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PROJECT REPORT
TOPIC : RECRUTMENT AND SLECTION

SUBMITED TO

Mr. ANKIT AGRWAL

AMBUJA CEMENT DARLAGHAT

SUBMITED BY KHEM RAJ UNIVERSITY ROLL NO. - 1874 INSTITUTE HPIMS TOTU, SHIMLA

TABLE OF CONTENTS

TOPIC

PAGE NO.

y INTRODUCTION y y y y y y y DEFINITIONS RECRUITMENT SELECTION RECRUITING SELECTION PURPOSES AND IMPORTANCE FACTORS AFFECTING RECRUITMENT STEPS OF A RECRUITMENT PROCESS

3-4 5-6 7 8 9 10-12 13-14 15 16-21 22 23 24-25 26 27-34 35 36-39 40 41 42

y SOURCES OF RECRUITMENT y RECRUITMENT PROCESS INCLUDE y y y y y y y y y SELECTION PROCEDURE METHODS OF RECRUITMENT AFFECTING RECRUITMENT RECRUITMENT AND SELECTION STAGES RECRUITMENT ACTIVITY ELEMENT RECRUITMENT PRACTICE VS. THEORY PHILOSOPHIES OF RECRUITMENT CONCLUSION BIBLIOGRAPHY

INTRODUCTION

The human resources are the most important assets of an organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, organizations cannot progress and prosper. In order to achieve the goals or the activities of an organization, therefore, they need to recruit people with requisite skills, qualifications and experience. While doing so, they have to keep the present as well as the future requirements of the organization in mind. Recruitment is distinct from Employment and Selection. Once the required number and kind of human resources are determined, the management has to find the places where the required human resources are/will be available and also find the means of attracting them towards the organization before selecting suitable candidates for jobs. All this process is generally known as recruitment. Some people use the term Recruitment for employment. These two are not one and the same. Recruitment is only one of the steps in the entire employment process. Some others use the term recruitment for selection. These are not the same either. Technically speaking, the function of recruitment precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for jobs in an organization, whereas the selection is the process of finding out the most suitable candidate to job. Recruitment means appointing in a big number which either candidate comes from a particular job or interview, the preson recruited will be observed and performing candidate will be promoted.Selection means the person who is there as selectors already have the performance record of the candidate and from all the elegible candidate the deserving one People are integral part of any organization today. No organization can run without its human resources. In today s highly complex and competitive situation,

choice of right person at the right place has far reaching implications for an organization s functioning. Employee well selected and well placed would not only contribute to the efficient running of the organization but offer significant potential for future replacement. This hiring is an important function. The process of hiring begins with human resource planning (HRP) which helps to determine the number and type of people on organization needs. Job analysis and job design enables to specify the task and duties of hobs and qualification expected from prospective job HRP, job analysis, hob design helps to identify the kind of people required in an organization and hence hiring. It should be noted that hiring is an ongoing process and not confined to formative stages of an organization. Employees leave the organization in search of greener pastures, some retire and some die in the saddle. More importantly an enterprises grows, diversifies, take over the other units all necessitating hiring of new men and women. In fact the hiring function stops only when the organization ceases to exist. Hiring involves two board activities:i) ii) Recruitment Selection RECRUITMENT The word recruitment has many meaning and plays an important role. Employees leave the organization in search of greener pasturessome retire some die in saddle. The most important thing is that enterprise grows, diversifies, and takes over other units-all necessitating hiring of new men and women. In fact recruitment functions stop only when the organization ceases to exist. To understand recruitment in simple terms it is understood as process of searching for obtaining applications of job from among from whom the right people can be selected. To define recruitment we can define it formally as it is a process of finding and attracting capable applicants for employment. The process begins when new recruit are sought and ends when their application are submitted. The result is a pool of applicants from which new employees are selected. Theoretically, recruitment process is said to end with receipt of

DEFINITIONS Recruitment is defined as, a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. Edwin B. Flippo defined recruitment as the process of searching for prospective employees and stimulating them to apply for jobs in the organization. Recruitment is a linking function -joining together those with jobs to fill and those seeking jobs. It is a joining process in that it tries to bring together job seekers and employer with a view to encourage the former to apply In order to attract people for the jobs, the organization must communicate the position in such a way that job seekers respond. To be cost effective, the recruitment process should attract qualified applicants and provide enough information for unqualified persons to self-select themselves

Right person for the right job is the basic principle in recruitment and selection. Ever organisation should give attention to the selection of its manpower, especially its managers. The operative manpower is equally important and essential for the orderly working of an enterprise. Every business organisation/unit needs manpower for carrying different business activities smoothly and efficiently..

DEFINITIONS

According to EDWIN FLIPPO, Recruitment is the process of

searching for prospective employees and stimulating them to apply for jobs in the organization. 1.2 Need for recruitment: The need for recruitment may be due to the following reasons / situation: a) Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and labour turnover. b) Creation of new vacancies due to the growth, expansion and diversification of business activities of an enterprise. In addition, new vacancies are possible due to job specification. Purpose and importance of Recruitment: 1. Determine the present and future requirements of the organization on conjunction with its personnel-planning and job analysis activities. 2. Increase the pool of job candidates at minimum cost. 3. Help increase the success rate of the selection process by reducing the number of visibly under qualified or overqualified job applicants. Recruitment and Selection Recruitment and selection are two of the most important functions of personnel management. Recruitment precedes selection and helps in selecting a right candidate. Recruitment is a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of efficient personnel.

RECRUITMENT Recruitment refers to the process of finding possible candidates for a job or function, undertaken by recruiters. It may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Advertising is commonly part of the recruiting process, and can occur through several means: through newspapers, using newspaper dedicated to job advertisement, through professional publication, using advertisements placed in windows, through a job center, through campus interviews, etc. Suitability for a job is typically assessed by looking for skills, e.g. communication skills, typing skills, computer skills. Evidence for skills required for a job may be provided in the form of qualifications (educational or professional), experience in a job requiring the relevant skills or the testimony of references. Employment agencies may also give computerized tests to assess an individual's "off-hand" knowledge of software packages or typing skills. At a more basic level written tests may be given to assess numeracy and literacy. A candidate may also be assessed on the basis of an interview. Sometimes candidates will be requested to provide a rsum (also known as a CV) or to complete an application form to provide this evidence. Recruitment means appointing in a big number which either candidate comes from a particular job or interview, the preson recruited will be observed and performing candidate will be promoted.Selection means the person who is there as selectors already have the performance record of the candidate and from all the elegible candidate the deserving one will be selected. Recruitment means a post is vacant and a process through which a group of people come to know abut a job like ads in newspaper and in agencies and then doping of their cv's while that selection means to choose a qualified experienced and skilled person according to the Job requirement among a group of people It is the discovering of potential of applicants for actual or anticipated organizational vacancies. It actually links together those with jobs and those seeking jobs.

Selection
Selection is the process used to identify and hire individuals or groups of individuals to fill vacancies within an organization. Often based on an initial job analysis, the ultimate goal of personnel selection is to ensure an adequate return on investment--in other words, to make sure the productivity of the new hire warrants the costs spent on recruiting and training that hire. Several screening methods exist that may be used in personnel selection. Examples include the use of minimum or desired qualifications, resume/application review, oral interviews, work performance measures (e.g., writing samples), and traditional tests (e.g., of job knowledge). The field of personnel selection has a long history and is associated with several fields of research and application, including human resources and industrial psychology.

Hope this will help you in understanding the difference between Selection and Recruitment. Suitability for a job is typically assessed by looking for skills, e.g. communication skills, typing skills, computer skills. Evidence for skills required for a job may be provided in the form of qualifications (educational or professional), experience in a job requiring the relevant skills or the testimony of references. Employment agencies may also give computerized tests to assess an individual's "off-hand" knowledge of software packages or typing skills. At a more basic level written tests may be given to assess numeracy and literacy. A candidate may also be assessed on the basis of an interview. Sometimes candidates will be requested to provide a rsum (also known as a CV) or to complete an application form to provide this evidence.

Recruiting Selection
1.The recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization 1.selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts 2.The basic purpose of recruit ments is to create a talent pool of candidates to enable the selection of best candidates for the organization, by attracting more and more employees to apply in the organization 2.The basic purpose of selection process is to choose the right candidate to fill the various positions in the organization. 3.Recruitment is a positive process i.e. Encouraging more and more employees to apply 3.selection is a negative process as it involves rejection of the unsuitable candidates 4.Recruitment is concerned with tapping the sources of human resources 4.selection is concerned with selecting the most suitable candidate through various interviews and tests 5.There is no contract of recruitment established in recruitment 5.selection results in a contract of service between the employer and the selected employee 6.In the process of recruitment advertising and publicity is needed. 6.In the process of selection no advertising or publicity is needed. It is done by internal process. 7.In recruitment we tell as in who can apply for a particular job. 7.In selection we test all the potential candidates who actually applied for a particular job 8.Recruitment precedes Selection.

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PURPOSES AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specifically, the purposes are to: Determine the present and future requirements of the organization in conjunction with its personnel-planning and job-analysis activities. Increase the pool of job candidates at minimum cost. Help increase the success rate of the selection process by reducing the number of visibly, under qualified or overqualified job applicants. Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. Begin identifying and preparing potential job applicants who will be appropriate candidates. Induct outsiders with a new perspective to lead the company. Infuse fresh blood at all levels of the organization. Develop an organizational culture that attracts competent people to the company. Search or head hunt/head pouch people whose skills fit the company s values. Devise methodologies for assessing psychological traits. Search for talent globally and not just within the company. Design entry pay that competes on quality but not on quantum. Anticipate and find people for positions that do not exist yet. organizational and individual effectiveness in the short term and long term. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.

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Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals will come to know a company, and eventually decide whether they wish to work for it. A well-planned and well-managed recruiting effort will result in high- quality applicants, whereas, a haphazard and piecemeal effort will result in mediocre ones. High-quality employees cannot be selected when better candidates do not know of job openings, are not interested in working for the company and do not apply. The recruitment process should inform qualified individuals about employment opportunities, create a positive image of the company, provide enough information about the jobs so that applicants can make comparisons with their qualifications and interests, and generate enthusiasm among the best candidates so that they will apply for the vacant positions. The negative consequences of a poor recruitment process speak volumes about its role in an organization. The failure to generate an adequate number of reasonably qualified applicants can prove costly in several ways. It can greatly complicate the selection process and may result in lowering of selection standards. The poor quality of selection means extra cost on training and supervision. Furthermore, when recruitment fails to meet the organizational needs for talent, a typical response is to raise entry-level pay scales. This can distort traditional wage and salary relationships in the organization, resulting in avoidable consequences. Thus, the effectiveness of a recruitment process can play a major role in determining the resources that must be expended on other HR activities and their ultimate success. The human resources are the most important assets of an organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, organizations cannot progress and prosper. In order to achieve the goals or the activities of an organization, therefore, they need to recruit people with requisite skills, qualifications and experience. While doing so, they have to keep the present as well as the future requirements of the organization in mind. Recruitment is distinct from Employment and Selection. Once the required number and kind of human resources are determined, the management has to find the places where the required human resources are/will be available and also find the means of attracting them towards the organization before selecting suitable candidates for jobs. All this process is generally known as recruitment.

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Some people use the term Recruitment for employment. These two are not one and the same. Recruitment is only one of the steps in the entire employment process. Some others use the term recruitment for selection. These are not the same either. Technically speaking, the function of recruitment precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for jobs in an organization, whereas the selection is the process of finding out the most suitable candidate to the job out of the candidates attracted (i.e., recruited).Formal definition of recruitment would give clear cut idea about the function of recruitment. Recruitment is defined as, a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. Edwin B. Flippo defined recruitment as the process of searching for prospective employees and stimulating them to apply for jobs in the organization. Recruitment is a linking function -joining together those with jobs to fill and those seeking The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specifically, the purposes are to: 1. Determine the present and future requirement of the organization in conjunction with its personnel planning and job analysis activities; 2. Increase the job pool of job candidates at minimum cost; 3. Help increase the success rate of the selection process by reducing the number visibly under qualified or job application; 4. Help reduce the probability that job applicants, once recruited selected, will leave the organization only after a short period of time; 5. Meet the organizations legal and social obligation regarding the composition of its workforce; 6. Being identifying and preparing potential job applicants who will be appropriate candidates; 7. Increase organization individual effectiveness in the short term and long term; 8. Evaluate the effectiveness of various recruiting technique and sources for all types of job applicants

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Factors affecting Recruitment: 1. The size of the organization. 2. The employment conditions in the community where the organization is located. 3. The effects of past recruiting efforts which show the organization's ability to locate and retain the good performing people. 4. Working conditions, salary and benefit packages offered by the organization. 5. Rate of growth of the organization. 6. The future expansion and production programs. 7. Cultural, economic and legal factors. However these factors may be divided specifically as Internal and External factors Internal Factors: 1. Recruitment policy of the organization 2. Human resource planning strategy of the company 3. Size of the organization and number of people employed 4. Cost involved in recruiting employees 5. Growth and expansion plans of the organization y The internal factors also called as endogenous factors are the factors within the organization that affect recruiting personnel in the organization. Some of these are:- Size of the organization The size of the organization affects the recruitment process. Larger organization finds recruitment less problematic than organization with smaller in size. Recruiting policy The recruitment policy of the organization i.e. recruiting from internal sources and external sources also affect the recruitment process.

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External Factors: 1. Supply and demand of specific skills in the labour market. 2. Political and legal factors like reservations of jobs for specific sections of society etc 3. The job seekers image perception of the company.

y EXTERNAL FACTORS Like internal factors, there are some factors external to organization, which have their influence on recruitment process. Some of these are given below:- Demographic factors As demographics factors are intimately related to human beings, i.e. employees, these have profound influence on recruitment process. Demographic factors include age, sex, Literacy, economics status etc . Labor market Labor market condition I.e. supply and demand of labor is of particular importance in affecting recruitment process. E.g. if the demand for specific skill is high relative to its supply is more than for particular skill, recruitment will be relatively easier. Unemployment situation The rate of unemployment is yet another external factor its influence on the recruitment process. When the employment rate in an area is high, the recruitment process tends to simpler. The reason is not difficult to seek. The number of application is expectedly very high which makes easier to attract the best-qualified applications. The reserve is also true. With low rate of unemployment, recruiting process tend to become difficult . Labor laws There are several labor laws and regulations passed by the central and state governments that govern different type of employment. These cover working condition, compensation, retirement benefits, safety and health of employee in industrial undertakings.

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Steps of a Recruitment Process: Personnel recruitment process involves five elements: 1. A recruitment policy 2. A recruitment organization 3. A forecast of manpower 4. The development of sources of recruitment 5. Different techniques used for utilizing these sources & a method of assessing the recruitment program These Three elements are further elaborated below: 1. Recruitment Policy: It defines the objective of the recruitment and also provides a framework for the implementation of the recruitment program. The policy should be based upon corporate goals and needs. The criteria for selection and preferences should include merit and suitability. 2. Recruitment organization: It is necessary to centralize the recruitment and selection function in a single office. This will bring about maximum efficiency and success in hiring. This centralized office is known as the Employee Office or the Recruitment Section. 3. Forecast of Manpower: This usually specifies: a. Jobs or Operations for which the person should be available. b. Duration of their employment. c. Salary to be offered & terms of the employment d. Necessary qualification and experience

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Sources of Recruitment:

The gernal sources of recruitment are:

y

y y y y

Internal promotion and internal introductions (at times desirable for morale purposes) Careers officers (and careers masters at schools) University appointment boards Agencies for the unemployed Advertising (often via agents for specialist posts) or the use of other local media (e.g. commercial radio)

The two main kinds of sources for recruitment:

1. INTERNAL SOURCES. 2. EXTERNAL SOURCES. y INTERNAL SOURCES. This includes personnel already on the payroll of an organization. Whenever there is a vacancy, somebody within the organization fills in or is upgraded. INTERNAL SOURCES Present employees: Promotions and transfer from among the present employees can be good sources of recruitment. Promotion implies upgrading of an employee to a higher position carrying higher status, pay and responsibilities. Promotion from among the present employees is advantageous because the employees promoted are well acquainted with the organization culture, they get motivated and it is cheaper also. Promotion from among the person employees also reduces the requirement of job training. However, the disadvantage lies in limiting the choice of the few people and denying hiring of outsiders who may be better qualified and skilled. Furthermore, promotion from among present employees also results in inbreeding, which creates frustration among those not promoted. Transfer refers to shifting an employee from one job to another without any change in the position/post, status and responsibilities. The need for transfer is felt to provide employees a

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broader and carried base, which is considered necessary for promotion. Job rotation involves transfer of employees from one job to another job on the lateral basis. Former employees: Former employees are another source of applicant for vacancies to be filled up in the organization. Retired or retrenched employees may be interested to e come back the company to work on the part time basis. Similarly, some former employees who had left the organization for any reason, any come back to work. y EVALUATION OF INTERNAL SOURCES: Let us, evaluate the internal source of recruitment. Obviously, it can be done in terms of its advantage and disadvantage the same are spelled out as follows: ADVANTAGES: The advantages of the internal source of recruitment include the following: Familiarity with own employees: The organization has more knowledge and familiarity with the strengths and weaknesses of its own employees than of strange on unknown outsiders. Better use of the talent: The policy of internal recruitment y EXTERNAL SOURCES These sources lie outside the organization. EXTERNAL SOURCES External sources of recruitment lie outside the organization. These outnumber internal sources. The main ones are listed as follows: Employment exchanges: The national commission labor (1969) observed in its report that in the pre- independence era, the main source of labor war rural areas surrounding the industries. Immediately after independence, national employment services were established to bring employer and job seeker together. In response to it, the compulsory notification of vacancies act of 1959 (Co mmonly called employment exchange act) was instituted which become operative in 1960.the main functions of these employment exchanges with the branches in most cities are registration of job seeker and tier placement in the notified vacancies. It is obligatory for employer to inform about the outcome of selection within 15 days to the employment exchange. Employment exchange is particularly useful in recruiting blue-collar, white- collar and technical workers. y Employment agencies: In addition to the government agencies, there are number of private agencies that register candidates for employment and furnish a list of suitable candidates from the data bank as and when sought by the prospective employer. Generally, these agencies select personnel for supervisory and the higher levels. The main function of these agencies is to invite application and short-list the suitable candidates for the organization. Of course, the representative of the organization takes the final decision on selection. The

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employer organizations derive several advantages through this source. The time saved in this method can be better utilized elsewhere by the organization. As the organizational identity remains unknown to the job speakers, it, thus, avoid receiving letters and attempts to influence

y Advertisement: This method of recruitment can be used for jobs like clerical, technical, and managerial. The higher the position in the organization, the more specialized the skills or the shorter the supply of that resources in the labour market, the more widely dispersed the advertisement are likely to be. For instance, the search for a top executive might include advertisements in a national daily like the Hindu. Some employers/companies advertise their post by giving them post box number of the name of some recruiting agency. This is done to particular keep own identity secret to avoid unnecessary correspondence with the applicants. However the disadvantage of these blind advertisement, i.e., post box number is that the potential job seekers are the hesitant without unknowing the image of the organization, on the one hand, and the bad image/ reputation that the blind advertisement have received because of the organizations that placed such advertisements without position lying vacant just to know supply of labor/ workers in the labor market, on the other. While preparing advertisement, a lot of care has to be taken to make it clear and to the point. It must ensure that some self-selection among applicant take place and only qualified applicant responds the advertisement copy should be prepared by using a four-point guide called AIDA . The letters in the acronym denote that advertisement should attract Attention, gain Interest, arouse a Desire and result in action. However, not many organizations mention complete detail about job positions in there advertisement. What happened is that ambiguously worded and broad-based advertisements may generate a lot irrelevant application, which would, by necessity, increasing the cost of processing them. The selection process starts from here, i.e., seminar presentation or interview. Job specification is invaluable n screening. Applications are screened against the qualification, knowledge, skills, abilities, interest and experience mentioned in the job specification. Those who do not qualify are straightway eliminated from the selection process. The techniques used for screening candidates are vary depending on the source of supply and method used for recruiting. Preliminary applications, de-selections tests and screening interviews are common techniques used for screening the candidates

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Professional Associations Very often, recruitment for certain professional and technical positions is made through professionals association also called Headhunters . Institute of Engineers, All India Management Association, etc., provide placement service to the members. The professional associations prepare either list of jobseekers or publish or sponsor journal or magazines containing advertisements for their member. It is particularly useful for attracting highly skilled and professional personnel. However, in India, this is not a very common practice and those few provide such kind service have not been able to generating a large number of application. Campus Recruitment This is another source of recruitment. Though campus recruitment is a common phenomenon particularly in the American organizations, it has made rather recently. Of late, some organizations such as HLL, HCL, L&T, Citibank, Cadbury ANZ Grind lays, etc., in India have started visiting educational and training institute/ campuses for recruitment purposes. Many Institutes have regular placement cells / offices to serve liaison between the employer and the students.

RECRUIMENT PROCESS As stated earlier, recruitment is the process of location, identifying, and attracting capable applications for jobs available in an organization. Accordingly, the recruitment process comprises the following five steps: Recruitment planning; Strategy Development; Searching; Screening; Evaluation and Control. Recruitment Planning: - The first involved in the recruitment process is planning. Hire, planning involves to draft a comprehensive job specification for the vacant position, outline its major and minor responsibilities; the skills, experience and qualifications needed; grade and level of pay; starting date; whether temporary or permanent; and mention of special condition, if any, attached to the job to be filled. Strategy Development:- Once it is known how many with what qualification of candidates are required, the next step involved in this regard is to device a suitable strategy for recruitment the candidates in the organization. The strategic considerations to be considered may include issues like whether to prepare the required candidates themselves or hire it from outside, what type of recruitment method to be used, what geographical area be considered, for searching the candidates, which source of recruitment to be practiced,

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Internal sources also include

y y

Promotions and Transfers Promotion is an effective means using job posting and personnel positions records. by Job posting requires circulating notifying vacant or posting notices, publications

announcing at staff meetings and inviting employees to apply. Personnel records help discover employees who are doing jobs below their educational qualifications or skill levels. Promotions has many advantages like it is good public

relations, builds morale, encourages competent individuals who are ambitious, improves the probability of good selection since information on the individual s performance is readily available, is cheaper than going outside to recruit, those chosen internally are familiar with the organization thus reducing the orientation time and energy and also acts as a training device for developing middle-level and top-level managers. However, promotions restrict the field of selection preventing fresh blood & ideas from entering the organization. It also leads to inbreeding in the organization. Transfers are also important in providing employees with a broad-based view of the organization, necessary for future promotions.
y

what sequence of activities to be followed in recruiting candidates in the organization. Searching:- This step involves attracting job seeders to the organization. There are broadly two sources used to attract candidates. These External Sources. Screening:- Through some view Internal Sources are: screening as the starting point of selection, we have considered it as an integral part of recruitment. The reason being the selection process starts only after the application have been screened and short listed.

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Employee referralsy y

Employees can develop good prospects for their families and friends by acquainting them with the advantages of a job Where the organization does its own printed advertising it is useful if it has some identifying logo as its trade mark for rapid attraction and it must take care not to offend the sex, race, etc. antidiscrimination legislation either directly or indirectly. The form on which the applicant is to apply (personal appearance, letter of application, completion of a form) will vary according to the posts vacant and numbers to be recruited.

It is very desirable in many jobs that claim about experience and statements about qualifications are thoroughly checked and that applicants unfailingly complete a health questionnaire (the latter is not necessarily injurious to the applicants chance of being appointed as firms are required to employ a percentage of disabled people). Before letters of appointment are sent any doubts about medical fitness or capacity (in employments where hygiene considerations are dominant) should be resolved by requiring applicants to attend a medical examination. This is especially so where, as for example in the case of apprentices, the recruitment is for a contractual period or involves the firm in training costs. Evaluation and control:- Given the considerable involved in the recruitment process, its evaluation and control is, therefore, imperative. The costs generally incurred in a recruitment process include: Salary of recruiters; Cost of time spent for preparing job analysis, advertisement, etc; Administrative expenses; Cost of outsourcing or overtime while vacancies remain unfilled; Cost incurred in recruiting unsuitable candidates. In view of above, it is necessary for a prudent employed to try answering certain questions like: Whether the recruitment methods are appropriate and valid? Whether the recruitment process followed in the organization is effective at all or no

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Recruitment Process include:

1] Manpower Resource Planning Considering Job-Analysis Feedback 2] Specification of Job Requirements & Identification of Vacancies 3] Developing Employee Profile and Selection of Recruitment Method & sources: RecruitmentProcess 1] Contingency: a] Temporary Lease Contract 2] Core: a] Internal and External Sources 3] Identification of Target Population a]All qualified Applicants b] Segmentation of Applicatcants Population 4] Notification Of Targeted Population 5] Screening, Intrviews, checking of references, etc. RECRUIMENT PROCESS As stated earlier, recruitment is the process of location, identifying, and attracting capable applications for jobs available in an organization. Accordingly, the recruitment process comprises the following five steps: Recruitment planning; Strategy Development; Searching; Screening; Evaluation and Control. Recruitment Planning: - The first involved in the recruitment process is planning. Hire, planning involves to draft a comprehensive job specification for the vacant position, outline its major and minor responsibilities; the skills, experience and qualifications needed; grade and level of pay; starting date; whether temporary or permanent.

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Selection Procedure

The Main Objective of a selection procedure is to determine whether an applicant meets the qualification for a specific job, and then to choose the applicant who is most likely to perform well in that job. The entire process of selection begins with an initial screening interview and concludes with a final employment decision. When a selection policy is formulated, organizational requirement like technical and professional dimensions are kept in mind. Steps in selection procedure: 1. Reception of applications or preliminary screening 2. Application bank that gives a detail about the applicant's background and life history 3. A well conducted interview to explore the applicant's background 4. The physical examination 5. Psychological testing that gives an objective look at a candidates suitability for that job 6. A reference check 7. Final Selection approved by the manager 8. Communication of the decision to the candidate.

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Methods of Recruitment:
The possible recruiting methods can be divided into three categories: 1. Direct In this method, recruiters visit colleges and technical schools, e.g. Infosys, the Tata Group, Accenture, IBM, Siemens and several other companies maintain continuous relationship with institutions to hire students for responsible positions. In this method, the representatives of the organizations are sent to the potential candidates in the educational and training institutes. They establish contacts with the candidates seeking jobs. Person pursuing management, engineering, medical, etc. programmers are mostly picked up the manner. Sometimes, some employer firm establishes with professors and solicits information about student with excellent academic records. Sending the recruiter to the conventions, seminars, setting up exhibits at fairs and using mobile office to go to the desired centers are some other methods used establish direct contact with the job seekers 2. Indirect This involves advertising in newspaper, radio, T.V., journals etc. Advertising can be very effective if its media is properly chosen. Indirect methods include advertisements in the newspaper, on the radio and television, in professional journals, technical magazines, etc. this method is useful when Organization dose not find suitable candidates to be promoted to fill up the higher posts, When the organization want to reach out a vast territory, and When organization wants to fill up scientific, professional and technical posts. The experience suggests that the higher the position to be filled up in the organization, or the skill sought by the sophisticated one, the more widely dispersed advertisement is likely to be used to reach too many suitable candidates. Sometimes, many organizations go for what referred to as blind advertisement in which only Box No. is given and the identity of the organization is not disclosed. However, organizations with regional or national repute do not usually use blind advertisements for obvious reasons. While placing an advertisement to reach to the potential candidates, the following three points need to borne in mind: To visualize the type of the applicant one is trying recruit;

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To write out a list of the advantages the job will offer; To decide where to run the advertisement , i.e., newspaper with local, state, nation-wide and international reach or circulation. 3. Third Party methods This include use of commercial or private employment agencies, placement officials of schools, recruitment firms etc. Friends and relatives of present employees are also a good source from which employees may be drawn as part of the "Buddy Referral" programs. These include the use of private employment agencies, management consultants, professional bodies pr associations, employee referral or recommendation, voluntary organization, trade banks, labor contractors, etc., to establish contact with the job seekers. Now, a question arises; which particular method is to be used to recruit employee in the organization? The answer to it is that it will depend on the policy of the particular firm, the position of the labor supply, the government regulations in this regard and agreements with labor organizations. Notwithstanding, the best recruitment method is to look first within the organization Recruitment and selection of employees Recruitment of staff should be preceded by: An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to determine their essential factors) written into a job description so that the selectors know what physical and mental characteristics applicants must possess, what qualities and attitudes are desirable and what characteristics are a decided disadvantage;
y

In the case of replacement staff a critical questioning of the need to recruit at all (replacement should rarely be an automatic process). Effectively, selection is 'buying' an employee (the price being the wage or salary multiplied by probable years of service) hence bad buys can be very expensive. For that reason some firms (and some firms for particular jobs) use external expert consultants for recruitment and selection. Equally some small organizations exist to 'head hunt', i.e. to attract staff with high reputations from existing employers to the recruiting employer. However, the 'cost' of poor selection is such that, even for the mundane day-to-day jobs, those who recruit and select should be well trained to judge the suitability of applicants.

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AFFECTING RECRUITMENT The following are the 2 important factors affecting Recruitment:1) INTERNAL FACTORS Recruiting policy Temporary and part-time employees Recruitment of local citizens Engagement of the company in HRP Company s size Cost of recruitment Company s growth and expansion 2) EXTERNAL FACTORS Supply and Demand factors Unemployment Rate Labour-market conditions Political and legal considerations Social factors Economic factors Technological factors

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Recruitment and Selection Stages

Having a recruitment policy (defined procedure) in a large organisation guides managerial action. Such a policy usually reflects the prescriptions of the literature on recruitment which themselves form an implementation checklist covering e.g. use of interviews of given sequence and composition, adoption of educational qualification standards, use of limited sources for recruits (we use only only the top 20 universities), strict regulation of references and candidate vetting, use of a psychometric test etc. Stages In Selection Process:
o o

o o

Stage 1: Screening Of Application Forms. Stage 2: Tests--Intelligence, Aptitude, Technical, Psychometric, Ability, Interest. Stage 3: Selection Interview. Stage 4: Selection Decision

The steps form a heuristic - a general, sensible chart with which to navigate the recruitment maze. Standardisation serves to reduce risk and share experience. In a bureaucratic framework it circumscribes discretion and behaviour of decisionmakers in the organisation.

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Typical stages of recruitment and selection can be summarised as:

Stage

What is involved? Response to vacancy

y y

Vacancy arises. Impact on staffing plan? Job re-design, re-shuffle? Permission to recruit/replace? Exit interviews?

Job analysis
y

2
y

Is the post understood by participants in the process? What are the priorities, demands, competences required? Analyse the job. Produce/up-date job description, personnel specification. Define target groups - where are they and what will attract them to apply?

Employment terms

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Define the terms and conditions of employment. Agree the rewards package internally. Anticipate anomalous relationships with other jobs. Equal opportunities?

Communicate Vacancy
y

4
y

Where will we get our candidates from (sources)? Should the vacancy be offered openly? Is there scope for internal promotions and job transfers. Knock-on effects? External sourcing. DIY and/or use agencies? Confidentiality? Determine budgets and placement schedules. Prepare copy and place. Advertising - standards?

Process applications
y

5
y

Is the administrative machine ready to respond to applications? Is job documentation for candidates prepared? Log applications/CVs. Compare each with personnel profile Follow-up on references/security clearances Decide on/organise recruitment programme. Who, when (meetings,

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appointments), where (on-site, offsite). Short-list and invite candidates to selection activity Courteous rejections/on-hold candidates

Carry out selection programme

y

Organise candidate accommodation, Cook's tour and arrangements for testing Brief reception staff. Finalise selector briefing/training and interviewer preparation/strategy Implement selection programme: conduct interviews, exercises, tests Review candidate data and make selection

Make job offer(s) and finalise contract

y

y y

Advise unsuccessful candidates of rejection or stand-by Process job acceptances Complete reference investigations

Confirm terms and conditions of employment

y y

Confirm arrangements for job start Design new starter induction programme

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Evaluate effectiveness of
y

8
y

recruitment process and methods. Validity, reliability and utility? the recruitment service - internal or external agency. Were all the costs necessary? the selection decisions. Is the new employee really suitable? If not how was the selection process at fault?

Recruitment and Information Processing Data processing is costly. Processing applications and dealing with applicants involves a lot of work. It is no wonder that busy line managers need a recruitment service section to co-ordinate the burden for them. Processing Applications We can decide to receive applications for vacancies in a number of ways each with good and bad points.
y y y y

completion of a standard application form - likely to have a covering letter submitting a curriculum vitae with a covering letter on spec. telephone applications leading to invitations to an interview on spec. inquiries where applicants turn up at the workplace or to a recruitment centre (job shop) adjacent to it. application via an agency - where the candidate may already be on the agency's books head-hunting by an agency - candidates may again be on the agency's books internal vacancy notification - circulated or put on notice boards across the company. Internal candidates may apply.

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y

some applications may not seem like applications - no application form will be filled in! If we are recruiting from a network, for a senior management post say, we may not even use an application form. We would merely invite the candidate in to dine with us. We have to persuade them to give up a good job and join our venture. The interview becomes a "mutually beneficial discussion"

In other situations a telephone contact may be the appropriate initial interview e.g. when advertising for a telesales person. Poor applicants can be tested immediately. However for most jobs an initial meeting with the candidate is essential at which spoken, presentational and practical skills can be tested. The application form as a test The application form requires ability to fill it in. It is a test of hand-writing, literacy and meticulousness. The content must be composed. Questions may be asked which require an explanatory narrative. Even for manual work situations the recruiter must know that the candidate has filled out the application form personally and not a third party (their mum or spouse). If another unknown person has completed it - what additional test will the recruiter use to ascertain if the candidate can read and write? Is this a job requirement e.g. for health and safety purposes? A Recruitment Information System Processing applications involves data capture, storage, processing (updating, sorting, ranking, evaluating, verifying against reference data such as the job criteria, summarising), outputing results into the next processing stage and communicating results to various system users and back to candidates.

We will be involved in:

y

a job file creating a job file containing all job information. Copies of some of the contents of be sent to candidates in an applicant's pack. This file will

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contain the job analysis documents, details of anticipated terms and conditions of employment etc. Copies of job advertisements etc. Information may be stored relating to numbers of applications from different sources and other costs associated with filling the vacancy. We may use such data to evaluate the effectiveness of the recruitment campaign. an applicant file and the life history of an applicant to store the details of applicants. An applicant may y begin as an inquirer y make a formal application y be short-listed y invited for interview y withdraw at any stage y attend for a test y make an expenses claim y be paid an expenses claim y be accepted for the next stage y be rejected y be placed on a waiting list y made a job offer y accept a job offer y have agreed terms and conditions of employment y start work as an employee at which time their application details become part if their employee record. All applicants are "work in progress" whose details need to be up-dated from time to time. We can see the value - in a large firm or recruitment agency from having a computerised recruitment information system. Once the details of a job vacancy are recorded, applicants can be linked to the job. Personal details of applicants are available to be merged with any letters (some of which will be pro forma) that are sent to applicants as they progress through each stage of recruitment. Every transaction that an applicant makes with the system or the system makes with an applicant can be recorded. Usually this will mean merely up-dating the current record. From the system databases we can extract summaries of expenses and costs. We can list all applicants by job who are in processing. We store details of all applicants who were entered onto the system.

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We have to read/analyse all applications and compare these against job selection criteria. Recruitment decisions involve discrimination. Some organisations who receive thousands of applicants may use a formula approach to reject candidates. The formula approach will be based on essential job criteria e.g. education and job experience. Only those candidates who satisfy the essential (relevant but high level) requirements of the firm will be invited for interview. Nonetheless the basic application details of all candidates will be captured on computer - name, address, job applied for, age, sex, basic qualifications, relevant experience etc. The application forms may themselves be stored as microfiche images. In this way the organisation will be able to look up any applicant - if a claim for discrimination is made - and show that the decision to reject was based upon relevant job information. Form letters and Mail-merge. Form letters are needed. These may include:
   

 

acknowledgement of application and we will be in touch (or otherwise) invitation to e.g. interview with travel and accommodation details etc letters of thanks and rejection with expenses paid Letters of hold, "we are interested in you but are seeing those on our primary short-list first". letters/questionnaires requesting a reference letters of job offer with attachments detailing the terms and conditions of employment including information on company codes of conduct and benefits etc.

Without a computerised system all would need typing and photocopying. Even with a computerised system we still need letter-head paper, an office environment,the recrutiment processing application siftware with its databases and integrated word processing, an administrator, an envelope and stamp, a possible telephone follow-up, filing or storing on disk and data back-up facilities. Computerised data capture is costly but it can save time. It routinises correspondence which can be voluminous. It is only needed if you are recruiting hundreds of people a year (more than two per week?). The aim is to cost unit clerical processing costs and ensure that data on job vacancies.

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Recruitment activity has an element of

public relations about it. The organisation opens its doors to job seekers and hence the outside world. Certain organisation development, marketing, promotional and quality aspects take recruitment activity beyond being just a maintenance process. Strategic policy questions are raised. The organisation in communicating to recruiots and potential recruits wishes to present itself in the best possible light - as a virtuous, successful ,worthy organisation.

culture maintenance and power about it. The processes of recruitment are enacted by the powerful. Gate keepers to the organisation select those they feel will not only be competent but who are acceptable to the organisation - according to criteria which are variously defined. They may recruit according to o some iconic vision of an "ideal type" for the organisation today. o their own preferences and desires. This could be called a "doppleganger effect" .... they recruit in their own mirror image, with a slight 'phase' difference but nonetheless as a clone or doppleganger. some notion of proper and perhaps ethically guided belief

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Recruitment Practice vs. Theory

Academically, recruitment activity is treated more as experience-based knowledge about practice than as a body of theory. There is a vacancy; an entirely new job or someone leaves the organisation. We are short of a brain and a pair of hands. It is functionally necessity to fill the post. As to how best to fill the job (decision-making), its demands need to be understood and a skilled, systematic approach is needed for this "personnel" task. The literature on recruitment tends to give
y

more space to selection processes than the wider practices of recruitment (systems & procedures for job definition, advertising, short-listing and overall administration of selection). How to do it guidelines (prescriptions) on "best approaches" typically recommend y common, logical sequences to follow when recruiting y methods for evaluating job requirements y skills and understandings associated with processes of selection e.g. for traditional interviews. y further methods/techniques for ascertaining candidate suitability. These may even substitute for the interview and include tests of ability, aptitude and intelligence

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y

policy frameworks to satisfy the legal side of the recruitment problem

Prescriptions Guidelines offer sensible pointers on what to do, how to do it, (methods and skills) but be careful. Recruitment and selection work is given a psuedo-science gloss by advice which recommends that its processes and outcomes can be bettered by particular systems, procedures and psychology-derived methods. A package of "dos and don's" can become too prescriptive. Does all the medicine need to be taken to ensure good health? Maybe like some surgical procedures or medical regimes, some pills have questionable value - yet we still take them as a precaution! A Systems Approach vs "Be Systematic" Analysis of the inputs, processes and outputs and environmental contexts of recruitment and selection systems helps us to understand the strengths and weaknesses of the propositions of "take a systematic approach" prescriptions. Generally these prescriptions recommend that if those doing recruitment and selection take systematic care, use the right methods and apply specific expertise, giving attention to detail, then they will make more reliable selection decisions. This is sensible enough - but proof is difficult. The aim is to maximise
y y

the validity of decision making criteria and testing methods the reliability (predictability) of methods and decisions with due attention to utility (cost).

However a systems approach requires definition of

y y

the purposes, elements and relationships of the system under study an understanding of the inputs, processing mechanisms and outputs of the system. remember that recruitment and selection systems are open systems which interact with its environment (other systems) and thus need to be adaptive. They are subject to human frailty.

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Who is involved in the decision-making process? Various people may participate in preparatory, short-listing and interview/testing stages but who makes the final decision (one or many) ? Is it the line manager or others who recommend or give a decision to the line manager? The question "who makes the decision" will reveal information about linemanager authority over staffing and how far policy and intervention by others may limit line-manager discretion. Competent to recruit and select? Managers, school governors, local politicians participate in recruitment and selection without any particular training or practice. Does the expertise of those who do recruitment and selection extend beyond everyday business acumen and know-how? Do all managers generally have the repetoire of abilities needed? The "take a systematic approach" line suggests that unless the guidelines/techniques are used, processes will be less reliable with a higher risk of poor decisions.
y

y y

unsuitable staff may be taken on. Teams and clients can be upset and frustrated if they encounter people who are just not up to the job. recruitment mistakes are expensive. We may fail to attract the right candidates and the best may turn the job down. opportunities to re-structure elements of the client organisation are lost we may be in breach of employment regulations and liable to litigation from those who feel that the decision-making processes discriminated against them.

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Would the best candidate please stand up! Organisations embroiled in the cut and thrust of competitive performance, market leadership and quality audit - yearn for the best applicants. The best may be scarce or difficult to reach in a less than efficient labour market. The task of recruiters becomes more uncertain and demanding. It is probably correct to say that those involved in the recruiting process need 1. to review job vacancies critically and re-design posts ostensively to improve organisational performance. A job can be targeted for elimination with tasks delegated to others (assuming they have the capacity!) Where an organisation is pursing a policy of down-sizing (reduction of head-count), a section manager with a vacancy may face an up-hill political struggle others must agree the post is really necessary before recruitment can go ahead. 2. insight into the effect of recruitment on the organisation and implications of poor practice. o the organisation's pool of expertise may be reinforced with fresh talent brought in to stimulate business improvements. Newcomers may also be a disaster. We also have to identify existing talent within the firm and nurture our own internal labour market. o communication weaknesses when recruiting new staff can lead to later arguments about job roles and terms and conditions of employment. Legal requirements for equal opportunities may be breached by managerial behaviour. 3. whilst avoiding over prescription, be aware that just as there are bad drivers, bad lovers and bad cooks, there are bad recruiters and selectors who y display ad hoc, arrogant behaviour, narrow perceptions and whimsical preferences when selecting.

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PHILOSOPHIES OF RECRUITMENT
The traditional philosophy of recruiting has been to get as many people to apply for a job as possible. A large number of jobseekers waiting in queues would make the final selection difficult, often resulting in wrong selection. Job dissatisfaction and employee turnover are the consequence of this. A persuasive agreement can be made that matching the needs of the organization to the needs of the applicants will enhance the effectiveness of the recruitment process. The result will be a workforce which is likely to stay with the organization longer and performs at a higher level of effectiveness. Two approaches are available to bring about match. They are: Job Compatibility Questionnaire (JCQ) RealisticRealistic Job Preview (RJP) Job Previews: Realistic job preview provides complete job related information , both positive and negative, to the applicants. The information provided will help job seekers to evaluate the compatibility among the jobs and their personal ends before hiring decisions are made. RJPs can result in self selection process- job applicant can decide where to attend the interviews and tests for final selection or withdraw them the initial stage. Research on realistic recruiting shows a lower rate of employee turnover incase of employee recruited through RJPs, particularly for more complex jobs and higher level of job satisfaction and performance, at the initial stage of employment. RJPs are more beneficial for organization hiring at entry level, when there are unemployment. Otherwise the approach may increase the cost of recruiting by increase the average time it takes to fill each job. 19 Job Compatibility Questionnaire- The job compatibility questionnaire was developed to determine whether applicant preferences for work match the characteristics of the job. The JCQ is designed to collect the information on aspect of a job, which has bearing on employee performance, absenteeism, and turnover and job satisfaction. The underlying assumption of the JQC is that greater the compatibility between an the jobseeker, the greater the profitability of employee effectiveness and longer the tenure. The JCQ is a 400- item instrument that measure job factors, which are related to performance, satisfaction, turnover and absenteeism. Items cover the following job factors: task requirement, physical.

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CONCLUSION
Recruitment and selection are getting very much importance these days in the organization. It is very critical thing to evaluate the human resources. It is a systematic procedure that involves many activities. The process includes the step like HR planning attracting applicant and screening them. It is very important activity as it provides right people in right place at right time. It is not an easy task as organization s future is depends on this activity. If suitable employees are selected which are beneficial to the organization it is at safe side but if decision goes wrong it can be dangerous to the organization. So it is an activity for which HR department gets very much importance. Recruitment and selection procedure and its policies changed as per the organization. Its importance also gets changed as the organization changed.

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Bibliography
y Books - K. Aswathappa Robert mattis Nair& Nair Mamoria

y Websites - www.erexchange.com www.hr.com www.pyramidweb.net