Project Pardeep

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RESEARCH PROJECT REPORT

ON

“RECRUITMENT & SELECTION PROCESS OF AN

ORGANISATION”

CASE STUDY

In partial fulfillment of the requirement for the degree of

Master in Commerce

(2002 - 2003)of

Punjab University

Chandigarh

Submitted by:-

Mr Pardeep Singh Chaudhary

Enrolment no: - 16628

Year:-2002 - 2003Class:-M.com –I

PUNJAB UNIVERSITY, DEPARTMENT OF CORRESPONDENCE

CHANDIGARH.



CERTIFICATE

Certified that the project entitled “RECRUITMENT &

SELECTION PROCESS OF AN ORGANISATION” submitted by

Mr Pardeep Singh Chaudhary is his own work and has been

done under my supervision.

It is recommended that this project be placed before the

examiner for evaluation.

(Signature of the supervisor)

Name: _________________

Date: __________________



PREFACE

Competitive forces with the unleashing of the liberalization

policies have made corporate restructuring a sine quo non

for survival and growth. Operational, financial and

managerial strategies are employed to maintain completive

edge and turnaround a sickened performance. Financial

restriction involves either internal or external restricting.

In the internal restructuring an existing firm undergoes

through a series of changes in terms of composition of

assets and liabilities.

In the today’s competitive market every one needs to

reduce the cost of the product that is only possible through

control on all five factors of production that are

: Human resources

: Material

: Capital

: Entrepreneur

: Machines.



Out of these Human resources is not a fixed so

we can change it or alter it through our managing skills so

this all depends on our skill. This entire Project is mainly on

recruitment and selection process. This is the basic first

step to recruit a new person in the organization. I have

already concluded my research on many companies on this

topic.

EXECUTIVE SUMMARY

This project report attempts to bring out an anatomical

study of recruitment procedure in MNC as well as local

companies. Recruitment



Plays an important role in today’s industry . In todays

Market the cost of the product can be controlled through

only this mean. This project is mainly on the recruitment

procedure and selection of in a company.

Recruitment is a form of business competition. Just as

corporations complete to develop, manufacture, and

market the best product or service, so they must also

compete to identify, attract, and hire the most qualified

people. Recruitment is a business, and it is a big business.

The object of manpower selection is to

ascertain clearly the type of person required and to secure

an appropriate candidate for filling that position.

Hiring or procurement of human resources in any

organization is a continuous process. It is performed when

employees leave the organization for better opportunities

elsewhere or they retire or die. Hiring of suitable

employees assume great importance when organizations

grow, diversify and take over other units. Hiring consists of

two functions, namely recruitment and selection. Here, we

shall focus on recruitment only.



Recruitment



Recruitment is a form of business competition.

Just as corporations complete to develop, manufacture,

and market the best product or service, so they must also

compete to identify, attract, and hire the most qualified

people. Recruitment is a business, and it is a big business.

The object of manpower selection is to

ascertain clearly the type of person required and to secure

an appropriate candidate for filling that position.

In the majority of companies in India, the

selection procedure starts without a job analysis. For

example, whist selecting a salesman, the company decides

that a “salesman” is required. No one bothers to find out

what the salesman is expected to do, the difficulties he is

likely to face, and the qualities that will be required in him

for performing the job satisfactorily. The company’s

management thus starts looking for a man without having a

clear picture of the type of person required expect that he

has to be a “salesman”. Besides, the techniques for

predicting were very crude until very recently. For



example, the jaw line was supposed to indicate strength of

character; the close-setting of the eyes was supposed to

indicate stupidity or dishonesty; a physically impressive

personality was taken as indication a good salesman and so

on. Now many organizations in India have begun to have

more sophistication in their selection process.

Hiring or procurement of human resources in any

organization is a continuous process. It is performed when

employees leave the organization for better opportunities

elsewhere or they retire or die. Hiring of suitable

employees assume great importance when organizations

grow, diversify and take over other units. Hiring consists of

two functions, namely recruitment and selection. Here, we

shall focus on recruitment only.

Recruitment begins by specifying human

resource requirements-in terms of numbers, skill-mix,

levels, timeframe- and these are the typical results of job

analysis and human resource planning activities.



WHAT IS RECRUTIMENT?

Recruitment is the process of searching for

prospective employees and stimulating and encouraging

them to apply for jobs in an organization. It is a passive

function as it seeks to develop a pool of eligible persons

from which most suitable ones can be selected. In practice,

recruitment is a two-way process-prospective employee and

managers seek out organizations just as organizations seek

them out.

THE SELECTION PROCESS



The steps in the selection process are the following:

after job analysis, preparing the job description and man

specification;

determine the source of recruitment;

preparation of the application form;

conducting the interview;

putting the applicant through tests where considered

necessary;

checking the references;

conducting the medical examination of the applicant,

where deemed desirable, and

The final selection interview with the applicant ultimately

selected.



The detail explanation is as follows:-

JOB ANALYSIS TO MAN SPECIFICATION



The job must be studied and analyzed with a view to

ascertain the knowledge, experience and skills required to

perform it effectively. Thus, unless a proper study is made

in detail of the job to be done, the manager concerned to

fill that job. This is because the selection process is

intended to measure the individual’s capacity against the

job requirements.

Job Study, Description and Specification

A job analysis or job study is the beginning of

identifying ultimately the man description or qualities

which will be required in the man to fill the job. The

component parts of the job must be identified. The basic

information required for the job study can be collected

through:

1. Observation

2. Discussion



3. Checklists or questionnaires completed by holders of the

jobs involved;

4. Consultation with higher management by persons from

the personnel department;

5. Study of existing job descriptions and training manuals,

and 6.findings of psychological tests, if any. The selecting

officer is at this stage attempting to describe the job and is

therefore keen on collecting as much information as

possible from persons who can supply it. Discussions with a

person holding the same type of job or a similar job as well

as observing on the site whilst the work is being checking

can be done by observation of the information which

emanated through the discussion.

The Resultants of a Job Study

A job study should result in:

1. information on the most significant aspects or critical

incidents of the job;

2. The different components of the job;

3. The likes and dislikes generally attached to the job;



4. The authority and responsibility associated with the job;

5. The knowledge and skills required for executing the job

satisfactorily; and

6. The accurate man specification or description.

The Man Specification

Once the job description or specification is prepared,

its analysis would result in an outline description of the

type of candidates sought for the appointment. The

following are the areas in which a detailed man

specification can be delineated :

1.His Physical Make-up, Here may be stated details of the

physical make-up such as height,appearance, speech,

poise, and age range.



2.Education and Experience, Here should be stated the type

of education and work experience required which would be

useful in performing the job.

3.Level of General Intelligence , Here must be stated the

level of general intellectual capacity or intelligence

required, which is distinct from the knowledge and skill he

may have attained through education and experience.

4.Special Apritudes, Here must be detailed the extent of

mechanical aptitude, manual dexterity, facility in

mathematics or use of words,etc. desirable in the

candidate.

5.The Disposition Required, Here should be stated the

degree of acceptability of the candidate to others, his

extent of dependability, self-reliance and other qualities

such as dominance or reserved, relaxed or suspicious, as

may be needed.

6.Other Relevant Specifications, Here should be mentioned

other aspects such as whether a married man and a family

man would be more desirable, whether willingness to travel

is necessary and the levels of motivation such as security,

prestige, belongingness, etc. which the job will satify.

Skills Requird

It should however be remembered that it is at times

difficult to pinpoint the skills required, particularly in case



of an executive. As an illustration, the skills required of top

level executives operating at the top management level in

large companies would necessarily be different from those

required of managers who are more concerned with the

execution aspects.

After the man specification is prepared, the job

content confirmed, the job rate fixed and the recruitment

salary range determined, it becomes necessary to consider

the source from where such employees will be forthcoming.

Basically, these sources can be divided into two: 1.internal,

and2,external.

Internal Sources

The best employees can often be found from within

the organization itself. Many organizations in India

therefore do give preference to people within the

company. For example, at the National Machinary

Manufacturers Ltd, Whenever a clear vacancy exists in a

department, as far as practicable such vacancy is filled in

by promoting a suitable employees from the lower cadre

from the same department. When so promoting, the

employee’s seniority, merits, initiative, accuracy of work,

job knowledge and personnel record are taken into

considerartion. Again, at Telco outside reqritment is



resorted to only when the requirements for trained

personnel cannot be met from the resources generated by

the company’s training scheme or by internal promotion.

Some organizations even maintain a file for recording

voluntary applications which can be refered to in the

future. The modern belief is that it is better to search first

within the company by examing the existing stock or

inventory of personnel for appointments being considered.

Besides, an announcement of the vacancy can be made on

the notice board. It can then be left to the individual

candidate within the company to apply to improve his own

career. This type of Internal,Advertising is resorted for all

vacancies in manual,technical, clerical or supervisory

positions. Such vacancies are notified on the notice board

(besides informing employment exchanges when necessary

and advertising in local newspapers). Thereagter, selection

is done on the basis of merit. Besides, present employees

are also good sources of suggestions for job applications.

Thus, when there is a specific opening in an

organization, it is first desirable to look for applicants from

within the organization itself. Vacancies can be filled

through transfers and promotions which again will provide



further entry level positions for which external recruitment

can be done. For there to be a good internal transfer and

promotion system, one requires a good communication

system, and an employee information system or manpower

skills inventory. Internal advertising, as already mentioned,

can be done as far as the communication system is

concerned. This may be through bulletin boards, employee

newspapers or special cyclostyled announcements

circulated in departments. Whatever be the method used,

it is likely to boost the morale and develop loyal, good

employees.

However, it is necessary to inform immediately such

applicants the decision as to whether they were successful

or not in aspiring for the new opening. In the case of

unsuccessful employees, it may be necessary to inform

them tactfully why they could not be selected. They can

further be advised on how they can develop themselves

further for future openings.

External Sources



The external sources of recruitment include the

following:-

1.Recruitment of advertising, i.e. receiving of applications

by mail or personally in response to an advertisement by

the company;

2.reference to employment exchanges;

3.recruitment from colleges;

4.a sudy of a central applicaions’ file maintained of past

applicants not selected at that time; and

5.use of special consultants for recriting.

Some organizations entice persons away from other

companies. This is particularly so in case of appointments

like that of a sales representative. The employment

exchange has unfortunately been found to be an unpopular

source of recruitment by our companies in India.

In case of recruitment advertising, i.e.,

advertisements inviting applications from outside, the

important question is as to what medium is appropriate for

recruitment advertising. Whilst many types of media have

been tried, particularly abroad, including the television,

press advertising has still been found to be the chief and

the most effective medium for recruitment advertising. The



objective behind such advertising is to solve the

recruitment problem speedily and economically. Speed and

economy are however often incompatible. Generally,

speed is the more important as using the established forum

for similar advertising. For example, there are certain areas

fixed like classified advertisement in the Times of India and

certain days fixed on which a majority of recruitment

advertising is incorporated in certain papers like the Times

of India which probably constitute the best forum for this

purpose. The advertisement must also be well drafted as it

can constitute the best filter against unlikely applicants

thereby saving the company the unnecessary expense and

trouble of having to handle a flood of useless applications.

New Vs. Old Blood

As already indicated, from a motivational angle,

importing new blood is undesirable particularly when



existing personnel can be absorbed into higher positions.

There are however cases where the inside candidates are

unfit. They may be too advanced in age or may not have

the requisite skills. In such cases, new employees have to

be selected from outside the company. A peculiar trend at

times noticed is that where the chief executive(e.g.the

managing director)is new to the company, he decides to

bring with him one or two of his own former close and

capable associates. Thus in the case of two of top

executives, very often on a change in the chief executive,

the new chief executive brings in his own team of members

who in his opinion are impartial and reliable and are not

distorted by previous loyalties. However, this has a bad

effect from the motivation angle on the existing senior

executives. A well organized system of management

development activities can materially obviate the necessity

of importing new blood.

On the other hand, an exclusive policy of promoting

from within can lead to “inbreeding” resulting in promotion

of people who have imitated their superiors. Even well-

known organizations in India have at times developed “this

straight jacket” thinking. Particularly in some large

organizations in India, the author has seen the development

of the attitude that the type of thinking prevailing in that



particular organization is the best from the management

angle. This overlooks a truth, namely, that no organization

has a monopoly on ideas. Every enterprise, to be dynamic,

must be able to introduce new blood in the form of ideas

into the organization. Thus a right balance has to 1 be

struck between inbreeding and new blood.

Benefits of Recruiting from Within

There are some advantages of recruiting from within

the company:

The valuable contacts with major suppliers are kept.

It builds loyalty among the employees.

It creates a sense of secutrity among the employees.

It encourages other executives and employees in the lower

ranks to look forward to rising to higher levels.

It ensures stability from continuity of employment.

The persons are already familiar with the organisation’s

activities and requirements.

The valuable contacts with existing major customers are

materialized.

In short, selecting an employees from within the company

can enhace the general morale of the company’s

employees.



As an illustration, at Sandoz(India) Ltd., before fillig

up any new job, preference is given by the company to

applicants who are presently employed in the company in a

lower job provided they are found suitable. Another

interesting facet, though slightly different from purely

internal source, is the fact that this company also gives

preference in selection in case of permanent posts to the

past employees who had worked in the company on a

temporary basis in similar posts and who were found to be

good on those jobs.

Benefits of Using External Sources

The following are some of the advantages of

selecting from outside:

1.Fresh viewpoints are attracted.

2.The employees posses varied and broader experience.

3.The employees develop the ability to change old habits.

It us however dangerous to be dogmatic as to which

is better, i.e., selecting from within or from within has its

origin in the laudable desire of management to be fair and

to encourage people within the company can serve as a

great morale builder within the organizations. Besides, it

can constitute a self-generating source of candidates not

only for the top management positions but also for all



management levels. In short, such a policy affords a very

powerful form of employees motivation.

Sources of Recruitment Commonly Used in India

In India, in both the public and private sectors,

several sources of recruitment are used for securing

employees. Public sector undertakings generally adopt

formalized and institutionalized selection procedures.

Whilst their policies are generally similar, there are

variations. For example, some of them give preference to

the corporation’s employees’ sons whilst others use a

number of sources. According to Prof. Rudrabasavaraj’s

study, a public sector undertaking in heavy engineering,

recruited its non-supervisory staff through:

1.employment exchange,

2.external advertisement,

3.internal advertisemet,

4.Central Training Institute (the men being recruited for

training in the CTI and for employment under an

agreement),

5.introduction by liaison officer of the corporation,

6.deputation personnel, and



7.transfers from other public undertakings.

In another public sector undertaking (steel), first

preference was given to displaced persons but was limited

to one person for each family. According to this survey, the

major sources of recruitment in the public sector were, in

the order of preference , as follows:

1.casual callers or employment seekers,

2.newspaper advertisements,

3.scheduled tribes and scheduled castes,

4.employment exchanges,

5.other public undertakings,

6.internal advertisement,

7.displaced persons,

8.relatives and friends,

9.employee recommendations, and

10.schools.

In case of the private sector , the disclosed that the

procedures though formulated, were not unstitutionalised

in character.

In some organizations, preference was given to sons and

relatives of employees and to local people. The major



sources of recruitment for the private sector, in the order

of preference, were:

1.advertisements,

2.employment exchange,

3.relatives and friends,

4.casual callers, and

5.employee recommendations.

Emoloyment exchanges are used as a source.

Legislation in India requires employers to notify vacancies

to employment exchanges.

It is , however, reported by many organizations that they

have not found this source effective particulary for certain

skilled and highly skilled categories. The two most

effective sources of recruitment, in the relatives and

friends.

The recruitment practices of a few companies in

India will now be highlighted.

MANPOWER RECRUITMENT AT IOC

In the Indian Oil Corporation Ltd., scientific work-

studies are conducted to eliminate manpower imbalance at

various units performing like functions. Recommendations

are made by the Efficiency Research experts on the



withdrawal of surplus manpower wherever available. This

type of manpower planning coupled with scientific work

studies have helped the Corporation to ensure maximum

utilization of its available manpower.

Sources of Recruitment. The manpower needs of the

Marketing Divison of IOC are met from two basic sources:

1. Internal Promotions, and 2. Direct recruitment from

external sources. The Corporation’s policy is to accept a

very limited number of officers on deputation from

Government offices or Socio-Economic Service

Departments, in order to meet certain specific

requirements. Direct recruitment of employees is done by

giving adequate notification of the needs.

In case of Unionised Staff, (i.e. Clerical and Labour)

the following are the notification sources:

a.Local Papers(i.e. advertising);

b.Regional Employment Exchange;

c.Refinery Division of IOC for their surplus staff; and

d.Foreign oil companies for their surplus staff.

In case of officers, the sources are:

a.All India Press (i.e. advertising),

b.Directorate of Resettlement and Training;

c.Refinary Division of IOC for their surplus staff; and



d.Foreign oil companies for their surplus staff.

JUNIOR OFFICERS’RECRUITMENT IN CMI

For managerial positions the practice of recruiting

from graduate M.B.A.s or graduates who have acquired

management qualifications or bias is increasing in India. For

example, the Cement Marketing Company of India Pvt .

Ltd.,(CMI), which was the sales organization of ACC Ltd.

Until it was amalgamated, prefers to recruit for its junior

officers, graduates who 1.have completed their Master’s

degree in Business Administration, 2. Are Indians, and 3.

posses a certain extent of practical experience. For

securing such graduates, visits are made by the

management staff of the company to Institutes of

Management. This results in establishing live contacts with

such institues and appreciating exactly what they are doing

through discussions with eventhe professors on the campus.

A review is made of the cumulative performance indexes of

the candidates who are then invited for interviews to the

Head Office. If selected, they are placed on probation for

one year on a three years’ contract with guaranteed

minimum increments. According to the company, the

objective of this recruitment is to put into the managerial

stream “bright, intellectual, young men with promise.”



EXECUTIVE RECRUITMENT AT HINDUSTAN LEVER

Hindustan Lever Ltd. Adopts a planned approach to

recruitment of executives. The recruitment follows a

forecast of the management manpower requirements over

the future five years, which would indicate the possible

vacancies. After the forcast, the step is to determine which

of these vacancies will have to be filled during the next

year.

A recruitment plan for the year is prepared. This

indicates the specific posts on the different sides of the

business for which recruitment will have to be done. As a

general rule, Hindustan Lever believes in recruiting young

graduates between the ages of twenty and twenty-five

straight from the teaching institutions under their

Management Training Scheme. This sheme covers all sides

of their business-commercial, accounts and technical.

However, for specific vacancies which require specialized

skills and experience are recruited. In the light of the

dearth of skilled managerial personnel in India, Hindustan

Lever has deliberately adopted a policy of recruiting as far

as possible through this Management Training Scheme and

restricting direct recruitment to those jobs which by their

nature require specialists with long experience in certain



disciplines. The company’s experience has however shown

that even for placement under specialists to give them on-

the-job training provided they posses the required

academic attainments and aptitudes.

This company places considerable importance on

recruitment which is considered an important link “in the

chain of events by which the organization acquires

managers.”

A deliberate scouting for talent is accordingly done by

approaching universities and institutions of learning to tap

young persons showing promise with the help of their

through advertisements highlighting the demands of the job

in terms of technical knowledge and skills required for its

performance as well as the challenge and future prospects

offered by the job.

PREPARING THE APPLICATION FORM

In the selection process, the Application Form or

Application Blank is an important weeding-out device.

Where it is drafted properly, it would supply enough

information about the applicant to help the removal from

consideration of applicants to help the removal from

consideration of applicants who obviously do not meet the

requirements. In this way, the number of persons who have

applied can be reduced to a manageable few who can then



be called to an interview. Many types of application forms

are used in practice. Some are belief being used as

preliminary applications for a rapid initial screening of the

applicants. Thereafter more detailed ones are used with

special questions. Weight age can be given to the answers

in the Application Blank according to their importance and

the total score of points can then be calculated. In this

way, at times even a mathematical approach is adopted for

weeding out the undesirable applicants.

The application form generally provides the

following type of information:

1. Identifying Information, relating to aspects such as sex,

age, height and weight;

2. Educational Information, regarding the applicant’s

background, grade secured in school and college, and

academic qualifications;

3.Experience Information , detailing past jobs, periods

involved, designation and job responsibilities; and

4.Information regarding Community Activities, detailing

extra-curricular activities, hobbies and positions held in

organizations and associations other than where he was

employed such as management associations, productivity

councils and clubs,

Weeding out Undesirables



Thus the completed Application Blank, if properly

constructed, can give valuable information regarding how

far the applicant is suitable in terms of the man

specification prescribed earlier. The application blank can

also constitute a history sheet giving the employee’s

background which may be useful for future reference. A

careful scrutiny of the application blanks received can

result in the rejection of many of the applicants. This can

save considerable time and consequently costs in the later

stages of the selection process.

INTERVIEWING THE CANDIDATE

The interview is perhaps the most intricate and

difficult part of the selection procedure. Despite this, in

practice, interviews are often conducted by persons who

are most unqualified for the purpose, void of the required

skill or experience or background.

Types of Interviews

Group interviews are gaining in popularity in India.

They are used extensively without the realization that in

such interviews everyone may not get a chance to speak

and that good candidates might be overlooked. In this area,

the personnel department with its experts, or an outside

duly selected consultant, can render an important service.



In a short period of time of, say, about half an hour to one

hour, inferences have to be drawn regarding the attitudes,

behavour patterns and motivations built up over a lifetime

of the applicant. Therefore, hasty judgements must be

avoided. The interview must be pre-planned. For example,

the interviewer must decide in advance on the appropriate

type of interview. He must decide whether he will adopt a

Preliminary Interview as well as an Extensive Interview. He

must determine whether he will use the Stress Interview

Method. Here the applicant is deliberately placed in a

position of stress by devices such as interruptions,

criticisms and keeping silence for long periods of time. This

type of interview requires very careful handling. It can be

dangerous when used without skill. The interviewer has also

to decide whether he will be using the Discussion Interview

technique or the Depth Interview techniques; whether his

interview will be structured or Non-Structured and whether

he will be using the Group Interview technique or individual

interviews or both.

Eliciting Information

Besides deciding the type of interviews, the

interviewer must also decide the areas which have to be

covered in terms of the man specification already

established for the job. In addition to securing information

through a discussion, a good interviewer can also note



other qualities through observation such as the applicant’s

quickness of reaction, manners, poise, and appearance,

sense of humors, mannerisms and cultural level.

Art of Conducting the Interview

The interviewer must also know how to conduct the

interview. He must avoid discourtesy and rudeness. He

must not ask questions mechanically. He must know how to

open the interview. The first few minutes are critical.

During this short period, the interviewer should trry to put

the applicant at ease. He must be very careful of the way

in which he words his questions. He must avoid leading

questions. The interview must also end in a pleasant way.

A good interviewer not only secures the necessary

information, but also gives the desired information to the

applicant. During the interview, the interviewer can also

look for signs of truthfulness and other physical and mental

characteristics. He can also assess faulty memory. He

should however avoid probing in areas which are irrelevant

for the employment although they may be interesting to

the interviewer.

Concluding the Interview



Once the interviewer has secured a clear idea of the

applicant’s basic strengths and limitations, he should bring

the interview to a close with a brief summary of what has

been discussed and give indications to the applicant of the

next step in the selection process. If the applicant is to be

rejected, generally it is better not to inform him at the

interview as that might unnecessarily prolong the

interview. The first few minutes are critical. During this

short period, the interviewer should fill up his Evaluation

Form. Sometimes interview rating forms are used which

require evaluation of factors relevant to the job and which

could be observed in the interview, besides asking for an

overall evaluation.

Qualities of a Good Interviewer

Briefly, it may be said that the following are the

qualities of a good interviewer:

1. Interest in the applicant, as an interviewer without

interest will not listen to the applicant;

2. Alertness, so that the interviewer can pick up the

relevant phrases used by the applicant which he should ask

the applicant to explain further to be sure of the

information secured at the interview;



3. Patience, as the interviewer must allow the interviewee

time to think before answering questions posed by the

interviewer;

4. Deliberation, that is, withholding evaluation of the

applicant until all the information has been secured and

under steed;

5. Concentration, as the interviewer is required to listen

not merely to the facts but to the main ideas emanating

from the interview.

Above all, the greatest quality is the art of listening.

Interviewers who are not good listeners generally suffer

from intolerance and impulsiveness. An intolerant nature

tends to make the interviewer impatient and unwilling to

listen or pay attention to what the applicant is saying.

Impulsiveness results in interruption of the applicant

instead of listening to him attentively. The interviewer

must have patience and must wait till the answer is

completed before posing the next question. A tendency to

anticipate what the applicant will say also results in

impatience and lack of listening.

CONDUCTING OF TESTS

Even in India, the uses of psychological and other tests are

gaining in popularity as a part of the selection process.

Their utility is however controversial. These tests, if



appropriately used, can lesson the selection costs by

reducing large groups of applicants into smaller ones.

However, excessive reliance on such tests can lead to

overlooking of more suitable candidates who unfortunately

performed poorly at such tests. Tests should not be used as

a final device. They should merely be considered as an

extra tool or aid in evaluating the applicant. In this area, a

good personnel department can guide and help determine

and use the type of tests appropriate for a particular

selection. There are different types of tests, such as:

1. Knoeledge Tests designed to test the applicant’s

knowledge, which are useful for positions such as

accounting, engineering and the trades, i.e. the mastery of

a particular subject;

2.Apritude and Trade Tests aimed at measuring the

applicant’s potential rather than past achievement , which

are more useful for entrance level clerical and trade

positions;

3.Judgement Tests which seek to evaluate the applicant’s

ability to apply knowledge judiciously in solving a problem;

4.Learning Ability Tests or Intelligence Tests which measure

verbal reasoning, abstract reasoning and quantitative

reasoning;



5.Projective Tests using the projective tenchinque under

which the applicant projects his personality into free

responses about ambiguous pictures shown to him, the

administration of which requires great skill; and

6.Personality Tests designed to determine the existence in

the applicant of characteristics such as cooperativeness as

against dominance.

The use of tests is becoming more popular even in

India in connection with personnel selection. If conducted

appropriately, a test can save considerable money. For

example, intelligence tests can indicate the cut-off point so

that people of intelligence of less than the standard

required are not accepted. As an illustration, trade tests,

measuring degree of manipulative skill possessed by the

applicant, can help weed out applicants void of such

dexterity. However, it should always be remembered that

tests are only an aid and one of the steps n the selection

procedure. For example, tests are particularly useful when

supplemented by interviews and can reduce the likelihood

of nepotism or favouritism in appointments. Besides, an

important limitation of tests is therir interpretation which

can only be done by trained and experienced persons.

Interest tests are not too reliable as they usually measure

interest more than ability and can easily be faked.



Therefore too much reliance or importance should not be

attached to these tests when used.

Although psychological tests have become more

poplar in recent years in India, experience of some

companies have often led them to discontinue such tests./

gor example, in ACC Ltd., psychological tests were used for

five years. Management was however not happy with the

results. They found that personal prejudices had entered

the evaluations. Psychological tests for leadership and

mental alertness, used at that time, were accordingly

discontinued. However, group discussions, started by the

psychologists, were retained as they were considered useful

by the company.

CHECKING OF REFERENCES

The references provided by the applicant have to be

checked. This reference checking may be done either by

mail or by telephone or through a personal visit. Where it is

difficult to reach the person whose opinion is required, the

mail method is useful. However, the disadvantage of this

method is that information provided may not be accurate

as the person replying often does not desire to hurt the

applicant’s career. Therefore , a personal visit is definitely

superior to the mail and the telephone methods and is used

where it is very important to get the necessary information.



At times, some candidates even bring with them an open

letter addressed:”To Whomsoeer It May Concern.” Such a

letter is not specific to the type of job for which he is

applying and might even be outdated.

Even where the interviewer contacts the reference and gets

the replies he should realize that perhaps what is more

important is what was not said. Past employers are

generally reluctant to condemn in writing their past

employee. Under such circumstances, perhaps the best

method would be to get an up-to-date reference by

telephone or orally through a personal interview. People

are more inclined to speak freely as what they say is not

recorded.

Whatever method is used, it is necessary to verigy

the information secured through the application forms and

during the interviews. In many organisaions, reference

checking is taken as a matter of routine and treated

casually or omitted entirely. In case of a good checking of

reference, there is a conversation between the recruiter or

selector and a person who really knows the applicant.

Reference checking also requires interviewing skills and the

use of diplomacy.

THE MEDICAL EXAMINATION



Medical examination is a part of the selection

process for all suitable applicants in some companies. Here

it is conducted after the final decision has been made to

select the applicant concerned for the job. In special types

of jobs, a medical may however be very necessary in the

selection process itself. For example, where the ability to

distinguish colours is required of the applicant, a medical

can disclose whether the applicant possesses this skill. The

objective of such medical examination is obvoiously to see

that the applicant is medically suited for a particular job.

When conducted by in-plant medical personnel, they are

more valuable to the applicant than when done by a

physician having less knowledge of the company and its

working conditions. Such a medical examination can also

often predict future major prolems involving serious

surgical conditions and prolonged treatment which would

involve the company into the obligation to pay the medical

expenses.

The medical can give information inter alia of the

following types:

1.whether the applicant is medically suited for the specific

job;



2.whether the applicant has health prolems or

psychological attitudes likes to interfere with efficiency or

future attendance; and

3.whether the applicant suffers from bad health prolems

which should be corrected before he can work satisfactorily

(such as need for spectacles).

Expect in special cases and for special requirements,

applicants are not rejected on physical grounds unless the

applicant is suffering from contagious diseases incurable or

complex emotional problems.

THE FINAL SELECTION INTERVIEW

After the applicant is selected, it is advisable to sell the job

to the applicant. He should be given an idea as to his future

potential within the organization. Good companies do this

at the final selection interview. At this stage, many an

interviewer forgets that once it is decided to select the

applicant, it is an important job of the interviewer to sell

the job and the company to the applicant. For example, in

this interview, the interviewer can describe the company

and its policies, the duties and responsibilities of the

applicant as well as the opportunities available to him for

future promotion. Although the interviewer need not enter

into the intricacies of ,for example, incentive compensation

plans, he should highlight the favorable aspects of the job.



FINDING OF THE CASE STUDY

By analyzing the case, the following findings are coming

out:-

a) Recruitment is very strong signal to the company in

the point of view of the economy, reducing cost and

smooth running of the business activities.

b) Recruitment is not only the process of recruiting the

man kind only. It also reflects all over performance

of the industry.

c) Recruitment has direct relation with marinating cost

and it is not fixed factor so we can alter it any time

of our operation but the wise decision is that recruit

only that person that is suitable for your

organization.

d) It also affects the capital structure of the

organization and also plays an important role in the

success of plans and achieving the target.

e) Recruitment is as lubricant in the organization. So

good recruitment effects the over all performance of

the organization.



Thus the recruitment decision taken by the organization had

provide some positive and negative effects .but as F.W Taylor says

“there is not place for imperfect persons in the industry and

industry needs right persons every time “.

Project Pardeep

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Transcript of Project Pardeep