Recruitment & Selection“Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organizations”-Edwin B Flippo

Recruitment is a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force.

Factors Affecting Recruitment

Internal Factors External Factors• Reputation of the company-Blue chip company * Socio-Economic Factors• Organisational culture and * Supply & Demand Factors

attitude of its management * Political, legal, Govt• Geographical location * Employment information system• Channels and methods used• Emoluments/offers• Cost of recruitment• Company product/service• Company size Role of trade union

Recruitment Policy

1. Complies with govt policies- High v/s Low pay

2. Provide Employment security and avoid frequent lay-offs

3. Career development

4. Prevents cliques-from same family

5. Social commitment of the organization-employing handicapped and underprivileged people

6. Should accommodate change

7. Stress in job

8. Cost of recruitment

Sources of RecruitmentA. Internal Source:

* Transfer

* Promotion

* Present permanent Employment

* Present Temporary Employment

* Retrenched/ Retired Employees

* Dependent of Deceased

* Job posting-HLL Introduced in 2002, AV Birla Group employee can apply for any post in Birla Group

B. External Source:

* Advertisement-i- Flex ad in FM Radio

* Campus

* Placement Agencies

*Employment Exchanges

* Labour Contractors-Manual workers

* Recommendations

* Internal/Employee Referrals- Coca-cola India -’OK 4 KO’

* E-Recruitment

* Recruitment at Factory gate- substitute/badli workers

* Field Trips-In Hotel etc.-walk-in

* Other Sources-NGO/Handicaped

* Trade union

* Interested/Unsolicited applications-Direct applications-CV Drop Box at TATA Indicom

Recruitment Techniques

A. TraditionalPromotion

Transfer

Present Employees

Scouting- sending representation to provide information about company

Advertising

B. Modern TechniquesWalk-InConsult-InHead-hunting/search Consultant- Company

request to professional consultantsBody Shopping-Pooling of HR and supply on request or supply by enquiryBusiness Alliances-Merger acquisition etc.Tele-Recruitment

Alternative to Recruitment

Overtime—For short term fluctuation in workSubcontractTemporary employeeEmployee leasingOutsourcing

Recruitment Practices in India

The problem of the ‘Sons of the Soil’National Commission on Labour Recommendation

*Whose land is acquired-Provide Training local people to get job in new units

Incidents---Nandikoor power project, Krojenctix in

Mangalore

Nandi village in Kolkatta

Evaluation of RecruitmentSuccess of Recruitment can be judged based on• No of Application received• The no of successful placements• The cost involved• Time taken for filling up the position

Selection

Selection is the process of choosing the best out of those recruited.

Selection Decision Outcomes

Accept Reject

Successful

Unsuccessful

Correct Decision Reject Error

Accept Error Correct Decision

Selection is successive hurdle technique

Current focus in Selection Norms*Hire people who fit in your culture eg Microsoft culture-value aggressiveness and risk takingJOHNSON & JOHNSON- strong family feeling and value trust

• Hirer’s finding men/women with right mindset• Predicting of persons future behaviour• Give realistic job information• Align personality with job• Rehiring lost talent

Elements in a Selection Process

Organizational Objectives

Job Description &Job Design

Job Specifications

Competency Modelling

SelectionRecruitment Policy

Steps in the Selection Process

Rejection by the

candidate

Bio-Data/Resumes/CV Review

Analyze the Application Blank

Conducting Tests & Evaluating Performance

Preliminary Interview-CTC

Core & Departmental Interviews

Reference Checks

Job Offers

Medical Examination

Placement

Offer to the next

suitable candidates

Ethical issues in Application Design

Principle of “Equal Employment opportunity”Questions that should not be asked:• No relevance in the context of the job• Privacy of the applicant• Question that might lead to discrimination on

any ground• which affect employment of women,

minorities, disabled

According to Meyer and Bertottle candidates are judged on the basis of

• Physical Characteristics- Height

Weight Senses

Visual Hearing

Abilities and skills------------------ Dexterity-skill at doing something, especially using your hands

Mathematical Ability

Verbal Ability

Intelligence

Interest-------------------------------- Mechanical Aptitudes

Scientific Interest

Economic Interest

Cultural Interest

Personality Traits--------------------Sociability

Cooperativeness

Tolerance

Emotional Stability

Reservation in job-Need of the hour or not

Selection Test

,Aptitude Test Achievement

TestPersonality Test Interest Test

Mental/Intelligence Test

Job Knowledge /Proficiency Test

Objective /value Test(self sufficiency, self confidence)

Mechanical Test Work sample Test Projective Test(stimuli response test) ambiguous situation

Psycho-motor /Skill Test(used in packing quality testing assembly work involving muscular movement)

Situation TestStress/GD/InBasket

(Manual dexterity) Polygraph Tests(Physical Changes)Law prohibits this test

Selection Interviews1. Preliminary Interview: i) Informal Interview ii) Unstructured /Non-Directed Interview2. Selection Interview: i) Background information Interview a) Appearance and Mannerism b) Family background c) Education d) Work History e) Personality and social adjustment f) Health ii) Formal/Patterned/Structured Interview iii) Stress Interview iv) Panel/Board Interview v) Situational/Group Interview vi) In-depth Interview 3. Decision Interview:

Interview ProcessA) Preparation for the interview

* Physical settings

* Appropriate type of interview

* The areas to be tested

* Number of interviews/Panel members

B) Conduct the Interview

* Open the interview

* Get complete and accurate information

* Record observations and impressions

* Guide the interviewee

* Check the success of the interview

C) Close the interview

D) Evaluate interview results

DOs and DON’Ts of InterviewingDO DON’T

Prepare for the interview Don’t be unprepared for the interview

Make the candidate feel comfortable and relaxed

Make the candidate feel stressed

Ask open ended questions Ask demanding questions

Allow the candidate to talk and gather complete and relevant information

Interrupt the candidate frequently and gather inadequate information

Ask more questions Ask personal and private questions that disturb the candidates

Make a note of the relevant points during the interview for accurate assessment

Rely on your memory to assess the candidate after the interview

Stick to the plan of the interview Get too engrossed in the interview to follow the plan

Tips for the Interviewees

• Preparation of a Resume• Preparation for the Interview itself• During the Interview

Errors in Interviewing• The Hallo Effect• Leniency• Projection• Stereotyping

Mrs. Rama devi worked for 20 years in the Horlicks Biscuits Ltd. She joined very recently the Nutrine Biscuits Ltd., as the production Manager. She was supposed to attend a routine departmental heads meeting last Friday at 4.30 p.m. which was presided by the MD of the company. She did not attend the meeting as there was no formal or informal communication to her. The MD dint like her absence as there were many important items to be discussed regarding production department. Mrs. Rama Devi was called by the MD on the next day and asked explanation for not attending the meeting. Mrs. Rama Devi replied that there was no information. The secretary said that it was a routine meeting and as such information was not sent to any departmental heads. But all the other heads, except Mrs. Rama Devi, attended the meeting. Then, the MD spent a lot of time to find out the man, who is responsible for the incident. But he could not succeed.

Questions:

1) Who is responsible for the occurrence of such a mistake?

2) Find out the reason for the incident. How do you propose to solve such problems in future?

Placement

Process of assigning a specific job to each one of the selected candidates.

INDUCTION PROGRAMME

It’s the process of introducing the new employees to the organization and its policies, procedures and rules.

Objectives:1. To overcome natural shyness and

nervousness/Removes Fears2. Develop sense of belongingness/Feel at

home3. Avoid negative attitude4. To learn culture 5. Provide necessary/valuable information

Steps in Induction ProgrammeWelcome to the organizationExplain about the companyShow the location/department where the new recruit

will workGive the company manualDetails about pay, benefits, holidays leave etc.Explain about training programmeClarify doubtsHand him/her to the superior/immediate boss

Induction programme : Topics1. Organisational issues:

* History of the company

*Organizational Structure

* Suggestion schemes

* Career growth

* Names and Designation of key executives

* Employees title and department

* Lay out/Physical facilities

* Probationary period

* Products/Services offered

* Overview of production process

* Company policies and rules

* Disciplinary procedure and actions

* Service rules

* Safety steps

2. Employee benefits:

* Pay scale

* Vacations

* Rest

* Training

* Medical, retirement benefits

3. Introductions: * To supervisors * To Trainers * To Employee counsellors * To co-workers etc.4. Job duties: * Job location * Job tasks * Relationship with other jobs

Socialization

It’s a process through which a new recruit begins to understand and accept the values, norms and beliefs held by others in the organization.

INTERNAL MOBILITY

Internal Mobility: Promotion Transfer Demotion/SeparationExternal Mobility: Better prospects Retirement Termination

TransferPurpose of Transfer:* To meet the organizational requirement

• To satisfy the employee needs• To utilize employee better• To make the employee more versatile• To provide relief-specially for hazardous job• To reduce conflict• To punish

Types of Transfer:* production• Replacement• Rotation• Remedial-Wrong Placement• Penal

Promotion

Merit v/s Seniority

DEMOTION

UNABLE TO MEET THE CHALLENGES POSED BY A NEW JOB

DUE TO ADVERSE BUSINESS CONDITIONSAS DISCIPLINARY TOOLS

EMPLOYEE SEPARATION1. Resignation2. Retirement-Compulsory, VRS3. Lay-off------Temporary Removal due to reasons

beyond the control of an employer, shortage of power coal etc.

4. Retrenchment: Permanent termination due to economic reasons

5. Outplacement6. Suspension7. Discharge/Dismissal