recrument

1. CHAPTER FOUR
RECRUITMENT, SELECTION
AND ORIENTATION

2. 4.1 EMPLOYEE RECRUITING
• Recruitment is the process of finding and
attracting capable applicants for employment.
• Recruitment is the process concerned with the
identification of sources from where the
personnel can be employed and motivating
them to offer themselves for employment.
• The result is a pool of applicants from which
new employees are selected.

3. • Recruitment is the process of actively seeking
out, finding and hiring candidates for a
specific position or job.
• the total process of acquiring and placing
human resources in the organization,
recruitment falls in between different sub
processes as shown in figure given below.

4. Manpower planning
Job analysis
Placement
Selection
Recruitment

5. 4.1.2 Purpose of Recruitment
• to create a wide pool of qualified candidates
from which one has to choose the most
qualified individual for the job.
• to attract as many as possible numbers of
competent and qualified applicants to job
openings.
• the organization can make sure that “the
right person to the right job” principle is
applied.

6. 4.1.3 Factors Governing Recruitment
• EEO Legislation and Affirmative Action Plan: EEO
legislation prohibits discrimination in all phases
of employment, including recruitment.
• If an imbalance already exists among protected
classes, such as underutilization or concentration
of one type of worker, most employers respond
with an affirmative action plan.
• Recruitment is then used to achieve the goals of
the affirmative action plan, constraining the
options available to recruiters.

7. • Recruiter Habits: recruiter's past success can lead
to save time by avoiding decisions that lead to
the same results, but they can also reinforce bad
habits or prevent the use of better options.
• Environmental Conditions: The unemployment
rate, spot shortages in specific skills, predictions
of the labor force, labor law and the recruiting
activities are strongly influence recruitment.
• As the economy, sales, and want ads change,
recruiters must adjust their efforts accordingly.

8. • Job Requirements: What does the job require?
Specific vocational skills, responsible attitude
toward work, the ability to communicate and
the capacity to learn is also important.
• Costs: Careful HR planning can minimize these
expenses. The best solution is to use proactive
HR practices to reduce employee turnover,
minimizing the need for recruiting.

9. • Organizational Policies: those are used to achieve
consistency, public relations benefits, and other
objectives that may be unrelated to recruiting. Policies
that may affect recruitment are;
– Compensation Policies: To ensure fair/equitable salary,
organizations typically set pay ranges for certain jobs.
– Employment Status Policies: Some companies have policies
on hiring part -time and temporary employees.
– International Hiring Policies: Policies may also require that
foreign jobs be staffed with local citizens. This help reduces
replacement expenses, reduces the probability of
nationalization, and if top jobs are When top positions are
kept by local citizens, it minimizes charges of economic
exploitation.
– Promote-from-Within Policies: These policies give present
employees the first opportunity for job openings.

10. 4.1.4 Sources of Recruitment
• 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 are two sources of supply of
manpower - internal and external.

11. 1. Internal Sources:
• Internal sources refer to the present work force of
an organization.
1. Promotion/upgraded : Promotion involves shifting
of an employee to a higher position carrying higher
responsibilities, higher status, and more pay.
2. Transfer: shifting of the employees from one job to
another without a drastic change in the
responsibilities and the status of the employees.
3. Retired or Ex-Employees: Sometimes the retired
persons are re-employed for the token of their
loyalty to the organization.

12. Filling a job opening from within the organization has the
following
• advantages:
– It increases the general level of moral of employee
– It reduces labor turnover
– It simplifies the selection process
– It is likely to encourage employees to prepare themselves for
transfers or promotions,
• Disadvantages
– The scope for initiation of new idea/talent is reduced.
– The employee may become tired.
– The spirit of competition among the employees may be
hindered.
– A new enterprise cannot use the internal source of
recruitment

13. 2. External Sources:
1. Advertisement: Newspaper, Journals bulletins are widely used as a
method of attracting people.
2. Employment Agencies– There are specialized agencies, which on
receiving requisitions from companies
3. On Campus Recruitment – In this method organizations conduct
interviews at the campuses of various institute, universities, and
collages in search of prospective employees.
4. Employee Recommendations – the individuals who may be their
friends, relatives, or acquaintances, particularly at the lower levels.
5. Labor Unions-The unions are asked to make recommendations for
employment of people as a matter of goodwill and cooperation.
6. Gate Hiring – some organizations rely upon the concept of gate hiring
to select people who approach on their own for employment in the
organization. This method is mostly used in case of unskilled and semi-
skilled workers.

14. 1. Advantage of external recruitment
 Qualified personnel- By using external source of recruitment
the management can attract qualified and trained people to
apply for the vacant job in the organization.
 Wider choice- The management has a wider choice when
selecting the candidates using external sources of recruitment.
 Fresh talent- External recruitment brings new blood in the
organization and updated talents and technology.
 Competitive spirit- If a company taps external sources, the
existing staff will have to compete with the new staff for better
performances and results.
 Motivational Force: It helps in motivating internal employees to
work hard and complete with external candidates while seeking
career growth.

15. 2. Disadvantage external recruitment
• Dissatisfaction among existing employee
Recruitment from outside may cause dissatisfaction
among the existing employees. They may feel that
their chances of promotion are reduced.
• Costly process or Expensive - A lot of money has to
be spent on advertisement, tests, interviews etc.
therefore this is costly process.
• Lengthy process- External recruitment takes more
time for giving notification, receipt of applications,
conducting tests, interviews etc.
• Demotivating: Existing employees who have put in
considerable service may resist the process of filling
up vacancies from outside

16. 4.2 Employee Selection
• Selection; is the process of choosing from a
group of applicants the individuals best suited for
a particular position.
• The selection process is a series of specific steps
used to decide which recruits should be hired.
The process begins when recruits apply for
employment and end with hiring decision.
• Though the final hiring decision is made by the
managers, the HRD evaluates applicants in regard
to their potential suitability though the use of
valid procedures.

17. 4.2.1 Criteria of Selection
• Selection decisions are usually based on how
an applicant is rated in terms of the likelihood
of success on the job.
• The key job dimensions identified in job
analysis and job description provide the basis
for determining relevant criteria.
• The educational qualifications, technical skills
and achievements are used frequently as the
basis for selection.

18. 4.2.2 The Selection Process
• Selection establishes a best fit between job
requirements and qualifications.
• The ability of an organization to achieve its goals, and to
survive and grow in a dynamic environment depends to
a large extent on the effectiveness of its selection
process.
• Good selection is the basic request for employee’s
productivity.
• If good employees are hired, subsequent functions of
personnel work and of supervision are easier to be
performed.
• The selection process tries to match the qualifications of
the candidate with the requirement of job.

19. Step 1. Screening of Applications:
• These forms have variety of information about
the applicants like his personal bio-data,
achievements, experience, educational
qualifications etc.
• Based on the screening of applications, only
those candidates are called for further process of
selection, who is found to be suitable to meet
the job standards of the organization.

20. Step 2. Selection Tests:
• Selection tests are organized by the organizations
to know more about the candidates or to reject
the candidates who cannot be called for
interview, etc.
• Selection tests provide information about the
attitude, interest, and personality of the
candidate, which cannot be known by application
forms.
• These selection tests have different objectives
and measure different attributes.

21. These tests may be classified as follows:
Achievement Test: also called performance test
or trade test. Achievement is concerned with
what one has accomplished.
 The achievement tests are conducted to measure
how well the candidates know the things.
 Trade tests are designed to measure an applicant’s
knowledge of a specific trade and to measure what
the applicant can do currently.
Intelligence Test - Intelligence test tries to
measure the level of intelligence of a candidate.
This test generally includes verbal understanding,
word fluency, memory, reasoning.

22. Personality Test – like; interpersonal competence,
dominance-submission, and extroversion. Introversion,
self-confidence, leadership ability, patience, ambition
are measured through personality tests.
Aptitude Test – These tests are designed to assess the
special aptitudes of the applicants such as clerical
aptitude, mechanical aptitude, mathematical aptitude
manual dexterity, abilities and skills..
Interest Test – interest test is conducted to discover a
person’s area of interest and to identify the kind of jobs
that will satisfy him. Interest test generally measures
interest in outdoor activities, mechanical, scientific,
artistic, literary, musical, social service etc.

23. Step 3. Interview
 Interview is selection technique that enables the
interviewer to view the total individual.
 It consists of interaction between interviewer and
applicant.
 This is the way of finding out overall suitability of
candidates for the job.
 Interview also provides opportunity to give
relevant information about the organization to
the candidates.

24. Types of Interviews
1. Unstructured Interviews: you ask questions as they come
to mind. There is no set format to follow. but There is lacks
the reliability of a structured interview because each
applicant is asked a different series of questions; and may
overlook key areas of the applicant's skills or background.
2. Structured Interviews: It rely on a programmed set of
questions and developed before the interview begins and
are asked of every applicant.
3. Mixed Interviews: It use a combination of structured and
unstructured questions.
4. Behavioral Interviews: focuses on a problem or a
hypothetical situation that the applicant is asked the
ability to solve the types of problems presented.
5. Stress Interviews: It attempts to learn how the applicant
will respond to job pressures.

25. The Interview Process:
• The sequential steps for interview process are:
interviewer preparation, creation of rapport,
information exchange, termination, and
evaluation.

26. 1. Interviewer Preparation: The interviewer should
review the application and JD information to prepare
specific questions before beginning the interview.
Interviewers need to be able to explain job duties,
performance standards, pay, benefits, and other areas of
interest.
2. Creation of Rapport: The interviewer may use body
language to help relax the applicant. A smile, a
handshake, a relaxed posture, and the moving aside of
paperwork-all communicate without words.
3. Information Exchange: An interviewer will ask
questions begin with how, what, why, compare,
describe, or expand are more likely to elicit an open
response.

27. • Termination: As the list of questions dwindles or the
available time ends, the interviewer must draw the
session to close.
– nonverbal communication is useful Like Sitting erect,
turning toward the door, glancing at a watch or clock-all
– tell the applicant that the end is near which may be to wait
for a call or letter.
– The applicant should not be given an indication of his/her
prospects for getting the job.
• Evaluation: Immediately after the interview ends, the
interviewer should record specific answers by and
general impressions about the candidate.
• This can improve the reliability of the interview as a
selection technique.

28. Step 4. Checking of References
• References are intended to investigate the
candidate’s background and can be obtained
from school and collage officials, previous
employer or other persons of prominence who
may be aware of the candidate’s behavior and
ability.
• Through references more information about
the candidates can be asked to select the right
type of a person for a job.

29. Step 5. Medical Examination:
• The medical examination is designed to match the
applicant’s physical capabilities to job
requirements. Medical examination also serves
the following purposes.
– To reject those whose physical qualification are
insufficient to meet the requirements of the work
– To obtain the record of the physical condition of the
person at the time of hiring.
– To prevent the employment of those with
communicable disease.

30. Step 6. Approval by Appropriate
Authority:
• Then suitable candidates are recommended for
selection by the selection committee or personal
department.
• For top level managers, Board of Directors may be
approving authority, for lower levels, 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.

31. Step 7. Placement:
• After the completion of all formalities, the
candidates are placed on their jobs initially on
probation basis.
• During the probation period, employees are
observed strongly and when they complete
this period successfully, they become the
permanent employees of the organization.

32. 4.2.3 Factors Governing Selection
• The challenges in the selection process include;
– Slow growth in the labor markets,
– Equal employment laws,
– legal limitations,
– credential distortion, and
– ethical considerations

33. 4.3 Orientation/Induction
• Orientation; is the formal process of familiarizing
new employees with the organization, their job,
and their work unit.
• In order to reduce the anxiety that new
employees may experience, attempts should be
made to integrate the person into the informal
organization.
• Socialization is the guided adjustment of new
employees to the company, the job, and the work
group.

34. 4.3.1 Purposes of Socialization
• The Employment Situation: to have the new employee
become productive as quickly as possible.
• Company Policies and Rules: Employees must have an
understanding and considering the guidelines of Policies
or the rule in workplace.
• Compensation and Benefits: Employees will have a special
interest in obtaining information about the reward system.
• Corporate Culture:, how we do things around firm’s culture
and dress to the way they talk.
• Employee Development: Employees should know exactly
what is expected of them and what is required by the firm
for advancement in the job or via promotion.
• Dealing with Change: Employees at all levels must learn to
effectively deal with change in order to survive in their jobs.

35. 4.3.2 Levels of Socialization
• HRM Department: HRM department can conduct the
orientation in order to socialize the newly hired
employees with;
The working environment of the organization, the role of
coordination, Explain when to report to work.
• Supervisor: Immediate supervisor of particular
department can also be the source of informing the
employees about the culture, rules, procedures and
policies of the organization.
• Peers: Peers and coworkers of the new hires can
perform the orientation function in order to tell the
expectation of employers and requirements of the
organization as can also answer the queries raised from
the employee side.

36. • Organizational culture: Organizational culture itself
can express the do’s and don’ts of any organization.
Every organization has its own unique culture. This
culture includes
– Longstanding and often unwritten,
– Rules and regulation
– How members should relate to peers, employees, bosses
and outsiders
• CEO: The CEO’s first responsibility is
– to welcome new employees aboard and
– talk to them about what a good job choice they made and
– to inspire these new employees by talking about what it is
like to work for the organization.