A PROJECT REPORT

ONRECRUITMENT AND SELECTION

(IBM INDIA GURGAON)

FOR THE PARTIAL FULFILLMENT OF THE REQUIREMENTFOR THE AWARD OF

MASTER OF BUSINESS ADMINISTRA

UNDER THE GUIDANCE OF..

(Mr. Vikas Sir)

SUBMITTED BY

Kumari Deepa

SRM UNIVERSITYINSTITUTE OF BUSINESS MANAGEMENT

Submitted In Partial Fulfillment of the Requirements of the Degree of Business

Administration

Academic Guide Submitted by:Faculty Name – Vikas Sir Student Name – Kumari DeepaDesignation – HR Registration No -35110

SRM University MBA (Batch 2010 – 2012) NCR Campus, Modinagar

Institute Of Business Management Certificate

It is to certify that Candidate Enrollment number 35110050042 D/O Shri GOPAL PRASAD BARNWAL is a beneficed student of M.B.A. at SRM University. To the best of our Knowledge dissertation report titled “A STUDY OF RECRUITMENT AND SELECTION” submitted by her original contribution. The study was conducted at IBM INDIA GURGAON.

Dean, IBM Project Guide

Date-: Date-:

DECLARATION

I, Kumari Deepa hereby declare that this research report entitled

“A STUDY OF RECRUITMENT AND SELECTION”, has been

completed based on actual study carried out by me in IBM INDIA,

and this has not been submitted to any other University towards

any other degree.

I am presenting an authentic report of my work, carried out under

the guidance of Mr. SUMIT KUMAR WATAS (HR Manager) , This

research report is original & the information, data & fact furnished

their in are actual, based on study carried out by me.

KUMARI

DEEPA

ACKNOLEDGEMENT

The topic for research is well known topic but always

having a great scope of study. This was interesting to

have undergone the project in this era of education.

Every accomplishment needs the support of a number of

Mentors .I would also like to thanks to Mr. SUMIT K

WATAS (MANAGER HR IBM) who was having a continuous

supervision on my project. I

dedicate this Project Report to my Parents.

KUMARI DEEPA

PREFACE

The importance of an academic course would gain advantage and acceptance of the

true form, only through practical experience. Hence it is quite necessary to put the

theories into talk.

My project is based on people Awareness. The topic of my project is “A STUDY OF

RECRIUTMENT AND SELECTION”.

Practical exposure for the MBA students is very necessary because what they study

in the classroom is not the reality. Situation in the market is unknown and very

much unpredictable. So the practical experience is very much necessary this is

made possible with the Dissertation report in IBM INDIA.

I have tried my best to collect useful information , analyze and present an

unbiased and impeccable report

Table of Content

1 Introduction•Concept of the Research Area• Conceptual framework• Selection of research topic• Review of literature2. Company Profile•Brief on IBM•Vision

•Values•About the promoters3. Objectives of the Study4. Research Methodology•Hypothesis•Research design•Tools/techniques used in the study•Scope and limitations of the study5. A critical analysis of past study conducted6. Scope for further studies7. Conclusions & Suggestions

INTRODUCTION OF RECRUITMENT

AND SELECTION

Definition and Meaning

Recruitment

According to Edwin B. Flippo, “Recruitment is

the process of searching the candidates for

employment and stimulating them to apply for

jobs in the organization”

Meaning:

Recruitment is the activity that links the

employers and the job seekers. A process of

finding and attracting capable applicants for

Employment

Selection

ACCORDING TO THOMAS STONE “Selection is

the process of Differentiating between

applicants in order to identify and hire those

with a greater likelihood of success on the

jobs.”

In simple words………..

It is the functions perform by the management

of selecting the right employees at the right

time after identifying the sources of human

resources, searching for prospective employees

and stimulating them to apply for jobs in an

organization.

The objective of the selection decision is to

choose the individual who can most

successfully perform the job from the pool of

qualified candidates.

EXPLANATION

Employees well selected and well placed would not only contribute to

the efficient running of the organization but also offer significant

potential for future replacement.

Recruitment is concerned with both engaging the required number of

people, and measuring their quality. It is not only a matter of

satisfying a company’s needs; it is also an activity, which influences

the shape of the company’s future. It is a process that not only helps

to select and fill a vacancy physically, mentally, and

temperamentally but also helps to develop an employee into a

desirable employee. Selection process searches persons with

potential who would grow in the organization.

The organizational practices in selection in India vary considerably.

The private and public sector organizations differ in their selection

practices. Selection for public sector undertakings is governed by the

principles laid down in 1961 (Prasad, 1973) and are operationalised

by Public Enterprises Selection Board, Union Public Service

Commission, National Institute of Bank Management, Subordinate

Services Commission, etc.

The process of selection begins with the understanding and definition

of the job to be performed by those involved in selection. These are

then converted into job specifications (qualifications), which are

made public. Job opportunities should be publicized in such a way

that they enable the organisation to draw upon prospective

candidates from a wide cross- section of the society.

Systematic and planned selection helps the organisation to derive

the following advantages.

1. It helps to generate only relevant applicants through a self-

selection process on the part of the potential applicants. It thus

saves time and money.

2. Careful selection is functional in choosing highly motivated

employees and thus develops a culture of a committed way of

work life. Pareek and Rao (1981) suggest that through proper

selection of new entrants it is possible to build a desirable culture

and desirable norms in the organisation. Once such a culture is

established it also influences the new entrant’s orientation.

3. Proper selection also ensure high degree of satisfaction among the

employees by letting they know that their capabilities are being

properly utilized and that they are now wasting their time and

talent. This feeling is likely to raise the morale of the employees

and may result in higher levels of commitment and productivity.

4. It ensures supply of the right type of personnel in a short duration

of time.

5. In any selection there are chances of selecting a wrong person and

also chances of losing a right person. Both are equally costly to

the orgnaization. Systematic selection ensures minimization of

such errors:-

• Error of omission

• Error of commission

1. It helps build the image of the organization. It ensures purely

objective, merit- related selection and hence establishes an image

of impartiality. This attracts more qualified and better candidates

to the organisation.

2. Systematic selection is a tremendous blessing for human

resources information systems. It provides a useful data bank for

personnel audit and research, and potential for upward mobility in

the organisation.

The process of Selection consists of three stages: Recruitment,

Screening and Selection

Recruitment

The first stage in selection is to make the vacancies known to a large

number of people and the opportunities that the organisation offers.

The process of attracting people to apply is called recruitment.

Recruitment is also defined as a process of searching for prospective

employees and stimulating them to apply for jobs. It is different from

selection, which begins after recruitment has ended. While

recruitment, is a process of attracting people selection is a process

of choosing a few among those who have been attracted.

The need for recruitment may arise out of the following situations.

1. Vacancies due to transfer, promotion, retirement, termination,

permanent disability, or death.

2. Creation of vacancies due to expansion, diversification, growth, or

job re-specification.

Recruitment is done by using a number of methods.

1. Employment Agencies

There are a number of private employment agencies like Ferguson

Associates, ABC Consultants, SB Billimoria, who register for

employment and can furnish a list of suitable candidates when

sought by employers from their data bank. Generally, these

agencies, these agencies also recruit on behalf of the organisation

without necessarily disclosing the identity of the organisation. They

go as far as short-listing the candidates for organisation but the final

decision is taken by the representatives of the organisation.

1. In terms of cost this might turn out to be cheaper than the

organizations doing it themselves. The time and man hours saved

by the company executives in processing and short-listing the

candidates could perhaps be utilized elsewhere by the

organization.

2. Up to a certain point the organizations identity remains unknown.

On the other hand, there is always the risk of losing out in screening

some person whom the representatives of the orgnaization would

have liked to meet.

2. Advertisement

It is the most widely used method for generating applications. Its

reach is very wide. Different mass media could be used to make

people aware of the opportunities. There are special journals and

magazines that cater to different market segments and putting an

advertisement in them may generate a large number of relevant

applications. However, in preparing and advertisement, lot of care

has to be taken to ensure that some self-selection among applicants

takes place. In other words, only qualified people should think of

responding to advertisements.

A good advertisement has to be specific and clear-cut in what it is

looking for. Subramanian and Devi (1984) studied 496

advertisements published in the Hindu during 1981. Public sector

enterprise inserted as many as 125 out of 496 advertisements. Their

results revealed that public sector enterprises provided better job

descriptions, job specifications, compensation details, qualifications,

age and selection procedures as compared to private sector

enterprises.

A good, carefully worded advertisement can also help in building the

image of the organisation.

3. Campus Recruitment

While campus recruitment is a common phenomenon in the West, in

India it has made its mark rather recently. Many organisations send

their representatives every year to national institutes of higher

learning like Indian Institutes of Management,Indian Institutes of

Technology and similar others. I In fact many institutes have regular

placement offices which not only send out the profiles of graduating

students, but also help the visiting company representatives in

administrative details. The organizations have definite advantages

through campus recruitment. First, the cost is low; second, they can

arrange interviews at short notice,; third, they can meet the teaching

faculty; fourth, it gives them an opportunity to ‘sell’ the

organisation to a large student body who would be graduating later,

as well as establish a goodwill through presentations and distribution

of company material. One of the drawbacks of campus recruitment

for employing organizations is that they interview candidates who

have similar experience and education.

4. Deputation

Deputation refers to sending an employee to another orgnaization for

a short duration of two to three years. Deputation is a pretty

common method of recruitment in the public sector organizations

and government agencies in India. It also takes place in the private

sector when an employee is sent to another unit of the same group

for some time. However, deputation in Indian context is generally,

seen with reference to public sector organizations and government

agencies. Deputation is useful because it provides ready expertise

and the organisation does not have to incur the initial cost of

induction and training. Since the deputation period is generally

limited to two to three years, it is often a handicap.

5. Professional Association

Very often, for certain professional and technical positions it may be

useful to go to professional associations (e.g. All India Management

Association). An application routed through these associations would,

perhaps, be better in terms of qualification as some of these

association themselves do a preliminary screening. In India, this is

not a very common practice and those few that do provide this kind

of service have not been able to generate a large number of

applications.

6. Word of Mouth

Sometimes it may be more economic, both in terms of time and

money, to pass the word around about the possible opening. This

could be done either through individual employees or unions. It often

serves the purpose of keeping the union involved in recruitment and

ensuring industrial harmony.

7. Casual Applications

Often the organisation receives self- solicited applications seeking

suitable opportunities. Many organizations I keep a live file of such

casual unsolicited applications and whenever a befitting position

opens, invite them to apply through formal channel. One major

problem with this method is that such people apply to a number of

organizations, and when they are needed by the organisation, either

they are absorbed by other organizations or are not interested in the

position.

8. Raiding

Raiding is a technical term used when employees working elsewhere

are attracted to joint organizations. The organizations are always on

the lookout for qualified professionals, and are willing to offer them a

better deal if they make the switch. There are always some

employees who are professionally very competent, but dissatisfied

with something or the other in the organisation. They form the ‘easy’

group to attract. The other group is formed of those who are equally

competent but are quite satisfied with their present position. To

attract them, the organization has to offer a very lucrative package

of perquisites. Whatever may be the means used to attract, often it

is seen as an unethical practice and not openly talked about.

CONCEPTUAL FRAMEWORK

PERSONNEL/ HUMAN RESOURCE MANAGEMENT MODEL

Economic

Forces

Labor

Markets

Laws and

Regulations

Labour

Unions

EXTERNAL INFLUENCES

PERSNNEL/HUMAN

RESOURCE

ACTIVITES

PERSONNEL / HUMAN

RESOURCE

OUTCOMES

INDIVIDUALS

Ability Motivation

Support Activities

Analyzing Individuals

and jobs

Assessing Outcomes Attraction

Human Resource

Planning

Performance

Functional Activities Retention

External Staffing Attendance

JOBS Requirement

Rewards

Satisfaction

Internal Staffing and

Development

Compensation Other

Labour Relations

Work Environment

THE TWO FACE OF SEARCHING AND SCREENING

Individual

Organisation

Activate search

Activate search

Make inquiries and apply

Applicant 600

Communicate job openings and attributes

Screen applicants

Screen opportunities

Continued interest

Continued interest

Reject

Reject

Potential hires

Closed internal Recruitment System

Under a closed internal recruitment system, employees are not made

aware of job vacancies. The only people made aware of promotion or

transfer opportunities are those who oversee placement in the human

resource department, line managers with vacancies, and contacted

employees. The way a vacancy is typically filled under a closed

system is shown below.

Manager notifies human resources of vacancy

CLOSED INTERNAL RECRUITMENT SYSTEM

Human resources searches filed for candidates

List of candidates given by human resources to manager

Position filled by manager

Open internal recruitment system

Under an open internal recruitment system, employees are made

aware of job vacancies. Usually this is accomplished by a job posting

and bidding system.

An open system gives employees a chance to measure their

qualifications against those required for advancement. It helps

minimize the possibility of supervisors selecting only their favorite

employees for promotion or transfer. Hidden talent s often uncovered.

OPEN INTERNAL RECRUITMENT SYSTEM

Manager notifies human resources of vacancy

Human resource posts job opening

Manager fills position

Manager interviews candidates

List of candidates given by human resources to managers

Human resources screens candidates

Human resources receives bids from interested applicants

An open system may, however, create unwanted competition among

employees for limited advancement opportunities. It is a very lengthy

and time- consuming process to screen all candidates and provide

them with feedback. Employee morale may be decreased among those

who are not advanced.

Targeted system of internal recruitment

Under a targeted system, but open and closed steps are followed at

the same time. Jobs are posted, and the human resources department

conducts a search outside the job posting system. Both systems are

used to cast as wide a net as possible. The large applicant pool is

then narrowed down by KSAOs. Seniority eligibility, demographics,

and availability of applicants.

A targeted system has three advantages; a thorough search is

conducted, people have equal opportunity to apply for postings, and

hidden talent is uncovered.

SCREENING

In the overall process of selection, screening comes after the

recruitment is complete. Screening is a process of reducing the

number of applicants to a few who have better chances of selection

than those screened out. Screening is generally done on two counts-

eligibility and suitability.

Eligibility is to see if the applicants fulfill the minimum qualifications

stipulated n the recruitment announcement. Those who do not

qualify are straight away eliminated from the selection. It is difficult

to decide on the criteria suitability. One can choose only those with a

high percentage of marks, but that is not always a guarantee for

good performance. A judgment has to be made looking at the job

specifications. In general, those distant from job specifications are

screened out in the first round itself.

Screening can be done by using a variety of methods. Some of these

method are discussed below:

1. Preliminary applications

On the basis of minimum information in a preliminary or self-

prepared application, screening could be done. Only those who

qualify at this stage are sent a comprehensive application blank. If

this facility is not available, then the information provided in the

comprehensive application blank itself becomes the basis for

screening.

2. Tests of De-selection

Many organizations in India are now using psychological tests to

deselect a number of applicants. If the number of applicants is large,

higher cut- off scores are set to reduce the number to a manageable

size. These are generally tests of intelligence and environmental

awareness. In many academic institutions, banks, etc., this is a

common practice. The cut- off point is determined by a general

formula of a number of vacancies multiplied by four. The idea is to

get four times the number of vacancies, call them for interviews,

group discussions, or any other subsequent methods of selection.

Research has shown that 1:4 ratios for selection give enough

margins for choice. Although this ratio is not always strictly adhered

to, it is a common practice.

3. Screening interviews

Another method of screening is to have a short duration interview

with all the candidates and then decide who should be asked for a

comprehensive interview at a late date. This is a good technique,

provided the number is not large. Many companies in campus

interviews use this technique.

While screening does help to reduce large numbers to manageable

proportions, it also has the possibility of losing some applicants who

could have performed well in the subsequent selection. With more

clear understanding of job description, however, this risk could be

reduced.

SELECTION

Managing Recruitment and Selection System

ATTRACT

ENGAGE

TRANSACT

SATISFY

RETAIN

Selection is choosing a few from those who applied. Some selection

is:

1. Application Banks

This is first methods in IBM, used for collecting information from the

applicants. The general purpose of application blanks, according to

Athreya (1968), is to “secure desired factual information from an

applicant in a form convenient for evaluating the applicant’s

qualifications”.

Purpose of Applications Blanks: Lipsett, Rodgers and Kenter (1964)

have identified three purposes of application blanks: preliminary

screening, aid in interview, and a selection device in its own right. A

wider application shows that the application blank serves the

following purpose.

1. The provide the candidates first formal introduction to the

company. Prior to receiving the application, the company knows

nothing about him/her.

2. They generate data in uniform formats and hence make it easy to

make cross comparison of the applicants.

3. They generate data that can serve as a basis to initiate a dialogue

in the interview. This may be true for both preliminary and final

interviews. Areas that need to be further explored are identified

on the basis of blank also provide leads for subsequent interviews.

4. Data in the application blank can be used for purpose of analysis

and research in personnel. In addition, some minimum data on

employees selected have to be stored for subsequent use.

5. Since the major part of the application blank is structured, the

responses could be pre-coded for computerization. This is

particularly useful when a large number of applications are

generated and there are time and resource constraints.

6. Often application blanks require the applicants to provide

information in an unstructured way (i.e. “anything else you would

like to mention” or “state in your own handwriting why you wish

to be considered for this post”, etc.). This gives a very useful clue

to the organizing and presentation abilities of the applicant.

7. Sometimes the application blanks are designed with weight ages

assigned to various items in the applicants blanks based on past

experience. These are called weighted application blanks.

Contents of application blanks: Though the information sought in

applicant blanks may vary according to the level of the position and

the organization, most application blanks seem to contain the

following kinds of information.

1. Personal data- name, date and place of birth, address sex and

other identification marks.

2. Marital data- whether married, number of children, whether

spouse is working, education of the spouse and children, other

dependents, etc.

3. Physical data- height, weight, general health condition, whether

physically handicapped, etc.

4. Educational data- various levels of formal education, years, and

marks obtained, distinctions, subjects taken, merit awards,

scholarships, etc.

5. Employment data- past experience, years, position, company,

salary, promotions, professional courses attended, nature of

duties, reasons for leaving previous jobs, membership of

professional bodies and associations.

6. Extra academic data- sports and games, NSS, NCC, level of

efficiency achieved in extra academic activities, prizes, hobbies

and interest, pastime activities etc.

7. References- names of two or more people who can credentials by

way of the suitability of the candidate to the announced position.

Generally, they are ex-employees or ex-teachers, and the references

consist of a free-floating letter.

2. Interview

Interview is, perhaps, one of the most widely used method of

selection. A survey by Spriegeland James (1958) conducted on 236

firms in USA in 1930 and a second survey by the same authors

conducted on 852 firms in 1957 showed that 94 per cent and 99 per

cent organizations, respectively, used interview as a method of

selection. Unfortunately we do not seem to find a similar survey in

the Indian context, but if one talks to the representatives of ten

organizations, chances are that nine out of ten would be using

interview as a method of selection.

Interview is one of the few situations where a candidate comes face-

to-face with the representatives of the organization. It is, thus, seen

as an interaction between the interviewer and the applicant and a

situation in which both participate. Tharp (1983) explains the

rationale of the interview process when he says, “Only through the

interview process can a manager gather sufficient data to be able to

predict whether a candidate will be successful in the position for

which he or she is being considered.

A face-to-face interview has several advantages which are not

otherwise available.

1. To an organization it may provide a situation to verify certain

information given in the application blank.

2. There are certain areas where information can be sought only

through interview. For example. How does one evaluate the

motivation and commitment? Or hopes and aspirations.

3. In an interview setting the applicant also gets an opportunity to

explain certain things which he may not like to put on paper.

Additionally, he can seek information on the organization, its

future plans, and his own growth prospects in the organization so

as to help him take a well informed decision.

4. Interview, provides an opportunity of two-way interaction

facilitating the gathering of complete information to take

meaningful decisions.

5. Interview provides an overall picture of the applicant which comes

as piecemeal when other methods are used. A well conducted

interview that puts the applicant at case and provides an

environment where the applicant can talk freely about himself,

helps generate information that would provide useful insight into

the personality of the applicant as a whole.

There are different methods of interviewing applicants. These

methods vary according to the purpose of interview and the

nature of position for which the applicants are interviewed.

3. Business Games

For positions where decision-making is the most important

components, some techniques are developed to assess the decision-

making ability of the applicants. These are called business games.

Applicants for supervisory or managerial positions are put in a

simulated exercise of actual decision- making. A problem is provided

to them along with all the necessary information and constraints. The

applicant is asked to make a decision and the quality of this decision

is judged by how well the applicant has processed the information

provided to him. One example of business games is the “in-basket”

techniques.

IN-basket technique for selecting managers was developed by Lopez

(1966). It consists of providing the applicant with background

material on the organization such as its history, organization

structure, operating procedures, roles, financial data, targets, and

past achievement, etc. It helps to set the applicant in a more of less

realistic situation. Along with this information a set of problems are

provided. In basket is like an in-treay in an office where the incoming

papers are placed. The problems contained in the in-tray by way of

memos, letters, and reports are related to each other in some way

and are also related to a master plan. The idea is that the decision

taken should be in consonance with the overall reality of the

organization and should not be an isolated case (Jaffee, 1971_. Once

the exercise is over the applicant’s judgment and performance is

evaluated. The applicant explains the decisions that he took and why

he took those decisions.

It is a powerful technique for selection, particularly for the

managerial cadre and provides insight into the applicant’s abilities

and behavior. However, the development of such an exercise is time

consuming. Often the exercise may not be taken seriously by the

participants; hence the behavior may not be very spontaneous.

In the Indian context this excise is quite often practiced but as part

of interview. Here the interviewer may provide a situation to the

applicant and ask him to indicate what he would do and why.

However, as an independent selection tool its use has been nominal.

4. Group Discussion @IBM

Another frequently used technique for the selection of supervisory

and management staff and particularly for management trainees in

India is known as leaderless group discussion or just group

discussion. Before the individual, face-to-face, interview takes place

a group of applicants ranging from six to ten are either provided a

company situation or a topic on which they are allowed some times

to discuss among themselves. The discussion is preceded by a

preparation time which provides an opportunity to the applicants to

think of the subject matter and evolve strategy of making their

contribution.

Group discussion is generally unstructured. There are no

predetermined expectations of who will perform what role seen is

how the group takes its shape, what is this shape, and who has

contributed most to this. Depending upon the job expectation a

variety of things could be examined. Generally, the quality of

content, its delivery time management, interpersonal competence,

and behavior in the group are assessed. The assessment is done by

more than one person who is also members of the interview panel.

These assessments are done independently.

Since the assess are also members of the interview panel, it provides

them an opportunity to follow up certain points during the face-to-

face interview. This method is extremely useful as it’s generates

some very useful data on the behavior, personality, and leadership

qualities in the group. It is time saving as six to ten applicants can

be observed simultaneously. However, the assessors have to be

careful because vocal applicants with better schooling may score

better because of their delivery. Hence emphasis should be placed

on content and general behavior.

1. Physical Examination

This, as a method of selection, is most useful where physical

strength is most important or where physically handicapped are

employed. Other than providing a sound, hygienic environment and

legally protecting the organization, there does not seem to be any

other reason why physical examination should be undertaken.

SELECTION DECISION@IBM

Calhoun (1967) defines selection as a two-way decision making

process in which both the organization and the applicant match

talent with requirements of the job. While we may not be so much

concerned with the decision-making process of the applicant, a

closer look has to be taken to see how and why an organisation takes

the final selection decision. Monappa and Saiyadain (1979) have

identified four methods of taking selection decision when multiple

methods are involved.

1. Multiple Hurdles

As the name suggests the decision is sequentially taken. Each

method of selection is sequenced as a scale of importance and in

each case a minimum performance is predetermined. All the methods

of selection are hurdles that have to be crossed till the applicant

competes the last hurdle. An applicant must score above the

minimum score in the first hurdle before he goes to the second.

Similarly, he must get the minimum score before he goes to the third

and so on till he has crossed all the hurdles.

One significant advantage of this technique is that at every stage the

number of applicants is reduced. In other worlds, there is a

progressive reduction in the number of applicants and this also

reduces the cost of selection. However, it has the danger of losing

some capable applicants on earlier hurdles because either the cut-off

on these hurdles was arbitrarily set or due to psychological factors

the applicants could not perform well.

2. Profile matching

This method has elements of multiple hurdles because first, a profile

of a successful employee has to be developed. The technique to

develop such a profile is the same as identifying the cut-off score.

Once the cut-0off score of the average successful employee is ready

this can be used against fresh applicants to see who comes closest

to the profile. The most important point in this technique of taking

selection decision is the proximity with the ideal profile. A is the

ideal profile on a variety of selection methods, B and C are the

profiles of two applicants.

The proximity in case of B and C with A is calculated by s using the

statistical technique of correlation of coefficient. If we calculate the

coefficient, we will find a higher relationship between A and B than A

and C, although the profile of C happens to be on much higher levels

than the ideal profile. In terms of decision B would be the most

suited applicant than C despite the fact B has scored less on

interview and application rating when compared to the ideal. C

scored better on all counts and yet would not be selected. The logic

is simple. A successful employee does not have to be the one who

has done exceptionally well on all the selection than another. Hence,

his contribution may be good to begin with but may not sustain long.

This is true of all high fliers in the organization. They soon start

believing that every rule, instruction, policy, etc. is designed to

frustrate them and hence lose motivation.

C

A

B

C

A

B

Interview Score

Group Discussion

Test

Score

Application Rating Score

3. Multiple cut off

The multiple cut off technique the applicant has to score above the

ideal on all the methods of selection. Unless an applicant scores

above the ideal on all the components of selection he cannot be

considered for selection.

The major problem of this technique is that a simple addition of all

the scores above the ideal does not help in ranking the applicants.

One may score better than the other on a given segment and yet it is

possible to get the same total as the other because of variations

elsewhere. Sometimes this problem is solved by giving weight ages

to each segment, multiplying weight ages with the raw scores for

each segment, and then adding them to get a single total. To some

extent this takes care of the intersegment variations. However,

developing weight ages for each segment is a time consuming

exercise and requires a number of statistical exercises in advance.

4. Multiple Regressions

An efficient way of taking care of the problem discussed in multiple

cut- off is to use multiple regression models which have a built-in

facility of taking into consideration the relative contribution of all the

segments. Readymade computer packages are already available and

all one needs to do is to feed the selection data in the computer. This

technique assumes that each score on the selection method is

linearly related to the performance score and that selection scores

have compensatory power. In other words, high score in one makes

up for the low score in the other. This technique is mathematically

very elegant but unfortunately is not practiced quite often in

selection.

SELECTION OF RESEARCH TOPIC

AN IDEAL SELECTION PROGRAM

An ideal selection program is one that effectively links people

requirements into the goals of the firm as shown below:-

People Requirements Goals of a Firm

• Self Directed• Flexible• Multi skilled• Creative• Team oriented

• Reward creativity• Retain talent• Pay at market• Internally equitable• Manage poor performance• Encourage growth

Internal equity is a measure of how an organization values each of its

jobs in relation to one another.

Once an employee has been selected for a particular position in a

firm, he/she must be made aware of exactly what his/her job entails

and how will he/she be rewarded.

An illustration of such a process can be as follows:-

What does the job do

How much is the job worth

Review benefit

eligibility

Determine pay, salary range Determine bonus

eligibilityAppraise performances

Reward through merit, bonus

• These are usually based on the “going rate” for a job.

• The quality of external comparison is critical.

• Not all position exist in all organization thus determining job worth

is difficult.

• Pay levels can jump substantially due to employee shortages.

• A job market value does not always reflect internal equity.

•

REVIEW OF LITERATURE

“The only thing constant in life is change”

The HR revolution as it is called, words like selection strategy and

resource dynamics have crept into the HR vocabulary. Traditionally

business and consequently human resource policies and

organizational structures grew to reflect and self fulfill each other.

However the present scenario is highly evolved and different from

traditional thinking. Today the business has changed and so has the

rationale behind attracting, selecting, rewarding and retaining trends.

A few observations are:-

Today’s Business Traditional Business

Trends

• Flat and de-layered

• Controlled by managers

and employees

• Team focused

• Adaptive, requires

• Built around hierarchy and

grades.

• Controls managers and

employees

mobility

• Flexible, decentralized

• Externally focused

• Job focused

• Slow bureaucratic

• Policy based, structured

• Internal equity is the

driven.

Reward Trends

From To

• Narrowly defined jobs

and job standards

• Inflexible job evaluation

system.

• Hierarchical and rigid

pay structures, where

focus is on next

promotion.

• Consideration of pay

into base pay.

• Broader generic roles,

emphasis on continuous

development.

• Flexible job evaluation.

• Broad banded pay

structure, focus on career

development,

improvement

• Emphasis on “risk” pay.

Williams and Dresher (1992) examined the relationship between

compensation and applicant behavior, although their perspective was

that of the organization and not the individual applicant. Using a

sample of 352 U.S. banks, they examined the relationships between

compensation system attributes (Pay level and the level. And

flexibility of benefits) and recruitment customs, including size of

applicant pool, acceptance rates, and length of time required to fill

positions. The first outcome, size of applicant pool, is the dependent

measure most closely related to the decision to apply. Williams and

Dresher (1992) did not find a significant relationship between pay

level and number of applicants.

The Price Waterhouse study of managerial responses to recruitment

advertisements (cited in Redman and Matthews, 1992) found that 84%

of respondents felt that location was a key determinant of whether

they would apply for a job.

Communication Realism during Recruitment

One of the more critical decisions that organizations must make about

their recruitment practices involves the accuracy, or realism, of the

information they provide. One approach is to “sell” the job and

organization, by portraying them in the most favorable light; in other

by emphasizing positive features and disregarding negative features.

A second approach is to provide complete and balanced information

about the job, revealing both positive and negative features.

Programs intended to deliver such balanced information are known as

“realistic job previews” or RJPs. An extensive stream of recruitment

research has focused on the relative merits of RJPs versus traditional

“selling” approaches.

RJP Effects

The use of RJPs has been recommended because they are expected to

lead to a variety of positive outcomes for the organization, including

higher job satisfaction, commitment and performance, as well as

lower turnover. RJPs may also have immediate effects on recruitment

outcomes in that the provision of negative information may reduce

applicants’ willingness to accept the job. Wantons (1992) argued that

the primary objective of RJPs is to reduce turnover, and most RJP

research reflects this priority.

Breughel (1983) summarized the four mechanisms by which RJPs are

expected to influence turnover: met expectations, ability to cope, air

of honesty/commitment, and self- selection. First, RJPs are supposed

to reduce turnover by lowering initial job expectations to a level

consistent with actual job experience. Employees whose pre-hire

expectations are met are more likely to remain on the job; employees

whose pre-hire expectations are not met are likely to de dissatisfied

with the job and ultimately to leave it. Second, employees who know

that challenges to expect from a job my develop coping skills that

help them meet those challenges, perhaps by planning in advance

how they will respond. Third, recipients of realistic previews may feel

more committed to employers who provide them with realistic

information because they appreciate the employer’s honesty and

because their decision to accept the job was based on complete

information. Finally, RJPs may lead to applicant self selection:

Applicants who are not likely to be satisfied with the job will not

accept job offers, and those who do accept will therefore be more

likely to remain.

Policy-Capturing as an Alternative

Policy capturing is an alternative approach to investigating the role of

attributes in job choice that addresses some of the concerns

associated with direct estimation. Under this approach, research

subjects are presented with a series of job descriptions in which

attribute levels are systematically varied. For each description,

subjects are asked to indicate whether they would accept the job (or

how likely they would be to accept the job). Subjects need not be

asked to explicitly report the importance of specific attributes. Rather,

regression analysis is used to calculate the relative impact the

different attributes had on job choice. This approach has several

advantages over direct estimation. It does not require self- insight on

the part of applicants, it provides a context for the decision by

providing information about attribute levels and variability, and it ties

attribute variation directly to the job choice criterion.

An early example of this technique was provided by Feldman and

Arnold (1978). They presented 62 graduate students with descriptions

of job opportunities that provided information about the following

attributes.

• Opportunities to use ones skills and abilities

• Among of autonomy and independence

• Responsibility

• Providing essential services/ products to the public

• Salary and fringe benefits and

• Schedule flexibility.

Two levels of each attribute were used, with a completely crossed

design resulting in 64 descriptions. Subjects read each description

and indicated how willing they would be to accept the position

described by making a scale ranging from “extremely unwilling” to

“extremely willing”. Regression results indicated that salary and

benefits explained the most variance in willingness to accept the job

(in other words, that salary and benefits was the most important

attribute). Followed by use of skills and abilities, responsibility,

autonomy, having flexible hours, and providing essential goods or

services.

Feldman and Arnold (1978) also asked their subjects to rank order the

importance of the six attributes included in their study. They then

were able to compare direct estimation and policy- capturing results.

The two sets of results did not agree. Most notably, pay, which was

identified as the most important attribute by the policy- capturing

analysis, was ranked by the subjects as fourth in importance (behind

opportunity to use skills and abilities, autonomy, and responsibility).

Subjective Factors: “Fit” Models of Job Choice

The second content- based approach to job choice described by

Fehling 3et al. (1968) as the subjective factors model. This model

employs a matching or “fit” perspective. Its underlying logic is that

individuals have different emotional and psychological needs and that

they will seek jobs that best fit their individual needs.

Delaney and Hassled (1996) provide additional evidence regarding

recruitment’s effect on the bottom line. Using a sample of 590 firms

from the National Organizations Survey, they assessed whether the

ratio of applicants to job openings (a measure of recruitment

intensity) was associated with informants perceptions of

organizational performance. They found that recruitment intensity

was unrelated to perceived organizational performance, a broad

measure incorporating issues such as product quality, customer

satisfaction and new product development. Recruitment intensity,

however, was significantly and positively related to perceived market

performance, a measure focusing on economic outcomes, such as

profitability and market share.

Though many other studies of the relationship between human

resource practices and firm performance have been conducted

(generally with positive results), they generally shed little light on

recruitment issues per se, First, although recruitment has been

identified as a key practice by a number of scholars, it is not always

included in studies of human resource policies impact on firm

performance. Second, because many of the studies are concerned

with examining the impact of integrated programs or bundles of

human resource policies, it is often impossible to disentangle the

results of individual policies, such as those related to recruitment.

Taylor and Bergmann (1987)

Taylor and Bergmann (1987) studied the effect of a single

organizations recruitment activities on applicants at five points

immediately following campus interviews; during the period between

campus interviews and site visits; following site visits; at the time an

offer was extended; and at the time job choice decisions were made.

A wide variety of recruitment variable were assessed, including

variables relating to the campus interview, the site visit, and various

general administrative procedures.

Taylor and Bergmann had two primary hypotheses: first, that job

applicant reactions would be influenced by job attributes, and second,

that they would be influenced by recruitment activities. In addition,

they hypothesized that the strength of recruitment effects would vary

as a function of offer characteristics (how similar this offer was to

others), applicant characteristics (how much work experience they

had), and labor market opportunities (how many alternative

opportunities applicants had). They concluded that recruitment’s

effects were largely limited to the earliest stages of the process. And

that at later point’s perceptions of job attributes explained far more

variance in applicant reactions than did recruiting practices. They

also found little evidence that the strength of recruitment effects

varied as predicted.

This study made several important contributions to the literature.

First, it was one of the earliest studied to consider recruitment

activities that occurred after the initial campus interview, and remains

one of the only studies to investigate the effect of the process by

which job offers are extended. Second, it provided a rich context for

studying recruitment effects by incorporating job attributes as

alternative influences on applicants and by studying factors expected

to moderate reactions to recruitment. Third, it represents an

ambitious attempt to collect longitudinal data and investigate effects

over time, though sample shrinkage severally impaired the author’s

abilities to carry out true longitudinal analyses, as discussed in more

detail.

Context

According to Rynes (1991), important aspects of the recruitment

context include internal factors (such as organizational characteristics

and norms) and external factors (such as labor markets and legal

regulations). To what extent does current recruitment research take

internal or external context issues into consideration?

By and large, the recruitment literature has not been particularly

successful in attending to context issues. Little attention has been

paid to internal organizational factors, such as the organizations

business to internal organizational factors, such as the organizations

business strategy or the overall attractiveness of its jobs. Nor do we

know much about how recruitment issues vary across industries or

across occupations. But these factors could be important

determinants of organizational choices regarding recruitment

practices. They also could be important determinants of

organizational choices regarding recruitment practices. They also

could be important moderators of the effectiveness of specific

recruitment practices. This inattention to organizational context may

simply reflect how infrequently recruitment research is approached

from the organizations perspective, and therefore may not be

remedied until researchers pay more attention to the organization as

an actor in recruitment.

Factors external to the organization have also received scant

attention in the recruitment literature. Most disturbing is the fact that

the influence of labor market forces on recruitment strategies and

recruitment effectiveness has largely been ignored. It seems quite

likely that recruitment goals and outcomes will differ across tight

versus loose labor markets. In addition, recruitment practices and

outcomes may differ significantly depending on the structure and

norms of different labor markets. For example, campus placement

markets, such typically bring together soon-to-be college graduates

and relatively large employers, tend to be characterized by long lead

times (offers extended well before anticipated start dates) and the

potential to accumulate and choose from multiple offers. Markets

involving small employers or experienced hires may be less likely to

permit the accumulation of offers, a factor that might well alter the

role of recruitment. This suggests that the dangers of relying too

heavily on campus placement settings as research sites are twofold: it

focuses our attention not only on a particular kind of applicant but

also on a particular kind of labor market.

What we know about context

Context Issues Evaluation of current

knowledge base

Internal Almost no knowledge

External Almost no knowledge

Overall, then, we know little about how the context in which

recruitment occurs influences its impact. The problem can be

addressed in severally ways. First, recruitment researchers can (and

should) provide detailed information about the context in which their

research was conducted, describing the nature of the organization(s)

involved as well as the type of labor market studied. This information

would enrich our understanding of individual studies, and at the same

time would facilitate meta- analyses examining the role of contextual

factors across studies. Second, individual studies could systematically

examine context issues, for example by simultaneously studying

different labor markets.

A CRITICAL ANALYSIS OF PAST THEORIES

In the changed economic scenario, the prospects of gaining and

maintaining a competitive advantage is extremely essential for

organizations to survive. This can only be achieved if the organization

works as an integrated unit and has a sound recruitment and selection

procedure.

The employees are the most valuable assist of any organization so

utmost care should be taken to develop a sound recruitment and

selection process in orders to attract, engage, satisfy and retain

employees.

Thus the study of recruitment and selection is of extreme importance

as it aims at gaining meaningful insights into the organizations

policies and identifying the gaps that may exist in the current system.

As it has been rightly said “Today’s Recruit is Tomorrows Industrial

Relation Problem”.

COMPANY PROFILE IBM IBM is leader in IT industry it have its operations over 77 countries so HR plays a major role in the development of the company.

In INDIA it has 7 offices in different cities including Gurgaon, Delhi and Banglore.

There are certain salient features of the company:

SALIENT FEATURES

• Productivity is based on personal ability factor.

• Business fluctuates by the week /day /hour.

• Constant fluctuations in short term customer demand.

• Irregular job workflow for the employees.

• Adjusting supply to demand.

• Subjectivity of standards due to concepts like hospitality, service,

cleanliness.

• Complicated pay system-linked with range of skills.

• An in-built quality Vs speed dilemma.

•

HUMAN RESOURCE PLANNING

Human Resource Planning is the process through which the management

strives to have the right number and the right kinds of people at the right

places, at the right time to do things which result in both the organization

and the individual receiving the maximum long-range benefit.

HRP consists of a series of activities:

1. FORECASTING future manpower requirements, either in terms of

mathematical projections of trends in the economic environment and

development in industry or in terms of judgmental estimates based upon the

specific future plans of a company.

2. MAKING AN INVENTORY of present manpower resources and assessing

the extent to which these resources are employed optimally.

3. ANTICIPATING manpower problems by projecting present resources into

the future and comparing them with the forecast of requirements to

determine their adequacy, both quantitatively and qualitatively.

4. PLANNING the necessary programmers of recruitment, selection,

training, development, utilization, transfer, promotion, motivation and

compensation to ensure these future manpower requirements are properly

met.

This planning cannot be rigid or static; it is amenable to modification, review

and adjustments in accordance with the needs of an organization or the

changing circumstances.

NEED FOR HRP:

Human resource planning is necessary for all organizations due to the

following factors:

1. To carry on work, each organization needs personnel with the necessary

qualifications, skills, knowledge, work experience and aptitude for work.

These are provided through effective manpower planning.

2. Since a large number of persons have to be replaced due to old age,

retirement, physical incapacitation or mental ailments, there is a constant

need for replacing such personnel.

3. Frequent labor turnover, which arises due to several factors and is

unavoidable, is another factor that makes Human Resource Planning

essential.

4. In order to meet the needs of expansion programmers of the company,

HRP is unavoidable.

5. To meet the challenge of new and changing technology, existing

employees need to be trained or new blood injected in an organization.

6. Human resource planning is also needed in order to identify areas of

surplus personnel or areas in which there is a shortage of personnel.

7.

PROCESS OF HUMAN RESOURCE PLANNING:

The process of Human Resource Planning is one of the most crucial, complex

and continuing managerial functions. It is a multi-step process, which

includes various issues, such as:

• Deciding goals or objectives.

• Estimating future organizational structure and manpower requirements.

• Auditing human resources.

• Planning job requirements and job descriptions.

• Developing a human resource plan.

Deciding objectives of HRP:

The ultimate purpose of HRP is to relate future human resources to future

enterprise need so as to maximize the future return on investment in human

resources. In effect, the main purpose is one of matching employee abilities

to enterprise requirements, with an emphasis on the future instead of

present arrangements. The objectives maybe short term (i.e. for one year) or

long term. For example, the short-term objective maybe to hire 15 persons

from Scheduled Tribes for purposes of training. The long term objective

maybe to expand the market, to produce a new product etc.

Estimating the future organizational structure & manpower requirements:

The management must estimate the future organizational structure at a

given point in time. Several factors including business forecasts, expansion

and growth, design and structural changes, management philosophy,

government policy, product and human skills mix and competition affect this

determination.

After estimating the future organization structure, the next step is to draw up

the requirements of human resources, both for the existing departments and

for new vacancies. In determining the requirements of human resources, the

expected losses which are likely to occur through labor turnover-quits,

retirement, death, transfers, promotions, demotions, dismissals, disability,

resignations, lay-offs and other separations-should be taken into account.

Changes in human quality resulting from the experience gained in the jobs

during the period and the training achieved also need to be considered. After

making adjustments for wastage, anticipated and expected losses and

separations, the real shortage or surplus may be found out.

Auditing human resources:

Once the future human resource needs have been estimated, the next step

is to determine the present supply of manpower resources. This is generally

done through what is called the "skills inventory." A Skills Inventory contains

data about each employee's skills, abilities, work preferences and other

information that indicate his overall value to the company. Other methods

used in organizations for this purpose are organization charts, manning

tables, manpower replacement charts etc. They tell us 'what exists in stock'

and what is needed to be added to that stock,' taking into account the

capability, qualifications, experience, skill, knowledge and promotional

potential of employees.

Job Analysis:

Job Analysis includes the preparation of job descriptions and job

specifications.

Developing a Human Resource plan:

This step refers to the development and implementation of the human

resource plan, which consists of finding out the sources of labor supply, with

a view to making an effective use of these sources. The policy has to be

decided upon i.e. should the personnel be hired from within through

promotional plans or should it be obtained from an outside source.

JOB ANALYSIS

Job analysis is the term used to describe a process which involves the

analysis of a job into its component parts or tasks to provide the date

required for a variety of purposes. These include recruitment, management

development, developing organizational and wage structures, improving job

methods and safety and, of course, establishing training needs. The general

principles of job analysis are applicable to all situations, whether in the

factory, the office and maintenance of servicing departments both in plant

and in the field, in fact anywhere where work is being done.

The distinction between these terms is that a job specification states what a

job should be whilst a job description sets out what it actually is, taking into

account the specific knowledge and skills the jobholder brings to it. Clearly

when someone is recruited to a job, he seldom matches the job specification

precisely and often it is necessary to modify the duties and responsibilities to

make use of the skills and knowledge that the new comer can bring to the

position. In some instances the job descriptions of other people in the

department may well be modified in order to accommodate the new arrival

and to optimize departmental performance.

Where we are examining a newly created job, we produce a specification

based on what we think the job should look like. Where the position is

already occupied by an employee, it is possible, with the benefit of the

experience of the jobholder, to write a job description setting out document

should normally cover:

• The scope and purpose of the job and its objectives.

• The work performed in the job: the detailed functions/duties and whether

operational, supervisory, or managerial etc.

• The responsibility for (a) resources, quantified where possible under the

six M’s; manpower, machines, materials, methods, money and minutes,

and stating clearly where accountable: (b) policy decisions, whether

individually or through committees.

• The organizational relationships i.e. position in the hierarchy, cross-

functional interfaces.

• The training and experience needed

• The working conditions, e.g. (a) location; (b) nature of work activity; (c)

hours of work; (d) whether member of a group; (e) health/safety risks.

• The pay scale and conditions of service

• The opportunities for advancement within the organization.

To produce such a document we therefore need to know a good deal about

the job and where it fits into the general scheme of things. If the post is

deemed to be necessary to the future of the organization, it should not be

too difficult to define its purpose. No job should exist without a clear

statement of its scope and intent and the objectives the jobholder is

expected to achieve. For example, the objectives of a personnel manager

may be:

• To promote and maintain sound industrial relations practice throughout

the organization.

• To recruit employees at all levels below first line management in sufficient

number sand of acceptable standards to meet the needs of the manpower

plan.

• To contribute to the formulation of company personnel policies and

agreements and to ensure their effective implementation.

• To establish the training needs of employees at all levels and to take the

necessary steps to see that these need are satisfied.

• To provide a welfare service to employees at all levels and to implement

health and safety policies.

Tabulating the work performed in the job may be more difficult. We can

readily establish whether it is a managerial, supervisory, specialist or

operational job but ascertaining the detailed functions to be performed

requires analysis and may have to be approached in different ways

depending on the job. The process entails the collection and examination of

a good deal of data, some of which will be considered appropriate for

inclusion in the job analysis and some of which will be rejected. Where the

job is already being carried out, one what in which such data can be

accumulated is by discussing it with the jobholder. He should be in

possession of as much information as any one and often he will be able to

offer facts, gleaned form experience, which no one else knows about. Off

course, approaching the employee for such a purpose requires care. He

needs to be put at his ease and reassured as to the reasons for the exercise.

He must not see it as putting him under any threat, for example of being

moved, or worse, of losing his job altogether.

Performance review, whether used as part of a management

development scheme or not, is an effective means of establishing

training needs provided those carrying out the review are competent

to recognize those needs when subordinates do not meet their

targets.

JOB ANALYSIS: THE MOST BASIC HUMAN RESOURCE MANAGEMENT

TOOL

Human

Resource Planning

Recruitment

Tasks Responsibilities Duties Selection

Job Descriptions

Training and Development

Job Analysis

Performance Appraisal

Job Specification

s

Compensation and Benefits

Knowledge

SkillsAbilitie

sSafety and

Health

Human Resource Research

SCOPE OF FURTHUR STUDIES

RECRUITMENT AND SELECTION@IBM

Recruitment is the process of generating a pool of candidates for a

particular job. IBM announces the job's availability to the market and attract

qualified candidates to apply. The market from which the firm attempts to

draw job applicants can be internal, external, or a combination of the two. In

other words, the firm may seek applicants from inside the organization, out

side the organization, or both.

Selection is the process of making a hire or no hire decision regarding each

applicant for a job. The process typically involves determining the

characteristics required for effective performance on the job and then

measuring applicants on those characteristics. The characteristics required

for effective job performance are typically based on a job analysis, which is a

systematic study and summary of a job depending on applicants scores on

various tests and/ or the impression they have made in interviews, managers

determine who will and will not of offered a job.

Socialization involves orienting new employees to the organization and to

the units in which they will be working. It is important that new employees

be familiarized with the company's policies and procedures and with

performance expectations. Socialization can make the difference between a

new worker feeling like an outsider and feeling like a member of the team.

Socialization

Selection

Recruitment

A proper system of selection and placement helps to achieve the following.

1. A feeling of satisfaction among the employees that their capabilities are

being-properly utilized by the organization and that they are not wasting

their talents. This feeling is likely to raise the morale among employees

and may result in higher levels of commitment and productivity.

2. Supplying the right type of people to the needy department or units

within an organization in short period of time. Such prompt action is

likely to keep up the morale of the departments at high level as the needs

are being attended to more promptly.

3. Minimizing the wastage of human talent, through providing opportunities

for people to apply their capabilities.

4. High level of employee-commitment and by providing them opportunities

to work on jobs that they like and are capable of performing.

5. Availability of data about all employees and their capabilities to facilitate

human resource administration in future including promotions, transfers,

etc.

One wrong person selected for a given job or one wrong placement can

cause a host of problem in an organization. The criticality of selection and

placement increases as one goes up the managerial hierarchy.

Matching the man with his job involves ensuring the following:

1. The persons occupying a particular role, job or position has the

technical, managerial and other capabilities required to perform the

functions associated with that job.

2. If he does not possess some of them, he has at least the potential to

develop them within a reasonable period (which has to be determined

by each organization separately for different jobs) and the organization

is willing to invest in his development.

3. The person has a chance to acquire new capabilities and also use a

reasonable portion of his capabilities in performing the functions

assigned to him with a minimal feeling of his talents being wasted.

SELECTION PROCEDURES AND TECHNIQUES

1. Advertisement

In recruiting new entrant’s advertisement in newspapers and

announcements in institutions where candidates are likely to be available

serves both the purposes of attracting and filtering candidates. It serves the

purpose of attracting the candidate by making known the opportunity to a

number of candidates looking for such opportunities. It serves the purpose

of filtering through a description of the job duties and responsibilities

associated with it, and of capabilities required as measured through standard

indicators like educational background, experience, the emoluments given,

future prospects, etc. Candidates going through such details may decide for

themselves whether they have the required capabilities.

The more details are given are in an advertisement, the better will be the

screening of candidates. Advertisements of jobs for which a large number of

candidates are expected to apply give only broad descriptions. Similarly, not

too specific job descriptions and indicators are presented in advertisements

for higher level managerial positions, as higher level positions require

capabilities not so easily measurable through indicators like degrees, training

courses attended, etc. For example, the ability to coordinate the activities of

various departments.

2) Application Blank

While an advertisement screens out some candidates and attracts the right

kind of people, the application blank serves the purpose of screening out less

potential candidates. Most companies use a standard form of application for

getting details about candidates. While such standard formats are desirable

in terms of getting uniform data about all candidates, and letter of record

purpose, it needs to be supplemented with job-specific application blanks.

The general application blank may elicit all the data required for personnel

records such as name, address, educational background, experience, other

indicators of capabilities, etc.

It is possible to develop weighted application forms that can get a lot of data

about the candidate.

1. Cognitive Ability Tests

Several kinds of cognitive ability tests are used to ensure matching of the

persons with the job. They include knowledge tests, ability tests, aptitude

tests, and simulation exercises. Ability and aptitude tests are the most

commonly used tests.

Tests measuring knowledge or information are the easiest to develop and

most appropriate to use for jobs that requires knowledge of certain things.

Ability tests are used when certain abilities are believed to be critical in the

performance of a job or role for which the candidate is considered. Ability

tests are appropriate for lower level jobs where abilities are quantifiable. For

example, a test a clerical speed and accuracy for clerks, typing and

stenography tests for stenographers. However, higher managerial abilities

like planning, coordinating, organizing, etc., have not been tapped for

assessment. Higher managerial abilities could be accessed through

simulation and other exercises.

Ability test measures the actual capabilities processed by the candidate,

aptitude tests measure the capacity of the person to develop the capabilities

required by the job.

4) Non-cognitive Instruments

Personality tests and other non-cognitive instruments are increasingly being

used to match the person and the job. By non-cognitive instruments in

meant the instruments measuring behavioral dimensions other than

knowledge, intelligence, abilities, aptitudes, and technical skills around

which, traditionally, personnel selection revolved.

5) Interviews

Interviews are organized generally in the final stages of selection, after the

top talent among the applicants has been identified through tests and a few

have to be selected from among them. It is generally at this stage that the

top management of administrators of the organization, who have otherwise

little time to spare, come into the picture. This is because they want to

personally ensure that only good candidates are filtered in. Interview is the

most commonly used method of final selection.

TRAINING AND DEVELOPMENT@IBM

Training is the most important function that contributes directly to the

development of human resources. If human resources have to be developed,

the organization should create conditions in which people acquire new

knowledge and skills and develop healthy patterns of behavior and styles.

One of the main mechanisms of achieving this environment is training.

Training is essential because technology is developing continuously and at a

fast rate. Systems and practices get outdated soon due to new discoveries in

technology, including technical, managerial and behavioral aspects.

Organizations, which do not develop mechanisms to catch up with and use

the growing technology, soon become outdated. However, developing

individuals in the organization can contribute to the effectiveness of the

organization.

Training and development are important activities in all organizations, large

and small. Every organization, regardless of size, needs to have well-trained

employees in its workforce who are prepared to perform their jobs.

The term 'training' refers to the acquisition of specific skills or knowledge.

Training programs attempt to teach trainees to perform a specific job and a

particular activity.

The term 'development' usually refers to improving the intellectual or

emotional abilities needed to do a better job.

BENEFITS OF TRAINING:

Training usually is a strategic human resource activity because it plays a

major role in determining the effectiveness and efficiency of an organization.

A successful training and development program will achieve the following

benefits:

• Improve the quality and quantity of work done.

• Reduce the learning time required for employees to

reach acceptable standards of performance.

• Create more favorable attitudes, loyalty and

cooperation.

• Satisfy human resource planning requirements.

• Reduce the number and cost of accidents.

• Help employees in their personal development and

advancement.

• Help organizations to respond to dynamic market

conditions and changing consumer demands.

Different jobs require different capabilities. These capabilities can be

considered under four categories:

1. Technical

2. Managerial

3. Behavioural

4. Conceptual

TECHNICAL CAPABILITIES:

They deal with the technology of the job or the tasks the employee is

expected to perform. They include information, skills and knowledge.

MANAGERIAL CAPABILITIES:

They include the ability to organize, coordinate, plan, monitor, evaluate and

redesign a variety of activities. As managers have the task of getting things

done by others with optimal use of resources for achieving the best possible

results, they need to possess managerial capabilities. Knowledge of

management techniques like PERT, systems analysis, performance

budgeting etc. are evidences of managerial capabilities. Management skills

involve the application of these techniques for better planning, better

coordination, better monitoring, and for better achievement of results.

BEHAVIOURAL CAPABILITIES:

These include leadership skills, ability to motivate others, communication

skills, ability to work as a team member, dynamism, initiative etc. Mere

knowledge of behavioral sciences does not ensure that person has

behavioral capabilities. Attitudes and orientations play an important role in

determining the effectiveness of the employees to a great degree.

CONCEPTUAL CAPABILITIES:

These involve conceptual understanding of one's own tasks in relation to

those of others, imagination, futuristic thinking, model building capabilities

and perception of various tasks and their interrelationships within the

organization and outside it.

TYPES OF TRAINING:

1. Orientation/Induction Training:

The orientation or induction training is given to employees as soon as they

join an organization. The purpose of this training is to orient the employee to

the company and its tasks, to help his role in detail and see the link his role

has with other roles in the company, to help him understand the

expectations of other employees from him, and to give him a feel of the

organization and feel part of it.

The induction training normally does not focus on skill development. It

focuses more on perspective development and understanding of the

organization. Without such understanding of the organization, its mission

etc., the employee may soon feel alienated. Induction training is one way in

which culture and traditions are established and maintained through

socialization of the new employees into the culture of that organization.

2. On-The-Job Coaching:

On-the-job coaching is another way of training employees. This type of

training is given to employees who are new to a given job (not necessarily to

the organization). The purpose of this kind of training is to equip the

employee with the capabilities required to perform various tasks of his job.

This may involve skill training by the supervisor of the employee, either on a

day-to-day basis or periodically. On-the-job training techniques also include

job instruction training, job rotations, internships, coaching and counseling.

On-the-job training should be particularly stressed upon during the early

stages of their careers.

3. Apprentice Training:

Apprentice training is given to those who have just completed their studies

and are about to enter the organizational world. The apprenticeship involves

practical training under the guidance of one or more instructors designated

by the organization to train the trainees.

IN-HOUSE TRAINING:

In-house training programs are programs offered exclusively for the

employees of an organization by the organization. The Training Department

assesses the training needs of various categories of employees periodically,

invite suggestions from the senior executives of that company on the

training needs as perceived by them, keep in touch with the new

developments taking place in the outside world that have relevance to their

own organizational activities and periodically invite outside trainers to train

their employees.

In the in-house training programmers, the training department may use its

own senior employees as trainers or may depend exclusively on outsiders or

may use both sets of resources.

SPONSORED TRAINING:

As most organizations do not have sizeable units of training, it is easier for

them to sponsor a few employees for training by outside agencies.

DISTANCE TRAINING:

Distance training is the training conducted without the trainer being

physically present near the trainee. The most well known forms of distance

training are correspondence courses, auto-teaching machines, programmed

instruction materials, video and audio cassette programs, alumni bulletins

etc. This form of training is useful mainly to keep the trainee informed about

various developments in his field or to acquaint him with new technology,

processes etc.

CONCLUSION

Human Resource departments share a responsibility for improving

organizational effectiveness by analyzing individual and organizational

problems and making adaptive changes. Many HR departments are

responsible for collecting and analyzing information that pertains to these

problems. The results are used to assess the adequacy of present policies

and to suggest necessary changes.

Human Resource research is an important activity of an HR manager.

Research has the advantage of being systematic, objective and purposive.

FUNCTIONS OF PERSONNEL RESEARCH:

Human Resource research serves the following functions:

1. To build upon existing knowledge:

Human resource research is a relatively new field although some work as

been done. A number of topics are still unexplored. Unorganized labor and its

problems, female employment practices, work group performance,

managerial philosophy, motivation etc. are some currently researched topics

in HRD. This can provide a starting point for HR research, as these areas are

important and have implications for the effective functioning of an

organisation.

2. Appraisal of proposed programmers and activities:

Before a change is introduced, it should be ensured that it would be

effective. An organization, for example, maybe interested in replacing

obsolete machinery or introducing a new promotion policy. HR research can

help in predicting the employee response to these changes and their reasons

for their response, whether positive or negative.

1. Evaluation of current and new policies and practices:

Introducing a change in personnel policies or practices is difficult. Once a

change is introduced, the change agent must continuously evaluate its

outcome. In addition to mere evaluation, such research provides suggestions

and clues for revising and making mid-course corrections in policies and

practices.

1. Anticipation of HR problems:

The smooth running of an organization today does not guarantee that it will

remain so in the future. A competent manager is thus one who not only

manages today’s problems but also can foresee problems and take

corrective measures. Therefore, the need for continuous research to

maintain a control over the future cannot be overemphasized.

BIBLIOGRAPHY

• Human Resource Management• Parag Diwan

• Organizational Behavior (7th Edition)• Fred Luthans

• Management of Training Development and Motivation Skills.• V.K. Dubey

• Personnel Management (2nd Edition)• Arun Monappa , Mirza S. Saiyadain

• Designing and Managing Human Resource Systems• Udai Pareek , T.V. Rao.

• The Management of Human Resources (4th Edition)• David J. Cherrington.

• Personnel Management • C.S. Mamoria

• Readings in Human Resource Development.• T.V. Rao

• Human Resources Management • R. Wayne Mondy, Robert M. Noe III.

• The Economic Times.

• Human Capital.

• Harvard Business Review.