To emphasize active recruitment of traditionally under represented groups, i.e.

individuals with disabilities, minority group members, women, and veterans.

SOURCES OF MANPOWER SUPPLY

An organization can fill up its vacancies either through promotion of people available in the organization or through the selection of people from outside. Thus, there can be two sources of manpower external and internal. For all recruitment, a preliminary question of policy considers the extent to which it will emphasize external and internal sources.

Vacancies through internal sources can be filled up either through promotion or transfer; recruiters tend to focus their attention on outside sources. Therefore, the first problem is to identify outside sources. Normally, following outside sources are utilized for different positions.

SOURCES OF MANPOWER SUPPLY

Advertisement

Employment Agencies

Campus Recruitment

Employee recommendations

E Hiring

Gate Hiring

1. Advertisement -: Advertisement is the most effective means to search potential employees from outside the organization. Employment advertisement in journals, newspaper, bulletins, etc, is quite common in our country. An advertisement contains brief statement of the nature of jobs, the type of people required, and procedure for applying for these job

2. Employment Agencies -: Many organizations get the information

about the

prospective candidates through employment agencies. In our country, two types of agencies are operating: public employment agencies and private employment agencies.

Public Employment Agencies: There are employment exchanges run by the government almost in all districts. The employment seekers get themselves registered with these agencies. Normally, such exchanges provide candidates for lower position like semiskilled and skilled workers, and lower-level operations like clerks, junior supervisors, etc.

Private Employment Agencies : There are many consultancy and employment agencies like ABC consultants, Personnel and productivity services, etc., which provide employment services particularly for selecting higher level and middle level executives. These agencies also undertake total functions personnel on behalf of various organizations. They charge fees for this purpose.

3. On campus Recruitment -: Many organizations conduct preliminary search of prospective employees by conducting interviews at the campuses of various institutes, universities and colleges. This source is quite useful for selecting people to the posts of management trainees, technical supervisor, scientist, and technicians. The organizations hold preliminary interviews on the campus on the predetermined date and candidates found suitable are called for further interviews at specified.

4. Employee recommendations -: Employee recommendation can be considered to the lower levels. The idea behind employee recommendations as a source of potential applicants is that the present employees may have specific knowledge of the individuals who may be their friends, relatives, or acquaintances. If the present employees are reasonably satisfied with their jobs, they communicate these feelings to many persons in their communities.

5. E Hiring -: Many organizations conduct preliminary search of prospective employees through the internet service. There are many job portals available on internet like Naukri.com, Monster.com etc. Candidates register their cvs on the different job portals which are searched by the recruiters who are looking for the candidates. The candidates whose profiles match with the recruiters requirement are contacted through e-mail or by telephone for further interview process.

6. Gate Hiring -: The concept of gate hiring is to select people who approach on their own for employment in the organization. Gate hiring is quite useful and convenient method at the initial stage of the organization when large number of such people may be required by the organization. It can be made effective by prompt disposal of applications, by providing information about the organizations policy and procedures regarding such hiring and providing facilities to +such gate callers.

It is not necessary that a particular organization will utilize all sources to employ people of all types. Some of the sources are more useful for a particular category of employees. For example, advertisement and e-hiring are more useful for employing managerial personnel.

Selection process

A selection process involves a number of steps. The basic idea is to solicit maximum possible information about the candidates to ascertain their suitability for employment. Since the type of information required for various positions may vary, it is possible that selection process may have different steps for various positions. For example, more information is required for the selection of managerial personnel as compared to workers. A standard selection process has the following steps:

FLOW CHART OF SELECTION PROCESS

Application Screening Selection Tests Interview Reference Check Physical Examination Approval by appropriate Authority

Placement Screening of Applications -: Prospective employees have to fill up some sort of application forms. These forms have variety of information about the applicants like their personal bio-data, achievements, experience, etc. Such information is used to screen the applicants who are found to be qualified for the consideration of employment. Based on the screening of applications, only those candidates are called for further process of selection who are found to be meeting the job standards of the organization.

1. Selection Tests -: Many organizations hold different kinds of selection tests to know more about the candidates or to reject the candidates who cannot be called for interview, etc. Selection tests normally supplement the information provided in the application forms. Such forms may contain factual information about candidates. Selection tests may give information about their aptitude, interest, personality, etc., which cannot be known by application forms. Types of selection tests areas follows: Achievement test, Intelligence test, Personality test, Aptitude test, Interest test.

2. Interview -: Selection tests are normally followed by personnel interview of the candidates. The basic idea here is to find out overall suitability of candidates for the jobs.

It also provides opportunity to give relevant information about the organization to the candidates. In many cases, interview of preliminary nature can be conducted before the selection the selection tests. For example, in the case of campus selection, preliminary interview is held for short listing the candidates process of selection.

3. Checking of References -: Many organizations ask the candidate to provide the names from whom more information about the candidates can be solicited. Such information may be related to character, working, etc. The usual referees may be previous employers, persons associated with the educational institutions from where the candidates have received education, or other persons of prominence who may be aware of the candidates behavior and ability.

4. Physical Examination -: Physical examination is carried out to ascertain the physical standards and fitness of prospective employees. The practice of physical examination varies a great deal both in terms of coverage and timings. Some organizations only have general check up of applicants to find out the major physical problems which may come in the way of effective discharge of duties. In the context of timings also, some organizations locate the physical examination near the end of the selection process, others place it relatively early in the process. This latter course is generally followed when there is high demand for physical fitness.

5. Approval by appropriate Authority -: On the basis of the above steps, suitable candidates are recommended for selection by the selection committee or personnel department. Organizations may designate the various authorities for approval of final selection of candidates for different categories of candidates, Thus, for top level managers, Board of directors may be approving authority; for lower levels, even functional heads concerned may be approving authority. When the approval is received, the candidates are informed about their selection and asked to report for duty to specified persons

6. Placement -: After all the formalities are completed, the candidates are placed on their jobs initially on probation period may range from three months to two years. During this period, they are observed keenly, and when they complete this period successfully, they become the permanent employees of the organization.

INTERVIEW

Interview is selection technique that enables the interviewer to view the total individual and to appraise him and his behavior. It consists of interaction between interviewer and applicant. If handled properly, it can be a powerful technique in achieving accurate information and getting access to material otherwise unavailable. However, if the interview is not handled properly, it can be a source of bias, restricting or distorting the flow of communication. Interview is the most widely used selection technique because of its easiness.

There can be several types of interviews:

Preliminary interview is held to find out whether the candidate is required to be interviewed in more detail. Stress interview is directed to create situations of stress to find out whether the applicant can perform well in a condition of stress. Patterned interview is structured and questions asked are decided in advance. This is done to maintain uniformity in different boards of interviewers. Depth interview, also known as non-directive interviewer, covers the complete life history of the applicants and includes such areas as the candidates work experience, academic qualifications, health, interests, hobbies, etc. This method is informal, conversational with freedom of expression to the candidate

PRINCIPLES OF INTERVIEWING

Interview is the most frequently used technique for selection. However, it can give better results only when it is conducted properly. Following points can be taken into consideration to make an interview more effective:

There should be proper planning before holding the interview, what way it will be conducted, on what basis the candidate is to be evaluated, and how much weight-age will be given to interview in the total selection process. Preparation on these lines avoids ambiguity and confusion in interviewing.

There should be proper setting for conducting interview. The setting is required both of physical and mental nature. The physical setting for the interview should be comfortable and free from any physical disturbance. The mental setting should be one of rapport between interviewer and the candidate.

When the candidate feels at ease, the interview may be started. At this stage, the interview obtains the desired information and may provide the information sought by the candidate. The interviewer should ask questions in a manner that encourages the candidate to talk. He should listen to carefully when the candidate is furnishing the information. This gives an impression to the candidate that the interviewer is quite serious about him and he will do his best.

The interview of the candidate should close with pleasant remarks. If possible, the interviewer should give an induction about the likely end of interview. Saying thanks, good wishes or similar things carries much better impression about the interviewer.

Immediately after the interview is over, the interviewer should make an evaluation of the candidate. At this stage, the things are quite fresh mind. He can give remarks about the characteristics of the candidate or give grade or mark as the case may be. This will help the interviewer to make a comparative evaluation of all candidates easily.

PLACEMENT AND INDUCTION

After a candidate is selected for employment, he is placed on the job. Initially, the placement may be probation, the period of which may range from six months to two years. After

successful completion of the probation period, the candidate may be offered permanent employment.

After the initial placement of the candidate on the job, his induction is necessary. Induction is a technique by which a new employee is rehabilitated into the changed surroundings and introduced to the purposes, policies and practices of the organization, employees job and working conditions, salary, perks, etc. In other words, it is the process of introducing the employee to the organization and vice versa. Induction is required because of following reasons:

1. When a new employee joins an organization, he is a stranger to the organization and vice versa. He may feel insecure, shy, and nervous in the strange situation. He may have anxiety because of lack of adequate information about the job, work procedures, organizational policies and practices, etc. In such a case, induction is needed through which relevant information can be provided; he is introduced to old employees and to work procedures. All these may develop confidence in the candidate and he may start developing positive thinking about the organization.

2. Effective induction can minimize the impact of reality shock some new employees may undergo. Often, freshers join the organization with very high expectations which may be far beyond the reality. When they come across with reality, they often feel shocked. By proper induction, the new comers can be made to understand the reality of the situation.

Every organization has some sort of induction program either formally or informally. In large organizations where there are well-developed personnel functions, often induction programmes are undertaken on formal basis, usually through the personnel department. In smaller organizations, this may be done by the immediate superior of the employees.

To emphasize active recruitment of traditionally under represented groups, i.e. individuals with disabilities, minority group members, women, and veterans.

SOURCES OF MANPOWER SUPPLY

An organization can fill up its vacancies either through promotion of people available in the organization or through the selection of people from outside. Thus, there can be two sources of manpower external and internal. For all recruitment, a preliminary question of policy considers the extent to which it will emphasize external and internal sources.

Vacancies through internal sources can be filled up either through promotion or transfer; recruiters tend to focus their attention on outside sources. Therefore, the first problem is to identify outside sources. Normally, following outside sources are utilized for different positions.

SOURCES OF MANPOWER SUPPLY

Advertisement

Employment Agencies

Campus Recruitment

Employee recommendations

E Hiring

Gate Hiring

7. Advertisement -: Advertisement is the most effective means to search potential employees from outside the organization. Employment advertisement in journals, newspaper, bulletins, etc, is quite common in our country. An advertisement contains brief statement of the nature of jobs, the type of people required, and procedure for applying for these job

8. Employment Agencies -: Many organizations get the information

about the

prospective candidates through employment agencies. In our country, two types of agencies are operating: public employment agencies and private employment agencies.

Public Employment Agencies: There are employment exchanges run by the government almost in all districts. The employment seekers get themselves registered with these agencies. Normally, such exchanges provide candidates for lower position like semiskilled and skilled workers, and lower-level operations like clerks, junior supervisors, etc.

Private Employment Agencies : There are many consultancy and employment agencies like ABC consultants, Personnel and productivity services, etc., which provide employment services particularly for selecting higher level and middle level executives. These agencies also undertake total functions personnel on behalf of various organizations. They charge fees for this purpose.

9. On campus Recruitment -: Many organizations conduct preliminary search of prospective employees by conducting interviews at the campuses of various institutes, universities and colleges. This source is quite useful for selecting people to the posts of management trainees, technical supervisor, scientist, and technicians. The organizations hold preliminary interviews on the campus on the predetermined date and candidates found suitable are called for further interviews at specified.

10. Employee recommendations -: Employee recommendation can be considered to the lower levels. The idea behind employee recommendations as a source of potential applicants is that the present employees may have specific knowledge of the individuals who may be their friends, relatives, or acquaintances. If the present employees are reasonably satisfied with their jobs, they communicate these feelings to many persons in their communities.

11. E Hiring -: Many organizations conduct preliminary search of prospective employees through the internet service. There are many job portals available on internet like Naukri.com, Monster.com etc. Candidates register their cvs on the different job portals which are searched by the recruiters who are looking for the candidates. The candidates whose profiles match with the recruiters requirement are contacted through e-mail or by telephone for further interview process.

12. Gate Hiring -: The concept of gate hiring is to select people who approach on their own for employment in the organization. Gate hiring is quite useful and convenient method at the initial stage of the organization when large number of such people may be required by the organization. It can be made effective by prompt disposal of applications, by providing information about the organizations policy and procedures regarding such hiring and providing facilities to +such gate callers.

It is not necessary that a particular organization will utilize all sources to employ people of all types. Some of the sources are more useful for a particular category of employees. For example, advertisement and e-hiring are more useful for employing managerial personnel.

Selection process

A selection process involves a number of steps. The basic idea is to solicit maximum possible information about the candidates to ascertain their suitability for employment. Since the type of information required for various positions may vary, it is possible that selection process may have different steps for various positions. For example, more information is required for the selection of managerial personnel as compared to workers. A standard selection process has the following steps:

FLOW CHART OF SELECTION PROCESS

Application Screening Selection Tests Interview Reference Check Physical Examination Approval by appropriate Authority

Placement Screening of Applications -: Prospective employees have to fill up some sort of application forms. These forms have variety of information about the applicants like their personal bio-data, achievements, experience, etc. Such information is used to screen the applicants who are found to be qualified for the consideration of employment. Based on the screening of applications, only those candidates are called for further process of selection who are found to be meeting the job standards of the organization.

7. Selection Tests -: Many organizations hold different kinds of selection tests to know more about the candidates or to reject the candidates who cannot be called for interview, etc. Selection tests normally supplement the information provided in the application forms. Such forms may contain factual information about candidates. Selection tests may give information about their aptitude, interest, personality, etc., which cannot be known by application forms. Types of selection tests areas follows: Achievement test, Intelligence test, Personality test, Aptitude test, Interest test.

8. Interview -: Selection tests are normally followed by personnel interview of the candidates. The basic idea here is to find out overall suitability of candidates for the jobs.

It also provides opportunity to give relevant information about the organization to the candidates. In many cases, interview of preliminary nature can be conducted before the selection the selection tests. For example, in the case of campus selection, preliminary interview is held for short listing the candidates process of selection.

9. Checking of References -: Many organizations ask the candidate to provide the names from whom more information about the candidates can be solicited. Such information may be related to character, working, etc. The usual referees may be previous employers, persons associated with the educational institutions from where the candidates have received education, or other persons of prominence who may be aware of the candidates behavior and ability.

10. Physical Examination -: Physical examination is carried out to ascertain the physical standards and fitness of prospective employees. The practice of physical examination varies a great deal both in terms of coverage and timings. Some organizations only have general check up of applicants to find out the major physical problems which may come in the way of effective discharge of duties. In the context of timings also, some organizations locate the physical examination near the end of the selection process, others place it relatively early in the process. This latter course is generally followed when there is high demand for physical fitness. 11. Approval by appropriate Authority -: On the basis of the above steps, suitable candidates are recommended for selection by the selection committee or personnel department. Organizations may designate the various authorities for approval of final selection of candidates for different categories of candidates, Thus, for top level managers, Board of directors may be approving authority; for lower levels, even functional heads concerned may be approving authority. When the approval is received, the candidates are informed about their selection and asked to report for duty to specified persons

12. Placement -: After all the formalities are completed, the candidates are placed on their jobs initially on probation period may range from three months to two years. During this period, they are observed keenly, and when they complete this period successfully, they become the permanent employees of the organization.

INTERVIEW

Interview is selection technique that enables the interviewer to view the total individual and to appraise him and his behavior. It consists of interaction between interviewer and applicant. If handled properly, it can be a powerful technique in achieving accurate information and getting access to material otherwise unavailable. However, if the interview is not handled properly, it can be a source of bias, restricting or distorting the flow of communication. Interview is the most widely used selection technique because of its easiness.

There can be several types of interviews:

Preliminary interview is held to find out whether the candidate is required to be interviewed in more detail. Stress interview is directed to create situations of stress to find out whether the applicant can perform well in a condition of stress. Patterned interview is structured and questions asked are decided in advance. This is done to maintain uniformity in different boards of interviewers. Depth interview, also known as non-directive interviewer, covers the complete life history of the applicants and includes such areas as the candidates work experience, academic qualifications, health, interests, hobbies, etc. This method is informal, conversational with freedom of expression to the candidate

PRINCIPLES OF INTERVIEWING

Interview is the most frequently used technique for selection. However, it can give better results only when it is conducted properly. Following points can be taken into consideration to make an interview more effective:

There should be proper planning before holding the interview, what way it will be conducted, on what basis the candidate is to be evaluated, and how much weight-age will be given to interview in the total selection process. Preparation on these lines avoids ambiguity and confusion in interviewing.

There should be proper setting for conducting interview. The setting is required both of physical and mental nature. The physical setting for the interview should be comfortable and free from any physical disturbance. The mental setting should be one of rapport between interviewer and the candidate.

When the candidate feels at ease, the interview may be started. At this stage, the interview obtains the desired information and may provide the information sought by the candidate. The interviewer should ask questions in a manner that encourages the candidate to talk. He should listen to carefully when the candidate is furnishing the information. This gives an impression to the candidate that the interviewer is quite serious about him and he will do his best.

The interview of the candidate should close with pleasant remarks. If possible, the interviewer should give an induction about the likely end of interview. Saying thanks, good wishes or similar things carries much better impression about the interviewer.

Immediately after the interview is over, the interviewer should make an evaluation of the candidate. At this stage, the things are quite fresh mind. He can give remarks about the characteristics of the candidate or give grade or mark as the case may be. This will help the interviewer to make a comparative evaluation of all candidates easily.

PLACEMENT AND INDUCTION

After a candidate is selected for employment, he is placed on the job. Initially, the placement may be probation, the period of which may range from six months to two years. After

successful completion of the probation period, the candidate may be offered permanent employment.

After the initial placement of the candidate on the job, his induction is necessary. Induction is a technique by which a new employee is rehabilitated into the changed surroundings and introduced to the purposes, policies and practices of the organization, employees job and working conditions, salary, perks, etc. In other words, it is the process of introducing the employee to the organization and vice versa. Induction is required because of following reasons:

3. When a new employee joins an organization, he is a stranger to the organization and vice versa. He may feel insecure, shy, and nervous in the strange situation. He may have anxiety because of lack of adequate information about the job, work procedures, organizational policies and practices, etc. In such a case, induction is needed through which relevant information can be provided; he is introduced to old employees and to work procedures. All these may develop confidence in the candidate and he may start developing positive thinking about the organization.

4. Effective induction can minimize the impact of reality shock some new employees may undergo. Often, freshers join the organization with very high expectations which may be far beyond the reality. When they come across with reality, they often feel shocked. By proper induction, the new comers can be made to understand the reality of the situation.

Every organization has some sort of induction program either formally or informally. In large organizations where there are well-developed personnel functions, often induction programmes are undertaken on formal basis, usually through the personnel department. In smaller organizations, this may be done by the immediate superior of the employees.