UNIT 2: MANPOWER PLANNING

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Sadique Nayeem

Asst. Professor

Dept. of CSE

Sitamarhi Institute of Technology, Sitamarhi

Introduction

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Manpower planning is the prime function of staffing. It is an essential requisite for

organisational success.

According to Gisele manpower Planning : “Is the process Including forecasting developing

and controlling by which a firm ensure that it has the right number of people and the

right kind of people at the right places at the right time doing the work for which they

are economically most useful”:

Manpower Planning is not simply concerned with forecasting demand and supply of

manpower. It includes the assessment of current human resources. Forecasting future

needs and designing programs to recruit and develop personnel. In essence it is

concerned with the optimum utilization of human resources both current and would be L.E.

Albright has summarized the significance of manpower planning by observing that it is

necessary to assure that the organization will have the right numbers and kinds of people

available when and where they are needed to perform useful work.

Concept of Manpower Planning

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The concept of manpower planning is based on the concept of planning itself.

Hence, manpower planning is deciding in advance what is to be done with respect to the

supply of managers.

That is to say, what kinds of managers are needed in future; how many managers are

required; when they are needed; what are the sources of obtaining them; how many

managers can be obtained from internal sources; how many managers can be obtained

from external sources; etc.

Thus, manpower planning is concerned with the demand for and supply of managers and

subordinates.

Need of Manpower Planning

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Managerial efficiency in an enterprise may be judged by the extent of the use of the

manpower available to get the best possible results. It is only possible by manpower

planning. Personnel objectives cannot be achieved without proper planning of manpower

in the industry. In order to place the right man on the right job, manpower planning is a

must.

Need of Manpower Planning can be explained under the following heads:

1. Knowledge of the Sources of Supply of Manpower

2. Increasing Size of Enterprise

3. To Make the Programmes of Employees Development

4. To Establish Co-Ordination between Labour and Capital

5. Reduction in Cost of Production

6. A Base of Effective Police of Recruitment

Importance of Manpower Planning

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1. Quantify job for producing product/service.

2. Quantify people and positions required.

3. Determine future staff-mix.

4. Assess staffing levels to avoid unnecessary costs.

5. Reduce delays in procuring staff.

6. Prevent shortage/excess of staff.

7. Comply with legal requirements.

Types of manpower planning

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There can be two different types of manpower planning:

❑ Short Term Manpower Planning

❑ Long Term Manpower Planning

1. Short Term Manpower Planning:

It is concerned with the process of matching the existing employees with their present jobs so

that they perform efficiently. There should be perfect correlation between the jobs and

individuals. In the short run, it is the duty of the management to adjust employees with the

jobs. It is very difficult to retrench the employees due to legal constraints and social

obligations on the part of the employer. Some adjustments in the jobs should be made in

the short run to accommodate the employees.

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Following steps may be taken for successful implementation of short term manpower planning:

1. When employee is less qualified as compared to job specifications, qualifications

etc.Following steps may be undertaken:

(i) Employees are given training for improvement in performance.

(ii) If the job is not liked by the employee, it may be changed.

(iii) Transfer and demotion also helps in adjustment of employees.

(iv) In case of responsible jobs, assistants may be provided for help.

2. Sometimes the employee is more qualified than the requirements of a job: Under such

circumstances the abilities and skills of the employee are not utilised to the fullest extent.

Following steps may be taken for making adjustments:

(i) Job enlargement may be undertaken i.e. scope of the job undertaken by the employee

may be widened.

(ii) If there are vacant positions at the higher levels, promotion may be given to the

employees.

(iii) Advice and counselling may be sought from the employer.

(iv) The employee may be given additional temporary assignments.

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2. Long-Term Manpower Planning:

Under long term planning, management has ample time to make required adjustments by

taking necessary steps. Long term manpower planning covers a longer period say 15 to

20 years or so, for meeting manpower requirements of a concern. Following steps are

suggested in case of long term manpower planning:

(i) Projecting Manpower needs: The first important step in long- run manpower planning is

to develop that organisational structure that will meet future manpower requirements in

the best possible manner. The basic aim is to keep pace with the changes in future. Due to

rapid technological advancement at present, it is not an easy task to predict accurately

future jobs needed for the organisation.

a) Rate of loss of manpower due to retirement, separation, resignation and retrenchment

must be predicted and need for replacement must be kept in mind.

b) Need of new manpower requirements over and above the replacements should be

predicted.

c) Job specifications i.e. qualifications and abilities needed for different types of jobs

must be clearly laid down.

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(ii) Inventory and Analysis of Manpower: Manpower inventory and analysis involves the

appraising of personnel by cataloguing their characteristics by incorporating their

educational and professional qualifications. The personnel inventorying includes the

counting of number of persons available at present.

(iii) Recruitment and Selection: Long term manpower planning establishes the processes of

recruitment and selection on proper lines. It brings about scientific recruitment and

selection methods, which in turn helps in appointing the best type of employee in the

organisation.

(iv) Development and Training of the Employees: Manpower planning is concerned with

development and training of employees to take up new and challenging tasks and

responsibilities. Well trained employees are invaluable assets for the organisation.

Job Analysis

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Job analysis is a formal and detailed examination of jobs. It is a systematic investigation of

the tasks, duties and responsibilities necessary to do a job. According to R. Wayne Mondy,

Job analysis is the systematic process of determining the skills, duties and knowledge

required for performing jobs in an organization.

According to Michael Armstrong, Job analysis is the process of collecting, analyzing, and

setting out information about the content of jobs in order to provide the basis for a job

description and data for the recruitment, training, job evaluation and performance

management.

Thus, job analysis involves the process of identifying the nature of a job (job description)

and the qualities of the likely job holder (job specification).In every organization,

different types of personnel are required to perform different types of jobs. Job analysis

provides the knowledge of nature and requirement of different jobs so that the suitable

candidate can be found out.

Job analysis is a process of understanding, collecting and analyzing relevant facts of a

job and the characteristics of the person who is likely to perform the job.

Job Analysis = Job Description + Job Specification

Important terms in Job Analysis

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Job: It is group of tasks positions involving same duties, responsibilities, knowledge and

skills. Each job has definite title and is different from other jobs. For example peon, typist,

mail clerk, salesman, nurses, accountants etc.

Task: A task is an act which is performed as part of job. It refers to a distinct work activity

with an identifiable beginning and end. For instance, planning is one of the tasks of the

manager.

Duty: It is an obligation for a worker to do a job as part of a legal or moral reason. It

means a related sequence of tasks. For example pickup, sort and deliver incoming mail.

Position: It implies a collection of tasks and duties regularly assigned to one person.

Several persons may be classified under the same job but each may perform different work.

For instance, a cash clerk might deal with the receipt and disbursement of cash, a bill clerk

deal with bills and an accounts clerk might be in charge of accounts keeping and

maintenance.

Occupation: An occupation implies a group of jobs which are similar as to the type of work

and which contain common characteristics. For example business is an occupation consisting

of several types of jobs like production, sales etc.

Career: It broadly refers to an employee’s progression in his or work life. It indicates the

chronological sequence of positions occupied by an individual in his or her profession.

Features of Job Analysis

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Job analysis is a process of gathering relevant information about various aspects

of a job and is concerned with the identification of tasks required to be

performed as part of it.

It approaches the task of defining the role, context, conditions, human behavior,

performance standards and responsibilities of a job systematically.

It helps in establishing the job’s worth to an organization. In other words, it

measures the value and contribution of a job to the growth of the organization.

It establishes job relatedness, which is a crucial input for HR decisions involving

recruitment, selection, compensation, training, health and safety.

It facilitates the process of understanding the impact of environmental changes

on individual jobs.

Uses of Job Analysis

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Provide Base for different jobs

Helps in organizational design

Human resource planning

Recruitment and selection

Orientation and placement

Career planning

Training

Job evaluation

Performance appraisal

Employee safety

Counseling

Process of Job Analysis

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Job analysis is a sequential process undergoing the following steps

1. Organizational Analysis: First of all an overall view of various jobs in the organization is

obtained. This is required to judge the linkages between jobs and the organizational goals,

interrelationships among jobs, and the contribution of various jobs to efficiency and

effectiveness of the organization.

2. Organizing Job Analysts Programme: It is necessary to plan and organize the programme

and must assign responsibilities. A budget and a time schedule should be developed.

3. Deciding the Uses of Job Analysis Information: It is desirable to focus on a few priority

areas in which the job analysis information is to be used. These areas can be decided on the

basis of the need, priorities and constraints of the particular organization. How the job

information will be used and for what purpose will determine the extent to which jobs are to

be analyzed.

4. Selecting Representative Jobs for Analysis: It would be highly time consuming and costly to

analyze all the jobs. It is, therefore, desirable to select a representative sample of jobs for

the purpose of detailed analysis. Priorities of various jobs needing analysis can also be

determined.

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5. Understand Job Design. The job analyst should obtain information concerning: the

current design of the representative job. For this purpose, current job description and job

specification. procedure manual, systems flow charts, etc. can be studied.

6. Collection of Data: In this step, data on the characteristics of the job, and qualifications

and behavior required to do the job effectively is collected. Data may be collected from

the employees who actually perform the job, or from their super- visors or from outsiders

called trade job analysts appointed to watch employees performing the job. Several

techniques are available for job analysis. Care should be taken to use only those

techniques which are acceptable and reliable in the given situation.

7. Developing a Job Description: This step involves describing the content of the job in terms

of functions, duties, responsibilities, operations etc. The job holder is required to discharge

the duties and responsibilities and perform the operations listed in job description.

8. Preparing a Job Specification: This step involves conversion of the job description

statements into a job specification. Job specifications are a written statement of personal

attributes in terms of traits, skills. Training, experience needed to carry out the job.

Techniques of Job Analysis (Methods of

Data Collection)16

A variety of sources and methods are used to collect data relating to a job. The main

methods are given below:

Job Performance.

Personal Observation.

Interview

Questionnaire

The Position Analysis Questionnaire (PAQ)

Management Position Description Questionnaire (MPDQ)

Fuctional Job Analysis (FJA)

Critical Incidents

Log Records

Panel of experts

Job Description

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Job description is a list which containing tasks or functions and responsibility of a position

which are to be performed. Job description is a written statement mentioning the job title,

tasks to be performed, duties and responsibilities involved in a job. It also mentions the

working conditions, hazards, stress and other problems involved in a job and the

relationship with other jobs.

According to Flippo, A job description is an organized, factual statement of duties and

responsibilities of a specific job. In brief, it should tell what is to be done, how it is done,

and why. It is a standard of function, in that it defines the appropriate and authorized

content of a job.

According to Clyde E. Witt, Job description is a document that specifies the tasks, duties

and responsibilities of the job and should certainly be relevant and accurate.

Contents of Job Description

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A job description normally contains the following information

1. Job Identification: Job title, code number of the job, department or division where the job

is located. This part of job description helps to identify and designate the job. It also

reveals the relationship of the job with other jobs.

2. Job Summary: It describes the contents of a job in terms of the activities or tasks

performed.

3. Job Duties and Responsibilities: It is the heart of job description. It describes the duties

performed along with frequency of each major duty. Responsibilities concerning custody

of money, supervision and training of staff, etc. are also described in this part.

4. Working Conditions: The physical environment of the job is described in terms of heat,

light, noise level, dust and fumes etc. Nature of risk (hazards) and their possibility of

occurrence are also given.

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5. Social Environment: Size of work group and inter- personal interactions required to

perform the job are given. Training and development facilities may also be mentioned.

6. Machines, Tools and Equipment: The names of major machine, equipment and materials

used in the job are described.

7. Supervision: The extent of supervision given or received is stated in terms of number of

persons to be supervised along with their job titles. Designations of immediate superiors

and subordinates may also be given.

8. Relation to other Jobs: The jobs immediately below and above are mentioned. It provides

an idea of vertical work flow and channels of promotion. It also indicates to whom the

jobholder will report and who will report to him.

Guidelines for Preparing Job Description

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Give a clear, concise and readily understandable picture of the whole job.

Describe in sufficient detail each of duties and responsibilities.

Emphasize accuracy, brevity and simplicity rather than a elegant style.

Use active verbs, e.g. type letter, sort out mail, distribute mail, train workers etc. before

each statement.

Avoid statements of opinion.

Examples of work performed may be quoted.

Indicate the extent of supervision received and given.

Ensure that a new employee can understand the job by reading the job description.

Information in Job Description

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Job Description must contain the following information

Job tide, code number, department/division.

Job contents in terms of activities or tasks performed.

Job responsibilities to perform effectively.

Working conditions specifying specific hazards.

Social environment at the workplace.

Tools and equipments required.

Extent of supervision given and received.

Relationship with other jobs-vertical, horizontal and diagonal.

Advantages of Job Description

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It is used to recruit and select employees in the organisation with their orientation

and placement.

It helps in crafting, training and development needs of a particular employee

and developing career path.

It plays a major role in evaluating the performance of the employee and helps in

taking the decision related to promotion and transfer in an organisation.

It is an instrument to develop work procedures and processes and help of take

preventive measures to minimize the impact of hazardous conditions.

It helps in counseling the employee and providing vocational guidance.

It provides the basic ingredient to prepare job specification.

Job Specification

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A job specification describes the knowledge, skills, education experience and

abilities which are essential to performing a particular job. Job specification is

developed from job analysis. It is a written statement of minimum acceptable

qualities required to complete a job and perform it effectively. It specifies

various features of job holder, where as job description provides various features

of the job and follows job description or it is based on the job description. Job

specification can be used for following purposes.

According to Flippo, Job specification is a statement of the minimum acceptable

human qualities necessary to perform a job properly. It is a standard of

personnel and designates the qualities required for acceptable performance.

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The personal attributes that are described through a job specification may be classified

into three categories:

Essential attributes: skills, knowledge and abilities (SKAs) a person must possess.

Desirable attributes: qualification a person ought to possess.

Contra- indicators: attributes that will become a handicap to successful job performance.

Essential components of Job Specification

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Education and Training: A job specification states whether the job requires school or

college level education. It mentions the technical or professional qualification requirements

of the job holder. Finally it specifies the minimum training requirements the job holder must

have completed.

Work Experience: A job specification prescribes the work experience requirements for the

job holder and sometimes also the minimum experience for effective performance.

Skills and Competencies: Under this component head, a job specification states the types of

skills necessary for the satisfactory performance of the job. It indicates the nature of skills

required like computer skills, communication skills, technical skills and statistical skills.

Physical Strength and Stamina: If the job involves physical activities like lifting or moving

heavy objects, the job specification also mentions the physical requirements of the job

holder.

Stress- coping ability: When the nature of the job requires a lot of stress endurance and

involves constant work pressure in the form of deadlines or night shifts, the stress

management ability of the candidate should be mentioned.

Special needs: If the job requires any special skills, knowledge and ability like extensive

travelling, working at odd hours, and good memory power, it should be clearly mentioned.

Purpose of Job Specification

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To specify about the personal characteristic such as age, sex, education, job experience,

co-curricular and extra-curricular activities about the prospective employee.

To specify about the physical characteristics such as height, weight, chest, vision, hearing,

health, voice, hand and foot co-ordination etc. of the prospective employee.

To specify about the mental characteristics such as general intelligence, memory,

judgment, foresight, ability to concentrate etc.

To specify about the minimum qualification (degree) required with the specified

percentage which is mandatory, without which an individual is not entitled.

To specify about the social and psychological characteristics such as emotional stability,

flexibility, manners, initiative, drive, conversational ability, creativity etc.

Difference between Job Description and Job

Specification27

Recruitment

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After identifying the number and type of personnel required in any organization by the

process of manpower planning and job analysis, next comes the process of recruitment

and selection. Both recruitment and selection are integrated and interrelated terms.

Recruitment involves location of such personnel motivating them to offer their candidature

and selection involves selecting the suitable candidates and rejecting the unfit ones

According to Taylor Recruitment is the process of locating, identifying and attracting

capable applicants.

According to Flippo Recruitment is a process of searching for prospective employees and

stimulating and encouraging them to apply for jobs in an organization.

Recruitment Process

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The recruitment process consists of the following steps:

Recruitment process generally begins when the human resource department receives

requisitions for recruitment from any department of the company. The human resource

requisitions contain details about the position to be filled, number of persons to be

recruited, the duties to be performed, qualifications required from the candidate, terms

and conditions of employment and the time by which the person should be available for

appointment. etc

Locating and developing the sources of required number and type of employees.

Identifying the prospective employees with required characteristics.

Communicating the information about the organisation, the job and the terms and

conditions of service.

Encouraging the identified candidates to apply for jobs in the organisation.

Evaluating the effectiveness of recruitment process.

Sources of Recruitment

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Various sources of recruitment may be classified into two broad categories: namely

internal sources and external sources.

Internal Sources: Internal sources consist of the following:

Present employees: Permanent, temporary and casual employees already on the pay

of the organization are a good source. Vacancies may be filled up from such

employees through promotions, transfers, upgrading and even demotion. Transfer

implies shifting of an employee from one job to another without any major change in

the status and responsibilities of the employee. On the other hand, promotion refers to

shifting of an employee to a higher position carrying higher status, responsibilities and

pay.

Former Employees: Former employees are also an internal source of applicants. Some

retired employee may be willing to come back to work on a part-time basis or may

recommend someone who would be interested in working for the company.

Employee Recommendations: Personnel may be employed on some special

recommendations from employee side.

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External Sources of Recruitment: External sources of recruitment lie outside the organisation.

These are as follows:

a) Educational and Training Institutions: Various institutes like IIMs, IITs, engineering colleges,

medical colleges, ITIs and universities are a good source for recruiting well-qualified

executives, engineers, medical staff, pharmacists, chemists, etc. They provide facilities for

campus interviews and placement. Good institutions have placement cells/officers to serve

as liaison between the employers and the students. This source is known as Campus

Recruitment. They are hired as soon as they graduate. Group offers are also a new trend

at B-schools.

b) Executive Search Agencies or Placement Agents or Head hunters: Several private

consultancy firms perform recruiting function on behalf of client companies by charging

fee. These agencies are particularly suitable for recruitment of executives and specialists.

They perform all the functions of recruitment and selection so that the client is relieved of

this burden. But the cost recruitment through these agencies is quite high.

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c) Employment Exchanges: Government of India has established public employment

exchanges throughout the country. These exchanges provide information about job

vacancies to the job seekers and help employers in identifying Suitable candidates. They

contain a data bank of candidates for different types of jobs. Whenever they get

requisition/notice from employers, the concerned candidates are informed. A list of such

persons is also sent to the employer. The Employment Exchanges (Compulsory Notification

of Vacancies) Act, 1959 makes it obligatory for both public sector and private sector

enterprises to fill certain types vacancies through employment exchanges.

d) Casual Callers: Due to widespread unemployment in the country, many jobseekers visit the

offices of well-known companies on their own. Such callers are generally considered a

nuisance to the daily work routine of the enterprise. But a waiting list of such unsolicited

visitors can be prepared to fill temporary and lower level jobs. It is a very inexpensive

source of recruitment.

e) Labour Contractors: Manual workers can be recruited through contractors who maintain

close links with the sources of such workers. This source is often used to recruit labour for

construction jobs. The disadvantage of this source is that when the contractor leaves the

organisation, people employed through him also go.

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f) Gate Recruitment: Unskilled workers may be recruited at the factory gate. A notice on the

notice board of the company specifying the details of job vacancies can be put. Such

recruitment is called direct recruitment. It is very economical and used mainly for unskilled

and casual job vacancies. On the spot recruitment through Walk-in interviews and job fairs

are becoming popular particularly for call centres, BPO firms, etc.

g) Similar Organisations: Experienced employees can be recruited by offering better benefits

to the people working in similar organisations. Newly established organisations of well-

known business houses often lure experienced executives and technical experts from the

public sector. This is called raiding for talent.

h) Employee Referrals: Office bearers of trade unions are often aware of the suitability of

candidates. Management can enquire these leaders for suitable jobs. In some organizations,

there are formal agreements to give priority in recruitment to the candidates recommended

by trade unions. Relatives and friends of employees are given priority in recruitment in some

companies. Public sector undertakings give preference to local people (sons of the soil) in

recruitment particularly at lower level jobs. In this source some sort of preliminary screening

takes place by the employee/union recommending the candidate.

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i) Press Advertisements: Advertisements in newspapers and journals, is a widely used source

of recruitment. The advantage of this method is that it has a very wide reach. One

advertisement in a leading daily can cover millions of persons throughout the country. Cost

per person is very low. This method can be used for clerical, technical and managerial

jobs. However, this method may bring in a large number of applications from unsuitable

candidates. The company has to waste considerable time and efforts in sorting out

applicants.

Selection

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Selection is the process of putting right men on right job. It is a procedure of matching

organizational requirement with skills and qualified people.

According to Dale Yoder Selection is the process by which candidates for employment

are divided into class-those who will be offered employment and those who will not.

According to David and Robbins Managerial decision making process as to predict

which job applicants will be successful if hired.

Selection Process

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The selection process consists of a series of steps. It is a series of successive hurdles or

barriers which an applicant must cross. These hurdles or screens are designed to

eliminate an unqualified candidate at any point in the selection process. This technique is

called “successive hurdles technique”. According to Dale Yoder, the hiring process consists

of go no go gauges. Candidates who qualify a hurdle go to the next stage while those

who do not qualify are dropped out. However, every selection procedure does not

contain all these hurdles. Moreover, the arrangement of these hurdles may differ from

organisation to organisation. There is no standard selection procedure to be used in all

organisations or for all jobs. The complexity of selection procedure increases with the

level and responsibility of the position to be filled. The strategy and method used for

selecting employees varies from firm to firm and from one job to another.

Steps Involved In Employee Selection

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Steps involved in employee selection may be described as under:

1. Application Form

Application form is one of the most common methods used to collect information on

various aspects of the applicant’s academic, social, demographic, work related

background and references. It is a brief history sheet of an employee’s background,

usually containing the following things :

Application form helps to serve several objectives:

Scrutiny of the form helps to weed out candidates who are lacking inexperience or

some other eligibility traits.

It helps in formulating questions to be asked in the interview.

Data contained in application forms can be stored for future reference. Application

form duly filled in is also called bio-data or curriculum It provides factual

information required for evaluating the candidate. It is also used as a basic record

of personal data for those finally selected.

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2. Selection Test: A test is a sample of some aspect of an individual’s attitudes, behavior and

performance. It also provides a systematic basis for comparing the behavior, performance

and attitudes of two more persons; Tests are based on the assumption that individuals

differ in their job related traits which can be measured. Tests help to reduce bias in

selection by serving as a supplementary screening device. Tests are helpful in better

matching of candidate and the job. Tests may also reveal qualifications which remain

covered in application form and interview. No test, however, is fool proof. At best it

reveals that the candidates who have scored above the predetermined cut off points are

likely to be more successful than those scoring below the cutoff point. Tests are useful when

the number of applicants is large. Further, tests will be useful only when they are properly

designed and administered. Some commonly used employment tests are stated below:

◼ Intelligence tests

◼ Aptitude Tests

◼ Personality tests

◼ Achievement Tests

◼ Simulation Tests

◼ Assessment centre

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3. Employment Interview: An interview is a conversation between two persons. In

selection, it involves a personal, observational and face-to-face appraisal of

candidates for employment. Interview is an essential element of Selection and no

selection procedure is complete without one or more personal interviews. The

information collected through application and test can be cross-checked in the

interview.

Types of Interview

Interviews may be classified into following categories:

i. Informal Interview: Such interview may take place anywhere. It is not planned and is

used when the staff is required urgently. A friend or relative of the employer may take

a candidate to the house of the employer or manager who asks a few questions like

name, birth place, education and experience, etc. When a candidate enquires about

the vacancies after reading an advertisement, it is an example of informal interview.

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ii. Formal lnterview: This type of interview is preplanned and is held in a formal atmosphere.

All the formalities and procedures, e.g., the venue, the time, the pannel of interviewers, and

the questions to be asked are decided in advance.

iii. Patterned or Structured Interview: Such interview is fully planned to a high degree of

accuracy and precision. It is based on the assumption that to be most effective every

pertinent detail should be worked out in advance. Therefore, a list of questions to be asked

is prepared and the questions are asked in a particular cycle.

iv. Non-Directed or Unstructured Interview: In this interview, the candidate is allowed to speak

his mind freely. The interviewer carefully and patiently listens, prodding whenever the

candidate is silent. In other words, the format of the interview is unplanned and the

interview is not directed by questions to be asked.

v. Depth Interview: It is a semi-structured approach wherein details concerning one key area

are sought. It is designed to intensively examine the candidate’s proficiency in his area of

special interest.

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vi. Group Interview: In this interview, groups rather than individuals are interviewed.

Generally, a topic for discussion is given to the group

vii. Stress Interview: The purpose of such interview is to find out how a candidate behaves

in stressful situation, i.e., whether he loses his temper, gets confused or frightened or

feels frustrated. Therefore, the interviewer adopts hostile behaviour towards the

candidate.

viii. Panel or Board Interview: In panel interview, the applicant meets with three to have

interviewers who take turns asking questions. After the interview, the interviewers pool

their observations to arrive at a consensus about the suitability of the applicant.

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4. Medical Examination: Applicants who have crossed the above stages are sent for a

physical examination either to the company’s physician or to a medical officer approved

for the purpose. Such examinations determine whether the candidate is physically fit to

perform the job. Those who are physically unfit are rejected.

5. Reference Checks: The applicant is asked to mention in his application form, the names

and addresses of two or more persons who know him well. These may be his previous

employers, heads of educational institutions or public figures. The organization contacts

them by mail or telephone. They are assured that all information supplied will be kept

confidential.

6. Final approval: In most of the organizations, selection process is carried out by the human

resource department. The decisions of this department are recommendatory. The

candidates short listed by the department are finally approved by the executives of the

concerned departments/units. Employment is offered in the form of letter mentioning the

post, the rank, the salary grade, the date by which the candidate should join and other

terms and conditions in brief.

Difference between Recruitment and Selection

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Induction

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Induction: This Final step in gather selection process is that of inducting the new employee

into the new social setting of his wok. The step should take into account two major objects:

◼ familiarizing the new employee with his new surroundings and company rules and

Regulations, and

◼ integrating his personal goal with the organizational goals. The first object is

generally easy to achieve. The information which is commonly' passed on to the new

employee covers the following subjects :

Company history, products and major operations.

Geography of the plant.

Structure of the organization and functions of various departments.

General company policies and regulations regarding wages and payment, hours of

work and overtime, safety and accidents, discipline and grievances, suggestions system,

uniforms and clothing and parking.

Economic and recreational services available.

Opportunities for promotion and transfer, importance of the job and its relation to the

total work of the firm.

The End

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