a representative from the Human Resources Unit

(HRU) can administer many of the techniques. However, others need to be

administered by trained professionals. See the individual techniques for more

information.

34

http://www.hru.uts.edu.au/recruitment/selecting/references.html


INFORMING THE CANDIDATES :-

If it is decided to use selection techniques in addition to the interview, then

this thing should reached to all the candidates and give them enough notice to

make appropriate preparations.

DIFFERENT SELECTION TECHNIQUES :-

1. Structured interview format.

2. Telephone interviews.

3. Work samples.

4. Peer assessment.

5. Assessment centres.

6. Psychometric testing.

7. Informal meetings.

1. STRUCTURED INTERVIEW FORMAT :-

The structured interview format involves assessing the candidate's skills,

attributes and behaviour through behaviour-based questions. Behaviour-based

questions probe for specific examples of a candidate's behaviour in situations

similar to those that will be found in the new job. Questions are typically

worded to extract specific examples of what they have done in the past.

Asking behavioural questions enables you to assess candidates more

objectively, based on specifics rather than 'gut' feelings or personal

impressions.

The interview is also useful for assessing a candidate's presentation and

communication skills, 'getting to know' candidates and assessing cultural 'fit'

with the work area. Complementing the interview with other selection

techniques such as skills tests, work sample tests, case studies, planning

exercises, analysis and/or judgement exercises, presentations and team

observations increases the likelihood of identifying the best person for the

position.

The interview is an artificial and formal environment that may not best show

candidates as they behave in the work environment. Less formal opportunities

for meeting and interacting with candidates and structured reference checking

will provide further insight into a candidate's behaviour and performance.

35

http://www.hru.uts.edu.au/recruitment/selecting/techniques.html#psycho%23psycho

http://www.hru.uts.edu.au/recruitment/selecting/techniques.html#assess%23assess

http://www.hru.uts.edu.au/recruitment/selecting/techniques.html#peer%23peer

http://www.hru.uts.edu.au/recruitment/selecting/techniques.html#work%23work

http://www.hru.uts.edu.au/recruitment/selecting/techniques.html#phone%23phone


Usually the selection committee determines the questions to be asked in the

interview. Questions should be determined based on the selection criteria and

it is important to define what constitutes an acceptable answer prior to

conducting interviews. An acceptable answer should include:

An example of a specific work-related situation faced by the candidate.

The candidate's action in response to the situation.

The outcome of the candidate's action.

2. TELEPHONE INTERVIEWS (VIDEO/TELECONFERENCING) :-

For positions that are likely to attract overseas candidates it may be necessary

to conduct initial discussions via telephone or video. Telephone interviews are

normally used to make a preliminary assessment of a candidate. However,

caller should also meet the candidate face-to-face before making final

recommendations.

When conducting the interview, be aware that the applicant is relying on clear

and specific verbal feedback in the absence of non-verbal cues.

3. WORK SAMPLES :-

Work samples involve an individual or group of candidates completing

exercises that they would be required to undertake as part of the position. For

group tasks, candidates are placed in a situation in which the successful

completion of a task requires interaction among the participants. In individual

exercises, participants complete a task independently. The selection committee

should determine acceptable responses or outcomes prior to administering any

sort of work sample test.

Examples of different work sample techniques and tips on how to use them are

provided below:

a. THE LEADERLESS GROUP DISCUSSION :-

This is a simple technique where a group of participants are asked to carry on

a discussion about some topic for a specific period of time, eg. Performance

issues, or internal/external alliances or relationships. No-one is appointed

36


leader and assessors do not participate in the discussion, but remain free to

observe and rate the performance of each participant. Skills and attributes such

as leadership, coaching, customer service orientation, teamwork, building

relationships, etc. can be evaluated.

b. THE IN-TRAY TEST :-

This is an individual test designed to simulate important or regular tasks

associated with the position. Different types of in-tray tests may be designed

to correspond to the various requirements of the position, e.g. Writing a

memo, researching information or analyzing data. At the conclusion of the

exercise the candidate will have produced notes, memos, letters, etc., which

constitute the record of his or her behaviour in completing the task. In-tray

exercises permit direct observation of individual behaviour within the context

of a job-relevant problem situation.

c. PLANING EXERCISES :-

These test the candidate's ability to prioritize, plan activities, schedule and

allocate resources, and adapt to last minute changes. This allows assessors to

evaluate a candidate's skills and attributes in planning and judgement.

Exercises might involve providing the candidate with some information about

a typical project and asking them to draft a project plan or schedule, determine

a budget or allocate resources.

d. ANALYSIS EXERCISES :-

These evaluate a candidate's aptitude in analysis and judgement. Candidates

are provided with quantitative and qualitative data about a fictitious

organization and asked to draw conclusions, make recommendations, assess

the organisation's situation or improve matters such as productivity, customer

relations, organisational structure and morale.

e. LECTURES/PRESENTATIONS :-

These assess a candidate's communication skills and perhaps their expertise on

a particular subject. A typical task might involve a candidate preparing and

presenting to a selection committee, peers and/or postgraduate students. For

37


example, for an academic position a lecture or presentation of research or

teaching would be appropriate.

f. COMPUTER EXERCISES :-

These demonstrate a candidate's computer skills using particular programs.

Tasks might involve creating spreadsheets, data sorts, letters or diagrams, etc.

g. TIPS ON USING WORK SAMPLES :-

Work samples are effective at predicting future behaviour. They are

particularly useful if implemented as part of a two-phase selection process, ie.

after the first interview when follow-up and probing are required, or

alternatively, to weed out candidates prior to interview. Using work samples

as a selection technique is usually more time consuming and resource

intensive than conducting an interview, particularly if there are a lot of

candidates.

4. PEER ASSESSMENT :-

Peer assessment involves asking a candidate's colleagues to predict how the

candidate will respond if placed in a particular work situation or role. Peers or

colleagues usually provide different feedback than that offered by supervisors,

as their perceptions are drawn from a different range of behavioural

interactions. You must seek the candidate's approval before speaking to their

peers or colleagues. Peer assessment is often used to predict future leadership

and managerial success.

a. TIPS ON USING PEER ASSESSMENT :-

It's a good idea to involve a range of people with different relationships to the

candidate, for example someone who works with them in a team capacity,

someone who has a supervisory relationship to them and someone who reports

to them. Keep in mind that peers may assess their colleagues based on

personal bias.

5. ASSESSMENT CENTRES :-

The assessment centre is traditionally used for large scale or bulk recruitment

exercises. Assessment centres vary in complexity and are typically conducted

38


by trained consultants. They can be expensive and complex to administer and

are usually more cost effective when recruiting large numbers of people. A

typical assessment may run over the course of one or two days and involve

trained assessors evaluating a number of candidates using a range of

techniques such as interviews, written tests and individual and group

exercises. Assessors assimilate evidence from candidate performance across

all exercises and incorporate this into a final collective decision.

6. PSYCHOMETRIC TESTING :-

Psychometric testing includes cognitive ability tests, objective personality and

interest inventories and leadership ability tests. Psychometric and ability tests

can be administered to help with selection at all levels. Ability tests should

always be based on key selection criteria and the results compared alongside

the results of all other selection techniques used. Psychometric tests used in

recruitment are usually those that indicate work preferences. They can also be

used to assess how a candidate will operate in a team environment or to

identify managerial or leadership qualities. Trained professionals should

administer psychometric tests.

a. TIPS ON USING PSYCHOMETRIC TESTING :-

Psychometric tests should be developed and administered by a properly

qualified and accredited person. Psychometric tests can be expensive and time

consuming to administer. They are not normally used as part of the selection

process at the University, so you should always seek advice from the Human

Resources Unit before deciding to use them.

7. INFORMAL MEETINGS:-

Informal meetings can be used as a way of observing a candidate's behaviour

in a less formal environment, such as lunches or morning tea with staff or key

stakeholders.

a. TIPS ON USING INFORMAL MEETINGS :-

Informal meetings are probably best used as part of a two-phase selection

process, after you have narrowed the field down to the last few candidates.

39


NEW METHODS OF SELECTION:-

a. 360 DEGREE SELECTION OR PARTICIPATIVE SELECTION :-

In this method subordinates participate in the selection of their co-workers and

supervisors. The idea is that such participation will improve quality, increase

support for the selected supervisors and co-workers and improve employee

morale. For example for the selection of a sales manger, assistant sales manger

will also take part in the selection process along with the hr manager.

b. EMPLOYEE LEASING :-

The client company leases employees from a third party, not on temporary

basis but on a full time basis and for long help. An interesting feature is that

the client company need not perform personnel activities such as hiring

compensation or record keeping. Employees working elsewhere are leased.

They are not directly employed by the company where they are working.

Employees not recruited by one client is sent to another.

SIGNIFICANCE OF SELECTION/BENEFITS OF SCIENTIFIC

SELECTION:-

Selection is the process of picking candidates with requisite qualifications and

competence to fill jobs in the organization. Selection of suitable candidates is a matter

of special importance in personnel management. It is the starting point of the whole

human resource management process. Inefficiency, low productivity, high wastages,

industrial accidents, ineffective execution of training programmes, etc. are due to

faulty selection of candidate.

Unsuitable candidate becomes a permanent problem as long as he is in the

organization. This is because he has no liking for the job, no interest and initiative in

the job and finally, no capacity to handle the job independently. For progress and

prosperity, a company needs a team of efficient,, loyal, capable and co-operative

young workers and managers. Such team is available only when the selection is made

systematically. Selection of unsuitable persons finally brings the future of a company

in danger. Unsuitable employees become liability of a company. They create

problems and remain as obstacles. This suggests the significance of scientific

selection in personnel management.

40


Selection acts as a foundation of the whole personnel management activity. It is

like the foundation of a building which must be strong, stable and firm. A building

will be always in danger when the foundation is not sound. Similarly, management of

a business unit will be always difficult when the employees selected initially and

thereafter are not of required qualities and qualifications. Professional managements

attach special importance to selection of most suitable candidates as they prefer to

avoid the entry of unsuitable candidates in their organizations.

A.BENEFITS OF SCIENTIFIC SELECTION TO

EMPLOYER/MANAGEMENT: -

1. The objective of right man for the right job is achieved.

2. Stability to labour force as labour turnover is minimized.

3. Expenditure on frequent selection of candidates is avoided.

4. Scientific selection raises organizational efficiency and creates good image in

the business world.

5. Unsuitable candidates are kept away from the organization.

6. Training provided to properly selected candidates gives promising results.

B. BENEFITS OF SCIENTIFIC SELECTION TO EMPLOYEES :-

1. Job satisfaction and raising of morale of employees.

2. Self-development through promotions, training, etc. is possible.

3. Avoids frustration on the part of employees.

4. Higher salary due to promotions and career development.

5. High degree of satisfaction among the employees by letting them know that

their capabilities are being properly utilized and that their talents are not

wasted

6. SELECTION PRACTICES :-

The following throws light on how the global giants use selection testing as a basis

for picking up the right candidates to fill up the vacancies arising internally:

1. 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.

41


2. 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.

3. ARTHUR ANDERSON :- while evaluating candidates, the company conducts

critical behaviour interviewing which evaluates the suitability of the candidate for

the position, largely based on his past experience and credentials

4. 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.

Source: Business Today, April 7-21 2004, pg 129.

BARRIERS TO EFFECTIVE SELECTION:-

The main objective of selection is to hire people having competence and

commitment. This objective is often defeated because of certain barriers. The

impediments which check effectiveness of selection are perception, fairness, validity,

reliability, and pressure.

a) PERCEPTION :-

Our inability to understand others accurately is probably the most fundamental

barrier to selecting right candidate. Selection demands an individual or a group

to assess and compare the respective competencies of others, with the aim of

choosing the right persons for the jobs. But our views are highly personalized.

We all perceive the world differently. Our limited perceptual ability is

obviously a stumbling block to the objective and rational selection of people.

42


b) FAIRNESS :-

Fairness in selection requires that no individual should be discriminated

against on the basis of religion, region, race or gender. But the low number of

women and other less privileged sections of society in the middle and senior

management positions and open discrimination on the basis of age in job

advertisements and in the selection process would suggest that all the efforts to

minimize inequity have not been very effective.

c) VALIDITY :-

Validity, as explained earlier, is a test that helps predict job performance of an

incumbent. A test that has been validated can differentiate between the

employees who can perform well and those who will not. However, a

validated test does not predict job success accurately. It can only increase

possibility of success.

d) RELIABILITY :-

A reliable method is one which will produce consistent results when repeated

in similar situations. Like a validated test, a reliable test may fall to predict job

performance with precision.

e) PRESSURE :-

Pressure is brought on the selectors by politicians, bureaucrats, relatives,

friends, and peers to select particular candidate. Candidates selected because

of compulsions are obviously not the right ones. Appointments to public sector

undertakings generally take place under such pressure.

43


ROLE OF SELECTION:-

Selection is crucial for the organizations effectiveness for 2 reasons:

1) WORK PERFORMANCE :-

Performance of the organization is very important to the success of the

company. So the organization always employs people who are well qualified

and competent.

2) COST INCURRED :-

Cost incurred while selection process also plays an important role.

This can be explained with an example:

44


Pepsi went on a crash recruitment drive. Six people from the company took

over Oberoi business center for six days. 3000 people who had responded to

the advertisements earlier issued were scanned: people were asked to respond

within 100hrs by fax. People selected for the interview were flown into the

city.

This e.g. just shows how expensive selection can be. Hence cost incurred is

very important for the success of the selection process.

SELECTION DECISIONS:-

OUTCOMES OF THE SELECTION PROCESS

There are 4 outcomes of the selection decisions.

1) TRUE POSITIVE ERROR :-

True positive is when the company predicts success and the result is a success

i.e. when they select the right employee for the right job.

2) TRUE NEGATIVE ERROR :-

True negative is when a company predicts failure and the result is a failure i.e.

when they reject a candidate appropriately.

SUCCESS

NEGATIVE

FAILURE SUCCESS PREDICTED PREDICTED

FALSE NEGATIVE TRUE POSITIVEERROR ERROR

TRUE NEGATIVE FALSE POSITIVEERROR ERROR

45


3) FALSE POSITIVE ERROR :-

This happens when a company predicts success and results in failure. That is

when they select a wrong/ incompetent employee for a job.

4) FALSE NEGATIVE ERROR :-

This happens when a company predicts failure when the result could have

been a success. That is when they an employee who is very competent due to

wrong perceptions.

SELECTION IN INDIA:-

Conditions of labour market largely determine the selection process. We have a

strange paradox in our country. On one hand there is large scale unemployment and

on the other hand there is shortage of skilled labour. At one place we have ‘no

vacancy’ boards and at other places we have “wanted employees” boards.

Unemployment is more among people who do not have specific skills. Corruption and

influence is used in hiring such employees. Selection is therefore not systematic and

at times bizarre in

CONCLUSION:-

Recruitment is the process of searching for prospective employees and

encouraging them to apply for jobs. Recruitment brings together employers and

prospective employees. It tries to develop a pool of person from which most suitable

ones can be selected. It locates the sources of people and attracts them to employment

in the organization. The manner of recruitment varies with the size, nature and

environment of an organization.

The process of choosing the most suitable candidate out of the available

applicants is called selection. In order to make correct decision about the selection it

is important to collect information about the applicants. Sound selection matches the

qualification of applicants with the job requirement. Thus it eliminates unsuitable

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candidates from the selection procedure. The rejection rate in the selection of

candidates is very high. Only handful of candidate are hired by the time selection

procedure comes to an end.

BIBLIOGRAPHY

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1) PERSONNEL MANAGEMENT AND INDUSTRIAL RELATIONS

--- DR. M. M. VERMA

2) HUMAN RESOURCE AND PERSONNEL MANAGEMENT

--- P. SUBBA RAO

3) HUMAN RESOURCE MANAGEMENT

--- DR. ANJALI GHANEKAR

4) HUMAN RESOURCE MANAGEMENT (TEXT & CASES)

--- V. S. P. RAO

5) PERSONNEL MANAGEMENT (TEXT & CASES)

--- C. B. MAMORIA

--- S. V. GHANEKAR

6) HUMAN RESOURCE MANAGEMENT

--- N. G. KALE

--- M. AHMED

WIBILIOGRAPHY

www.hrmguide.com

48

http://www.hrmguide.com/


www.humanresource.com

CASE STUDY

A reputed marketing company decided to select ten promising marketing

executives for promoting sales of its two newly introduced consumer durables.

The company decided to use numerical rating system for selecting suitable

candidates.

Five factors are to be assessed and quantified for each applicant. the details are

as follow:

Factors Assumption Allocation of Points

Age Age is advantage upto the age of 50 21-30:3 points

30-40:4 points

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http://www.humanresource.com/


40-50:7 points

Marital

status

Married with family Single:0 point

Married without children:3 points

Married with children:5 points

Education MBA in Marketing contributes to success i. University degree:1 points

ii. Degree + diploma or certificate

course in marketing

management:1extra point

iii. Degree + MBA in marketing:2 extra

points

Experience Marketing experience is necessary/useful 1 point for each year marketing experience.

Sales aptitude Aptitude can be measured 0-7 points based on the results of test.

The points are to be totaled for an overall rating. Applicants securing 20 or

more points (maximum points are 30) are to be considered definite hires, those

getting points between 10-20 will be treated as possible hires and those getting

less than 10 points will be rejected. Final decisions are based on the numerical

rating and performance of candidates in series of personal interviews

Questions:

A. What is your opinion on the above noted numerical rating system?

C. Do you feel that selection of most suitable candidates will be possible

by such numerical rating?

D. Are there any potential difficulties with this system?

One Possible Solution:

(1) The numerical rating system used here is reasonably good. This system is used

extensively as it is quick, simple and fairly decisive. There is no scope for

mistakes in the system. Moreover, the final decision will be on the basis of

performance in the interviews where the points gained by candidates will be

50


verified. This system is based on two factors and the support of interviews to

numerical system is the plus point of the selection system used.

(2) Selection of most suitable candidates will be possible provided the numerical

rating is done uniformly and impartially. Secondly, the interviewers appointed

should be experts with experience and maturity. In addition, they should not have

special interest in one candidate or the other. They will have to do their job as

professionals. The interviewer should review the performance of candidate in all

the interviews collectively. For this, interviewer should use their performance

marking, notes taken during interview and so on. In brief, numerical rating

supported by a series of personal interviews by experts will enable the company to

select the best among the available candidates.

(3) Potential difficulties/problems may not develop as the rating criteria is clear and

compact. The rating must be done by responsible persons and all possible

mistakes must be avoided. Interviews should be fair and impartial. Performance in

the interviews should be given special importance and rating should be used as

supporting tool because interview gives full view of the personality of the

candidates. Problems may develop if the points noted above are neglected.

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new recruitment and selection

Documents

objectives of recruitment

human resource management

importance of recruitment

goal of recruitment

additional human resources

efforts of human resources

separation of human

control human