Human Resource Management

RECRUITMENT & SELECTION

Group No: 7

Roll No. 124 151 164 171 176

Name Priyanka Poojari Hitesh Thakkar Rohan Dani Akshay Sandu Puja Karnik

INDEX

SR NO. 1 2 3 4 5 6 7 8 Recruitment Vs. Selection Sources of Recruitment

TOPIC Meaning of Recruitment & Selection

PAGE NO. 3 4 5 Internal source of 8 9 12 13 16

Difference between External & recruitment Selection Process Barriers to Effective Selection Process Induction /Orientation Case Study

Meaning of Recruitment & Selection:

It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool. The main objective of the recruitment process is to expedite the selection process. Personnel selection is the process used to hire (or, less commonly, promote) individuals. Although the term can apply to all aspects of the process (recruitment, selection, hiring, acculturation, etc.) the most common meaning focuses on the selection of workers.

Types of Recruitment Needs:

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

Recruitment Vs Selection:
RECRUITMENT Meaning It is a process of searching prospective employees and simulating them to apply for jobs. Steps Involved Job Analysis, Determining sources, Advertising jobs SELECTION It is a process of choosing the most suitable candidate for those who apply for the job Initial screening, Application of tests ,Conducting Interviews, Medical/Reference Check, Selection decision The final Selection decision is a major factor Selection follows Recruitment Purpose is to check the most suitable candidate

Multiple factor Advertising the job is a major factor Order Recruitment precedes selection Purpose Purpose is to attract as many candidates as possible Staff/Line Function Recruitment is done by personnel department so it is a staff function Time required Recruitment requires less time as it normally involves advertising the job Help from Expert Simple process so normally does not require help from experts Cost Factors Recruitment is normally not expensive except that it involves advertising the job Subjective/Objective Recruitment is more objective in nature

Selection is done by department concerned or by the top department in the line function Selection is a lengthy process and as such time consumed is much more

It is a complicated process and experts are required to conduct tests and interviews Selection is quite expensive as money is spent on testing and conducting Interview Selection is subjective as there may be favoritism and bias in selection

Sources of Recruitment:
The source of recruitment refers to the areas of recruitment from which the potential employees can be attracted to apply for the job and accordingly selected. The sources of recruitment can be broadly divided into two groups:

A) INTERNAL SOURCES The internal sources refer to sources from within the company. The various internal sources are as follows: 1. Promotions: When a vacancy arises at a higher level, qualified and experienced employee from within the company can be promoted at the higher level. For instance, an understudy candidate may be promoted to the post of his superior who has retired or promoted or transferred. 2. Transfers: The vacancy can also be filled through internal transfers. An existing executive who is experienced and capable of handling the duties in the new department can be transferred. 3. Retired Manager: At times, retired managers may be recalled especially for a short duration, when it is difficult to find a suitable candidate for the post from which the manager has retired. Again young mothers may retire early to take care of kids. Once the kids grow up, the company may recall such employees. 4. Internal Advertisements: The company may also display on its notice boards or inform the departmental heads of a vacancy at executive levels. Accordingly, interested candidates may apply for the position.

Advantages: lt is time saving and economical as there is no need to advertise the jobs in external media and also no need to conduct interviews of Several candidates. There is no need for induction training, especially in respect of company-related information. It reduces executive turnover. lt develops loyalty and a sense of responsibility. The internal candidate is well versed with companys policies, rules and regulations. It improves morale of the company personnel.

Disadvantages: lt prevents candidates from outside with innovative ideas, fresh A thinking and dynamism from entering the company. It offers limited scope for selection and there is a possibility of not finding the required executive within the company. The position of the person so promoted or transferred falls vacant. it There may be bias or partiality in promoting or transferring personnel from within the company. lt may generate a feeling of discontent among those who are not promoted It requires well-maintained confidential reports of employees so that the right executive is promoted or transferred.

B) EXTERNAL SOURCES 1. Management Consultants: Some companies take the help of management consultants to select executive personnel for their organization. 2. Advertisements: This is one of the most popular source of recruitment. Advertisement of the vacancy can be inserted in newspapers, or business magazines. The ads can also be placed on the job related websites on the internet. 3. Campus Recruitment: The Company may also inform management institutes to send candidates studying management courses in such institutes. At times the company recruitment committee may personally visit the institute campus and recruit the candidates. There can be recruitment of summer trainees who are presently studying in various institutes. 4. Recommendations: The company may also recruit executives on the basis of recommendations received from existing managers or from sister concerns. 5. Professional or Trade Associations: Many associations provide placement services for their members such as compiling job seekers lists and providing access to members during regional or national conventions. Further, many associations publish or sponsor trade journals or magazines which carry classified advertisements from employers interested in recruiting their members. These associations are particularly useful for attracting highly educated, experiences or skilled personnel. 6. Walk-ins, write-ins and talk-ins: Walk-ins or direct application is the most common and least expensive approach in which job-seekers submit un-solicitated application letters or resumes. Walk-ins are preferable as they are free from the hassles associated with other methods. Write-ins are those who send written enquiries. These job seekers are asked to complete application forms for further processing.

Talk-ins is becoming popular now days. Job aspirants are required to meet the recruiter (on an appropriate date) for detailed talks. No application is required to be submitted to the recruiter. Advantages: It encourages new talent with innovative ideas, fresh thinking, drive and dynamism to enter the company. It offers wider scope in selection, as there is a possibility of a large number of candidates with the requisite qualifications and experience appearing for the selection process. There are less chances of partiality, as outsiders have less chance in influencing selection decisions. lt does not require well maintained confidential records. Disadvantages: There are chances of existing executive turnover, as outsiders are given a chance. It may not develop loyalty among the existing executives. It is time consuming, as lengthy selection process is required. It is also expensive as advertisements, and various tests need to be conducted. Thus, it is clear that every concern has a number of alternative sources for recruitment purpose.

Difference between External & Internal source of recruitment:

INTERNAL SOURCES Internal recruitment seeks applicants for positions from those who are currently employed. EXTERNAL SOURCESE External recruitment seeks applicants for positions from those who are not associated with the organization. It is expensive because we are using external sources like advertisements and placement agencies. Likewise this is less reliable.

It is less costly.

It is far more reliable since there is better knowledge of candidates skills and abilities. Morale problems of those who are not promoted.

Scopes of resentment, jealousy are avoided.

Denial of new talent.

New skills, new talent and new experience.

Candidates are already oriented.

Adjusting of new employees takes some time.

Eg. Present employees, employer referrals, former employees, previous applicants.

Eg. Advertisements, employment exchanges, campus recruitment, consultants.

Selection Process:
Selection is a process of choosing right person for the right job. The selection process consists of a series of steps or techniques. The flow chart indicates major steps in selection process:
Job Analysis Advertising The Job Initial screening Application Blank Tests Interview

Reference Check

Medical Checks
Final Interview Job Offer Follow - up

Job Analysis: The first step in selection process is analyzing the job. Job analysis consists of two parts: (a) Job Description (b) Job Specification Job description provides information relating to the job. Job specification refers to candidate related information. Proper job analysis helps to advertise the job properly. Accordingly, the right candidates may apply for job thus saving a lot of time and effort of the selectors. 9

Advertise the job: The next step is to the job can be advertised through various media. The right details about the job & the candidate must be given in the advertisement. Initial Screening: The initial screening can be done of the applications and of the applicant. Applications that do not fulfill the basic requirements are kept aside. A pre conducted at this stage to screen out the candidates so that only suitable candidates go through the further stages of selection. Usually, a junior executive does the screening work. At this stage, the executive may check on the general personality, age, qualifications, and family background of the candidate. The candidate may also be informed of salary, working conditions, etc. Application Blank: It is a prescribed form of the company that helps to obtain information about candidate in respect of social, biographic, academic, work experience, references, etc. The application blank helps to Tests: Various tests are conducted to judge the ability and efficiency of the candidates. The type of tests depends upon the nature of job and the philosophy of the management. An important advantage of testing is that it can be administered to a large group of candidates at a time and saves time and cost. The various tests are: Intelligence Tests- To judge numerical, skill, reasoning, memory and such other abilities. Aptitude Tests- To judge specific talent or ability to acquire a particular skill. Personality Tests - To judge maturity, social relations etc. Interest Tests - To find out likes & dislike of candidates towards occupation hobbies etc. Performance Tests- To evaluate skills or acquire knowledge and experience. Interview: It is face-to-face exchange of view ideas and opinions between the candidate and interviewer. Interview is an oral examination of candidates. The interview can be a group interview or individual interview. There can be a panel interview where several individuals (comprising the panel) interview one candidate at a time. Provides the input to the interview. Analyze the information for comparison between candidates Provides basis to reject candidates if they do not meet eligibility criteria, such as experience, qualifications, etc.

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 There can be a stress interview to understand maturity, composure, patience and other of candidates. In such interviews, candidates are subjected to stress and strain by asking irritating, embarrassing, and boggling questions Reference Check: A candidate may be asked to provide references (other than relations) from those who are willing to supply or confirm about the applicants past life, character & experience. Reference check helps to understand personal character and family background of the candidate It helps to guard against possible falls information supplied by candidate It also helps to ascertain the reported experience of the candidate by contacting previous employer Medical Checks: Medical examination of the candidates is undertaken before they join the firm in order to Find out whether the candidate is physically fit to carry out duties and responsibilities effectively; Ensure the health & safety of other employee Fulfill legal requirements, Find out whether the candidate is sensitive to certain work place such as in a chemical factory, Find out whether the candidate has health problem that may adversely affect his behavior and performance on the job. Final Interview: Before making a job offer, the candidates may be subjected to one more oral interview to find out their interest in the job and their expectations. At this stage, salary and other perks may be negotiated. Job Offer: This is the most crucial and final step in selection process. Wrong selection of a candidate may make the company to suffer for a good number of years and the loss is incalculable. Company should make a very important decision to offer right job to the right person. Follow - up: Once the candidate is selected, he is inducted and placed at the right job. The selectors should try to find out whether they have made the right choice in selecting the right candidate for the right job. Thus, the candidate has to climb a series of steps before he enters the doors of workplace. The candidate may be absorbed immediately or he may be given the job at a later date.

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Barriers to Effective Selection Process:

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. 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. 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. 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. RELIABILITY: A reliable method is one that will produce consistent results when repeated in similar situations. Like a validated test, a reliable test may fall to predict job performance with precision. 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.

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Induction /Orientation:
Induction is a systematic process and planned introduction of employees to their jobs, their co-workers and the organization. It is designed to provide a new employee with the information he or she needs to function comfortably and effectively in the organization. It is a planned introduction of new hires to their jobs, their peers and the company. Objectives of Induction 1. To make new employees feel at home in the new environment: It is a well-known fact that employees feel anxious on entering an organization. Effective orientation programmes reduce the anxiety of new employees by providing them information on the job environment and on supervisors, by introducing them to co-workers, and by encouraging them to ask questions. 2. To minimize problems faced by employees: Employee orientation is aimed at minimizing problems faced by new employees such as Anxiety Intensification of anxiety due to new employees initiation Interference of anxiety into training process Reluctance of new employees to discuss problems with their supervisors 3. To expose new employees to all areas of the company: Orientation seeks to expose new employees to all areas of the company. This prevents inductees from getting over specialized. Induction makes new hires become productive to the company quickly 4. To create a favorable impression of the firm and its work: Just as favorable first impression of an individual helps to form a good relationship, so a good impression of a company, co-workers, or a supervisor can help a new employee adjust better. Further effectiveness of an orientation programme can have a lasting effect on absenteeism and turnover.

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Formal Induction/Orientation programme Orientation programmes range from brief, informal introductions to lengthy, formal programmes. In Informal orientations, new employees are instructed to report to the HR department for an explanation of company policies before being referred to the immediate supervisor for an on-the-job briefing on specific work procedures. It tends to be brief lasting one hour or even less. Formal orientation is elaborate and is spread over a couple of weeks or months. Most formal programmes consists of three steps A general introduction of the company Specific orientation to the department and the job Follow-up meeting

1. A general introduction to the company: The hr department often gives a general introduction to the company. It covers such areas as organization issues, employee benefits and introductions. Organization issues include: History of employer Organization of employer Key executives Employees title and department Probation period Overview of production process Disciplinary regulations

Employee benefits include: Pay scale and pay days Vacations and holidays Rest breaks Insurance benefits Retirement programme Counseling etc.

Introduction To supervisor To co workers To trainers To employee counselor 14

2. Specific orientation to the department of the job: The employees supervisor typically gives it. Supervisors mainly outline job duties. It includes: Job location Job tastes Jobs safety requirements Overview of job Job objectives Relationship of other jobs

3. Follow- up Meeting: It is conducted to verify that the important issues have been addressed and employee questions have been answered. This follow-up meeting usually takes place between a new employee & his or her supervisor a week or so after the employee has began working. Requisites of an effective induction programme Prepare for new employees Determine information of what new employee wants to know Determine how to present information Completion of paperwork

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CASE STUDY:
Ramoji Rao is in charge of a bindery in Vijayawada, which employs fifteen people, five of whom work in the factory. Three of these employees run machines, one- supervises, and the fifth moves the blank paper and finishes print by handcart. This fifth position, which demands no skill other than driving a handcart, needs to be filled. And three applicants have responded. The first is Mr. Matti Anjaiah who is thirty-five, unmarried, and a Navy veteran. Anjaiah has a poor work record. During his five years in Vijayawada he has worked only seasonal labour and occasional odd jobs. He drove a forklift in the Navy. While working at Visakhapatnam. He has a strong build, which could help, although the weight is generally light. The second Mr. Nehal Singh, age twenty-two, came to Vijayawada two years back from Punjab. He has done farm labour for many years and assembly-line work for one year. His command of English is poor (but can speak the regional language, Telugu (fluently). He resides with his mother and seems certain to remain the area for some time. After having run farm equipment, he should have no trouble steering a handcart. The third Mr. Vangaveeti Raja is a local boy who finished high school two years ago. Subsequently he got a diploma from a local college and is currently employed as an assistant in Savani Transport Company Vijayawada. His character references are excellent. Mr. Raja is small, but he seems quick and was track star in high school.

Questions

How much consideration should be given to Mr. Anjaiahs poor work record? Should Mr. Ramoji Rao check to verify it? Much consideration need not be given to his past record. Inspite of being a navy veteran it is a fact that his inefficiency cannot be completely over looked. But given the nature of job i.e pulling a hand-cart does not require a polished skill set and thus he could be considered for the job. How important is a command of English to the job? How quickly could Mr. Nehal Singh assimilate enough English to be effective? Command over English has very little role to play because the job does not require the candidate to be fluent in English as it is a manual job.

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 Should Mr. Nehal Singh be passed over because of his status as a recent migrant? Rejecting Nihal Singh just because he is a migrant does not make any sense given the job requirement his migration issue is somewhat irrelevant moreover he very fluent in regional language i.e. Telgue

Should Mr. Raja get the job? How heavily should his references be weighed against his inexperience? Mr.Raja should not be selected as his over qualified for the job of driving a hand-cart. Mr.Raja is over qualified for a job of pulling a handcart in a bindery. His application should not be considered as that would mean undermining and doing in injustice to this educational qualification and skills acquired

Who should be hired? Why? In our opinion Mr.Nihal Singh is best suited for the job because he has first worked on similar tasks in farms in the past and secondly one thing that goes in his favour is his command over the regional language i.e Telgue.

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