Subject Name Code Credit Hours

Human Resource Planning HRM 501 4

Human Resource Management

MBA

Recruitment, Selection & Induction

6 Lecture Hours

Lecturer : Mohan B. Basnet

Email:
mohanbasnet01@gmail.com
 Course Evaluation
Course Evaluation
• Consists of Two components, namely:
• 1. Continuous Evaluation:
– Quizzes 10%
– Assignment 20%
– Mid-Semester Exam 20%

• 2. Final Examination: 50%

• TOTAL 100%
Course Evaluation
Learning Modes
Lectures
Tutorials
Quizzes
Exams
Projects
Presentations
Learning Outcomes of the Session
Learning Outcomes of the Session
• After completing student will be able to
describe and manage:
• Recruitment
• Selection
• Induction
• Placement
 Recruitment
• Process of identifying the source of right number and right
kind of people to satisfy the HR needs of the organization,
and attract them to apply for the jobs in the organization
• Precondition for selection process
• Recruitment and selection are two mutually inclusive
components of the organization
• DeCenzo and Robbins: Recruitment is the discovering of
potential candidates for the actual or anticipated
organizational vacancies.
• Ivancevich and Glueck: Recruitment is the set of activities
that an organization uses to attract job candidates who
have the abilities and attitudes needed to help the
organization achieve its objectives.
 Purposes of Recruitment
1. Determine the present and future requirements of the
organization in junction with its HR planning and job analysis
2. Increase the pool of potential candidates
3. Increase the success rate of the selection process by reducing
the number of unqualified or overqualified job applicants
4. Reduce the attrition rate
5. Meet social and legal obligation pertaining to composition of
work force
6. Increase organizational and individual effectiveness
 Recruitment Process
• Consists of various activities

Includes:
1. Recruitment planning
2. Identification of recruitment sources (searching)
3. Application pool (receipt of application and development
of pool of qualified manpower after screening)
4. Evaluation and Control of recruitment
 Recruitment Process

Recruitment Sources of Contacting Application To Selection

Planning Recruitment Sources Pool Process

Recruitment Planning
• Decisions pertaining the need, type, number of HR required,
alternate sources of recruitment, etc. are made
• Information relating to need and source can be obtained from
HRP; information of qualification from job specification and
job description
 Recruitment Process
Recruitment Planning
• After need, qualification and potential sources, right number of
candidates to be contacted has to be decided
• Yield Ratio – relationship between input number of applicants to the
output number of applicants; helps determine the number of
applicants to be contacted for filling vacancies
Identification of Recruitment Sources
• Identify different sources – external and internal

Preparing Application Pool

• After screening received applications, a pool of qualified
candidates is developed

Evaluation and Control of Recruitment

• Determine whether recruitment process was successful or
not; identify loopholes for correction
 Sources of Recruitment
Sources of recruitment are:
• Internal; External; and Mixed

Internal Sources: vacancies are tried to fulfilled from the currently

working employees:
• It includes: present employees, employee referrals, former
employees, and former applicants
Present employees: promotion (from lower to higher
position), and transfer (from overstaffed to understaffed
department)
• Promotion has merits – good public relations, increase
morale, encourages competent employees, low cost of
training, means to develop employees
• Creates vacancy in another position
 Sources of Recruitment
Employee referral: word-of-mouth method; present employees know
requirements of the job (job characteristics, organizational culture,
work ethics, etc.)
• Relate these requirements with their acquaintances and encourage
them to apply
Former employees: retired/retrenched/laid off employees are recalled on
a contract/part time/temporary basis
Former applicants: previous applicants can be contacted to fill
unexpected vacancies (for semi-skilled and unskilled jobs)

Advantages of Internal Sources of Recruitment

• Better selection, enhance morale, management development,
cost effective

Disadvantages of Internal Sources

• Limited choice, discourages outsiders, favoritism, limited
opportunities, seniority-based, ripple effect
 Sources of Recruitment
External Sources of Recruitment
• All the outside sources – possible organizations, units or
contacts
1. Advantages – qualitative manpower, balanced HR mix,
fairness in recruitment, new ideas (blood)
2. Disadvantages – high cost, poor employee morale,
adaptability problems, wrong selection
Mixed Sources of Recruitment
• Lower level are filled through external sources and higher level
through internal sources
• As hierarchy increases, ratio between external to internal
sources decline
 Methods of Recruitment
Internal Method
• Common internal methods are:
1. Job posting – method of announcing vacant position to the
current employees through notice board, bulletin, newsletter,
circular, announcing at staff meeting, etc.
2. HR Inventory (Skill inventory) – personal records of education,
qualification, skill, experience
3. Employee referrals – supervisor identifies, nominates and
recommends the best candidates; may also recommend relatives,
friends, retired employees
 Methods of Recruitment
External Methods of Recruitment
• Employment exchange: independent institutes maintain
database of job seekers and job vacancies; suitable for technical
and lower level workers
• Advertisements: timely advertisement in different types of
media
• Private employment agencies: these agencies carry out
recruitment function on behalf of their clients (advertising and
screening)
• Professional organizations/Trade unions: maintain database of
unemployed members and serve as referral
• Campus recruitment: colleges, universities, research institutes
• Walk-in: job seekers (unskilled and semi-skilled) walk into
factory premises or personnel departments
• Write-in: unsolicited applicants; appropriate for future vacancies
 Methods of Recruitment
• Consultants and contractors: serve as recruiter on basis of
commission
• Deputation: sending for a short period of time
• Acquisitions and mergers:
• Competitors: called poaching or raiding; hiring employees
from rival organizations offering higher benefits and perks
 Alternative to recruitment
 Organizations search for alternatives to
recruitment because of the cost of recruiting.
The alternatives to recruitments are:
 Overtime-
 Employee leasing- Staff outsourcing, paying
charges to a leasing company or consulting
firm that handles payroll, employee benefits
and routine HR functions for the client
company.
 Temporary employment
 Selection
• Follows recruitment
• Process of choosing the most competent and suitable
candidates who can fit the overall job requirements, given
the job description, role analysis and job specification, from
among the pool of applicants
• Also involves rejecting those who do not fulfill requirements
of job description and job specification
• French: Selection is the process of choosing among people
who apply for work with an organization.
• DeCenzo and Robbins: The primary purpose of selection
activity is to predict which job applicant will be successful if
hired.
Differences between Recruitment and Selection
Differences between Recruitment and Selection

• Selection techniques are more specialized, requiring a

person with specialized skills in selection tests.

• Outcome of recruitment process is the development of

pool of qualified applicants who are then input to selection
process. Outcome of selection process is to finalize
candidates to be hired.
 Selection
Effective selection process requires:

• Clearly defined job description and job specification for

vacant positions
• Adequate and appropriate pool of prospective applicants
• Series of tests that applicants must pass
• Determination of selection standards
 The Selection Process
• Has a number of steps; but all are not followed
• To ascertain suitable candidates for employment

• Factors that determine the selection process are: (1) types of

personnel to select; (2) sources of recruitment and method
adapted to contact prospective candidates; (3) Number of
candidates available for selection; (4) Organizational policy and
budget allocated for selection
Selection Process
 Selection Process
Application Pool: developed during recruitment phase; serves as a base
for selection process

Screening of application: called ‘application blank’; evaluate the

content of the applications of job seekers with an aim to reduce the
number of applicants
1. Check application form together with detailed CV
2. Application form has variety of information and easy to compare
among applicants
• Application form provides: (1) personal details; (2) qualification; (3)
work history; (4) interests; (5) references; (6) salary
• Eligible candidates (who meet job standards) are considered for
further processing
• Determine the suitable number of candidates (short list) when
number of candidates meeting the job standard exceed the actual
requirement
 Selection Process
Preliminary interview: also called screening interview or tests
which is conducted for a short duration
1. Purpose is to verify the information given in the application
form
2. Assess the ability of candidates pertaining to the job
requirement to determine the suitability of the candidate to
appear for further tests or to withdraw
3. Unqualified and unsuitable candidates are screened out
 Selection Process
Selection tests: also called employment tests;
1. Standardized written tests to those who have cleared the
preliminary interview
2. Administered to know more about the capabilities of candidates
or reject them
3. Given to test aptitude, interest and personality of the candidate
to assess the suitability of candidates to the job
4. Aptitude tests (intelligence, mechanical, psychomotor);
Achievement tests (job knowledge, work sample); Situational;
Interest; Personality
 Selection Process
Selection Interviews: also called final interview and are common
phenomenon
1. Opportunity to observe and appraise candidate’s suitability for
the job
2. Provide relevant information to the candidates regarding the
organization
3. Related to job description and specification
4. Checks (a) ability to do job and career goals; (b) motivation and
enthusiasm; (c) ability to work under pressure; (d) ability to fit-in;
(e) personality and interpersonal skills; and, (f) general
knowledge
 Selection Process
Checking of references: candidates are asked to provide names
and addresses of referees so that background and
character of applicants could be checked
1. For objectivity, former employers, members of educational
institutions and training institutes are asked to be referees
2. Important component since it may be used as deciding
factor in final selection
3. Structured and/or unstructured questionnaire format
 Selection Process
Physical examination: to ascertain physical standards and fitness of
candidates for the job
1. Not required in all jobs; however, important component in some
jobs
2. Sometimes placed early in the selection process whereas in others,
it is placed at end
3. Questionnaires or physical examination
4. Purposes: (a) identify physical handicaps and allergies; (b) reveal
physical disabilities; (c) determine the candidate’s fitness; (d)
prevent from contagious diseases
Approval by authority: Selection Committee may decide suitable
candidates for selection
1. HR department recommends for selection of suitable candidate to
the higher authority
2. Authority may be delegated to appropriate personnel for different
level and type of candidate
 Selection Process
Final Selection: concerned candidates are informed
1. If more than one candidate is selected and approved by the
selection committee, then top candidate is selected

Employment contract: relationship between employer and employees

is called contract
1. Contract specifies authority and responsibilities of the employee
and employer; and, terms and conditions of employment
Evaluation: whole selection process is evaluated to understand its
effectiveness; two types: (a) During-the-process; and (b) After-
the-process

1. During-the-process aims at evaluating validity and reliability of

various steps
2. After-the-process aims at evaluating the outcome of the process
in terms of performance of selected personnel
Orienting and Onboarding New Employees
 Carefully selecting employees doesn't guarantee they ll perform effectively. Even high potential
employees cant do their jobs if they don't know what to do or how to do it. Making sure your
employees do know what to do and how to do it is the purpose of orientation and training. The
human resources department usually designs the company's orientation and training programs, but
the rubber hits the road with the supervisor. He or she does most of the day-to-day orienting and
training. Every manager therefore needs to know how to orient and train employees.
 The Purposes of Employee Orientation/Onboarding
 Employee orientation (or onboarding ) involves more than what most people realize.1 Employee
orientation still provides new employees with the information they need to function (such as
computer passwords and company rules); ideally, though, it should also help new employees start
getting emotionally attached to the firm. You want to accomplish four things by orienting new
employees:
1. Make the new employee feel welcome and at home and part of the team.
2. Make sure the new employee has the basic information to function effectively, such as e-mail access,
personnel policies and benefits, and what the employer expects in terms of work behavior.
3. Help the new employee understand the organization in a broad sense (its past, present, culture, and
strategies and vision of the future).
4. Start the person on becoming socialized into the firms culture, values, and ways of doing things.
Getting the new employee to appreciate the company's culture and values distinguishes todays
onboarding programs from traditional orientation.
For example, the Mayo Clinics new heritage and culture program emphasizes core Mayo Clinic values
such as teamwork, personal responsibility, innovation, integrity, diversity, customer service, and mutual
respect.
Orienting and Onboarding New Employees
 The Orientation Process
 The length of the orientation program depends on what you cover. Traditional
orientation programs take several hours. The human resource specialist (or, in smaller
firms, the office manager) usually performs the first part of the orientation by
explaining basic matters like working hours, benefits, and vacations.
 That person then introduces the new employee to his or her new supervisor. The
supervisor continues the orientation by explaining the organization of the department
and by introducing the person to his or her new colleagues, familiarizing the new
employee with the work place, and helping to reduce first-day jitters.
 Supervisors need to be vigilant. Follow up on and encourage new employees to engage
in activities (such as taking breaks with current employees) that will enable each to
learn the ropes and become productive. In firms like Toyota Motor USA, onboarding-
type orientations take up to a week.
 These may include videos, lectures by company officers, and exercises covering matters
like company history, vision, and values. At a minimum, an orientation typically includes
information on employee benefits, personnel policies, the daily routine, company
organization and operations, safety measures and regulations, and a facilities tour.5
New employees should receive (and sign for) print or Internet-based employee
handbooks covering matters like these.
Orienting and Onboarding New Employees
 THE EMPLOYEE HANDBOOK Note that under certain conditions, courts may find that
the employee handbooks contents represent legally binding employment
commitments. Therefore, employers often include disclaimers. These make it clear that
statements of company policies, benefits, and regulations do not constitute the terms
and conditions of an employment contract, either expressed or implied.
o Also, employers generally should not insert statements such as "No employee will be
fired without just cause or statements that imply or state that employees have tenure.
Indeed, its best to emphasize that the employment relationship is strictly at-will."
 ORIENTATION TECHNOLOGY Employers use technology to support orientation. For
example, some employers put all or some of their orientation media on the Web. At the
University of Cincinnati, new employees spend about 45 minutes online learning about
their new employers mission, organization, and policies and procedures. IBM uses
virtual environments like Second Life to support orientation, particularly for employees
abroad. The new employees choose virtual avatars, which then interact with other
company avatars, for instance to learn how to enroll for benefits.ION Geophysical uses
an online onboarding portal solution called Red Carpet. Ions CEO uses Red Carpet to
offer a streaming video welcome message. New hires can view things like photos and
profiles of members of their work teams. With Workdays iPhone app, employers can
provide their employees easy mobile access to their employee directories. Users can
search their company's worker directory for names, images, and contact information;
call or e-mail coworkers directly; and view physical addresses on Google Maps.
 Business
Reference English
and (BBATextbooks
Suggested 1213)
• Gary Dessler (2015), ―Human Resource
Management, Pearson India, 12thEdition,
Prentice-Hall, Inc.
• K. Aswathappa, ―Human Resource
Management: Text and Cases, McGraw Hill,
Sixth Edition.
THANK YOU