RECRUITMENT AND SELECTION

ADHITYA RAM - 22AD02

KAVIRAJ – 22AD21
SAMYUKTHA – 22AD29
SRI VASU PRADHA – 22AD40
SUBHASHINI – 22AD41
SUNMATHY – 22AD42
RECRUITMENT:-

Recruitment is the process of locating and encouraging potential applicants to

apply for existing or anticipated job openings (Barver)

Recruitment means finding and/or attracting a fairly large number of well-qualified

applicants for the employer’s open positions (Gary Dessler)

SELECTION:-

To “select” means to “choose”

Selection is the process of picking individuals who have relevant qualifications to

fill jobs in an organization.

The basic purpose is to choose the individual who can most successfully perform
the job, from the pool of qualified candidates.

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 Recruitment Process
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⚫ Recruitment Planning:
Planning involves the translation of likely job vacancies and information about the nature of
the job into a set of objectives or targets that specify the,
i) Number of contacts (Yield ratios : applicants input to output ratio)
ii) Type of contacts
⚫ Strategy Development:
i) Make or Buy employees
ii) Technological Sophistication
iii) Where to Look?
iv) How to Look? (sources of recruitment)
v)When to Look?
 SOURCES OF RECRUITMENT
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Internal sources
• Persons who are already working in an organization constitute
‘internal sources’
• Upgraded, transferred, promoted or even demoted

External sources
• Sources that lie outside an organization

• Organization can have services from: Students, job aspirants,

candidates responding to advertisements
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 Internal sources 7
External Sources

Merits Merits
• Less costly. • Wide choice.
• Organizations better know • Injection of new skills
the internal candidates. and talents.
• Employee Motivation. • Jealousies and
heartburn are avoided.

Demerits Demerits
• Limited choice. • Expensive
• Inbreeding. • Time consuming
• Politics play greater role.
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⚫ Searching :
Search involves two steps:
i) Source activation
ii) Selling
⚫ Screening :
- Screening of application can be regarded as an integral part of the recruitment
process.
- Applications received in response to advertisements are screened and only eligible
applicants are called for an interview.
- Effective screening can save a great deal of time and money.
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⚫ Evaluation and control :

Evaluation and control is necessary as considerable costs are incurred in the recruitment
process such as Salaries for recruiters, Cost of advertisements, etc.,

Evaluation of Recruitment methods:

i) Number of initial enquiries received which resulted in completed application form.
ii) Number of candidates at various stages of the recruitment.
iii) Number of candidates recruited.
iv) Number of candidates retained in the organization after six months
 Factors affecting recruitment decisions
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Internal Factors: The internal factors also called as “endogenous

factors” are the factors within the organization that effect recruiting
personnel in the organization

The internal factors are:

1. Recruitment Policy
It specifies the objectives of recruitment and provides a framework for
implementation of recruitment program
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2. Human Resource Planning

Helps to determine the number of employees to be recruited and what

qualification they must possess

3. Size of the Organization

Organization will hire more personnel if it plans to increase its operations and
expand its business. Depends on organization’s growth and expansion plans

4. Cost involved in recruitment

Recruitment incur cost to the employer.Therefore they must act within budget.
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External Factors:

1. Supply and demand

There is a relationship between ‘demand & supply of professionals’ and the
‘source of recruitment’ that an organization opts for.

2. Labour Market
Employment conditions in the community where the organization is
located will influence the recruiting efforts of the organization.
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3. Goodwill / Image of the organization

An organization with positive image and goodwill (as an employer) finds it
easier to attract and retain employees than an organization with negative
image.

4. Political-Social- Legal Environment

Example: Various government regulations prohibiting discrimination in
hiring and employment have direct impact on recruitment practices.
 SELECTION

⚫ Constant monitoring of the ‘fit’ between the person and the job
⚫ The needs of the job are matched with profile of candidates. The most
suitable person is picked up after eliminating the less suitable applicants
through successive stages of selection process.
Importance of selection:
How well an employee is matched to a job is very important
• Affects the quality of employee’s work
• Good Talent
• Reduced Cost of Training and Development
• Reduced Turnover
• Job Motivation
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Selection process:
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2. Screening
1. Reception
Interview

3. Application 4. Selection
Blank Tests

5. Selection 6. Medical
Interview Examination

7. Reference 8. Hiring
checks Decision

Source: V.S.P Rao ‘Human Resource Management – Text and Cases’ Third Edition
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1.Reception
• Initial stage
• Creates a favourable impression on applicants

2. Screening interview
• Preliminary interview

• To filter eligible candidates from the total pool

• Applicants are screened out based on age, education, experience etc..

3. Application Blank
• To collect academic, social, demographic, work-related and other information about
applicant
• Standardised application form must be filled even when some of these details are
already provided in resume
WEIGHTED APPLICATION BLANKS (WABS)

• Numeric values assigned to responses

• Total score is a sum of individual responses

• Developing WAB is time consuming and cant be established in organisation with many
operating levels.

4. Selection Testing
• A standardised measure of a person’s behaviour, performance or attitude.
• Tries to measure individual differences in a scientific way without any
bias.
• Determines how well an applicant meets job requirements.

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5. Selection interview
• Oral examination of candidates for employment
• Interviewer tries to obtain information about abilities of interviewee and check if he
will suit the job requirement
• Questions not covered in tests are asked
• Assess subjective aspects of candidates like facial expressions, appearance, nervousness
etc..

6. Medical examination
• To check if the person meets the required physical criteria such as clear vision,
acute hearing, high stamina, tone of voice etc..
• It reveals information about health problems, physical measurements,
psychological attitudes.

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7. Reference checks
• Applicant’s nature of work, regularity, character, progress are verified through this.
• Minimum 2 or 3 references must be provided by candidates in application form
• The references should be from previous employer, or a person aware of applicants
academic achievements or from co-workers.
• Reference check is done through
1. Phone call 2.Mail 3.In person visit

8. Hiring Decision
• Final decision is taken by the line manager concerned.
• Selection decisions has lot of economic, behavioural and social implications.
• A careless decision would impair the morale of people, make them doubt the hiring
process.
• Finally, appointment order is sent to selected candidates.
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 MOST COMMONLY USED INTERVIEWING TECHNIQUES
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• Directive Interview

In the directive interview, the recruiter uses a predetermined set of questions that are
clearly job-related. Designing a structured interview may take a good amount of time
and energy.

• Non Directive/Unstructured Interview

In a non-directive interview, there is no specific format to be followed. The interviewer

asks broad, open-ended questions .Difficulty with this interview includes keeping it
job-related.
• Situational Interview

In this interview, the applicant is confronted with a hypothetical incident and asked how
he or she would respond to it. The applicant’s response is then evaluated relative to
pre-established benchmark standards.
⚫ Behavioural Interview

The behavioural interview focuses on actual work incidents in the applicant’s past. The
applicant is supposed to reveal what he or she did in a given situation.

⚫ Stress Interview
In a stress interview, the interviewer attempts to find how applicants would respond to
aggressive, embarrassing and rude questions. The whole exercise is meant to see whether
the applicant can cope with highly stress-producing, anxious and demanding situations at
work in a calm and composed manner.

⚫ Panel or Board Interview

In a typical panel interview, the applicant meets with three to five interviewers who take
turns asking questions. After the interview, the interviewers pool their observations to arrive
at a consensus about the suitability of the applicant.

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 TYPES OF EMPLOYEE SELECTION TESTS
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• APTITUDE TESTS
An aptitude test assesses the applicants’ potential to learn certain skills – clerical,
mechanical, mathematical, etc. These indicate whether or not an individual has the
ability to learn a given job quickly and efficiently
• ACHIEVEMENT TESTS

These tests are conducted to measure what the applicant can do on the job currently,
i.e., whether the candidate actually knows what he or she claims to know. For example, a
typing test may show typing proficiency. Such proficiency tests are known as work
sampling tests. Work sampling is a selection test wherein the job applicant’s ability to do
a small portion of the job is tested.
• INTELLIGENCE TESTS
These are mental ability tests. They measure the incumbent’s learning ability and also the
ability to understand instructions and make judgements. The basic objective is to pick
employees who are alert and quick at learning things so that they can be offered adequate
training. Intelligence tests do not measure vocabulary, verbal fluency, numerical ability,
etc.
• SIMULATION TESTS

A simulation exercise is a test that duplicates many of the activities and problems an
employee faces at work. Such exercises are commonly used for hiring managers at various
levels in an organization.
• PERSONALITY TESTS

The Personality tests are used to measure basic aspects of an applicant’s personality such
as motivation, emotional balance, self-confidence, interpersonal behavior, etc. The most
frequently used tests are Minnesota Multiphasic Personality Inventory (MMPL), the
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California Psychological Inventory, etc.
 BACKGROUND INVESTIGATION
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Fingerprint background checks

⚫ Mandatory for applicants at government-run institutions which
checks a person’s criminal history from authorized criminal justice
agencies.
Professional licenses background checks
⚫ Verify that the applicant possesses a valid license.
Specific Industry Mandates
⚫ The type of position for which we are hiring impacts the type of
background checks we need to run. For instance, government jobs or
jobs that involve working with children may prompt deeper checks
into a candidate’s criminal and financial background.
Difference between Recruitment and Selection:-

Basis of
distinction Recruitment Selection

Objective The basic objective of recruitment is The basic objective of selection

to attract maximum number of is to choose best out of the
candidates so that more options are available candidates
available.

Process Recruitment adopts the process of Selection adopts the process

creating application pool as large as
possible and therefore. It is known as
positive process.
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through which more and more
candidates are rejected and
fewer candidates are selected
or sometimes even not a single
candidate is selected.
Therefore, it is known as
negative process or rejection
process
Procedure Of the two, recruitment is relatively
simpler. Recruitment has the
recruiter paying less attention to
scrutinizing individual candidates
Time Recruitment is less time-consuming
consumption and less economically demanding
Difference in The outcome of recruitment is
outcomes application pool which becomes
input for selection process
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Whereas selection involves
a more thorough
examination of candidates
where recruiters aim to
learn every minute detail
about each candidate, so
they can choose the perfect
match for the job.
Selection involves a wide
range of activities, which
can be both
time-consuming and
expensive.
The outcome of selection
process is in the form of
finalizing candidates who
will be offered jobs
 ORIENTATION

Orientation is a systematic and planned introduction of employees to their jobs,

their co-workers and the organisation.
It is also called induction.

Components:
1. General information
2. Organization objective
3. Policies

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VIDEO LINK
Induction, Orientation and Socialisation - YouTube

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 ORIENTATION
In one study,researchers discovered the following about new employees
1. The first days on the job were anxious and disturbing ones.
2. ‘new employees initiation’ practices by peers intensified anxiety.
3. Anxiety interfered with the training process
4. Turnover of newly hired employee was caused primarily by anxiety
5. The new workers were reluctant to discuss problems with their supervisors
employee orientation is aimed at minimising such problems.

Objectives:
1. Removes fear and anxiety
2. Creates a good impression
3. Acts as a valuable source of information

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Strategic choices of orientation
Formal ----------------------- Informal
Individual ----------------------- Collective
Serial ----------------------- Disjunctive
Investiture ----------------------- Divestiture

Requisites of Effective Program

1. Prepare for new employees
2. Determine information new employees want to know
3. Determine how to present information
4. Completion of paper work
5. Evaluation of orientation program

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 FORMAL ORIENTATION PROGRAM
1. Organizational Issues
HR 2. Employee Benefits
Representativ 3. Introduction
e

Special
Anxiety To placement
Reduction
seminars

1. Specific Job
Supervisor 2. Location
3. Duties

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INFORMAL FORMAL

New hires are directly put on the jobs and they are expected to The management has a structured programme which is
acclimatise themselves with the work and the company. executed when new employees join the firm.

The formal the programme, the greater the likelihood that the But an informal programme is desirable to maintain individual
new hire will acquire a known set of standards. differences.Innovative ideas to solve organisational problems
and healthy questioning of the status pro are likely to be
generated by a person who has been induced informally.

INDIVIDUAL COLLECTIVE

Individual orientation is more likely to preserve individual most large firms tend to have the collective induction approach
differences and perspectives.

orienting each person separately is an expensive and but, small firms which have fewer new appointees to socialise,
time-consuming process. frequently use the individual approach.

It also denies the new hire the opportunity of sharing anxieties individual socialisation is popular even with large firms whey
with fellow appointees. hire executives whose number is small

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SERIAL DISJUNCTIVE

Orientation becomes serial when an experienced employee When new hires do not have predecessors available to guide
inducts a new hire. them or to model their behavior upon, the orientation becomes
disjunctive.

New hire is burdened by traditions New hire is not burdened by traditions.Such induction
produces more inventive and creative employees.

INVESTITURE DIVESTITURE

investiture orientation seeks to ratify the usefulness of the divestiture orientation seeks to make minor modifications in the
characteristics that the person brings to the new job. characteristics of the new hire, albeit he or she was selected
based on his or her potential for performance.

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 PROBLEMS OF ORIENTATION

● Employee is overloaded with forms to complete

● Employee is overwhelmed with too much information in a short time
● Employee is given only menial tasks that discourage job interest and
company loyalty
● Employee is asked to perform task where there are high chances of failure
that could needlessly discourage the employee
● Supervisor who is entrusted with the job is not trained or Is too busy
● Employee is thrown into action too soon
● Employee mistake can damage the company.

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 PLACEMENT
❏ Placement is the allocation of right people to the right job.
❏ Placement can arise out of promotion, transfer, demotion or assignment of a new
employee.

Probation Confirmation

❏ It should be organization centric while keeping the interest of the employee in mind
in order to improve the efficiency of the worker and increase productivity of the
organization.
❏ The selected employee should neither be over qualified nor less qualified for the
job.Placement should be subject to review and flexible in nature.
 SOCIALIZATION
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❏ It is the process through which employees are familiarized with organisational

realities, which in turn brings them closer to the existing surroundings of their
workplace.
❏ It helps in bringing a change in the attitude and behaviour of an employee which
will be in sync with the organizational culture.

Phases Of Socialization

❏ Pre Arrival
❏ Encounter
❏ Metamorphosis
 INTERNATIONAL HIRING PRACTICES
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Approaches to IHRM:

1) Ethnocentric Approach
2)Polycentric Approach
3)Regino centric Approach
4)Geo centric Approach
 INTERNATIONAL HIRING PRACTICES
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IHRM is the interplay among the three dimensions

1.HR activities
2.types of employees
3.countries of operation
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1. The 3 broad activities of IHRM, namely

● procurement,
● allocation and
● utilising
cover all the six activities of domestic HRM.
The six functions of domestic HRM are
● HR planning
● employee hiring
● training and development
● remuneration
● performance management
● industrial relations.
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2. the three national or country categories involved in HRM activities are

● the host country where a subsidiary may be located

● the home country where the company has its headquarters.

● other countries that may be the source of labor or finance

3.The three types of employees of an international business are

● host country nationals

● parent-country nationals

● third-country nationals
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several factors differentiate IHRM from domestic HRM. the main

differentiators are
1. more HR activities

2. need for a broader perspective

3. more involvement in employee’s personal lives

4. changes in emphasis as the workforce mix of expatriates and locals

vary
5. risk exposure

6. more external influences.

 Growing interest in IHRM
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The following reasons have contributed to the growing interest in IHRM

● Globalisation of business

● effective management of HR

● Implementation of international strategies

● communication channels

● innovation that is structural

THANK YOU ☺

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