staffing recuirtment

8/11/2019 Staffing Recuirtment

http://slidepdf.com/reader/full/staffing-recuirtment 1/21

BHASIN CLASSES 94531219

33

STAFFING

Meaning:

Staffing basically involves matching jobs and individuals. This may require functions likemanpower planning, recruitment, selection, training, development, performanceappraisal, transfers, promotions etc.

Nature of Staffing:

Staffing has the following important features:

1. Staffing is a basic function of management.2. t is concerned with human resources management in the organi!ation.". Staffing function is performed continuously. #very manager has to guide and train

employees and also evaluate their performance on a continuous basis.$. The main purpose of this function is to make optimum utili!ation of human resources

and also to provide proper satisfaction to employees.%. Staffing is performed by all managers. n big concerns there is a separate personnel

department to deal with this function, but even here this department advises linemanagers regarding different aspect of human resources.

&. Since staffing deals with human beings who have their own needs, emotions andaspirations this function is different from other managerial functions.

Process of Staffing

The purpose of staffing is to employ most suitable and competent persons as per therequirements of the organi!ation. 'ith this aim in view( the following staff process isfollowed)

1. Estimating Man power Need: The first thing in staffing process is to estimate

manpower needs. These needs are influenced by the type and si!e of theorgani!ation. Total manpower requirements are properly assessed. t is alsoascertained at what time different persons are needed.

2. Recruitment and Selection of Staff: *ecruitment is the process of searchingprospective employees and pursuading them to apply in the organi!ation. Selection

is the procedure of spotting most suitable candidates out of those who are interestedto get employment in the enterprise. The purpose of recruitment and selection is toemploying right man for the right job. There are internal as well as e+ternal sourcesof recruitment.

". Training and e!elopment: Training is meant to improve the skill and knowledge of

employees. t is beneficial to both employer and employees. well trained worker improves his efficiency and productivity. Suitable training methods should be devised

for different categories of employees. formal training will avoid the risk of trial anderror and will also minimi!e the cost and wastage involved in training.




33

-evelopment refers to the training of managerial staff. -evelopment helps thegrowth of an individual in all respects through development managerial staff does

not increase its capabilities to perform the present work but also enhances their

ability to meet challenges in future.$. Promotion and Transfer: #mployees are promoted to higher rank on the basis of

their merit and seniority .Staffing also involves transfer of persons form one job toanother, from one place to another on the basis of their ability, competence and

ability.

%. Remuneration: *emuneration is paid for the services of labour. #mployeemotivation mainly depends upon the wage and salary structure prevalent in anorgani!ation. #mployees should be paid fair remuneration so that they feelencouraged to contribute ma+imum in their efforts. The wages are normally paid on

the basis of time spent or piece rate.

&. Performances Appraisal: fter selecting and training an employer for a particular job, management would like to see how he performs high work. erformanceappraisal is a systematic evaluation of employees contribution to the organi!ation inperformance of their .jobs. This evaluation is normally done by immediate superior in

the organi!ation and it is reviewed in turn by his superior. /ot only the qualities butdeficiencies are also evaluated to improve the performance of employees.

Need and Importance of Staffing:

10 Emplo"ing suita#le persons: The employment of suitable persons is essential for

every enterprise. The procedure of recruitment, tests for selection and methods of

training are decided by the staffing team. properly laid down scheme will ensure

the employment of right persons.

20 $eep pace %ith New e!elopment: /ew development are taking place everyday.

business will have to keep pace with new changes. This will be possible only if

competent persons are employed who can adjust as per the new situation.

"0 Manpower e!elopment: anpower planning will have to be done in advance. The

future requirements of personnel will be estimated quite in advance. The new staff

will be recruited people will be prepared for taking up higher responsibility jobs, all

this will be possible only with a well planned staffing function.

$0 &ptimum 'tili(ation of Manpower: the cost of recruiting, selecting and training thestaff is very high. The remuneration is also paid at high rates. The manpower should

be utili!ed to the ma+imum capacity .t will help in controlling cost also.

%0 Ensuring )o# Satisfaction: The staffing function will ensure job satisfaction to

employees. The e+ecutive should be involved in decision(making process. They

should also be suitably rewarded for their contribution to the organi!ation a good

staffing function will devise methods which will ensure job satisfaction to everyone.




33

Recruitment

Meaning:

*ecruitment is the process of searching for prospective employees and stimulatingthem to apply for jobs in the organi!ation. 'hen more persons apply for job then there

will be a scope for recruiting better persons. The job(seekers too on the other hand, arein search of organi!ations offering them employment. *ecruitment is a linkage activitybringing together those with jobs and those seeking jobs.

n the words of order, 3*ecruitment 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 anefficient working force.3 *ecruitment is the process which promotes people to offer for

selection in an organi!ation. This involves locating sources of manpower to meet jobrequirements. n his words, 3it is a process of searching for prospective employees andstimulating and encouraging them to apply for job in an organi!ation. t is often termedpositive in that it stimulates people to apply for jobs to increase the hiring ratio, i.e., thenumber of applicants for a job.3

Process of Recruitment:

*ecruitment process passes thought the following stages)10 4inding out the sources where suitable person will be recruited. #+.) colleges

20 -eveloping the techniques to attract the desired candidates. The goodwill of an

organi!ation in the market may be one technique. The publicity about the company

being a good employer may also help in stimulating candidates to apply.

"0 #mploying of techniques to attract candidates. There may be offers of attractive

salaries, proper facilities for development, etc.

$0 The ne+t stage in this process is to stimulate as many candidates as possible and

ask them to apply for jobs. n order to increase the selection ratio, there is a need to

attract more candidates.

Factors Affecting Recruitment:

1. Si(e of the organi(ation: The number of persons to be recruited will depend upon

the si!e of the organi!ation. big enterprise needs more persons at regular intervalswhile a small undertaking employs sometimes only. big business house will alwaysbe in touch with sources of supply and shall try to attract more and more persons for making a proper selection. t can afford to spend more amounts in locatingprospective candidates. So the si!e of an enterprise will influence the process of recruitment.




33

2. Emplo"ment *onditions: The employment conditions in a country greatly influencerecruitment process. n under(developed countries employment opportunities arelimited and there is no dearth of prospective candidates.

". Salar" structure and wor+ing conditions: The wages offered and workingconditions prevailing in an enterprise greatly influence the supply of personnel. f higher wages are paid as compared to similar concerns, then the organi!ation willnot face any difficulty in making recruitments. concern offering low wages willalways face the problem of labour turnover.

$. Rate of Growth: The growth rate of an enterprise also influences recruitmentprocess. n e+panding concern will require regular employment of new employees.There will also be promotions of e+isting employees to higher jobs necessitating thefilling up of those vacancies) stagnant enterprise will recruit persons only whenpresent incumbent vacates his position on retirement, etc.

Sources of Recruitment:

The finding out where suitable candidates are available and informing them about the

openings in the organi!ation is the most important aspect of recruitment process. The

candidates may be available inside 1he organi!ation as well outsider it. *ecruitment

sources can be described as) internal and e+ternal sources.

A, Internal Sources:

nternal source is one of the important sources of recruitment the employees alreadyworking in the organi!ation may be more suitable for higher jobs than those recruited

1. dvertisement2. #mployment #+changes

". #ducation nstitutions$. 5nsolicited pplicants%. rofessional 6rgani!ations&. -ata 7anks8. Similar 6rgani!ations9. :asual :allers;. <abour :ontractors1=.1=. Trade 5nions

o Transfers

o romotions

o resent employees




33

from outside. The present employees may help in the recruitment of new persons alsointernal sources are discussed as follows)1. Transfers: Transfer involves shifting of persons from present jobs to other similar

places. These don>t involve any change in rank, responsibility and prestige. Thenumbers of persons don>t increase with transfer but vacant posts may be attendedto.

2. Promotions: romotions refers to shifting of persons to positions carrying better prestige, higher responsibilities and more salaries. The higher positions fallingvacant may be filled up from within the organi!ation. promotion doesn>t increasethe number of persons in the organi!ation. person going to get a higher positionwill vacate his present position. romotion avenues motivate employees to improvetheir performance so that they get promotions to higher position.

". Present Emplo"ees: The present employees of an enterprise may be informedabout likely vacant position. The employees recommend their relations or persons

intimately known to them. anagement is relieved of botheration for looking outprospective candidates. The persons recommended by the employees will besuitable for the job because they know the needs ? requirement of variouspositions. The e+isting employees take full responsibility for those recommended bythem and try to ensure their proper behavior and performance.

This method of recruiting employees is suitable for lower position only. t may createnepotism and favoritism. The workers may be employees on the basis of their recommendations and not suitability.

Merits of Internal Sources:

1. Impro!es Morale: The internal sources of recruitment will boost morale of employees. They are assured of higher positions whenever vacancies arise. #+istingemployees are given preferences in promotions. 6utsiders are employed only whensuitable candidates are not available from within.

2. Proper E!aluation: The management is in a better position to evaluate theperformance of e+isting employees before considering them for higher positions. noutside employed just on the basis of an interview may not prove suitable later on.The service records of e+isting employees will be a guide to study their suitability for ensuring vacancies.

". Economical: The method of internal recruitment is economical also. The costincurred in selecting a person is saved. oreover, internal candidates do not

required any training since they are well acquainted with various jobs in theorgani!ation.

$. Promotes -o"alt": nternal sources of recruitment promote loyalty amongemployees. They are preferred to consider at the time of filling up higher positions.They will feel a part and parcel of the organi!ation and will always try to promote itsinterests.

emerits of Internal Sources:




33

10 -imited &ptions: The recruitment of only internal candidates restricts the choice of management. The present employees may not be suitable to take up position of

higher responsibility but there will be no option. person will be selected only out of the available candidates. The outside candidates, even though they may besuitable, will not get a chance to show their talent.

nternal sources may dry up in the meantime and filling up of higher position will b(become a problem.

20 -ac+ of &riginalit": The present employees may not be able to bring new ideas.They will be accustomed to carry on things in the same old ways. /ew persons willbring fresh thinking and new methods may be tried.

., E/ternal Sources:

#very enterprise has to use e+ternal sources for recruitment to higher positions whene+isting employees are not suitable. ore person are needed when e+pansion areundertaken. #+ternal methods are discussed as follows.

1. Ad!ertisement: dvertisement is the best method of recruiting persons for higher and e+perienced jobs. The advertisements are given in local or national press, tradeor professional journals. The requirements of jobs are given in the advertisement.The prospective candidates evaluate themselves against the requirement of jobsbefore sending their applications. anagement gets a wider range of candidates for selection. The flood of applications may create difficulties in the process.

2. Emplo"ment E/changes: #mployment #+changes run by the government are alsoa good source of recruitment. 5nemployed persons get themselves registered withthese e+changes. The vacancies may be notified with the e+changes, whenever there is a need. The e+change supplies a list of candidates fulfilling requiredqualification. #+changes are a suitable source of recruitment for filling unskilled,semi(skilled, skilled and operative posts. The job seekers and job( givers arebrought into contact by the employment e+changes.

rivate agencies also help in recruiting qualified and e+perienced person. Theseagencies remain in contact with employees and persons seeking change in jobs for higher posts.

"0 Education Institutions: The jobs in trade and industry are becoming technical andcomple+. These jobs require certain amount of educational and technicalqualifications. The employers maintain a close liaison with universities and technicalinstitutions. The students are spotted during the course of their studies. @unior level,e+ecutives or managerial may be recruited in this way.

$0 'nsolicited Applicants: ersons in search of employment may contact employersthrough telephone, by post or in person. Aenerally, employers with good reputation




33

get unsolicited applications. f an opening is there or is likely to be there then thesepersons are considered for such jobs. ersonnel department may maintain a recordof unsolicited applications. 'hen jobs suitable for these persons are available these

persons are available these are considered for employment.%0 *asual *allers: anagement may appoint persons who casually call on them for meeting short(term demands. This will avoid following a regular procedure of selection. These persons are appointed for short periods only. They need not bepaid retrenchment or layoff allowance. This method of recruitment is economicalbecause management does not incur a liability in pensions, insurance and fringebenefits.

&0 -a#our *ontractors: t is quite common to engage contractors for the supply of labour. 'hen workers are required for short period and are hired without goingthrough the full procedure of selection etc.., contractors maintain regular contractswith works at their places and also bring them to the cities at their own e+pense.

The persons hired under this system are generally unskilled workers.80 -a#our 'nions: <abour unions are one of the sources of e+ternal recruitment. The job seekers are required to register with labour unions, ? the labour unions arerequire to supply the names of persons for filing the vacancies. This method mayencourage good co(operation between business firms and labour unions, activeparticipation of persons in labour unions, the development of leadership qualities inworkers, etc.,

90 *onsulting Agencies: :onsulting agencies are one of the important sources of recruitment, especially for big companies. :onsulting agencies are speaclisedagencies which recruit people on behalf of their clients. They invite application for

jobs specified by their clients from job seekers through advertisements, screen theapplication, interview the candidates and select the suitable candidate. They dothese services for their clients for some 4ees.

;0 Educational Institutions: 5niversities, :olleges ? anagement institute are alsoone of the sources of recruitment of personnel, particularly for the posts of Scientists, #ngineers ? anagement specialist. They have there own employmentbureaus to help business organi!ations in recruiting the students for various jobs.

1=0%aiting -ist: 'aiting list maintained by a business firm is one of the sources of recruitment. any business firms prepare waiting list of candidates who havealready been interviewed and considered suitable for employment, but could not beappointed for lack of vacancies. 'hen vacancies arise, the candidates in thewaiting list are appointed.

110Present Emplo"ees: resent #mployees are also one of the sources of

recruitment of personnel. The present employees of the concern are asked by themanagement to recommend suitable persons for employment in the concern.

120.usiness Friends: 7usiness 4riends are one of the sources of recruitment.7usiness 4riends are, some times, requested by a concern to recommend suitablepersons for employment.

1"0Re0emplo"ment of former emplo"ees how ha!e #een laid of or how ha!eresigned for personal reasons: These people require less induction training, asthey know the policies and the activities of the concern.




33

1$0.an+s and &ther Financial Institutions: 7anks and 6ther 4inancial nstitutionsare one of the sources of recruitment. These financial institutions are asked by therecustomers, namely, 7usiness Bouses, to recommend suitable personnel of

employment.1%0Suppliers of Goods: Suppliers of goods are one of the important sources of recruitment. They are asked by their customers, namely business houses, torecommend suitable persons for employment.

1&0-easing: <easing is one of the sources of recruitment, particularly for public sector undertakings. t is resorted to for securing managerial personnel at higher levelsfrom civil services, accounts services and defense services, for specific periods.

Merits of E/ternal Sources:

10 A !aila#ilit" of Suita#le Persons: nternal sources, sometimes, may not be able tosupply suitable persons from within. #+ternal sources will give a wide choice for

selection to the management. larger number of applicants may be willing to jointhe organi!ation. They will also be suitable as per the requirements of skill, trainingand education.

20 .rings New Ideas: The selection of persons from outside sources will have thebenefit of new ideas. The persons having e+perience in other concerns will be ableto suggest new things and methods. This will keep the organi!ation in a competitiveposition. The present employees may not be able to infuse new thinking becausetheir ways of thinking will remain the same.

"0 Economical: This method of recruitment may prove economical because newemployees may not require much training for the jobs.

emerits of E/ternal Sources:

10 emorali(ation: 'hen new persons from outside join the organi!ation then present

employees feel demorali!ed because these positions should have gone to them.

There will be a heart burning among old employees. Some employees may even

leave the enterprise to find out better avenues in other concerns.

20 -ac+ of *o0operation: The old staff may not co(operate with the new employees

because they feel that their right has been snatched away by them. This problem

will be acute especially when persons for higher positions are recruited from

outside.

"0 E/pensi!e: The process of recruiting from outside is very e+pensive. t starts with

giving costly advertisements in the media and then arranging written tests andconducting interviews. n spite of all this if suitable persons are not available among

the applicants then the whole process will have to be repeated.

$0 Pro#lem of Malad1ustment: There may be a possibility that the new entrants have

not been able to adjust in the new environment. They may not temperamentally

adjust with the new persons. n such cases either the persons may leave

themselves or management may have to replace them. These things have adverse

effect on the working of the organi!ation.




33

ifference #etween internal and e/ternal sources of recruitment

.ases of ifference Internal Sources E/ternal Sources

1 eaning *ecruitment is form withinthe organi!ation.

t is the recruitment fromoutside employees.

2 7ases t is generally based onseniority cum merit.

t is strictly based on meritand qualifications.

" Timeinvolved

t is less time consuming. t is a time consuminge+ercise.

$ :ost t is a cheap source ofrecruitment.

t is an e+pensive sourceof recruitment. t involvestime, e+pense and

resources.% *eference /o reference of the

employees is needed sinceall his records are availablewith the concern.

Since enterprise does notknow about person,references about previouswork, conduct andcharacter are needed.

& :hoice There is a limited choicefrom among the presentemployees.

There is a wide choicefrom a large number ofapplicants.




33

Selection

Meaning:Selection is a process of choosing duly qualified persons according to the requirementof the job. n recruitment an effort is to attract more and more applicants while inselection the effort is to eliminate unsuitable persons. The number of applicants will bemuch more than the positions vacant. t becomes important to scruitinise applicationsproperly and cal for interview only those persons who are suitable for jobs. Theselection of a right person will improve will quantity and quality of performance.

efinition:

-abyoder 3Selection is the process in which candidates for employment are divided intwo classes, those who are to be offered employment and those who are not.3

Selection Process:

The selection procedure consists of a series of methods or steps or stages by which

additional nformation is secured about an applicant. t cash stage facts may come to

light which may lead to the rejection of an applicant. Selection procedure is required to

cross before he is finally selected. The following steps are generally followed in a

selection process)10 *eceipt and scrutiny of applications.20 reliminary interview."0 7lank application form.

$0 Tests.%0 nterviews.&0 :hecking references.80 reliminary and final selection.90 hysical e+amination.;0 lacement and orientation.

10 Receipt and Scrutin" of Applications: The receipt and scruting of applications is

the first step in the process of selection. receptionist in the personnel department

gives information about new opening to the visitors and receives their application.

The scrutiny of applications is essential to take out those applications which do notfulfill the requirements of posts. Some people send applications even when they donot possess the required e+perience and qualifications. These applicants, if calledfor preliminary interview, will waste their own time and that of the company. Theseapplications should out rightly be rejected and information should be sent to theapplicants in this regard.

20 Preliminar" Inter!iew: reliminary interview is the first occasion when applicantscome into contact with company officials. This interview is to see whether




33

applicants are suitable for the company both mentally and physically. Thecandidates are asked questions regarding his education qualifications, e+perience,age, hobbies, etc.

Since rejection rate is high at preliminary interview should be courteous, kind,receptive and informal. Be should give a good account of the company so that the

applicant takes a good view of it and hopes to apply again whenever new openingcomes.The applicants selected at preliminary interview are given blank application formsfor supplying detailed information.

"0 .lan+ Application Form: blank application form is a widely accepted device for getting information from a prospective applicant. This is away of getting writteninformation about candidate>s particulars in his own handwriting. t enables thepersonnel department to draw tentative inferences about the applicant>s suitability

for employment. The information collected in the application form may also becirculated to various members of selection committee for enabling them to make aview about different applicants.The information collected in blank application relates to the following particularsCi. .io0data: 7io(data includes name of the applicant, father>s name, date of birth,

place of birth, permanent adders, height, weight, identification mark, maritalstatus, physical disability, etc.

ii. Education 2ualifications: This part of educational qualifications relates toeducation acquired, institutions attended, percentage of marks, distinctionsachieved, technical education acquired, subjects studied, areas of speciali!ation.

iii. %or+ e/perience: pplication blank also enquires about previous e+perience,

similar or other jobs held, nature of duties, salaries received, name of previousemployers, reasons for leaving the present job.

iv. *urricular acti!ities: The information about participation in e+tracurricular activities like /.S.S., /.:.:., debates and declamations, sports3 etc is alsoreceived in blank application form.

v. References: The applicant is also asked to give some references from where anenquiry may be made about his nature and work. The references are normallythe persons with whom the applicant has worked but are hot related to him.

vi. Salar" demanded: The salary demanded by the applicant is also given in theapplication blank.

n attempt is made to elicit ma+imum information in application blank. The

information asked for should be relevant and specific. t should have relevanceto the post he has applied for. The information collected should be brief and to

the point. Duestions requiring essay(type answer should be avoided..

TESTS

$0 Tests: The use of tests for making selection is the most controversial step. Some

persons are of the view that tests do not serve any purpose and do not improve




33

selection process. 6n the otherC 3hand, some persons are of the view that tests

give a valid judgment about the traits of applicants. 'ithin these views, the use of

tests is becoming important these should not be used just for the sake of use. The

selection of appropriate tests may give good results and help in appointing suitablepersons. The worth of test will be judged from its ability to reject unsuitable persons

and help in selecting appropriate persons.

*haracteristics of Good Test:

good test has the following characteristics)

10 Relia#ilit": a test should be reliable. *eliability of test means that it gives same

results when applied to a person at different time. test will not be reliable if it gives

varied results when applied to the same person. 4or e+ample, an intelligence test is

applied to a person on Sunday and he gets a score of 1==. The test is applied again

to the same person on 'ednesday and it given a score of 12=. This test will not be

called reliable because it has given varied results.

20 &#1ecti!it": the test should be similarly applicable to different persons. The results

of the test should not have a bias in favour of persons with particular education or

technical background. t should be so constructed that two or more persons can

score the responses to items, questions or tasks in the same way.

"0 *onsistenc": a good test should give consistent results when carried out on

different persons at different times. 4or e+ample, a test shows + superior to y when

it is applied on a particular day. f the test is repeated on the same persons on a

different day it should again show the superiority of E over . f this is so the test will

be consistent.$0 Standardi(ation: a good test must be standardi!ed. t may be administered under

standard conditions to a group of persons who are representatives of the individual

for whom it is intended. The methods and procedures for conducting and measuring

results should also be standardi!ed.

T"pe of test: variety of tests may be used to get results at different times. sychologists havedevised a number of tests which are frequently used. Some of the psychological testsare as follows)1. roficiency tests2. ptitude tests




33

. Proficienc" tests: These tests measure the skill or training which the applicant

possesses at the time of testing. The claims of the applicants about his ability to

perform a particular job are tested on actual work conditions in the factory .f the

applicant is a candidate for the post of a foreman, he may be asked to e+plain the

working of different machines. n applicant for the post of a sales e+ecutive may be

asked to e+plain a procedure he will follow for promoting the sales of a product.

These tests may be conducted in writing, orally or on the job.1. e/terit" Tests: These tests are designed to find out how efficiently and swiftly an

applicant uses his hands, fingers, eyes or other parts of body. These tests are

useful where work requires the swift movement of parts of body.

7. Aptitude tests: Such tests measure the skill and ability which a person may

develop later on. These measure the talent F ability of a candidate to learn new job

or skill. The aptitude for learning and bent of mind is assessed in these tests.

10 Intelligence Test: These tests measure the overall intellectual activity or intelligence quotient G.D.0 of the applicants. 'e can know about the capabilityof a person in dealing with new problems. pplicant>s word fluency, memory,

reasoning are also determined with these tests.

ntelligence tests, generally, consist of a long list of questions, problem solving

questions, reasoning, multiple(choice questions which are to be answered in agiven time. The score of persons is judged against pre(decided scales. Thesetests are very useful for selecting persons for jobs requiring e+ecutiveresponsibilities.

20 Personalit" Tests: ersonality tests are designed to know about the non(

intellectual aspect of the candidate. Bis mi+ing with people, temperament, likings

and disliking, capacity to get co(operation from others, behaviour, confidence,




33

initiative are studied with the help of these tests. ersonality tests are essential

for selecting persons for middle and higher level positions.

ersonality test also help to discover individual>s value system, his emotional

reaction and maturity , his reaction under certain conditions, his adjustability tonew situation and his characteristic mood. These tests are widely used in

industry because they provide a well(rounded personality of the applicant.

"0 Mo!ement Tests: These measure the speed and precision of movement in an

applicant. The nature of job may require swift movements of the person working

there. These tests are essential for person undertaking technical jobs.

$0 Interest Tests: These tests are aimed to find out the type of work in which an

applicant is interested. The liking and disliking of the persons are also judged.

These tests are helpful in assigning different jobs to the persons. f a person is

assigned the job of his liking he is likely to contribute more. Be may also find out

better ways of doing that job. The efficiency and job satisfaction will be more if

the jobs are according to the tastes of the persons.

Ad!antages of tests:

Tests can prove useful if used properly and under appropriate conditions. Some of theseadvantages are as follows)10 Proper Assessment: Test provide a basis for finding out the suitability of

candidates for various jobs. The mental capability , aptitude, linking and interests of the candidates enable the selectors to find out whether a particular person is

suitable for the job for which he is a candidate or not.

20 &#1ecti!e Assessment: Tests provide more objective criteria than any other method. Subjectivity of every type is almost eliminated."0 5niform 7asis) Tests provide a uniform basis for comparing the performance of

applicants. Same tests are given to the candidates and their score will enableselectors to see their performance.

$0 Selection of .etter Persons: The aptitude, temperament and adjustability of candidates are determined with the help of tests. This enables their placement on

those jobs where they will be most suitable. This will improve their efficiency and jobsatisfaction.

%0 -a#our Turno!er Reduced: roper selection of person will greatly reduce labour turnover. f suitable persons are not selected then they will leave the job sooner or

later. Tests are helpful in finding out the suitability of person for the jobs. nteresttests will help in knowing the liking of applicants for different jobs. 'hen a person

gets a job according to his temperament and interest he will not leave it.

isad!antages of Tests:

The tests suffer from the following disadvantages)




33

10 'nrelia#le: The inference drawn in the tests may not be correct in some cases. The

skill and ability of a candidate may not be correct in some cases. The skill and ability

of a candidate may not be properly judged with the help of tests.

20 %rong 'se: The test may not be properly used by the employees. t is alsopossible that persons applying these tests may be biased towards certain persons.

This will falsify the results of tests. Tests may also give unreliable results if used by

incompetent persons.

"0 Fear of E/posure: Some persons may not submit to the tests for fear of e+posure.

They may be competent but may not like to be assessed though the tests. The

enterprise may be deprived of the services of such personnel who are not willing to

appear for the tests but otherwise may be suitable for the concern.

3, Inter!iews

T"pes of inter!iews:

nterviews may be of many types but some of these are discussed here)

10 Patterned or Structured Inter!iew: this is the most common method of >interviewis systematically planned in advance. The type of information to be asked, details to

be enquired, information to be given, time allotted for, it are all planned properly.The interview is conducted in a pre(planned sequence. f the candidate makessome queries and the sequence is disturbed, the questions are started again fromwhere these were left. These interviews are called standardi!ed interviews.

20 Free Inter!iew: this is unstructured interview and is not planned as to its format.

The candidate is asked to e+press his views on general topics interview is notdirected as to questions but the candidate e+presses his views on his upbringing,interests, motivations, etc. the interviewers make judgement as to the strengths and

weakness of the candidate.

The interviewer should be an e+perienced person because it is very difficult to make

judgement on such interviews.

"0 Action Inter!iew: This is semi(structured interview where questions are asked on

the subjects studied by the candidate. Be is also asked questions about his

previous e+perience, aptitude, hobbies etc. the interview gives information about the

nature of job the candidate will be e+pected to perform, salary offered, avenues for

promotion etc. the replies of candidates are used to assess the potentiality of the

candidate and his suitability for the job.$0 Group Inter!iew: n group interview, a group of candidates is interviewed at a time.

They are given some problems for discussion. The candidates e+press their views

on the problems. Someone initiates the discussion and someone may wind it up.

The interviews judge the views, initiative taken, way of e+pression of candidates.

The candidates are judged by performance in the group discussion.

%0 Panel or .oard Inter!iew: n his interview the candidates is interviewed by a panel

of selectors. -ifferent interviewers put questions on separate topics. 4or e+ample,




33

first interviewer may ask questions about the educational qualifications, second may

put question on previous e+perience, third may ask general knowledge questions

and so no. the candidate is selected or rejected on the basis of combined rating by

the panel.&0 Stress Inter!iew: The stress interview is to see how a candidate behaves in a

difficult situation. The interviewer assumes a hostile attitude towards the candidate.

The candidate may be asked questions in rapid succession, questions may be put

on his answers, he may be critici!ed for some of his answers, his arguments may

be rejected outrightly and so on. The purpose of such an interview is to see whether

a candidate keeps his cool under stress situations, what is his reaction to hostile

situations, etc., The interviewer must be an e+perienced person otherwise such

interviews will not prove useful.

&. *hec+ing References: The references may provide significant information about

the candidate if they happened to be his former employers or with whom he mighthave been working earlier. The applicants are normally asked to name two or threepersons who know about his e+perience, skill, ability, etc., but should not be relatedto him.

8. Preliminar" and Final Selection: 5pto this stage selection is handled by personneldepartment or staff e+ecutives. Since the persons employed are to work under lineofficers, the candidates are referred to them. <ine officers will finally decide about thework to be assigned to them. f line officer is a production manager or foreman hemay assess on the job performance of the candidates. f the candidate is notsuitable for one job then he is tried at some other. f candidateHs performance is notupto the mark then he may be kept as apprentice for some time. /ormally, a

candidate is not rejected at this stage.9. Ph"sical E/amination: The jobs may require certain physical standards as to

height, eyesight, hearing etc. fter the final selection, candidates are required toappear for medical e+amination. 4or civil services and military jobs, the candidatesare appointed only when they clear medical test. #ven for joining a government job,a medical fitness certificate from the :ivil Surgeon or State edical 7oard isessential. rivate organisations too require a medical fitness certificate.

;. Placement and &rientation: #ven after going through the rigorous procedure ase+plained in various steps, the selection procedure is not complete. The placementand orientation of the employee is also an important in this direction.

ifference #etween Recruitment and Selection:

.ases of ifference

Internal Sources E/ternal Sources

1 Nature t is positive in nature. t is negative in nature.

2 Meaning t involves the identificationof sources of potentialemployees andencouraging them to apply.

t is the selection fromamongst the qualifiedapplicants.




33

" Process *ecruitment process startsbefore selection.

Selection starts after theprocess of recruitment.

$ *lassification The sources of recruitment

are classified as internaland e+ternal.

There is no such

classification.

% &#1ect ts main object is to createa large pool of candidates.

ts object is to select themost appropriate personafter eliminating others.

& Restriction There is no restriction onthe number of personsapplying for the job

6nly restricted number ofpersons are selected.




33

Training and e!elopment

Introduction

fter suitable candidates are selected for various jobs, there is a need for themanagement to provide for training and development. Training and -evelopment of thepersonnel is quite essential in these days when the process and techniques of themanagement have become highly complicated. Training and -evelopment is essentialfor the improvement of the personnel and for making them fit into their jobs. Theefficiency of an organi!ation depends on the training and development of the personnel.

Meaning of Training and e!elopment:

Training is the act of imparting information and special skills to trainee for the purpose of increasing his knowledge and skills for doing the particular job. Training is mainly job

oriented. t is given to both new and old personnel throughout their stay in theorgani!ation.

6n the other hand, development includes the process by which the personnel acquirenot only skills and competence in their present jobs, but also capacities for future tasksor positions. -evelopment includes all those activities and programmes, whenrecogni!e and controlled, have substantial influence in changing the capacity of theindividual to perform is assignment better, and in so doing, are likely to increasepotential for future higher assignments. n short, development refers to the programmeswhich contribute to the growth of the personnel to all respects.

Needs for4 and importance and #enefits of Training:

Training and -evelopment of the personnel is quite essential for the successful workingof any concern. 7. 4lippo has highlighted the importance of training in the followingwords I/o organi!ation as a choice of whether to train or not, the only choice is that of methodsJ.

Training offers several benefits. They are)

1. Training increases the knowledge and skill of the personnel, and there by helps themto increase the quantity and quality of the output.

2. Training helps the trainee to utili!e and develop is full potential". 'hen there is training, a person doesnHt take much time to achieve the requiredlevel of the performance. This gives him job satisfaction.

$. 'hen training is imparted to personnel, they feel that they are taken care of by themanagement. This will increase moral of the personnel.

%. Training enables the personnel to make the best and the most economical use of theresources of the organi!ation. This result in reduction in cost of production.




33

&. Trained personnel needs less supervision. That means, training contributes toincrease in the span of the management. That is, when personnel are trained, asuperior can supervise more subordinates. This result is reduced cost of

supervision.8. Training helps in building a second in line of competent officers or managers. s a

result, there will be competent replacement for more responsible positions.9. The availability of trained personnel ensures the long Kterm stability and fle+ibility of

the organi!ation.;. 7uy e+posing the personnel to the latest concept, information and techniques,

trainings makes the personnel better qualified, and thereby , increases thereemployability Li.e., their market value and earning power.

1=.Training gives an employee personnel confidence in handling the job assigned tohim.

T"pes of training programmesTraining programmes are four types .There are)1. nduction or orientation training.2. @ob training". romotional training$. *efresher training

Training and e!elopment Methods:There are a number of training and developed methods for different types ofpersonnel at different levels. The various training and development methods can bebroadly classified into two categories. They are G10 6n K the Kjob methods and G20off(the(job methods.

6n(the(job methods)*efers to the methods which required the trainee to undergo training, while he isactually engaged in work.

There are many on(the(jobs methods of training. There are)1. pprenticeship training2. nternship training". Training on specific job$. @ob rotation%. Special project or task force on special assignment

&. Misible training Gi.e., giving training to a employee by the specialists of theconcern by duplicating as nearly place as possible the actual working conditionsof the work0

8. :ommittees and junior boards

&ff0the01o# methods:




33

6ff(the(job methods refers to methods which require the trainee to leave his work placefor under going training programmes. The training programmes may be conduct by theenterprise itself or by the e+ternal agencies.

6ff(the(job methods include)1. Special courses and lectures2. :onferences and Seminars". :ase studies$. Simulation(role playing%. Sensitivity training

5nder simulation role playing, instead of taking of the trainees to the field, the realsituation of the work environment in an organi!ation is presented to the trainees in thetraining session itself, and the trainee and made to act on samples of real business

situation in order to practice in decision(making. *ole(playing is one of the commonsimulation method of training.

Sensitivity training or T(group training means the development of awareness andsensitivity to behavioural pattern of oneself and another. n other words, it is ane+periences in inter(personnel relationship which result in a change in feeling anattitudes towards oneself and another. 5nder this method, the trainees are unable tosee themselves as other see them, and develop an understanding and others views andbehavior.

This method aims to influence an individual behaviour through group discussion. This

method helps the participants to understand how groups actually work and gives them achance to discuss how they are interpreted by others. t also aims to increasingtolerance for the points of individuals and his ability to understand others.

Performance Appraisal4 Emplo"ee Appraisal4 Emplo"ee Rating or Merit Rating

Introduction:

erformance appraisal means the systematic appraisal or evaluation of theperformance of personnel by some qualified person. n other words, it is the systematicevaluation of the personality, performance and potential of each of the personnel by his

superior or by some other qualified person. n short, it is the systematic evaluation of an#mployeeHs performance of his job in terms of its requirements

Importance and Ad!antages of Performance Appraisal

1. t helps the management to appraise the performance of the personnel, which of immense help to the running of the organi!ation.




33

2. t is helpful to the management to rate all the personnel on the same method of measurement.

". t forms a scientific basis for management decisions like increase in pay, transfer,

promotion, etc.,$. t provides the personnel with information relating to their strong and week points.

This provides and incentive to the personnel to improve there performance.%. t serves as an guidance for the management to consider the types of training, which

should be imparted to the personnel.&. t helps the management in the proper placements of the personel.8. t will help in preventing the grievances of the personnel, if it is conducted

scientifically and systematically.9. t provides job satisfaction to the personnel, and there by, improves the morale of the

personnel.;. The records of performance appraisal will be available permanently, and there will

protect the management against subsequent charges of discrimination.1=.t helps management to ensure that the personnel or assigned jobs for which theyare best suited.

11. t helps to evaluate the suitability of the selection policy and procedure of theorgani!ation

12.t helps to evaluate the suitability of the training and development methods adoptedby the concern

1".t helps in improving the employer(employee relations.

Performance Appraisal Methods:

1. :heck <ist ethod2. an(to(man comparison ethod". #asy ethod$. :onfidential *eport ethod

staffing recuirtment

Documents