The

Recruitment
Process
What is recruitment?

Recruitment refers to the process of identifying, attracting, interviewing,

selecting, hiring and onboarding employees. In other words, it involves
everything from the identification of a staffing need to filling it.Depending on
the size of an organization; recruitment is the responsibility of a range of
workers. Larger organizations may have entire teams of recruiters, while
others only a single recruiter. In small outfits, the hiring manager may be
responsible for recruiting. In addition, many organizations outsource
recruiting to outside firms. Companies almost always recruit candidates for
new positions via advertisements, job boards, social media sites, and others.
Many companies utilize recruiting software to more effectively and efficiently
source top candidates. Regardless, recruitment typically works in conjunction
with, or as a part of Human Resources.

What is recruiting in HRM?

Human Resource Management, otherwise known as HRM or HR for short, is

the function of people management within an organization. HR is responsible
for facilitating the overall goals of the organization through effective
administration of human capital — focusing on employees as the company's
most important asset.

Recruitment is the first step in building an organization's human capital. At a

high level, the goals are to locate and hire the best candidates, on time, and on
budget.

What does recruitment involve?

While the recruitment process is unique to each organization, there are 15

essential steps of the hiring process. We’ve listed them here, but for a detailed
exploration of these steps, check out our page on Hiring Process Steps:

• Identify the hiring need

• Devise a recruitment plan
• Write a job description
• Advertise the position
• Recruit the position
• Review applications
• Phone Interview/Initial Screening
• Interviews
• Applicant Assessment
• Background Check
• Decision
• Reference Check
• Job offer
• Hiring
• Onboarding

Types of recruiting
There are several types of recruiting. Here’s an overview:

Internal Recruiting: internal recruiting involves filling vacancies with

existing employees from within an organization.

Retained Recruiting: When organizations hire a recruiting firm, there are

several ways to do so; retained recruiting is a common one. When an
organization retains a recruiting firm to fill a vacancy, they pay an upfront fee
to fill the position. The firm is responsible for finding candidates until the
position is filled. The organization also agrees to work exclusively with the
firm. Companies cannot, in other words, hire multiple recruiting firms to fill
the same position.

Contingency Recruiting: like retained recruiting, contingency recruiting

requires an outside firm. Unlike retained recruiting, there is no upfront fee
with contingency. Instead, the recruitment company receives payment only
when the clients they represent are hired by an organization.

Staffing Recruiting: staffing recruiters work for staffing agencies. Staffing

recruiting matches qualified applicants with qualified job openings. Moreover,
staffing agencies typically focus on short-term or temporary employment
positions.

Outplacement Recruiting: outplacement is typically an employer-sponsored

benefit which helps former employees transition into new jobs. Outplacement
recruiting is designed to provide displaced employees with the resources to
find new positions or careers.

Reverse Recruiting: refers to the process whereby an employee is

encouraged to seek employment with a different organization that offers a
better fit for their skill set. We offer Reverse Recruiting Days to help workers
with this process. At our Reverse Recruiting Days we review resumes, conduct
mock interviews, and offer deep dives into specific job roles. Click here for
more information.
Meaning and Definitions Defined by
Flippo, Beach and Dale Yoder
Recruitment has been regarded as the most important function of personnel
administration. Unless the right types of people are hired, even the best plans,
organization charts and control systems will be of no avail. A company cannot
prosper, grow or even survive without adequate human resources. Need for
trained manpower in recent years has created a pressure on some
organizations to establish an efficient recruitment function. It is not done
wisely, every other management function suffers, and costs increase and
bottlenecks get worse.

Recruitment is the processes of finding the apt candidates and inducing them
to apply for the job in an organization. The recruitment should be a sound one.
If it is not so, the morale of the staff will be very low and the image of the
company will be tarnished.

The success of any recruitment depends upon the procedure followed by the
company while recruiting the members. Jobs with low salary, uninteresting
jobs or difficult jobs cannot be filled up by the company very easily.

Every company has to recruit its staff members but the quantum of
recruitment may vary from one company to another company. The variation
may be due to the size of the company, recruitment policy of the company,
nature of the job and the like.

Once a determination of human resources requirement has been made, the

process of recruitment begins. Recruitment involves the process of searching
and attracting potential employees to the organization. In other words, it
involves seeking and attracting qualified candidates from a wide variety of
internal and external sources for job vacancies.

The main purpose of recruitment is searching of suitable candidates for filling

the vacancies of the organization. It is a process of bringing together
prospective employees and employer with a view to stimulate the prospective
employees to offer their services in the working organization.

“Recruitment as process of searching for prospective employees and

stimulating them to apply for jobs in the organisation.” — Edwin B. Flippo
“Recruitment is the development and maintenance of adequate manpower
resources. It involves the creation of a pool of available labor force upon
whom the organization can draw when it needs additional employees.” —Dale
S. Beach

Thus, recruitment is a continuous process by which an organization seeks to

develop a pool of qualified applicants for the future human resource needs,
even though specific vacancies do not exist at present.

The main objective of the recruitment process is to expedite the selection

process.

In the words of Dale Yoder, “Recruitment is a process to discover the source of

man power to meet the requirement 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.

Thus, recruitment is a “linking activity” which brings together those who have
a job and those who search a job.
Basic Philosophies of Recruitment:
Traditional and Realistic Philosophies
There are basically two philosophies of recruitment:

(i) Traditional:

The traditional philosophy is to get as many people as possible to apply for the
job. As a result of this, a large number of seekers apply for the job, which
makes the final selection process difficult and can result in the selection of
wrong candidates. Wrong selection can, in turn, lead to employee
dissatisfaction and high turnover in the long run.

(ii) Realistic:

In realistic philosophy, the needs of the organization are matched with the
needs of the applicants, which enhance the effectiveness of the recruitment
process. In realistic approach, the employees who are recruited will stay in the
organization for a longer period of time and will perform at a higher level of
effectiveness.

Recruitment approaches
(1) Realistic Job Preview

(2) Job Compatibility Questionnaire

1. Realistic Job Preview provides complete job related information to the

applicants. It includes both positive and negative aspects of the job. Realistic
Job Preview can result in self-selection process.

Job applicants will evaluate the compatibility among the jobs and their
personal needs. They can decide whether to attend the interviews and tests
for final selection or to withdraw in the initiative.
The advantages of Realistic Job Preview are lower rate of employee turnover;
higher level of Job Satisfaction and performance; more beneficial at the entry
level where there are innumerable applicants per position.

The Realistic Job Preview can, however, increase the cost of recruiting by
increasing the average time it takes to fill each job.

2. Job Compatibility Questionnaire is used to determine whether an

applicant’s preferences for work match the characteristics of the job or not.
Greater the compatibility between these two, greater will be the probability of
employee effectiveness and longer the tenure of employees.

Job Compatibility Questionnaire is designed to collect information on all

aspects of a job which have a bearing on employee performance, absenteeism,
and turnover and job satisfaction.

Items in job compatibility questionnaire cover the following factors:

(i) Task Variety

(ii) Task Requirements
(iii) Peer Group
(iv) Physical Environment
(v) Compensation Preferences
(vi) Customer Characteristics
(vii) Leadership Characteristics
(viii) Work Schedule
(ix) Job Autonomy.
(x) Physical Demands of the Job.

Job Compatibility Questionnaire would be given to job seekers who are

familiar with job to be filled.
The objectives of recruitment
(i) To attract people with multi-dimensional skills and experiences those suit
the present and future organizational strategies,

(ii) To induct outsiders with a new perspective to lead the company,

(iii) To infuse fresh blood at all levels of the organization,

(iv) To develop an organizational culture that attracts competent people to

the company,

(v) To search or head hunt/head pouch people whose skills fit the company’s
values,

(vi) To devise methodologies for assessing psychological traits,

(vii) To seek out non-conventional development grounds of talent,

(viii) To search for talent globally and not just within the company,

(ix) To design entry pay that competes on quality but not on quantum,

(x) To anticipate and find people for positions that does not exist yet.
The most important purposes of
recruitment
1. To determine the present and future requirements of the organization in
conjunction with the personnel planning and job analysis activities.

2. To enhance the pool of potential job aspirants with minimal cost.

3. To enhance the success rate of the selection process by reducing the

number of, under-qualified or overqualified job applicants.

4. To effectively reduce the probability of job applicants, once recruited and

selected, will leave the organization only after a short period of time.

5. To meet the organization’s legal and social obligations regarding the

composition of its workforce.

6. To start identifying and preparing potential job applicants who will be

appropriate candidates.

7. To increase organizational and individual effectiveness in the short and

long-term.

8. To evaluate the effectiveness of various recruiting techniques and sources

for all types of job applicants.

9. To support and form the basis of the manpower retention plan of the
organization.

10. To form the basis of the manpower development process by hiring the
future talents.
 The essential features of recruitment.

1. Recruitment is a searching and attracting function – It is mainly concerned

with searching and attracting the potential candidates towards organization.

2. Recruitment is not a selection – Recruitment involves searching the

potential candidates and attracting them towards organization to apply for
the job. But selection involves choosing suitable candidate among those who
have applied for job.

3. It is a process – Recruitment is a process of series of activities like

recruitment policy, sources of recruitment, technique of tapping those sources
and evaluation of those sources etc.

4. It is a linking activity – Recruitment brings together those who have a job

(employer) and those who search a job (employees)

5. It is a pervasive function – This function needs to be performed by all

organizations which need human resources.

6. It is one of the functions of personnel management – It is an important

function of personnel management as it helps in acquiring different number
and types of persons for continued functioning of an organization.
Factors Influencing Recruitment: Internal
and External Factors
1. Internal Factors:
(i) Organization Policies and Practices:

Policies and practices of the organization affect the system of recruitment of

the organization. Some organizations may adopt the practice of recruiting
from within the organization through promotion, transfer, lay-off etc., and
others may go for external sources. Some organizations adopt the practice of
recruiting the persons from backward castes and communities, physically
handicapped persons etc., and others may give importance to merit
irrespective of caste, creed and religion.

(ii) Image of the Organization:

Image or the impression that an organization gives to the public considerably

influences on the recruitment process of the organization. Kind of job
environment, benefit it provides to its employees, employer employee relation
that prevails in the organization enhance the image of the organization. Better
the image, better the quality of applicant and vice-versa.

(iii) Wage and Salary Policies:

Benefits provided by the organization to its employees have a great influence

on its recruitment system. Higher salaries and wages consistent with the
merit and experience of the employees will certainly attract meritorious and
experienced employees towards the organization.

(iv) Promotion and Retirement Policies:

Company which provides better promotion prospects to its dedicated and

meritorious employees and offers retirement benefits like pension or gratuity
to those who are serving in the company for a minimum fixed period also
affect the recruitment policy of the organization and in turn attract
meritorious and able persons towards the organization.
(v) Working Conditions:
Good working conditions like proper lighting and ventilation, safety
provisions, welfare measures like bonus, quarter’s facility, subsidized food,
medical facility etc., influence positively on the recruitment system of the
organization.

2. External Factors:
External factors like government regulations, trade union restrictions, labor
market conditions, legal factors, economic factors, cultural factors, location of
the organization etc., also influence the recruitment system of the
organization.

(i) Government Regulations:

Government regulations towards Backward Caste, Scheduled Caste, Scheduled

Tribes and women have a direct impact on recruiting practices and hence
organizations have to observe these regulations while recruiting its
employees.

(ii) Trade Union Restrictions:

Trade union always wants to protect the interest of its members and hence
interfere in the recruitment process of the organization. Therefore, while
making the recruitment, interest of the trade union should be kept in mind
and process should be continued.

(iii) Labor Market Conditions:

Labor market conditions in India are always volatile i.e., changing. At any
given point of time there may be a surplus or a shortage of well qualified
candidate in a particular category of post for which vacancy is to be filled up.
If well qualified candidates are in short supply recruitment becomes difficult
and if the candidates are excess with suitable qualification, selection becomes
difficult. Therefore, it is necessary to take a note of labor market condition
while recruiting the employees.

(iv) Legal Factors:

Legal factors like prohibition of employment of children, prohibition of

employment of women in night shift, provision of security to the workers in
underground mines, abolition of bonded labor, regulation of employment of
contract labor, safety of scheduled caste, scheduled tribe and other weaker
sections of society, discrimination in employment on the basis of religion,
caste, sex, etc., influence on the recruitment practice of the organization.

(v) Economic Factors:

Economic factors like cost of recruitment, capacity of recruiting competent
persons, working conditions in other similar organizations etc., also affect the
recruitment practice of the organization.

Difference between Recruitment and

Selection
Difference # Recruitment:

(1) Objective – It aims to attract more people for the vacant jobs in
organization

(2) Nature – It is a positive process because it attracts people for jobs

(3) Meaning – It is a process of searching for suitable candidates

(4) Process – It involves searching

(5) Procedure – The organization notifies the requirements of manpower

though advertisement, etc. and gives prospective candidates forms etc.

(6) Contract of service – There is not contractual obligation to take the

candidates who have applied. In fact, it is only a communication to candidates
to apply for jobs

Difference # Selection:

(1) Objective – It aims to pick up then most suitable candidates for the job

(2) Nature – It is a negative process as it rejects not so good for the job

(3) Meaning – It is a process of choosing from the lot the best candidates.

(4) Process – It involves comparisons and selection

(5) Procedure – The HR department asks candidates who have applied to pass
the tests evolved for selection in stages and then get selected for the job

(6) Contract of service – Selection succeeds recruitment and the selected

candidates are given contract of service between the company and the
selected employee.

Sources of Recruitment:
A. Internal:

1. Transfer

2. Promotion

B. External:

1. Advertisement (Company Invitations and Walk-in-Interview)

2. Recommendations

3. Gate Applicants

4. Employment Exchange (Govt. & Private)

5. Personal Consultants

6. Educational Institutions

7. Waiting List

8. Unsolicited Applications

9. Jobbers and Contractors

10. Field Trips

11. Leasing.

A. Internal Sources:
Whenever a job falls vacant, it can be filled up by giving a promotion to the
present employee of the company. It is based on the promotion policy
followed by the company. In certain cases, a same cadre staff member is
deputed to the job by the company. This is called a transfer.

This is also based on the transfer policy followed by the company:

Advantages:

1. It increases the morale among the staff members of the company.

2. Giving promotion keeps the employee happy.

3. It attracts efficient staff members.

4. The training expenses may be reduced, to some extent.

5. A person who has got a promotion inspires the staff members to acquire a
thorough knowledge of his job.

6. Internal promotion helps the staff members to derive job satisfaction.

7. A promoted staff member may make use of his past experience in the new
post.

8. It increases the security of the job of the staff member.

9. A new responsibility can be entrusted safely to the promoted staff members

on the basis of contents of Service Register.

10. It ensures the continuity of job to the staff members and stability of the
organisation.

11. It induces the staff members to work hard to get promotion.

12. The expenses for advertisement, recruitment, test and interview are
avoided.

Disadvantages:
1. If the higher post is filled internally, the company will not be able to get
fresh and original ideas and initiative from the staff members.

2. The outsiders do not have a scope to show their ability in the performance
of the work.

3. An under-qualified person may be appointed in the higher post.

4. If the promotion is guaranteed to the internal staff members after the

expiry of a specific period, the concerned staff member does not care to work
efficiently.

B. External Sources:

1. Advertisement:

When a company wants to inform the public that it has a vacancy, it puts up an
advertisement. The details of the job and the qualification of the candidates
are briefly given. The company may receive the applications in response to the
advertisement. After that, interview will be conducted.

In certain cases, the walk in interview method may be adopted by the

company. In the walk-in-interview method, the applications are received from
the candidates. The date and time and place of the interview are mentioned in
the advertisement. In this way, a person can be recruited immediately through
an advertisement.

2. Recommendations:

Here, recommendation means appointment of a person on getting a

recommendation letter from a person reliable and well-known to the
company. In certain cases, an employee of the company may bring the
candidates to the company for the purpose of being appointed

3. Gate Applicants:

The educated unemployed youth may contact the company to get

employment. These candidates may not have any recommendations. Even the
company might not have issued any advertisement for the post. The candidate
personally approaches the appointing authority of the company. If such
candidate is found fit for any one of the posts which are vacant at that time,
the candidate is appointed.

4. Employment Exchange:

The job seekers register their names with their qualifications with the
employment exchange. The company can get a list of candidates who have
requisite qualifications to fit in a job. Out of the listed candidates, any one of
them can be selected. The employment exchange is of two kinds, i.e., public
employment exchange and private employment exchange.

5. Personnel Consultant:

Private consultant is a separate specified agency doing the function of

recruitment of the personnel on behalf of the company. In other words, the
functions of personnel department of any company are performed by the
personnel consultants. It receives the applications from the candidates,
verifies the applications, conducts interviews and selects the candidates. The
personnel consultant receives fees from the company for its service.

6. Educational Institutions – Campus Interview:

Universities, colleges and institutions are formed to offer specific courses. The
educational institutions make an arrangement for campus interview. The
business concerns come to the campus of educational institutions to recruit
the students for various posts. The selected students are requested to join the
post after completing the course.

7. Waiting List:

The business concern prepares a waiting list of candidates who have already
been interviewed. But, they are not appointed for lack of vacancy. Whenever a
vacancy arises, the vacancy may be filled up by the company out of the waiting
list.

8. Unsolicited Applicants:

Unsolicited applications means the application received through mail from the
candidate. The application brings the information regarding the name and
address of the candidate, his age, educational qualification, experience, area of
interest, etc. If there is any vacancy at that time, the candidate will be
recruited for the specified post. Normally, this type of application is
considered for the posts at the lower level.

9. Jobbers and Contractors:

The casual vacancy may be filled up by the company through the jobbers and
contractors. Normally, unskilled candidates are appointed in this way. They
are available at short notice and for a less salary. This type of candidate is
brought by the jobbers and contractors to the place of work and they receive
some commission from the company for this service.

10. Field Trips:

A company may send a group of experts to the towns and the cities where the
various kinds of candidates required by the company are available. In this
case, a prior advertisement may be issued in newspapers. The advertisement
contains information regarding the date, venue and time of the interview. The
interview is conducted in different places. This is procedure followed to
recruit the candidates under field trips.

11. Leasing:

This type of source of recruitment is followed by the public sector

organization. The reason is that the organization wants to manage the
problems particularly at higher level. Before recruiting the staff members, the
period of service is fixed by the company and it is conveyed to the staff
members.

Advantages:

1. Choice – A company can recruit a person out of a large number of

applicants. Each and every candidate’s plus points and minus points are taken
into consideration for the purpose of recruitment. Then, the best candidate
can be selected by the company

2. New Outlook – If a new person is recruited by the company, a new way of

approach may be used to solve the problem, which will give maximum
benefits to the company.

3. Wide Experience – If the recruited new candidate has experience in various

fields, the company can get the benefit of the candidate’s experience.
Disadvantages:

The external sources also have some demerits.

1. Grudging of old employment – If a candidate is recruited from external

sources, the existing staff may have a grudge against him. It results in
demoralisation of the staff members.

2. Lack of co-operation – The existing staff members do not extend their co-
operation to the person who is selected from out of external sources. In
addition to this, the existing staff members make the new recruit face the
difficulties and try to disorient him in relation to his work.

3. Expensive – Recruitment of a person from outside the company requires a

lot of formalities. The formalities include issuing advertisement, receiving the
applications, screening the applications, dispatching the interview letters,
fixation of interview date, time and place, formation of an interview
committee etc. Completing all the above said procedure involves a lot of
expenditure.

4. Trade union – If the trade union of the company is very strong, it is very
difficult to convince the trade union and recruit a person from outside a
company.

5. Danger of non-adjustment – If a newly recruited person fails to adjust

himself to the working conditions of the company; it leads to more
expenditure in looking for his replacement. Besides, it causes irritation and
quarrel between the recruited person and the existing staff members.

Methods of Recruitment
1. Direct Method,

2. Indirect Method, and

3. Third Party Method.

Method # 1. Direct Method:

Campus recruitment is most widely acceptable example of direct recruitment

of candidates. In this method the recruiters visit educational Institutions such
as – IIMs, IITs, Universities and others management institutions and their
placement centers. The placement centers provide opportunities for students
and recruiters to meet and discuss potential hiring because placement
arranged through the institutions enhance their reputation and credibility.

The recruiters take the opportunity to distribute brochures and other

literature of organization to candidates and build organization image. A good
relationship between placement officials and organization is necessary to
obtain effective results. Depending upon the nature of policy of organizations,
the many organizations issue appointment letters after conducting interviews
in the campus and many invite selected candidates to visit the organization
for final interviews.

The main advantage of campus interview is that to access a large number of

young people at one place in less time. On the other hand the negative aspects
of campus interviews are that the hiring people with no work experience.

As per R.W. Walers, 1976, the common mistakes committed by recruiters are
as follows:

(a) Failure to utilize a full time professional recruiter.

(b) The recruiter is not professionally trained in interviewing.

(c) The recruiter does not have the authority to make decision with regard to
hiring.

(d) The actual plan visit is mishandled.

(e) The recruiter does not get involved in the development of the new
employee.

Other direct methods include sending recruiters to establish exhibits at job

fairs, and using mobile officers to visit to the desired places where
unemployed may be contacted.
Method # 2. Indirect Method:

The most frequently used indirect method of recruitment is advertisement in

publications such as – newspapers, magazines, trade and professional journals
or broadcasting from radio and television. The advertisement should be
specific and include sufficient details such as job responsibilities,
compensation package and career prospects in the organization.

In order to be successful, an advertisement should be carefully written so that

it may draw the attention of right type of applicants and also build the image
of an organization. This method is useful when an organization wants a fairly
good number of talented people. Local newspaper can be a good source of
blue collar, clerical and lower level administrative positions while national
level periodicals may be used for middle and top level positions.

Many organizations use the ‘blind box’ type advertisement where no

identification of the organization is given. The Post Office Box Number acting
as an agent between applicants and organization. Another method of
advertisement is used as notice board placed at the gates of the organization.

Method # 3. Third Party Method:

The following sources are involved in third party methods:

(a) Employment Exchanges:

The organizations are expected to notify their vacancies in the specific

Employment Exchanges and job seekers get information from them about the
types of jobs that are referred to by employers.

(b) Employment Agencies:

An employment agency is an organization that assists organizations in

recruiting employees and, at the same time, aids individuals in their attempt
to locate jobs. They maintain lists of qualified applicants and supplies to
employers willing to hire people. They also perform recruitment and selection
functions for the employer and charge a fee.
(c) Employee Referrals:

Many organizations have found that their employees can assist in the
recruitment process. Employees may actively solicit applications from their
friends and associates. This method suffers from a serious defect that it
encourages nepotism.

(d) Internet Recruiting:

In recent years the internet is playing an important role in recruitment. It

advertises jobs and serves as a place to locate jobs applicants. The website
offers a fast convenient and cost effective means for job applicants to submit
their resume through Internet.

The organizations believe that the internet helps to attract better quality and
broad range of applicants. The internet recruiting is cheaper because it
reduces costs of newspaper advertisements and workload for the HR
department.

In short, the HR manager must be in close touch with these different sources
and use them in accordance with his needs. To avoid surplus staffs the best
management policy regarding recruitment is to look first within the
organization and if that source fails external recruitment must be tackled.
 Recruitment Policy
Recruitment policy specifies the objectives of recruitment and provides a
framework for the implementation of the recruitment program. According to
Yoder A recruitment policy may involve commitment to broad principles such
as filling vacancies with the qualified individuals.

It may embrace several issues such as extent of promotion from within,

attitudes of enterprises in recruiting its old employees, handicaps, minority
groups, women employees, part time employees, friends and relatives of
present employees etc.

It may also involve the organizational system to be developed for

implementing recruitment program and procedures to be employed.

This recruitment policy outlines the principles and processes related to the
recruit-ment of both internal and external candidates to position new recruits
within a firm. The recruitment process may be ineffective in the absence of a
structured policy. A well-defined recruitment policy helps organizations to
respond to its HR requirements in time. The policy statement should be clear
and concise. Developing a suitable recruitment policy is the first step in the
efficient hiring process. The policy statement helps to ensure a sound
recruitment process.

A recruitment policy has some vital components, which essentially

contribute to the recruitment process, and make it effective and error-
free.

1. Finalizing the general policies and terms regarding recruitment

2. Recruitment services of consultants, if sought

3. Filling of temporary vacancies

4. Crash recruitment in demanding situations

5. Drafting the selection process

6. Developing job descriptions

7. Defining employment terms and conditions.

The recruitment policy of an organization needs:

1. To focus on recruiting the best available talents;

2. To ensure that every candidate, internal or external, is treated equally with

dignity and respect;

3. To make an unbiased policy;

4. To encourage employees and help to unearth their hidden full potential;

5. To ensure transparency, task orientation, and merit based selection;

6. To decide upon the weightage of factors that suit organizational needs

during the selection process;

7. To optimize HR needs at the time of selection;

8. To define the competent authority to approve the selection process and

tools;

9. To conform to applicable public policy and legislation on hiring and

employment relationship; and

10. To establish congruency between employees needs with the

organizational needs.

Pre-Requisites of a Good Recruitment Policy:

(i) It should be in conformity with the general personnel policies.

(ii) It should be flexible enough to meet the changing needs of an organization.

(iii) It should provide employees with job security and continuous

employment.

(iv) It should integrate organizational and employee needs.

(v) It should match the qualities of the employees with the requirements of
the work for which they are employed.

Formulating an effective and successful

recruitment strategy, the strategy should
cover the following elements:
1. Identifying and Prioritizing Jobs:
Requirements keep arising at various levels in every organization; it is almost
a never-ending process. It is impossible to fill all the positions immediately.
Therefore, there is a need to identify the positions requiring immediate
attention and action. To maintain the quality of the recruitment activities, it is
useful to prioritize the vacancies whether to focus on all vacancies equally or
focusing on key jobs first.

2. Candidates to Target:
The recruitment process can be effective only if the organization completely
understands the requirements of the type of candidates that are required and
will be beneficial for the organization.

This covers the following parameters as well:

a. Performance level required – Different strategies are required for focusing

on hiring high performers and average performers.

b. Experience level required – The strategy should be clear as to what is the

experience level required by the organization. The candidate’s experience can
range from being a fresher to experienced senior professionals.

c. Category of the candidate – The strategy should clearly define the target
candidate. He/she can be from the same industry, different industry,
unemployed, top performers of the industry etc.

3. Sources of Recruitment:
The strategy should define various sources (external and internal) of
recruitment. Which are the sources to be used and focused for the recruitment
purposes for various positions? Employee referral is one of the most effective
sources of recruitment.
4. Trained Recruiters:
The recruitment professionals conducting the interviews and the other
recruitment activities should be well-trained and experienced to conduct the
activities. They should also be aware of the major parameters and skills (e.g.,
behavioural, technical etc.) to focus while interviewing and selecting a
candidate.

5. How to Evaluate the Candidates:

The various parameters and the ways to judge them i.e. the entire recruitment
process should be planned in advance. Like the rounds of technical interviews,
HR interviews, written tests, psychometric tests etc.

Challenges of recruitment
i. Attract people with multi-dimensional experiences and skills.

ii. Induct outsiders with a new perspective to lead the company.

iii. Infuse fresh blood at every level of the organization.

iv. Develop a culture that attracts people to the Company.

v. Locate people whose personalities fit the company’s values.

vi. Devise methodologies for assessing psychological traits.

vii. Seek out unconventional development ground of talent.

viii. Search for talent globally and not just within the country.

ix. Design entry pay that competes on quality and not quantities.

x. Anticipate and find people for positions that do not exist yet.

Every day the level of education and general awareness among people is
increasing at a higher rate. As the entire society is on the development
peoples’ aspirations, attitudes and behavior may further become
sophisticated. The present style of recruitment and selection will see drastic
changes due to changes along with above areas. Future role of Human
Resource Development Manager is going to be very critical due to lot of
improvements in all the areas of Human Resource Management.
Complexities with Recruitment:

(1) The methods of recruitment to be adopted are different for dif-ferent

types of jobs. A worker may be recruited through gate entry but an executive
has to pass through several stages of selection.

(2) Good recruiting often requires the recruiter to give a realistic pre-view of
job during the initial call or contact. Pre-screening the job seekers is an
important part of recruitment and it takes time. If it is not done, the HR
department may have to waste time on appli-cants who have no real interest
in job.

(3) Recruitment efforts should always reflect the company’s strate­gic plans. If
employees have to be recruited on the basis of company’s expansion plan,
then they should be clearly told where and when they would be placed. If this
does not happen, employ-ees very often leave the organization after joining it
for a short period.

(4) A firm’s reputation in the market has a bearing on the recruit-ment results.
A “poor pay master” reputation of a firm makes it difficult for the HR Manager
to recruit good talent for the firm. Projecting the right message like, good
paymasters etc. may help recruiting good talent.

(5) Sometimes, the firms policies are not very employee friendly, e.g., leaves,
welfare schemes, pension plans etc. In spite of an organi-zation been rated as
one among the best, such policies may not attract good talent. Thus, the
recruitment will be very difficult.
 The Selection
Process
Definition of Selection
According to Harold Koontz, “Selection is the process of choosing from the
candidates, from within the organization or from outside, the most suitable
person for the current position or for the future positions.”

Dale Yoder said, “Selection is the process by which candidates for employment
are divided into classes those who will be offered employment and those who
will not.”

David and Robbins said, “Selection process is a managerial decision-making

process as to predict which job applicants will be successful if hired.”

According to R.M. Hodgetts, “Selection is the process in which an enterprise

chooses the applicants who best meet the criteria for the available positions.”

Selection is the process of choosing from a group of applicants those

individuals best suited for a particular position.

Most managers recognize that employee selection is one of their most difficult,
and most important, business decisions.

This process involves making a judgment -not about the applicant, but about
the fit between the applicant and the job by considering knowledge, skills and
abilities and other characteristics required to perform the job Selection
procedures are not carried out through standard pattern and steps in this.
The process can vary from organization to organization some steps performed
and considered important by one organization can be skipped by other
organization.

Personnel Selection is the methodical placement of individuals into jobs. Its

impact on the organization is realized when employees achieve years or
decades of service to the employer.

The process of selection follows a methodology to collect information about

an individual in order to determine if that individual should be employed. The
methodology used should not violate any laws regarding personnel selection.

Purpose of selection process

The purpose of selection process is to pick up the most suitable candidate who
would meet the requirements of the job in an organization best, to find out
which job applicant will be successful, if hired. To meet this goal, the company
obtains and assesses information about the applicants in terms of age,
qualifications, skills, experience, etc. the needs of the job are matched with the
profile of candidates. The most suitable person is then picked up after
eliminating the unsuitable applicants through successive stages of selection
process. How well an employee is matched to a job is very important because
it is directly affects the amount and quality of employee’s work. Any
mismatched in this regard can cost an organization a great deal of money,
time and trouble, especially, in terms of training and operating costs. In course
of time, the employee may find the job distasteful and leave in frustration. He
may even circulate ‘hot news’ and juicy bits of negative information about the
company, causing incalculable harm to the company in the long run. Effective
election, therefore, demands constant monitoring of the ‘fit’ between people
the job.

Importance of Selection
Selection is an important process because hiring good resources can help
increase the overall performance of the organization. In contrast, if there is
bad hire with a bad selection process, then the work will be affected and the
cost incurred for replacing that bad resource will be high.

The purpose of selection is to choose the most suitable candidate, who can
meet the requirements of the jobs in an organization, who will be a successful
applicant. For meeting the goals of the organization, it is important to evaluate
various attributes of each candidate such as their qualifications, skills,
experiences, overall attitude, etc. In this process, the most suitable candidate
is picked after the elimination of the candidates, who are not suitable for the
vacant job.

The organization has to follow a proper selection process or procedure, as a

huge amount of money is spent for hiring a right candidate for a position. If a
selection is wrong, then the cost incurred in induction and training the wrong
candidate will be a huge loss to the employer in terms of money, effort, and
also time. Hence, selection is very important and the process should be perfect
for the betterment of the organization.

Advantages of Selection
• It is cost-effective and reduces a lot of time and effort.

• It helps avoid any biasing while recruiting the right candidate.

• It helps eliminate the candidates who are lacking in knowledge, ability,

and proficiency.

• It provides a guideline to evaluate the candidates further through strict

verification and reference-checking.

• It helps in comparing the different candidates in terms of their

capabilities, knowledge, skills, experience, work attitude, etc.

• A good selection process helps in selecting the best candidate for the
requirement of a vacant position in an organization.
Steps in Selection Process
The selection process typically begins with the preliminary interview; next,
candidates complete the application for employment.

They progress through a series of selection tests, the employment interview,

and reference and background checks. The successful applicant receives a
company physical examination and is employed if the results are satisfactory.

Several external and internal factors impact the selection process, and the
manager must take them into account in making selection decisions.

Typically selection process consists of the following steps but it is not

necessary that all organization go through all these steps as per the
requirement of the organization some steps can be skipped while performing
the selection process.

Steps in Selection Process

• Initial Screening.
• Completion of the Application Form.
• Employment Tests.
• Job Interview.
• Conditional Job Offer.
• Background Investigation.
• Medical Examination.
• Permanent Job Offer.

1. Initial Screening
The selection process often begins with an initial screening of applicants to
remove individuals who obviously do not meet the position requirements.

At this stage, a few straight forward questions are asked. An applicant may
obviously be unqualified to fill the advertised position, but be well qualified to
work in other open positions.

The Purpose of Screening is to decrease the number of applicants being

considered for selection.
Personal Resume presented with the job application is considered a source of
information that can be used for the initial screening process. It mainly
includes information in the following areas:

• Employment & education history.

• Evaluation of character.
• Evaluation of job performance.

Advantages of Successful Screening

If the screening effort is successful, those applicants that do not meet the
minimum required qualifications will not move to the next stage in the
selection process. Companies utilizing expensive selection procedures put
more effort into screening to reduce costs.

2. Completion of the Application Form

Application Blank is a formal record of an individual’s application for

employment. The next step in the selection process may involve having the
prospective employee complete an application for employment.

This may be as brief as requiring only an applicant’s name, address, and

telephone number. In general terms, the application form gives a job-
performance-related synopsis of applicants’ life, skills and accomplishments.

The specific type of information may vary from firm to firm and even by job
type within an organization. Application forms are a good way to quickly
collect verifiable and fairly accurate historical data from the candidate.

3. Employment Tests

Personnel testing are a valuable way to measure individual characteristics.

Hundreds of tests have been developed to measure various dimensions of

behavior. The tests measure mental abilities, knowledge, physical abilities,
personality, interest, temperament, and other attitudes and behaviors.

Evidence suggests that the use of tests is becoming more prevalent for
assessing an applicant’s qualifications and potential for success. Tests are
used more in the public sector than in the private sector and in medium-sized
and large companies than in small companies.
Large organizations are likely to have trained specialists to run their testing
programs.

Advantages of using tests

Selection testing can be a reliable and accurate means of selecting qualified

candidates from a pool of applicants.

As with all selection procedures, it is important to identify the essential

functions of each job and determine the skills needed to perform them.

Potential Problems using Selection tests

Selection tests may accurately predict an applicant’s ability to perform the job,
but they are less successful in indicating the extent to which the individual
will want to perform it.

Another potential problem, related primarily to personality tests and interest

inventories, has to do with applicant’s honesty. Also, there is the problem of
test anxiety.

Applicants often become quite anxious when confronting yet another hurdle
that might eliminate them from consideration.

4. Job Interview

An interview is a goal-oriented conversation in which the interviewer and

applicant exchange information. The employment interview is especially
significant because the applicants who reach this stage are considered to be
the most promising candidates.

Interview Planning

Interview planning is essential to effective employment interviews.

The physical location of the interview should be both pleasant and private,
providing for a minimum of interruptions. The interviewer should possess a
pleasant personality, empathy and the ability to listen and communicate
effectively.
He or she should become familiar with the applicant’s qualifications by
reviewing the data collected from other selection tools. In preparing for the
interview, a job profile should be developed based on the job description.

Content of the Interview

The specific content of employment interviews varies greatly by an

organization and the level of the job concerned.

Occupational experience: Exploring an individual’s occupational experience

requires determining the applicant’s skills, abilities, and willingness to handle
responsibility.
Academic achievement: In the absence of significant work experience, a
person’s academic background takes on greater importance.
Interpersonal skills: If an individual cannot work well with other employees,
chances for success are slim. This is especially true in today’s world with
increasing emphasis being placed on the use of teams.
Personal qualities: Personal qualities normally observed during the
interview include physical appearance, speaking ability, vocabulary, poise,
adaptability, and assertiveness.
Organizational fit: A hiring criterion that is not prominently mentioned in
the literature is organizational fit. Organizational fit is ill-defined but refers to
management’s perception of the degree to which the prospective employee
will fit in with, for example, the firm’s culture or value system.

5. Conditional Job Offer

Conditional job offer means a tentative job offer that becomes permanent
after certain conditions are met.

If a job applicant has passed each step of the selection process so far, a
conditional job offer is usually made.

In essence, the conditional job offer implies that if everything checks out –
such as passing a certain medical, physical or substance abuse test – the
conditional nature of the job offer will be removed and the offer will be
permanent.

6. Background Investigation
Background Investigation is intended to verify that information on the
application form is correct and accurate.

This step is used to check the accuracy of application form through former
employers and references. Verification of education and legal status to work,
credit history and criminal record are also made.

Personal reference checks may provide additional insight into the information
furnished by the applicant and allow verification of its accuracy.

Past behavior is the best predictor of future behavior. It is important to gain as

much information as possible about past behavior to understand what kinds
of behavior one can expect in the future.

Knowledge about attendance problems, insubordination issues, theft, or other

behavioral problems can certainly help one avoid hiring someone who is
likely to repeat those behaviors.

Background investigations primarily seek data from references supplied by

the applicant including his or her previous employers. The intensity of
background investigations depends on the level of responsibility inherent in
the position to be filled.

Common sources of background information include:

• References are provided by the applicant and are usually very positive.
• Former employers should be called to confirm the candidate’s work
record and to obtain their performance appraisal.
• Educational accomplishments can be verified by asking for transcripts.
• Legal status to work.
• Credit references, if job-related.
• Criminal records can be checked by third-party investigators.
• Background checks are conducted by third-party investigators.
• Online searches as simple as “Google” search of a candidate can turn up
information on press releases or news items about a candidate that was
left off the application or resume.

7. Medical/Physical Examination
After the decision has been made to extend a job offer, the next phase of the
selection process involves the completion of a medical/physical examination.

This is an examination to determine an applicant’s physical fitness for

essential job performance.

Typically, a job offer is contingent on successfully passing this examination.

For example, firefighters must perform activities that require a certain

physical condition. Whether it is climbing a ladder, lugging a water-filled four-
inch hose or carrying an injured victim, these individuals must demonstrate
that they are fit for the job.

8. Permanent Job Offer

Individuals who perform successfully in the preceding steps are now

considered eligible to receive the employment offer. The actual hiring decision
should be made by the manager in the department where the vacancy exists.

Notification to Candidates

The selection process results should be made known to candidates—

successful and unsuccessful—as soon as possible.

Any delay may result in the firm losing a prime candidate, as top prospects
often have other employment options. As a matter of courtesy and good public
relations, the unsuccessful candidates should also be promptly notified.
Ways of Making an Effective
Employee Selection
All companies, irrespective of size, make hiring mistakes, but here are few tips
experts /suggest helping avoid making them.

Determine the criteria a candidate must meet

Before filling a position, the HR manager of a company must clearly define the
skills, experience, character, ‘educational background, work experience,
technical skills and competencies, they must possess.

Hiring without testing

Skill testing is a must. Every job has some form of measurable, objective
performance standard. Identify it and test for it.

There are tests that can indicate if a job candidate meets the required criteria.
With these pre-hire screening tools, a recruiter can test the knowledge of
potential hires before they are extended an offer.

Hiring after the first interview

It is important to have several interviews with the same person — and not to
hire from one interview. The person may not present the same later, and HR
manager may get fresh insights from different meetings.

Underestimating the unemployed

A person who does not have a job at the Vnoment may be the right fit for the
position. They are plenty of good talent out there that are not hired.

Poor or no reference checking

It is important to know how to conduct a detailed ‘reference check. A proper
reference check verifies job skills and the behavioral fit in which the person
operates. It is essential to conduct an extensive background investigation and
reference checks.

Avoid hiring out of desperation

Too many hiring decisions are made out of operation. The following scenarios
occur repeatedly; a key manager quits and must be replaced now; rapid
growth forces a company to fill positions without enough forethought;
programmers are so scarce that anyone will do.

If we hire employees in haste, we may find out later that the new recruits are
not trustworthy or competent.

If an HR manager is unable to conduct a thorough, timely hiring process, hire a

temporary or leased employee or borrow an employee from another
company.

Watch out for fascination

A series of surveys have revealed that during the hiring process, most
interviewers made their decision-up or down within the first 10 minutes of
the interview.

They then spent the next 50 minutes internally justifying that decision. We
buy cars in the same way.

First, we choose the car we want to buy from an emotional standpoint and
then search for objective data to justify that emotional decision.

We all know that facts tell, but emotions sell. The recruiter can guard against
obsession by having coworkers’ interview prospects, having group interviews,
and by conducting follow-up interviews.

Carefully evaluate candidates recommended by employees and associates.

Just because someone recommends a person they think would be highly
capable for a particular position doesn’t mean that person is qualified.

We have seen many occasions where someone was hired without going
through the usual evaluation process simply because they were recommended
by another employee or colleague Follow the usual channels and
requirements when anyone-no matter how highly recommended-seeks to
work for the organization.

Do not blindly promote from within

It is widely believed that the HR manager should recruit employees from
within the organization. The best performers are not necessarily always the
most qualified candidates for a specific job. This is especially true when
promoting to the management level.
Simply because someone is particularly adept at handling a certain function
doesn’t mean they are capable of managing others. It is important to
remember the Peter Principle.

It is a concept in management theory in which the selection of a candidate for

a position is based on their performance in the current role rather than on
their abilities relevant to the intended role.

Peter suggests that people will tend to be promoted until they reach their
“position of incompetence”.

One’s career may cripple after such a promotion. Promoting solely from
within can create inbreeding and stagnate creativity.

To guard against these pitfalls, companies should consider filling at least one-
third of all positions involving promotions with people from outside the
organization.

Common Mistakes in the Selection of Employees

If workers are carefully selected, the problems of employee discipline will be

negligible.

Consequently, hiring employees is a major part of the success of every

company. Colin, (2011) and Fraser (2012) identified some common mistakes
that might occur while hiring new employees.

Organizations today are experiencing high rates of employee turnover,

wrongful hiring claims, gender discrimination, political consideration,
regionalism, workplace violence; and employee theft, etc.

Hiring a wrong person may aggravate such risk.

The wrong person is under-qualified, insubordinate, and detrimental to the

entire firm. Indeed, the seeds of many failed employee-employer relationships
are planted during the hiring process.

The wrong person may be an unavoidable liability for the organization. The
wrong person can do a lot of damage to the organization. Hiring mistakes can
be more costly.
These mistakes can include the cost of termination, replacement and
productivity loss. They can impact the organization’s bottom line as well as
the morale and productivity of other employees.

Selecting the right people is a key leverage point to support and drive an
organization’s growth and development.

But selecting the right person is not an easy task. Many mistakes may occur
while selecting employees. The cost associated with the making such a
mistake are tremendous.

Both dismissal and turnover are costly.

The best way to reduce turnover is to make the right selection decision in the
beginning of the entire process. Selecting the right people is crucial to an
organization’s success.

How can HR manager make sure that he or she is not making the top hiring
mistakes?

Colin (2011) says, “It’s important to get your hiring right the first time and
encourages employers to take steps to reduce the likelihood of costly hiring
mistakes”.

However, the following mistakes are identified in the selection process of an

employee:

Poor listening
Few recruiters do not pay full attention to the candidate. In fact /following the
80: 20 rule, the 80% needs to come from the applicant.

The interviewer should listen 80% of the time.

Recruiters listen to the candidate’s words

They should pay more attention to the body language, posture, eye contact:
essentially all the non-verbal communication cues.

About 93% of all communication is nonverbal, so being attuned to the

multitude of nonverbal cues provides an interviewer with much richer
information about the candidate (McMurray, R. N., 1990).

They should read and observe the personality of the applicants.

For example, voice quality is important for a candidate to become a teacher, in
addition to his academic qualification. Recruiters should talk less and listen
more.

Questions are not purposeful

This is due to a lack of preparation. If recruiters /have benchmarked the job
and prepared a list of questions in advance, then they cannot go wrong.

Recruiters should get prepared both for the basic and follow-up questions.

A review of the job specification and employee specification may help the
interviewer prepare specific questions. They should build rapport with the
interviewee. The burden to establish rapport falls on the interviewer.

Recruiters do not know what they are looking for

The recruiters may lack in / preparation. So make a list of all the hard skills as
well as soft skills (personality traits and personal values) that employers need
for the employee.

Jot down any additional demands the job requires, such as lots of overtime,
travel and set hours. The recruiter must know exactly what they are looking
for, they are more likely to get it. Like most decision making, employee
selection is fundamentally emotional.

Therefore, it is important to define and prioritize the Critical Success Factors

for the job in advance.

This enables clear thinking to establish a specific position profile. Yes, it takes
time, but it is an effective use of time versus “shooting in the dark.”.

Use the gut feels the approach

Experience and intuition are important no doubt but do /not ignore the
selection process. Have procedures in place which will assist a recruiter in
making the right choice, such as testing, pre-interview questionnaires,
psychometric assessments, etc.

It is important to verify and check all information provided in the resume to

make sure that nothing is given wrong.
Be open to the possibility that some of them might not be totally honest and
are bending the truth to get the job. It is very common for applicants to paint a
much brighter picture on their resumes so this makes testing extra important.

Time and work under pressure

Recruiters spend too little time on hiring and make /take too long to look for a
replacement. They should understand that the costs of hiring are nothing as
compared to turnover costs.

Don’t meet the candidate only once. Create opportunities for other managers
to meet the applicant as well and hear what they have to say. It is very
important to get the whole picture and see whether the applicant will be an
overall good fit for the company.

Will they be able to fit into the organizational culture and get along well with
the rest of the team?

Go with the flow

Most interviewers do not take control of the interview. HR /managers must
remember, it is his interview. He not candidate-set the process, timing, roles,
pace, and questioning.

Take candidates at their word

Do not settle for vague general responses just because you want to be polite.
Let the candidate know at the beginning of the interview that as an HR
manager, your goal is to fully and- specifically understand his/her capabilities.

Oblivious to the legal

This may not prevent HR managers from making the right /selection decision,
but it will increase the company’s liabilities to solve this problem, the HR
manager must know the law, train employees and enforce the law in his
selection process.

Ignorance is no excuse.

Where Recruitment Ends Selection Starts

Recruitment involves attracting and obtaining as many applications as
possible from eligible job seekers. Recruitment is the process of finding and
attracting capable applicants for employment.
The process begins when new recruits are sought and ends when their
applications are submitted. The result is a pool of applicants from which new
employees are selected.

Selection is the process of differentiating between applicants in order to

identify and hire those with a greater likelihood of success in a job. Though
some selection methods can be used within the organization for promotion or
transfer, in this case, the statement of the question is not correct.

But when the selection of applicants from outside the organization has
occurred then the given statement in the question is correct.

Recruitment and relation are the two crucial steps in the HR process and are
often used interchangeably. There is however a fine distinction between the
two steps.

While recruitment refers to the process of identifying and encouraging

prospective employees to apply for jobs, the selection is concerned with
picking the right candidates from the pool of applicants which are obtained
during the recruitment process.

So in this case selection is derived from after completing the recruitment

process. Recruitment is said to be positive in its approach as it seeks to attract
as many candidates as possible.

Selection, on the other hand, is negative in its application in as much as it

seeks to element as many unqualified applicants as possible in order to
identify the right candidates from the pool.

So in the recruitment and selection process; recruitment is the first step and
selection is the second steps or final step.

In conclusion, we can say “When recruitment ends selection to start.

Selection, Recruitment and Job Analysis
Relationship
Job analysis

Job analysis is the process of collecting job-related information. Such

information helps in the preparation of job description and job specification.

A job is a collection of tasks that can be performed by a single employee to

contribute to the production of some product or service provided by the
organization.

Each job has certain ability requirements as well as certain rewards

associated with it. Job analysis is the process used to identify these
requirements.

Job analysis involves the following steps:

• Collection and recording job information.

• Checking the job information for accuracy.
• Writing job descriptions based on the information
• Using the information to determine the skills, abilities, and knowledge
that are required on the job.
• Upgrading the information from time to time.
• Job analysis has an impact on all foundations of HRM. Job analysis, if
properly has done will enhance the effectiveness of all HR activities.

It benefits the organization in the following ways:

• Laying the foundation for human resources planning.

• Laying the foundation for employee hiring.
• Laying the foundation for training and development.
• Laying the foundation for performance appraisal.
• Laying the foundation for salary and wage fixation.
• Laying the foundation for safety and health.

Recruitment

Recruitment involves attracting and obtaining as many applications as

possible from eligible job seekers. It is the process of finding and attracting
capable applicants for employment. The process begins when new recruits are
sought and ends when their applications are submitted. The result is a pool of
applicants from which new employees are selected.

Selection

Selection is the process of differentiating between applicants in order to

identify and hire those with a greater likelihood of success in a job.

Recruitment and selection are the two crucial steps in the HR process and are
often used interchangeably.

There is, however, a fine distinction between the two steps.

While recruitment refers to the process of identifying and encouraging

prospective employees to apply for jobs then the selection is concerned with
picking the right candidates from a pool of applicants.

From the above discussion, we can find a relationship between the

recruitment and selection i.e. recruitment is the precondition for the selection
of an employee for the organization.

The relationship between “Job analysis” and “Recruitment and Selection” is i.e.
job analysis is the foundation of recruitment and selection for selecting a
qualified and capable employee as required for performing the job accurately.

The objectives of the selection process are to select the candidates whose
success probability in the job is the highest and motivate right candidates to
opt for the vacancy by a proper presentation of the organization to the
potential candidates.

In many HR departments, recruiting and selection are combined and called

the employment function. In large HR departments, the employment function
is the responsibility of the HR Director.

In smaller departments, HR managers handle these duties.

The selection process relies on three helpful inputs. Job analysis information
provides the description of the jobs, the human specifications and the
performance standards each job requires.
Human resource plans tell HR managers what job openings are likely to occur.
These plans allow selection to proceed in a logical manner.

Finally, recruits are necessary so that the HR manager has a group of people
from which to choose. These three inputs largely determine the effectiveness
of the selection process.

The selection process is a series of steps through which applicants pass.

For example, a candidate who fails to qualify for a particular step is not
eligible for appearing for the subsequent step. The result of each step is
crucial. Failure of any step disqualifies the candidate from attempting the next
step.

Because of this characteristic, Yoder (1972) has termed this process as a

succession of hurdles. It is designed to determine the most likely candidates to
be successful at fulfilling the job requirements by eliminating those candidates
least likely to succeed.