Shri Sai Baba Ji Shri Swami Samarth Ji The God

‘RECRUITMENT’
 ‘RECRUITMENT’
 ‘Recruitment’ is the process of searching for prospective employees and
stimulating them to apply for jobs in the organisation.

 It is the First stage in selection, which makes the vacancies known to a large
number of people and the opportunities that the organisation offers. In response to
this knowledge, potential applicants would write to the organisation.
 Sources of ‘Recruitment’

Internal sources External sources

Refers to recruitment from within the Refer to the practice of getting

company and includes promotions, suitable persons from outside and
transfers, employees references and includes direct recruitment, media
internal advertisements. advertisements, unsolicited
applications, employment agencies,
management consultants, campus
recruitment, recommendations
among others.
 ‘External Sources’ of ‘Recruitment’
1. Direct recruitment – An important source of recruitment is direct recruitment by
placing a notice on the notice board of the enterprise specifying the details
of the jobs available. It is also known as recruitment at factory gate. This
practice is generally followed for filling casual vacancies requiring unskilled
workers and is very cheap as it does not involve any cost of advertising the
vacancies

2. Casual callers or unsolicited applications – This method consists of

maintaining a file of unsolicited applications and short-listing and selecting
employees from this database whenever vacancies arise. This method is also
very cheap as there are no costs involved
3. Media advertisement – Advertisements in newspapers or trade and
professional journals is generally used when qualified and experienced
personnel are not available from other sources. Most of the senior positions in
industry as well as commerce are filled by this method.

Advantages of ‘Advertising’:
1. More information about the organization, job descriptions and job
specifications can be given in advertisement to allow self-screening by the
prospective candidates
2. Advertisement gives the management a wider range of candidates from
which to choose

Disadvantage:
It may bring in a flood of response, and many times, from quite unsuitable
candidates.
4. Employment agencies – Employment agencies run by the government as well
as private organizations also help in recruitment and selection of candidates.

5. Management consultants – Management consultancy firms also help the

organisations to recruit personnel. They maintain data bank of persons with
different qualifications and skills and even advertise the jobs on behalf of their
clients to recruit right type of personnel.

6. Campus recruitments –Large organisations maintain a close liaison with the

universities, vocational institutes and management institutes for recruitment to
various jobs.

7. Recommendation – Applicants introduced by friends and relatives often prove to

be a good source of recruitment. In fact, many employers prefer to take such
persons, because something about their background is known.

8. Labour contractors – Labour contractors are an important source of recruitment

in some industries in India. Workers are recruited through labour contractors who
are themselves employees of the organisation. The disadvantage of this system
is that if the contractor leaves the organisation, all the workers employed through
him will also leave.
9. Telecasting – The practice of telecasting of vacant posts over T.V. is gaining
importance these days. Special programmes over T.V have become quite
popular in recruitment for various types of jobs. The detailed requirements of the
job and the qualities required to do it are publicized along with the profile of the
organisation where vacancy exists.

10. Raiding – ‘Raiding’ is a technical term used when employees working elsewhere
are attracted to join organisations which offer them a better deal if they make the
switch. There are always some employees who are professionally very
competent, but dissatisfied with something or the other in the organisation. They
are easy to attract. There are others who are equally competent but are quite
satisfied with their present position. To attract them, the organisation has to offer
a very lucrative package of perquisites.
‘SELECTION’
 ‘SELECTION’
 The selection process begins with the ‘Job Specification’. The more precisely the
job is specified, the less would be the number of qualified applicants.

 Selection process covers the period from the job specification and initial contact
with the applicant to his final acceptance or rejection.

 There are a number of stages in the selection process, which usually increase with
the increase in the skill level and job level of the position for which selection is being
made.
 SELECTION PROCESS
1. Initial screening – The initial screening and/or preliminary interview is done to
limit the costs of selection by letting only suitable candidates go through the
further stages in selection. At this stage, screening is done of all enquiries for
positions against specified norms (in terms of age, qualifications and experience)
through preliminary interview. If the organization finds the candidate suitable, an
application form is given to these candidates to fill in and submit.

2. Application form – The application form is usually designed to obtain information

on various aspects of the applicant’s social, demographic, academic and work-
related background and references. The forms may vary for different positions.
3. Tests – A test is a sample of an aspect of an individual’s behaviour, performance
or attitude. It also provides a systematic basis for comparing the behaviour,
performance or attitude of two or more persons. Tests serve as a screening
device and provide supplementary inputs in selection decisions. Tests may be
aptitude tests, work sample tests, thematic apperception tests, non-verbal
communication tests among others. Tests should be designed, administered,
assessed and interpreted only by trained and competent persons

4. Interview – Interview is an oral examination of candidates for employment.

Interviews are of many types, like: panel interview where several individuals
interview one applicant. Such panels usually consist of representatives from
personnel and concerned operating units/line functions. There are also stress
interviews which test the ability of employees to handle stressful situations. The
interviews can be structured or unstructured, general or in-depth.

5. Background investigation – Background investigation may include verification

of reference from past teachers, employers, police verification and medical
examination. Background verification is sought to guard oneself against possible
falsification by applicant.
Medical and physical examinations are usually resorted to by employers to –
1. determine whether the applicant has the physical ability to carry on the
duties and responsibilities effectively.

2. ascertain whether the applicant has a record of health problems which can
affect his behaviour and performance on the job adversely.

3. know whether the applicant is more sensitive to certain aspects of work-

place environment such as chemicals.
 TYPES OF ‘TESTS’
1. Aptitude tests – These tests measure whether an individual has the capacity /
latent ability to learn a given job if given adequate training. Aptitude tests
could relate to specific aptitude such as mechanical, clerical, academic etc.

2. Intelligence tests – These tests in general measure the Intelligence Quotient

(IQ) of a candidate. They measure capacity for comprehension, reasoning, word
fluency, verbal comprehension, numbers, memory and space

3. Achievement tests – These tests are conducted, when applicant claims to know
something and are concerned with what one has accomplished. These tests are
more useful to measure the value of specific achievement when an organization
wishes to employ experienced candidates. These tests are classified into :

(A) Job Knowledge test – Under this test a candidate is tested in the knowledge of
a particular job. For example, if a junior lecturer applies for the job of a senior
lecturer in commerce, he may be tested in job knowledge where he is asked
questions about Accountancy, Banking, Law, Business Management etc.

(B) Work Sample test – Under this test a portion of the actual work is given to the
candidates as a test and the candidate is asked to do it. For example, if a
candidate applies for a post of lecturer in Management he may be asked to
deliver a lecture on Management Information System as work sample test.
4. Interest tests – These tests are inventories of the likes and dislikes of
candidates in relation to the job. The purpose of this test is to find out whether a
candidate is interested or disinterested in the job for which he is a candidate and
to find out in which area of the job range the candidate is interested.

5. Personality tests – These tests are designed to measure the dimensions of

personality, (i.e., personality traits such as interpersonal competence,
dominance-submission, extroversion-introversion, self-confidence, ability to lead
and ambition).

6. Projective tests – These tests are based on pictures or incomplete items. The
testee is asked to narrate or project his own interpretation of these. The way the
testee responds reflects his/her own values, motives, attitude, personality etc.
Example is a Thematic Apperception Test (TAT). In a TAT, the testee is shown
pictures and then asked to make-up a story based on the pictures.

7. Graphology – This indicates the relationship between handwriting and personality.

It is believed that an individual’s handwriting can suggest the degree of energy,
inhibitions, spontaneity and other aspects to be found in the writer from which
many personality characteristics can be inferred.
8. Polygraph tests – This test is designed to confirm the accuracy of information
given in the application form. Polygraph is a lie detector test. Polygraph tests
are found useful for organisations that are highly vulnerable to theft or swindling.
Examples of such organisations are banks, jewellery shops, etc.

9. Physiognomy tests – These tests suggest a definite correlation between facial

features & physiological aspects and behaviour. As per these tests,
characteristics of features are reflective of personality traits and characteristics.
For example, thin lips indicate determination. Similarly, muscular built indicates
toughness whereas a slightly built person indicates an introverted, shy and
oversensitive nature.

10. Medical tests – They reveal the physical fitness of a candidate.

 TYPES OF ‘INTERVIEWS’
1. Structured interview – Structured interviews are pre-planned. Here, every single
detail of the interview is decided in advance. The questions to be asked, the order in
which the questions will be asked, the time given to each candidate, the information
to be collected from each candidate, etc are all decided in advance. They are
accurate and precise. All the interviews will be uniform (same). Therefore, there will
be consistency and minimum bias in structured interviews.

2. Un-structured interview – This interview is not pre-planned and is therefore more

flexible. Here the interviewer can make a better judgement of the candidate's
personality, potentials, strengths and weaknesses. However, if the interviewer is not
efficient then the discussions will lose direction and the interview process will be a
waste of time and effort.
3. Group interview – Here, all the candidates or small groups of candidates are
interviewed together. The time of the interviewer is saved. A group interview is
similar to a group discussion. A topic is given to the group, and they are asked to
discuss it. The interviewer carefully watches the candidates and tries to find out
which candidate influences others, who clarifies issues, who summarises the
discussion, who speaks effectively, etc. He tries to judge the behaviour of each
candidate in a group situation.

4. Depth interview – This is a semi-structured interview. The candidate has to give

detailed information about his background, interests, etc. He also has to give
detailed information about his subject of knowledge. Depth interview tries to find out
if the candidate is an expert in his subject or not. Hence, the interviewer must have
a good understanding of human behaviour and the particular subjects being
discussed
5. Stress interview – The purpose of this interview is to find out how the candidate
behaves in a stressful situation. That is, whether the candidate gets angry or gets
confused or gets frightened or gets nervous or remains cool in a stressful situation.
The candidate who keeps his cool in a stressful situation is selected for the stressful
job. Here, the interviewer tries to create a stressful situation during the interview.
This is done purposefully by asking the candidate rapid questions, criticising his
answers, interrupting him repeatedly etc.

6. Individual interview – This is a one-to-one interview. It is a verbal and visual

interaction between two people, the interviewer and the candidate, for a particular
purpose. The purpose of this interview is to match the candidate with the job. It is a
two way communication.
7. Informal interview – Informal interview is an oral interview which can be arranged
at any place. Different questions are asked to collect the required information from
the candidate. Specific rigid procedure is not followed. It is a friendly interview.

8. Formal interview – Formal interview is held in a more formal atmosphere. The

interviewer asks pre-planned questions.

9. Panel interview – Panel means a selection committee or interview committee that

is appointed for interviewing the candidates. The panel members ask questions to
the candidates about different aspects. The final decision will be taken by all
members collectively by rating the candidates. Panel interview is always better than
an interview by one interviewer because in a panel interview, collective judgement is
used for selecting suitable candidates
10. Case interview – The employer may give the candidate a problem or topic for
which he/she must prepare a presentation, either before arriving or directly on the
spot. They may check how the candidate communicates his/her ideas in front of a
small group.

11. Screening interview – The HR department may ask some basic questions to the
candidate to decide whether to call the candidate for a face-to-face interview or not.
This being a screening process is called a screening interview.

12. Telephonic interview/Skype interview – This is similar to a screening interview,

the only difference being that the interview is held via telephone. Nowadays,
telephonic interviews are being replaced by Skype interviews.
TRAINING AND DEVELOPMENT
 TRAINING AND DEVELOPMENT
 ‘Training’ is the act of increasing the knowledge and skills of an employee for doing a
particular job. Its purpose is to achieve a change in the behaviour of those trained and to
enable them to do their jobs better.

 The managers should ensure that any training programme should attempt to bring about
positive changes in the knowledge, skills and attitudes of the workers

 Thus, if training programs are well conceived and well executed, both the organisation
and its employees will benefit.

 Training and Development are two terms which are sometimes used interchangeably.
 Comparison of
‘TRAINING’ and ‘DEVELOPMENT’
 OBJECTIVES of T&D
1. To impart to new entrants the basic knowledge and skill they need for an intelligent
performance of definite tasks.

2. To assist employees to function more effectively in their present positions by

exposing them to the latest concepts, information and techniques and developing the
skills they will need in their particular fields.

3. To build up a second line of competent officers and prepare them to occupy more
responsible positions.

4. To broaden the minds of senior managers by providing them with opportunities for an
interchange of experiences within and outside with a view to correcting the
narrowness of the outlook that may arise from over-specialisation

5. To impart customer education for the purpose of meeting the training needs of
corporations which deal mainly with the public.

In a nutshell, the objective of training is to bridge the gap between existing performance
ability and desired performance .
 IMPORTANCE of T&D
1. Increasing productivity

2. Improving quality

3. Helping a company fulfill its future personnel needs –

(When the need arises, organisational vacancies can more easily be staffed from internal
sources, if a company initiates and maintains an adequate instructional programme)

4. Improving organizational climate –

(like: Production and product quality improve, financial incentives increase, less
supervisory pressures ensue, base pay rate increases and employee morale also
increases).

5. Improves health and safety

6. Obsolescence prevention – Training and development programmes foster the

initiative and creativity of employees and help to prevent manpower obsolescence
which may be due to age, temperament or motivation, or the inability of a person to
adapt himself to technological changes.

7. Personal growth
 NEED of T&D
1. An increased use of technology in production

2. Labour turnover arising due to death/physical incapacity/accidents/disease/

superannuation, voluntary retirement, promotion within the organisation and change
of job.

3. Need for additional hands to cope with an increased production of goods and services.

4. Employment of in-experienced/new labourers requires detailed instruction for the

effective performance of a job

5. Old employee need refresher training to enable them to keep abreast of the changing
methods, techniques and use of sophisticated tools and equipment

6. Need for enabling employees to do the work in a more effective way, to reduce
learning time, reduce supervision time, reduce waste and spoilage of raw material
and produce quality goods

7. Need for reducing grievances and minimising accident rates

8. Need for maintaining the validity of an organisation a whole and raising the morale of
its employees.
 STEPS in T&D
1. In the first step, an organizational analysis is done to determine:
 Who are to be trained ?
 Which specific skills, knowledge and attitudes are to be imparted to them?

2. Next, suitable trainers are selected for conducting the training programme. The
trainers should be engaged after careful evaluation of their suitability and
effectiveness so as to ensure quality training.

3. Next step is to develop the curriculum for training programme and choose the training
method –
1. the courses to be offered
2. is the training to be offered on the job, off the job, prior to employment?
3. choose the specific training method (like lecture-based, computer-assisted
etc)
4. will the training be long-term or short-term?

4. Prepare a training budget.

(Some costs to be incurred during the training programme are trainer’s fees and food,
travelling and accommodation expenses for both the trainer and trainees. If the costs
to be incurred exceed the budget, the training programme is re-devised by limiting the
number of trainees, using a different training technique/changing the training location.
6. Next step is the actual conduct of the training programme.
(The trainer speaks, demonstrates and illustrates in order to put across the new
knowledge, skills and operations. The trainer tells the sequence of the entire job, the
need for each step in the job, the relationship of the job to the total work-flow, the
nature of interpersonal behaviour required at the job etc. Audio-visual aids should be
used to demonstrate and illustrate. To ensure follow-up by the trainee, he should be
asked to repeat the operations, and encouraged to ask questions for further
understanding )

7. As the training continues, it is important that the progress of trainees should be

monitored. This may be accomplished by periodic skill or knowledge tests or periodic
assessments by the personnel department.

8. Last step is evaluation of the training programme.

(The actual performance of the trainees on the job or their degree of improvement is a
valid measure of the success of a training programme. The results are compared with
the objectives for the training programme. If the training objectives have been met,
the training is said to be successful ).
 METHODS OF TRAINING
1. On job Training
 This type of training is imparted on the
job and at the work place where the
employee is expected to perform his
duties.
 It enables the worker to get training
under the same working conditions and
environment and with the same
materials, machines and equipments
that he will be using ultimately after
completing the training.
2. Off job training
Off the job” training is a method of
training, which is performed at a site,
away from the actual workplace for a
particular period.
To provide a stress-free environment to
the employees, where they can
concentrate only on learning.
Study material is supplied to the trainees,
for complete theoretical knowledge.
The trainees are free to express their
views and opinions during the training
session. Moreover, they can explore new
and innovative ideas.
 TYPES OF ON-JOB TRAINING
1. By Experience
This is the oldest method of on-job training. It involves learning by experience. It is very time
consuming. In many cases, it has to be followed by other training methods to make it more
meaningful

2. By Coaching
On-job coaching by a superior is a very effective approach. The technique involves direct
personnel instruction and guidance, usually with extensive demonstration

3. By Job rotation
The major objective of job rotation training is the broadening of the background of trainee in
the organisation. If trainee is rotated periodically from one job to another job, he acquires a
general background. It stimulates a more co-operative attitude by exposing a man to other
fellow problem and view-points

4. By giving Special projects

In this method, the trainee may be asked to perform special assignments, thereby
learning the work procedure.

5. Apprenticeship
Under this method, the trainee is placed under a qualified supervisor or instructor for a
long period of time depending upon the job and skill required. Wages paid to the trainee
are much less than those paid to qualified workers. This type of training is suitable in
trades, crafts and technical areas like fitter, turner, electrician, welders, carpenters etc.
 TYPES OF OFF JOB TRAINING
1. Special courses and lectures
Lecturing is the most traditional form of formal training method Special courses and lectures can
be established by business organizations in numerous ways as a part of their development
programmes.

First, there are courses, which the organizations themselves establish to be taught by members of
the organizations. Some organizations have regular instructors assigned to their training and
development.

2. Case studies
A case is a written account of a trained reporter or analyst seeking to describe an actual
situation. Cases normally demand intensive analytical ability. Cases are widely used in variety
of programmes. This method increases the trainee’s power of observation, helping him to ask
better questions and to look for broader range of problems

3. Brainstorming
This is the method of stimulating trainees to creative thinking.

A problem is posed and ideas are invited.

Quantity rather quality is the primary objective. Ideas are encouraged and criticism of any idea is
discouraged. Chain reactions from idea to idea often develop. Later these ideas are critically
examined. There is no trainer in brainstorming