Post on 05-Apr-2018
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RECRUITMENT
AND SELECTIONMODULE-5
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RECRUITMENT
DEFINITION:-
According to Flippo,Recruitment is theprocess of searching for prospective employees
and stimulating and encouraging them toapply for jobs in an organization.
According to Dale S.Beach, Recruitment is
the development and maintenance of adequatemanpower resources. It involves the creationof a pool of available labor upon whom theorganization can depend when it needsadditional employees.
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RECRUITMENTPOLICY It specifies the objectives of recruitment and provides a framework for the
implementation of the recruitment programme.
ELEMENTS OF GOOD RECRUITMENT POLICY:
1. Organizational Objective
2. Identification of the Recruitment Needs
3. Preferred Sources of Recruitment
4. Criteria of Selection and Preferences5. Monetary Aspects
PRE-REQUISITES OF A GOOD RECRUITMENT POLICY:
It should be in conformity with the general personnel policies.
It should provide employees with job security and changing needs of anorganization
It should provide employees with job security and continuousemployment.
It should integrate organizational needs and employee needs.
It should match the qualities of the employees with the requirements ofthe work for which they are employed.
It should highlight the necessity of establishing job analysis.
It should provide suitable jobs to handicapped, women and minoritygroups.
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RECRUITMENT ORGANIZATION
MERITS OF CENTRALIZATION RECRUITMENT:-
The cost of recruitment per candidate is lowbecause of large number of persons recruited.
It has the benefit of centralized promotion andtransfer procedure.
The services of experts will be available forrecruitment.
Since there is uniformity among persons, itbecomes easy to transfer persons from one plantarea to another.
The line managers of various plants or zonesconcentrate on their work, they are relieved of thebotheration of recruitment.
It ensures effective and suitable placement tocandidate.
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MERITS OF DECENTRALISED RECRUITMENT:
THERE MAY BE CERTAIN AREA WHERE SUITABLE
CANDIDATES ARE AVAILABLE .
THE RECRUITMENT CAN BE DONE AS AND WHEN
THERE IS NEED.
THE UNITS WILL BE FREE TO USE METHODS TO
STIMULATE PROSPECTIVE CANDIDATES SO THAT
PROPER PERSONS ARE RECRUITED.
THE UNITS CAN EXERCISE BETTER CONTROLOVER PERSONS WHO ARE RECRUITED BY THEM
AS COMPARED TO THOSE RECRUITED BY
CENTRAL AGENCY.
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OBJECTIVES OF RECRUITMENT
1. To attract people with multi-dimensional skillsand experiences that suit the present and futureorganizational strategies.
2. To induct outsiders with a new perspective tolead the company.
3. To infuse fresh blood at all levels of theorganization.
4. To develop an organizational culture that attractscompetent people to the company.
5. To search or head hunt/head pouch people
whose skills fit the companys values.6. To search for talent globally and not just within
the company.
7. To design the entry pay that competes on qualitybut not on quantum.
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SOURCESOFRECRUITMENT
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TECHNIQUES OF RECRUITMENT
TRADITIONAL TECHNIQUES
a. Promotions
b. Transfers
c. Advertising MODERN TECHNIQES
a. Scouting
b.Salary and Perks
c.ESOPs(Employee Stock Ownership programme)
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FACTORS AFFECTING
RECRUITMENT
Internal factors
External factors
Internal factors
i. Companys pay package
ii. Quality of work life
iii. Organization Culture
iv. Career planning and Growth
v. Companys products/servicesvi. Companys Growth rate
vii. Cost of recruitment
viii. Companys name and fame
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External Factors
i. Socio-economic factors
ii. Supply and demand factors
iii. Employment Rateiv. Labor market conditions
v. Information system like employment
exchange/tele-recruitment like internet.
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RECRUITMENT PRACTICES IN
INDIA
1) Internal Sources
2) Public Employment exchanges
3) Labor Contractors
4) Candidates introduced by friends andrelatives
5) Candidates bought by present employees
6) Casual laborers
7) Sons of soil8) Reservations
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SELECTION
To select means to choose
Selection is the process of picking up
individuals (out of the pool of job applicants)with requisite qualifications and competence
to fill jobs in the organization.
Selection is the process in which candidates foremployment are divided into two classes-those
who are to be offered employment and those
who are not
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SELECTIONPROCEDURE
Essentials of a Selection procedure
There should be sufficient number of applicant
from whom the required number of candidates
may be selected. The selection will not be proper if
number of candidate is less. There should be some person who is assigned the
authority to select. The authority is given on the
basis of type of persons to be selected and the
nature of work they will take up.
There should be some standard of personnel withwhich a prospective employee may be compared i.e
there should be available before hand a
comprehensive job specification as developed by
job analysis.
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SIGNIFICANCEOF SELECTIONPROCEDURE
Procurement of skilled workers-In this process only
desirable candidates are hired and others are denied
the opportunities.
Reduction in the cost of training-Proper selection of
candidates reduces the cost of training
because(i)qualified personnel have better grasping
power, they can understand the techniques of workbetter and in no time ;(ii) The organization can develop
different training programmes for different persons on
the basis of their individual differences.
Solution to Personnel problems-Proper selection of
personnel reduces personnel problems in the
organization. like labor turnover, absenteeism etc.
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SELECTION PROCEDURE
Steps in Scientific selection process
1. Reception
2. Screening Interview
3. Application BlankWeighted Application Blanks(WAB)
1. Selection Testing
5. Selection Interview
6. Medical Examination
7. References Checks
8. Hiring Decision
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TESTS AND INTERVIEWS
PURPOSE OF TESTS:-
For the selection and placement of new
employees.
For appraising employees for employmentpotentials,
For Counseling employees.
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CLASSIFICATION OR TYPES OF
TESTS
Intelligence tests
Aptitude test
i. Mechanical Aptitude test
ii. Psycho-Motor or Skill test
Personality test
Interest tests
Achievement test Simulation test
Assessment centers
i. The in basket test
ii. Leaderless group discussion
iii. Management games
iv. Individual presentationv. Objective tests
vi. Interviews
Video based Situational testing
Graphology tests
Polygraph testss
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DEVELOPINGATESTPROGRAMME
Deciding the objectives of the testing
programme
Analyzing the job
Choosing the test Administering the test
Relating the test scores and criteria
Cross-Validating and Revalidating
Analyzing the results of the tests
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TESTING GUIDELINES
Use tests as supplements
Validate the tests
Analyze all current hiring and promotion standards
Keep accurate records Begin the validation programme
Use a certified Psychologist
Test Conditions important
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INTERVIEW
DEFINITION:
According to Scott An Interview is a
purposeful exchange of ideas ,the answering of
questions and communication between two or
more persons.
According to Walter and Others Interview is a
Conversation with a purpose and the purpose
may be to get information, to give information
and to make a friend.
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OBJECTIVES OF INTERVIEW
Judgment of Applicant
Give information to applicant
Promote Goodwill
To establish a Rapport
In valuation tool
Solve problems
Exit
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TYPES OF INTERVIEW
Classification According to Structure
i. Unstructured or Non-directive interview
ii. Structured or Direct interview
Classification according to Purpose
i. Stress interview
ii.
Appraisal interviewiii. Exit interview
Classification according to the interviews Content
i. Situational interview
ii. Job-related interview
iii. Behavioral interview
iv. Psychological interview Classification according to Administering the interview
i. One on one interview
ii. Sequential interview
iii. Group interview
iv. Panel interview
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STEPS IN INTERVIEW PROCESS
Preparation for the interview
The physical setting
Conducting the interview
Closing the interview Evaluation of results
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LIMITATIONS OF INTERVIEW
Personal bias
The Halo effect
Constant error
Leniency
Projection Stereotyping
Snap judgment
Lack of integration
Negative emphasis Pressure to hire
Telegraphing
Too much/too little talking
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GUIDELINESFOREFFECTIVEINTERVIEW
Interview should never be hurried A description of the job should be prepared in
advance
Interview questions should be based on listing ofjob duties with more interview questions developed
for more important duties. Competent ,trained and experienced person should
be chosen as interviewers.
The interview should be conducted in a quiet,comfortable and nonstressfull atmosphere.
The interviewer should listen carefully to what theapplicant says and the information collectedshould be carefully recorded.
The interviewer should try to minimize hispersonal bias.
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PLACEMENT AND INDUCTION
Placement is the determination of the job to which an
accepted candidate is to be assigned and his assignment to
that job.
Employee placement process:
Collect details about employee
Construct the employees profile
Match between sub-group profile and individuals profile
Compare sub-group profile to job family profile
Assign the individuals to the job family Assign the individual to specific job after further counseling
and assessment
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PROBLEMS IN PLACEMENT
Employee Expectations
Job expectations/description
Change in technology
Change in organization structure
Social and psychological factors
How to make placement effective
Job rotation
Team workTraining and development
Job enrichment
Empowerment
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INDUCTION
Induction is the process of receiving and
welcoming an employee when he first joins a
company and giving him basic information he
needs to settle down quickly and happily and
start work
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CONTENTSOFINDUCTIONPROGRAMME
Companys history, philosophy and operations.
Products and services of the company
Companys organization structure
Location of departments and employee services
Personnel policies and practices Employees activities
Rules and regulations
Grievance procedure
Safety measuresTerms and conditions of service
Benefits and services for employees
Opportunities for training,promotions,transfers etc
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ELEMENTSOFGOODINDUCTION
PROGRAMME
Introductory information On the job information
Follow up interview
PROBLEMS IN INDUCTION:
Busy or untrained supervisors may fail in carrying outthe programme
The new employee may not cope up if too muchinformation is provided to the employee during theinduction programme
The induction programme fails, if employee is misplaced
The gap between the wider orientation by the hrd andnarrow orientation by the department concerned
Some organization resort to trail by fire orientation
The employee may be required to fill too many formsduring the orientation/induction programme
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SUGGESTIONSTOMAKEINDUCTION
PROGRAMMEMOREEFFECTIVE
Feed forward of the possible problems and
solutions therefore.
A warm and friendly welcome will reduce the
possible problems.
A phased induction programme would place thenew employee at ease and learn slowly
Periodical follow up and filling the gaps in the
information would reduce the problems.
Attaching a colleague to the new employee for amonth would reduce the new employees anxiety.
Providing written documented information through
video cassettes and computer floppies would make
the induction programmed less loaded.
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THANK YOU