[RECRUITMENT & SELECTION]
A project Study Of Human Resource Branch
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2. In basic idea behind selecting the topic of “Employee
Hiring” is to study how employees are hired. Today
organizations are coming up with the new techniques
of hiring people. Hence to study how the actual
process is carried in the organization.
OBJECTIVE OF PROJECT
This project aims the finding out and analyzing the
hiring process in the organization.
The method of approach adopted for the same, would
be as follows:
1. To work out the various steps and procedures
2. To contacts various companies and collect
3. To collect the information from the internet.
1. This project will help to get the practical knowledge
in employee hiring in the organization.
2. The project will equip us for our future in H. R. M.
Importance and scope
1. Organization did not disclose full information.
2. Data collected in this field are not sufficient.
3. EXECUTIVE SUMMARY
eople form an integral part of the organization. The efficiency and quality of
its people determines the fate of the organization. Hence choice of right
people and placing them at right place becomes essential. Hiring comes at
this point of time in the picture. Hiring is a strategic function for HR department.
Recruitment and selection form the process of hiring the employees. Recruitment is
the systematic process of generating a pool of qualified applicant for
organization job. The process includes the step like HR planning attracting applicant
and screening them. This step is affected by various factors, which can be
internal as well as external. The organization makes use of various methods
and sources for this purpose.
Selection is carried from the screen applicant during the recruitment process. There
is also some specific process is involved. By the way of conducting preliminary
interview and conducting the various test , if required reference check and
further final interview is conducted. During the process there are certain
difficulties and barriers that are to be overcomes.
Different organization adopts different approaches and techniques for their
employees. To know the practical application of the employees hiring process,
the analysis of Social Fun For Development was undertaken.
4. 1. RECRUITMENT
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, job analysis, and job 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
Hiring involves two board activities:-
The word ‘recruitment’ has many meaning and plays an important role. Employees
leave the organization in search of greener pastures- some 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 which 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 application in practice the activity extends to the screening applicants
as to eliminate those who are not qualified for job.
6. 1.2 PURPOSE AND IMPORTANCE
The general purpose of recruitment is to provide a pool of potentially qualified job
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
6. Being identifying and preparing potential job applicants who will be appropriate
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.
7. 1.3 FACTORS AFFECTING RECRUITMENT
There are a number of factors that affect recruitment. These are broadly classified
into two categories:
1. Internal factors.
2. External factors.
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:-
1. 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.
2. Recruiting policy
The recruitment policy of the organization i.e. recruiting from internal sources and
external sources also affect the recruitment process. Generally, recruitment through
internal sources is preferred, because own employees know the organization and
they can well fit in to the organization culture.
8. 3. Image of the organization
Image of the organization is another factor having its influence on the recruitment
process of the organization. Good image of the organization earned by the number
of overt and covert action by management helps attract potential and complete
candidates. Managerial actions like good public relations, rendering public service
like building roads, public parks, hospitals and schools help earn image or goodwill
for organization. That is why chip companies attract the larger numbers of
4. Image of the job
Better remuneration and working conditions are considered the characteristics of
good image of a job. Besides, promotion and carrier development policies of
organization also attract potential candidates.
9. 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:-
1. 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.
2. Labor market
Labor market condition i.e. supply and demand of labor is of particular importance
in affecting recruitment process, if the demand for specific skill is high relative to its
supply is more than for particular skill, recruitment will be relatively easier.
3. 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
4. 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
10. The child Labor Act, 1986; for example prohibits employment of children in certain
5. Legal consideration
Another external factor is legal consideration with regard to employment
reservation of jobs for schedule tribes, and other backward class (OBC) is the
popular examples of such legal consideration.
11. 1.4 INTERNAL SOURCES
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 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 are another source of applicant for vacancies to be filled up in
the organization. Retired or retrenched employees may be interested to 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.
This source has the advantages of hiring people whose performance is already
known to the organization.
12. Employee referrals:
This is yet another internal source of recruitment. The existing employees refer
to the family members, friends and relatives to the company potential
candidates for the vacancies to be filled up in the organization. This source
serves as the most effective methods of recruiting people in the organizations
because refer to those potential candidates who meet the company requirement
known to them from their own experience. The referred individuals are expected
to be similar in type in the race and sex, for example, to those who are already
working in the organization
This is considered as internal source in the sense that applications from the
potential candidates are already lying with organization. Sometimes the
organization contacts though mail or messengers these applicants to fill up the
vacancies particularly for unskilled or semiskilled jobs.
13. EVALUATION OF INTERNAL SOURCES:
To 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:
The advantages of the internal source of recruitment include the following:
o 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.
o Better use of the talent
The policy of internal recruitment also provides an opportunity to the
organization to make a better use of talents internally available and to develop
them further and further.
o Economical recruitment
In case of internal recruitment, the organization does not need to spend much
money, time and effort to locate and attract the potential candidates. Thus,
internal recruitment proves to be economical, or say, inexpensive.
o Improves morale
This method makes employees sure that they would be preferred over the
outsiders as and when they filled up in the organization vacancies.
o A motivator
The promotion through internal recruitment serves as a source of motivation for
the employees to improve their carrier and income. The employees feel that
organization feel that organization is a place where they can build up their life-
long career. Besides, internal recruitment also serves as a means of attracting
and retaining employees in the organization.
The main drawback associated with the internal recruitment is as follows:
o Limited choice:
Internal recruitment limits its choice to the talents available within the
organization. Thus, it denies the tapping of talents available in the vast labor
market outside the organization. Moreover, internal recruitment serves as a
means for “inbreeding”, which is never healthy for the future organizations.
o Discourage competition:
In this system, the internal candidates are protected from competition by not
giving opportunity to otherwise competent candidates from outside the
organization. This in turn, develops a tendency among the employees to take the
promotion without showing extra performance.
o Stagnation of skills:
With the feeling that internal candidates will surely get promoted, their skill in
the long run may become stagnant or obsolete. If so, productivity and sufficiency
of the organization, in turn, decreases.
o Creates conflicts:
Conflicts and controversies surface among the internal candidates, whether or
not they deserve promotion.
15. 1.5 EXTERNAL SOURCES
External sources of recruitment lie outside the organization, these outnumber
internal sources, and the main ones are listed as follows:
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.
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 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.
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 labor 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 AL-Ahram
newspaper. 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
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
17. Professional Associations
Very often, recruitment for certain professional and technical positions is
made through professionals association also called ‘Headhunters’. Institute of
Engineers, 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 Egypt, 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.
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 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, in Egypt, this is not a very common practice.
The method of campus recruitment offers certain advantages to the employer
organizations. First, the most of the candidates are available at one place;
second, the interviews are arranged at short notice; third, the teaching is also
met; fourth, it gives them opportunity to sell the organization to a large
students body who would be graduating subsequently. The disadvantages of
this of recruitment are that organizations have to limit their selection to only
“entry’’ positions and they interview the candidates who have similar
education and experience, if at all.
Another source of recruitment is deputation I.e., sending an employees to
another organization for the short duration of two to three years. This method
of recruitment is practice in a pretty manner, in the Government department
and public sector organization does not have to incurred the initial cast of
induction and training. However, the disadvantages of this of deputation is
that deputation period of two/three year is not enough for the deputed
employee to provide employee to prove his/her mettle, on the one hand, and
develop commitment with organization to become part of it, on the other.
Some organizations in Egypt also practice the “word-of-mouth’’ method of
recruitment. In this method , the word is passed around the vacancies or
opening in the organization. Another form of word-of-mouth method of
“employee-pinching’’ i.e., the employee working in another organization is offered
by the rival organization. This method is economic, in terms of both time and
money. Some of the organization maintain a file applications and sent a bio-
data by a job seeker. These serve as a very handy as when there is vacancy in the
organization. The advantage of this method is no cost involved in recruitment.
However, the disadvantages of this method of recruitment are non- availability
of the candidates when needed choice of candidates is restricted to a too small
19. Raiding or Poaching:
This is another sources of recruitment whereby the rival firm by offering terms
and conditions, try to attract qualified employees to join them. This raiding is a
common feature in the Egyptian organizations specially at communication field.
Besides these, walk-ins, contractors, radio and television, acquisitions and merger,
etc., art some other sources of recruitment used by organization.
20. EVALUATION OF EXTERNAL SOURCES:
Like the internal source of recruitment, external sources are mixed of advantages
o Open process
Being a more open process, it is likely to attract a large number of
applicants/application, in turn, widens it option of selection.
o Availability of Talented Candidates:
With the large pool of applicants, it becomes possible for organization to have
talented candidates from the outside. Thus, it introduces new blood in the
o Opportunity to Select the Best Candidate:
With the large pool of applicants, selection process becomes competitive. This
increases prospects for selection the best candidates.
o Provides healthy competition:
As the external members are supposed to be more trained and efficient. With such a
background, they work with the positive attitude and greater vigor. This helps create
healthy competition and conductive work environment in the organization.
However, the external sources of recruitment suffer from certain disadvantages too,
o Expensive and time consuming:
This method of recruitment is both expensive and time consuming. There is no
guarantee that organization will get good and suitable candidates.
o Unfamiliarity with the Organization:
As candidates some outside the organization, they are not familiar with tasks,
job nature and the international scenario of the organization.
o Discourage the Existing Employee:
Existing employees are not sure to get promotion. This discourages them to do the
hard work. This, in turn, boils down to decreasing productivity of the organization.
22. 1.6 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:
Realistic Job Preview (RJP)
Job Compatibility Questionnaire (JCQ)
Realistic 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 in case 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.
23. 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 JCQ 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 environment, customer characteristics,
peer characteristics, leader characteristics, compensation preference, task
variety, job autonomy, physical demands, and work schedule.
24. 1.7 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:
Evaluation and Control.
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
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, and
what sequence of activities to be followed in recruiting candidates in the
This step involves attracting job seeders to the organization. There are broadly
two sources used to attract candidates. These are:
Through some view 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. Let it be exemplified with an example. In the Universities,
application is invited for filling the post of Professors. Application received in
respond to invitation, i.e. advertisement are screened and short listed on the
basis of eligibility and suitability. Then only the screened applicant are
invited for seminar presentation and personal interview. The selection
process starts from here, i.e., seminar presentation or interview. Job
specification is invaluable in 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 varying
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.
26. 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
Salary of recruiters;
Cost of time spent for preparing job analysis, advertisement, etc;
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
Whether the recruitment methods are appropriate and valid?
Whether the recruitment process followed in the organization is
effective at all or not?
27. 1.8 METHODS OF RECRUITMENT
Recruitment methods refer to the means by which an organization reaches to
the potential job seeker. It is important to mention that the recruitment methods
are different from the resources of recruitment. The major line of distinction
between the two is that while the former is the means of establishing links
with the prospective candidates, the latter is location where the prospective
employees are available. Dunn and Stephen have broadly classified methods of
recruitment into three categories:
Third Party Method.
Brief descriptions of these are follows:
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.
28. Indirect Method;
Indirect methods include advertisements in the newspaper, on the radio and
television, in professional journals, technical magazines, etc. this method is
Organization does not find suitable candidates to be promoted to fill
up the higher posts,
When the organization want to reach out a vast territory,
When organization wants to fill up scientific, professional and technical
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;
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.
29. Third Party Method:
These include the use of private employment agencies, management
consultants, professional bodies 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
EFFECTIVENESS OF RECRUIITMENT PROGRAMME
Though there has so far not been evolved any formula such that makes recruitment
program necessitates having certain attributes such as:
A well – defined recruitment policy.
A proper organizational structure.
A well - laid down procedure for locating potential jobseekers.
A suitable method and technique for tapping and utilizing these
A continuous assessment of effectiveness of recruitment program and
incorporation of suitable modifications from time to improve the
effectiveness of the program.
An ethically sound fool-proof telling an applicant all about the job and its
position, the firm to enable the candidate to judiciously decide whether or not
to apply and join the firm, if selected.
30. 2. SELECTION
2.1 MEANING AND DEFINATION
Selection is the process of picking individuals (out of the pool of job
applicants) with requisite qualifications and competence to fill jobs in the
organization. A formal definition of Selection is:
“ It is the process of differentiating between applicants in order to identify
those with a greater likelihood of success in a job.’’
Recruitment and selection are the two crucial in the HR process and are often used
interchangeably. There I, however, a fine distinction between the two steps. While
recruitment refers to the process of identifying and encouraging prospective
employees to apply for jobs, selection is concerned with picking the right
candidates from the pool of applicants. Recruitment is said to be positive in its
approach as it seeks to attract as many candidates as possible. Selection, on the
other hand, is negative in its application in as it seeks to eliminate as many
unqualified applicants as possible in order to identify the right candidates.
31. 2.2 ROLE OF SELECTION
The role of selection in an organization’s effectiveness is crucial for at least, two
reasons; first, work performance depends on individuals, the best way to improve
performance is to hire people who have the competence and the willingness to
work. Arguing from the employee’s viewpoint, poor or inappropriate choice can be
demoralizing to the individual concerned (who finds himself or herself in the wrong
job) and de-motivating to the rest of the workforce. Effective selection, therefore,
assumes greater relevance.
Second, cost incurred in recruiting and hiring personnel speaks about volumes of
the selection. Costs of wrong selection are greater.
2.3 STEPS IN SELECTION PROCESS
32. 2.4 ORGANISATION FOR SELECTION
Until recently, the basic hiring process was performed in a rather unplanned
manner in many organizations. In some companies, each department screened and
hired its own employees. Many managers insisted upon selecting their own people
because they were sure no one else could choose employee for them as efficiently
as they themselves could. Not anymore. Selection is now centralized and is handled
by the human resources department.
Ideally, a selection process involves mutual decision-making. The organization
decides whether or not to make a job offer and how attractive the offer should be.
The candidate decides whether or not organization and the fob offer fit his or her
needs and goal. In reality, the selection process is highly one-side. When the job
market is extremely right, several candidates will be applying for a position, and
the organization will use a series of screening devices to hire the candidates it
feels is most suitable. When there is a shortage of qualified workers, or when
the candidate is a highly qualified executive or professional who is being sought
after by several organizations, the organizations will have to sweeten its offer and
come to a quicker decision.
33. 2.5 NEW METHOD OF SELECTION
In recent years, HR specialists have found out new methods of selection. These
approaches are deemed to the alternatives to the traditional methods of selection.
Two intersecting alternatives are participative selection and employee leasing.
Participative selection that subordinates participates in the selection of their co-
workers and supervisors. The idea is that such participation will improve quality,
increase support for the selected supervisors and co-workers, and improve
employee morale. In employee leasing, the client company leases employees from a
third part, not on a temporary basis, but rather ate leased as full-time, long-term
help. An interesting feature of this method is that the client company need not
perform such personnel activities as hiring, compensation or record keeping. The
advantages of employee leasing are significant. The client is relived from many
administrative burdens, as well as the need to employ specialized personnel
employees. Further, employees not recruited by one client are sent to another
client company for employment.
34. 2.6 SELECTION IN EGYPT
Conditions of labor market largely determine the selection process. As is well
known, we have a strange paradox in our country. There is large-scale
unemployment juxtaposed with shortage of skilled labor. ‘No Vacancy’ boards are
seen along with ‘wanted…’ hung on factory gates everywhere’.
Unemployment prevails among people who are unemployable-individuals who
have acquires university degrees but do not possess any specific skills. All the evils
associated with selection –corruption, favoritism and influence- are found in hiring
these people. Selection is obviously, not systematic and times bizarre too.
Selection practices in hiring skilled and managerial personnel are fairly well defined
and systematically practiced. Particularly in hiring managerial personnel and
executives, a lot of professionalism has come in, thanks to the realization that
these individual are difficult to come by and no effort is too excess to attract
them. Specialist agencies to available whose services are retained for hiring
technical and managerial personnel. Merit and not favorite, objectivity and
subjectivity will be the criteria for such selections.
35. 33.. CCAASSEE SSTTUUDDIIEESS
3.1 Techno-Master for Sheet Metal Industry
MAN POWER PLANNING
1. The organization manpower is a process of forecasting future recruitment.
2. Development action plans to meet them.
3. Monitoring performance against the plan.
4. A forecast of the capabilities required on a given data in the near future
in the light of the business plans.
5. An inventory of the existing human resources.
6. An analysis of the internal environment and the external scenario and
their influence that are envisaged during the inverting period.
7. A summary of the kinds of action required achieving the desired capabilities.
8. A comprehensive plan to implement these actions.
9. A monitoring schedule and system for ensuring proper progress.
36. FORECAST OF FUTURE RECRUITMENT
This procedure establishes the organization objectives to be achieved by way of
manpower planning. The new techniques, new product lines and / or new facility
which are implemented as part of the organization expiation plans to project the
recruitment of manpower intake for these targets. When these project the
requirements are identified, considerations to be given to internal and external
sources to make the ultimate objectives realistic and attainable. The time frame
should cover between 2-5 years. The HOD (Head of Director) prepares a ‘Staff
Demand Forest’ taking into consideration the organization projected growth vies –a-
vies the exciting departmental strength. This will be forwarded to the HR
Department for future analysis.
Recommendations for Human Resources Objectives are made by the members of
the top Management, (General Manager & above), who will form the decision
making group to authorized manpower requirement and related action plan and
formulate the manpower budget.
1. INVENTORY OF CURRENT RESOURCES:
This component establishes the basis for future actions in the plan. The inventory
will cover the number and type of person required with identified job positions and
will take into consideration the educational background, work experience and age
group. Most of the inventory data should be available in the existing personal files.
2. ANALYSIS OF INTERNAL AND EXTERNAL INFLUENCE:
The future requirement and current resources should be established before future
actions are determined. Internal and external factor, which may influence the plan
most, are to be identified and analyzed.
37. This includes, eminent retirement, transfers and promotions and terminations and
other charges that effect the current personal population. On this basis, taking into
consideration the pervious trend, the HR Department prepares a Manpower
turnover statement. Anticipation changes in the external environment that affects
the business any internal change of direction in the business itself.
3. CORPORATE MISSION, OBVJECTIVES, STRATEGIES TACTICE (MOST):
Recruitment corporations have started linking their mission, objectives, strategies
and tactics (MOST) to the functions of recruitment and selection. The economic
liberalizations and consequent competition through quality and service necessitated
the companies to search for and attract competent human resources. Corporation
focusing on new business development will have to seek interregnal abilities,
companies planning to withdraw from diversification, must look for pragmatists and
companies chasing growth alliances should employ people comfortable in different
cultural backgrounds. Above all companies must hire for the future anticipation jobs
that may not be in existence yet recruitment managers must focus for attitudes and
approaches that fit the corporate goals and culture.
4. RECRUITMENT POLICY
Recruitment policy of any organization is derived from the personal policy of the
same organization. In other words the former is a part of the latter. However,
recruitment policy by itself should take into considerations the government
reservation policy, policy regarding sons of soil etc., personal policies of other
organization regarding merit, internal sources, social responsibilities in absorbing
minority sections, women etc. Recruitment policy is like enriching the organization’s
human resources serving the commodity by absorbing the weaker sections and
disadvantaged people the society, motivation the employees through internal
promotions, improving the employee’s loyalty to the organization by absorbing the
retrenched or laid-off employee or dependents of present former employees etc.
38. The following factors should be taken into consideration in formulating recruitment
policy they are:-
Personal policies of other completion organizations.
Organization’s personal policies.
Selection criteria and preference etc.
5. IMPLEMENTATION PLAN:
Analysis of staff demand forecast vise-a-vise manpower turnover ratio determine
the additional manpower requirement for the projected plan period within
frameworks of the comprehensive plan the line functionaries is responsible for the
amendment to meet operating requirements.
The plan is segmented with identified responsibilities the steps to be taken for
achieving the goal in the required time. This should include succession planning for
personal to move from their present positions to the desired positions in the period
of time. HR department has the major responsibility for co-ordination of the
business. Copies of the sanctioned manpower strength and manpower budget will
be available with the various Hoods and the HR department. Implementation of the
manpower plan entails a variety of control measures to ensure compliance by all
sections of the organization. The control measures include the requisite system
enveloping either number and quality if new incumbents or internal transfer.
Department’s feedback is at specified time period on the progress of
39. 6. RECRUITMENT AND SELECTION:
The identification of manpower requirements for any particular department will be
carried out by the respective H.O.D. the manpower requisition from will be duly
filled in and signed by the concerned HOD and forwarded to the HR department duly
sectioned and authorized. On receipt of the manpower requisition from, the HR
department will ensure that the vacancy is failed.
The head of the indenting department in co-ordination with the HR department
will decide the mode of recruitment, in case the internal resources of the
organization are to be utilized, an internal search will be carried out within the
organization, if suitable candidates are identified, and the management may resort
to promotion/transfer/re-development/re-allocation to fill the existing vacancy.
In the event of no suitable candidates being located from within the organization
an external search may be undertaken via the under mentioned sources, the in-
house data bank, in which the forced applications of potentially good candidates are
maintained, may be scanned.
The service of a management consultancy service/recruitment agency may be
utilized for location the right candidate an advertisement may be inserted in the
Other means like campus recruitment for junior level requirement and head
hunting for senior level requirements may be restarted to.
When advertisement is placed in the newspaper, the advertisement draft is
prepared by the HR department and is forwarded to the head of director (H.O.D) for
40. The concerned department head screens applications received and a shortlist of
candidates to bed called for interview is prepared. A similar shortlist is also being
prepared in the case of recruitment from sources other than that of newspaper
advertisement. Accordingly call letters for interview are prepared after discussion
with interview panel member on suitable date and time and dispatched to the short
listed candidates. Application blank is sent along-with the cell letter to ensure
completeness of information obtained. Also, a level of uniformity is maintained
regarding the amount of information available on each applicant and this assists in
comprehensive assessment by the interview panel. An interview schedule giving
name of candidate, position applied for and interview date and time is forwarded to
the reception and the interview panel member on the day of interview the same list
is forwarded to the security.
7. THE INTERVIEW PANEL:
The interview panel comprises of the head of the concerned department, another
member of the same department and a senior level manager from the HR
department additionally. Every member of the interview panel has to fill in the
interview rating from them are:-
Head of the section, then factory manager (GM), final the head of director (H.O.D).
41. 8. THE INTERVIEW PROCESS AND APPOINTMENT:
Subsequent to the interview, the members of the interview panel prepare a
shortlist of candidates, long with rating order. The HR department will forward the
names of short listed candidates to the Director HR for his perusal, discussion and
consultation with the interview panel member to select suitable candidates.
Techno-Master is sheet metal manufacturing company so; its selection process is
quite different from the other manufacturing companies. Selection process is based
on technical knowledge of the candidate.
Main things taken into consideration while selecting the candidate are:-
Specialized working area.
There normally selection is done in two levels.
Middle and top level selection.
Lower level selection.
42. Lower level selection:-
For selecting lower level employees such as cad operators, labors, production
seniors etc. the preliminary test is conducted. The candidates who scores higher
marks are called for interview.
In interview many things are asked and decided such as:-
Candidate’s recruitment on temporary basis or contract basis.
Candidate’s to be paid on hourly basis or monthly basis.
Candidate to be sent to abroad for projects.
Candidate’s readiness to work on shifts.
After confirmation of all these things final decision regarding giving appointment
letter is taken and at last letter of appointment is given.
Top level selection:-
While selecting middle or top level employee’s job experience is main element and
interview is given most importance. As top level employee is going to manage
people in the organization his personal skills are also given importance with his
technical knowledge. While selecting top level employees many things are taken into
consideration such as:-
Abilities to understand the people,
Abilities to handle the people,
Abilities to take right decisions,
Abilities to give training to the lower level employees, etc.
Generally top level employees are selected on long period contract basis.
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
Its importance also gets changed as the organization changed.
44. JOB REQUISITION TEMPLATE
Number of positions: Location:
(Highlight the suitable option)
Subordinate/s (If any):
Who are reporting to the job
Reason for requisition:
(Highlight the suitable option)
(Write a brief summary of the
Skills required for the job:
Leadership/ Team orientation/
team building/ presentation/
analysis and problem solving,
creative thinking, communication
(Describe nature of experience)
Suggested source of candidates:
Any Other Remark:
Position Requisitioned by:
Position Approved by:
45. INTERVIEW RESPONSE FORM
(To be filled for all Managerial and other key positions by the interviewer)
Kindly spare a couple of minutes to fill the information asked below. This would
help us in improving the speed as well as the quality of hiring.
1) What is the status of the candidate a) Shortlisted for the next round.
b) Final selection.
2) Please list the main reasons why the candidate is shortlisted/waitlisted/rejected
3) - Current Salary (monthly Take home):
4) Any other comments:
Name of the Interviewer: Date: