Beruflich Dokumente
Kultur Dokumente
Recruitment is the phase, which immediately precedes selection. Its purpose is to pave the -
way for the selection procedures by producing, ideally, the smallest number of candidates
who appear to be capable either of performing the required tasks of the job from the outset, or
of developing the ability to do so within a-period of time acceptable to the employing
organization. The smallest number of potentially suitable candidates can in theory, of course,
be any number. The main point that needs to be made about the recruitment task is that the
employing organization should not waste time and money examining the. Credentials
of people whose qualifications do not match the requirements of the job.
Apart from the methods used and the general administration of task, the achievement of the
objective will depend very much in the end on how efficiently the basic tasks of manpower
planning and job analysis have been carried out and applied. In short, efficient recruitment of
staff may be described as knowing what resources you want, what resources are available,
where and how they may be found.
To attract people with multi-dimensional skills and experiences that suits the present
and future organizational strategies
To induct outsiders with a new perspective to lead the company
To infuse fresh blood at all levels of the organization
To develop an organizational culture that attracts competent people to the Company
To search or head hunt/ head pouch people whose skills fit the . company's values.
To devise methodologies for assessing psychological traits
To seek out non-conventional development grounds of talent
To search for talent globally and not just within the company
To design entry pay that competes on quality but not on quantum
To anticipate and find people for positions that does not exist yet.
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.
The unit gets the most suitable candidates as it is well aware of the requirements of
the jobs regarding cultural, traditional, family background aspects, local factors, social
factors etc.,
Units can recruit candidates as and when they are required without any delay.
The different kinds of internal sources are:
Organizations consider the candidates from this source for higher-level jobs due to
availability of most suitable candidates for jobs relatively or equally to the external source, to
meet the trade union demands and due to the policy of the organization to motivate the
present employees.
Organizations find this source to fill the vacancies relatively at the lower level owning to the
availability of suitable candidates or trade union pressures or in order to motivate them on the
present job.
., Generally, particular organizations retrench the employees due to lack of work. The
organization takes the candidates for employment from the retrenched employees due to
obligation, trade union pressure and so on. Sometimes, the organizations prefer to re-employ
their retired employees as a token of their loyalty to the organization or to postpone some
External sources:
search for the required candidates from these sources for the following
reasons:
The suitable candidates with skill, knowledge, talent etc., are generally available.
Candidates can be selected without any pre-conceived notion or reservations.
Cost of employees can be minimized because employees selected from this source are
generally organization.
Human resources mix can be balanced with different background, experience, skills
etc.,
Latest knowledge, skill, innovative or creative talent can also be flowed into the
organization.
Existing sources will also broaden their personality
Long run benefit to the organization in the sense that qualitative human resources can
be brought. Placed in the minimum pay scale.
Different kinds of External sources are:
Different types of organizations like industries, business firms, service organizations, social
or religious organizations can get fresh candidates for different types of jobs from various
educational institutions like collages and universities imparting education in science,
commerce, arts, engineering and technology, agriculture, medicine, management studies etc.,
(b) Private employment agencies/consultants:
A number of modem recruitment sources are being used by the corporate sector in addition to
traditional sources. The sources are divided into internal and external sources.
Internal sources:
Present employees are well aware of the qualifications, attitudes, experience and emotions of
their friends and relatives. They are also aware of the job requirements and organizational
culture of their company. As such, they can make preliminary judgments regarding the match
between the job and their friends or relatives. Hence, the HR Managers of the company
depend on the present employees for reference of the candidates for various jobs. This source
reduces the cost and the time required for recruitment. Further this source enhances the
effectiveness of recruitment.
External sources:
The busy and rapidly changing organizations do not find time to perform various functions of
recruitment. Therefore, they advice the potential candidates to attend for an interview directly
and without a prior application on specified date, time and at a specified place.
(b) Consult in:
The busy and dynamic companies encourage the potential job seekers to approach them
personally and consult them regarding the jobs. The companies select the suitable candidates
from among such candidates through the selection process.
(c) E-Recruitment:
Some organizations recently started developing human resources pool by employing the
candidates for them. These organizations do not utilize the human resources instead they
supply HRs to various companies based on their needs on temporary or ad-hoc basis. Various
companies, rather than employing HRs draw HRs from these organizations on commission
basis.
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. The obvious guiding policy in
selection is the intention to choose the best qualifies and suitable job candidate for each
unfilled job.
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 procedure is the system
of functions and devices adopted in a given company to ascertain whether the candidate's
specifications are matched with the job specifications and requirements or not.
The selection process can be successful if the following requirements are satisfied:
Someone should have the authority to select. This authority comes from the
employment requisition, as developed by an analysis to the workload and work force.
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 before hand.
There must be a sufficient number of applicants from whom the '' required number of
employees may be selected.
Selection of personnel to man the organization is a crucial, complex and continuing function.
The ability of an organization to attain its goal effectively and to develop in a dynamic
environment largely depends upon the effectiveness of its selection programmer. If the right
person is selected, he is valuable asset to the organization.
SELECTION PROCEDURE:
Selection procedure employs several methods of collecting information about the candidate's
qualifications, experience, physical and mental ability, nature and behavior, knowledge and
aptitude for judging whether a given applicant is suitable or not 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.
Job analysis
Recruitment
Application form
Written examination
Preliminary interview
Business games
Tests
Final interview
Medical examination
Reference checks
INDETAIL EXPLANATION:
Job analysis is the basis for selecting the right candidates. Every organization should finalize
the job analysis, job. Description, job specification and employee specifications before
proceeding to the next step of selection.
Application form is also known as application blank. The techniques of application blank are
traditional and widely accepted for securing information from the prospective candidates. It
can also be used as a device to screen the candidates at the preliminary level. Many
companies formulate their own style of application forms depending upon the requirement of
information based on the size of the company, nature of business activities, type and level of
the job etc. Information is generally required on the following items in the application forms:
Personal background information
Educational qualifications
Work experience
Salary (drawing and expecting)
Personal attainments including likes and dislikes
Organizations 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 the job, to measure the
candidate's aptitude, reasoning, knowledge in various disciplines, general knowledge and
English language
Business games are widely used as a selection technique for selecting management trainees,
executive trainees and managerial personnel at junior, middle and top management positions.
Business games help to evaluate the applicants in the areas of decision-making, identifying
the potentialities, handling the situations, problem-solving skills, human relations skills etc.
participants are placed in a hypothetical work situation and are required to play the role
situations in the game. The hypothesis is that the most succe
ssful candidate in the game will be most successful one on the job.
(I) TESTS:
Psychological tests play a vital role in employee selection. A psychological test is essentially
an objective and standardized measure of sample of behavior from which inferences about
future behavior and performance of the candidate can be drawn.
Objectivity of tests refers to the validity and reliability of the instruments in measuring the
ability of the individuals. Objectivity provides equal opportunity to all the job seekers without
any discriminating against sex; caste etc. standardization of test refers to uniformity of
procedure in conducting the tests for all the candidates. Sample behavior refers to the sample
of the total behavior of the prospective employee on the job.
Types of Psychological Tests
Type of Test
(b) In Basket
Tests are classified into six classes, each class is again divided into different types of tests.
They are:
APTITUDE TESTS:
These tests measure whether an individual has the capacity or latent ability to learn a given
job if given adequate training. Aptitudes can be divided into general and mental ability or
intelligence and specific aptitudes such as mechanical, clerical, manipulative capacity etc.
General aptitude test is of two types namely intelligence quotient (IQ) and emotional quotient
(EQ).
These types of tests measure specific capacities involved in office work. Items of this tests
include spelling, computation, comprehension, copying, word measuring etc.
ACHIEVEMENT TESTS:
These tests are conducted when applicants claim to know something- as these tests are
concerned with what one has accomplished. These tests are more useful to measure the value
of a specific achievement when an organization wishes to employ experienced candidates.
These tests are classified into (a) job knowledge test and (b) work sample test.
SITUATIONAL TESTS: This test evaluates a candidate's in a similar life situation. In this
test the candidate is asked either to cope with the situation or solve clerical situations of the
job
This test is administered through the group discussion approach to solve a problem under
which candidates are observed in the areas of initiating, leading, proposing valuable ideas,
conciliating skills, oral communicating skills, coordinating and concluding skills.
INTEREST TESTS:
These tests are inventories of the likes and dislikes of candidates in relation to work, job,
occupations, hobbies and recreational activities. The purpose of this test is to find out whether
a candidate, is interested or disinterested in the
Job for which he is a candidate and to find out in which area of the job range/occupation the
candidate is interested. The assumption of this test is that there is a high correlation between
the interest of a candidate in a job and job success. Interest inventories are less faked and they
may not fluctuate after the age of 30.
MULTI-DIMENSIONAL TESTING:
However, the need for multi-skills is being felt be most of the companies consequent upon
globalization, competitiveness and the consequent customer-centered strategies. Organization
have to develop multidimensional testing in order to find out whether the candidates possess
a variety of skills or not, candidate's ability to integrate the multi-skills and potentiality to
apply them based on situational and functional requirement.
PRELIMINARY INTERVIEW:
This is the interview, which can be conducted at any place by the person to secure the basic
and non-job related information. The interaction between the candidate and the personnel
manager when the former meets the latter to enquire about the vacancies or additional
particulars in connection with the employment advertisement is an example of the informal
interview.
In this interview, the candidate is given the freedom to tell about himself by revealing his
knowledge on various items/areas, his background, expectations, interest etc. Similarly, the
interviewer also provides information on various items required by the candidate.
CORE INTERVIEW:
It is normally the interaction between the candidates and the line executive
Or experts on various areas of job knowledge, skill, talent etc. This interview
This interview is intended to collect the information, which is not available inThe application
blank and to check that information provided in theApplication blank regarding education,
place of domicile, family, health, interest, hobbies, likes, dislikes and extra curricular
activities of the applicant.
(2) Job and probing interview:
This interview aims at testing the candidate's job knowledge about duties, activities, methods
of doing the job, critical/problematic areas, methods of handling those areas etc.
This interview aims at testing the candidate's job behavior and level of understanding during
the period of stress and strain. The interviewer tests candidate by putting him under stress and
strain by interrupting the applicant from:areas, keeping silent for unduly long periods after he
has finished speaking etc.
There are 2 methods of conducting group discussion interviews, viz. group interview method
and discussion interview method. All the candidates are brought into one room and are
interviewed one by one under group interview. This method helps a busy executive to save
valuable time and gives a fair account of the objectivity of the interview to the candidates.
In this type of interview, all the formalities, procedures like fixing the value, time, panel of
interviewers, opening and closing, intimating the candidates officially etc. are strictly
followed in arranging and conducting interview. The course of the interview is preplanned
and structured, in advance, depending on job requirements
A panel of experts interview each candidate, judges his performance individually and
prepares consolidated judgment. This type of interview is known as panel interview.
Interviewers for middle level and senior level mangers are normally conducted are the panel
of experts.
DECISION-MAKING INTERVIEW:
After the experts including the line managers of the organization in the core areas of the job
examine the candidates, the head of the department/section concerned interviews the
candidates once again, mostly through informal discussion. The interviewer examines the
interest of the candidate in the job, organization, reaction/adaptability to the working
conditions, career planning, promotional opportunities, work adjustment and allotment etc.
The personnel manger also interviews the candidates with a view to find out his
reaction/acceptance regarding salary, allowances, benefits, promotions, opportunities etc..
Certain jobs require certain physical qualities like clear, vision, perfect hearing unusual
stamina; tolerance of hardworking conditions, clear tone etc. Medical examination reveals
whether or not a candidate possesses these qualities. Medical examination can give the
following information:
After completion of the final interview and medical examination, the personnel department
will engage in checking references. Candidates are required to give the names of references
in their application forms. These references may be from the individuals who are familiar
with the candidate's academic achievement or form the applicant's previous employer, who is
well versed with the applicant's job performance, and sometimes from co-workers.
(M) FINAL DECISION BY THE LINE MANAGER:
The line manager concerned has to make the final decision whether to select or reject a
candidate after soliciting the required information through techniques discussed earlier. The
line manager has to take much care in taking the final decision not only because of economic
implications but also because of behavioral and social implications. A careless decision of
rejecting would impair the morale of the people and they would suspect the selection
procedure and the basis of selection of this organization. A true understanding between line
managers and personnel managers should be established to take proper decisions.
Thus, after taking the final decision, the organization has to intimate this decision to the
successful as well as unsuccessful candidates. The organization offers the job to the
successful candidates either immediately or after some time depending upon its time
schedule. The candidate after receiving job offer communicates his acceptance to the offer or
requests the company to modify the terms and conditions of employment or rejects the offer.
(O) EMPLOYMENT:
The company may modify the terms and conditions of employment as requested by the
candidate. However the alteration is purely depends on the sole discretion of the Management
/ company. The company employs those candidates who accept the job offer with or without
modification of terms and conditions of employment and place them on the job.
With the employment of the candidate the recruitment and selection process is completed.