RECURITMENT AND SELECTION

EVOLUTION FOR HUMAN RESOURCE CAN BE TRACED BACK TO

KAUTILA’S ARTHASHAST RA I.E., 4TH CENTURY B.C. AS EARLY AS IN
1800 B.C ITSELF ‘MINIMUM WAGE RATE’ & ‘INTENSIVE WAGE
PLAN’ WERE INCLUDED IN BABYLONIAN CODE OF HAMMURABI.
HUMAN RESOURCE IS A RELATIVELY NEW TERM THAT EMERGED IN
1907’S. MANY PEOPLE CONTINUE TO REFER TO THE DISCIPLINE OF THE
OLDER & TRADITIONAL TITLE SUCH AS PERSONNEL MANAGEMENT
OR PERSONNEL OR PERSONNEL ADMINISTRATION.
After the first world war many countries found that they should protest the
difficult conditions of the people after the war broke out. Royal
COMMISSION IN 1931 A.D RECOMMENDED FOR THE APPOINTMENT OF
LABOR OFFICER TO DEAL WITH THE SELECTION OF WORKERS & TO SETTLE
THEIR GRIEVANCES. THEN IN THE INDIAN FACTORIES ACT THAT CAME IN
1948 THE APPOINTMENT OF WELFARE OFFICERS WAS MADE COMPULSORY
FOR ANY INDUSTRIAL ESTABLISHMENT EMPLOYING MORE THAN 500 OR
MORE WORKERS. AFTER THE SECOND WORLD WAR, THE COUNTRY’S
POLITICAL INDEPENDENCE WITNESSED INCREASED AWARENESS &
EXPECTATIONS OF THE WORKERS.

EVOLUTION FOR
HUMAN RESOURCE
CAN BE TRACED
BACK TO
KAUTILA’S
ARTHASHAST RA I.E.,
4TH CENTURY B.C.
AS EARLY AS IN
1800 B.C ITSELF
‘MINIMUM WAGE
RATE’ & ‘INTENSIVE
WAGE PLAN’
WERE INCLUDED IN
BABYLONIAN CODE
OF HAMMURABI.
HUMAN
RESOURCE IS A
RELATIVELY NEW
TERM THAT
EMERGED IN 1907’S.
MANY PEOPLE
CONTINUE TO REFER
TO THE DISCIPLINE OF
THE OLDER
& TRADITIONAL
TITLE SUCH AS
PERSONNEL
MANAGEMENT OR
PERSONNEL OR
PERSONNEL
ADMINISTRATION.
EVOLUTION FOR
HUMAN RESOURCE
CAN BE TRACED
BACK TO
KAUTILA’S
ARTHASHAST RA I.E.,
4TH CENTURY B.C.
AS EARLY AS IN
1800 B.C ITSELF
‘MINIMUM WAGE
RATE’ & ‘INTENSIVE
WAGE PLAN’
WERE INCLUDED IN
BABYLONIAN CODE
OF HAMMURABI.
HUMAN
RESOURCE IS A
RELATIVELY NEW
TERM THAT
EMERGED IN 1907’S.
MANY PEOPLE
CONTINUE TO REFER
TO THE DISCIPLINE OF
THE OLDER
& TRADITIONAL
TITLE SUCH AS
PERSONNEL
MANAGEMENT OR
PERSONNEL OR
PERSONNEL
ADMINISTRATION.
EVOLUTION FOR
HUMAN RESOURCE
CAN BE TRACED
BACK TO
KAUTILA’S
ARTHASHAST RA I.E.,
4TH CENTURY B.C.
AS EARLY AS IN
1800 B.C ITSELF
‘MINIMUM WAGE
RATE’ & ‘INTENSIVE
WAGE PLAN’
WERE INCLUDED IN
BABYLONIAN CODE
OF HAMMURABI.
HUMAN
RESOURCE IS A
RELATIVELY NEW
TERM THAT
EMERGED IN 1907’S.
MANY PEOPLE
CONTINUE TO REFER
TO THE DISCIPLINE OF
THE OLDER
& TRADITIONAL
TITLE SUCH AS
PERSONNEL
MANAGEMENT OR
PERSONNEL OR
PERSONNEL
ADMINISTRATION.
EVOLUTION FOR
HUMAN RESOURCE
CAN BE TRACED
BACK TO
KAUTILA’S
ARTHASHAST RA I.E.,
4TH CENTURY B.C.
AS EARLY AS IN
1800 B.C ITSELF
‘MINIMUM WAGE
RATE’ & ‘INTENSIVE
WAGE PLAN’
WERE INCLUDED IN
BABYLONIAN CODE
OF HAMMURABI.
HUMAN
RESOURCE IS A
RELATIVELY NEW
TERM THAT
EMERGED IN 1907’S.
MANY PEOPLE
CONTINUE TO REFER
TO THE DISCIPLINE OF
THE OLDER
& TRADITIONAL
TITLE SUCH AS
PERSONNEL
MANAGEMENT OR
PERSONNEL OR
PERSONNEL
ADMINISTRATION.
DURING THE 1960’S THE PERSONNEL FUNCTION BEGAN TO EXPAND
BEYOND THE WELFARE ASPECT, WITH LABOR WELFARE, INDUSTRIAL
RELATIONS & PERSONNEL ADMINISTRATION INTEGRATING INTO THE
EMERGING PROFESSION CALLED PERSONNEL MANAGEMENT OR
HUMAN RESOURCE MANAGEMENT.

RECENTLY THE TREND IS CHANGING. THE TERM USED IS HUMAN

RESOURCE MANAGEMENT. THE IMPORTANCE HAS BEEN SHIFTED
FROM WELFARE TO EFFICIENCY. PROFESSIONAL HAVE BEGUN TO
TALK ABOUT NEW TECHNOLOGIES LIKE HUMAN RESOURCE
MANAGEMENT CHALLENGES & HUMAN RESOURCE DEVELOPMENT.

EMPHASIS HAS SHIFTED FROM HUMAN VALUES TO PRODUCTIVITY

THROUGH PEOPLE. LARGE COMPANIES TODAY VALUE EMPLOYEES
AS THEIR ASSETS & HENCE MANAGING THE PEOPLE BECOMES
VERY IMPORTANT, WHICH IS ONE OF THE KEY FUNCTIONS OF
HUMAN RESOURCE MANAGEMENT.

SIMPLY PUT, HUMAN RESOURCE MANAGEMENT (HRM) IS A

MANAGEMENT FUNCTION THAT MANAGERS RECRUIT, SELctiom
TRAIN & DEVELOP MEMBERS FOR AN ORGANIZATION. OBVIOUSLY,
HRM IS CONCERNED WITH THE PEOPLE’S DIMEN SION IN
ORGANIZATIONS. IT REFERS TO SET OF PROGRAMS, FUNCTIONS &
ACTIVITIES DESIGNED & CARRIED OUT IN ORDER TO MAXIMIZE
BOTH EMPLOYEE AS WELL AS ORGANIZATIONAL EFFECTIVENESS.ECT,

RECRUITMENT AND SELECTION PROCEDURES

RECRUITMENT

RECRUITMENT FORMS THE FIRST STAGE IN THE PROCESS OF

WHICH CONTINUES WITH SELECTION & CEASES WITH THE PLACEMENT
OF THE CANDIDATE. RECRUITMENT PLAYS A PROMINENT ROLE IN THE
DEVELOPMENT OF THE ORGANIZATION, BECAUSE UNLESS THE
RIGHT PEOPLE ARE HIRED, TO THE RIGHT JOB EVEN THE BEST
PLANS ORGANIZATION CHARTS & CONTROL SYSTEM WOULD NOT
DO SO MUCH GOOD.

IN SIMPLE REQUIREMENT IS UNDERSTOOD AS THE PROCESS OF

SEARCHING FOR AN OBTAINING APPLICATION OF SEARCHING FOR
& OBTAINING APPLICANTS FOR JOBS, AMONG THEN THE RIGHT
PEOPLE WOULD BE SELECTED.

DEFINITION

ACCORDING TO DALE YODER – RECRUITMENT IS THE PROCESS TO

DISCOVER THE SOURCES OF MANPOWER TO MEET THE
REQUIREMENT OF THE STAFFING SCHEDULE & T O EMPLOY
EFFECTIVE MEASURE FOR ATTRACTING THAT MANPOWER IN
ADEQUATE NUMBER TO FACILITATE EFFECTIVE SELECTION OF AN
EFFICIENT WORK FORCE.

RECRUITMENT FORMS THE FIRST STAGE OF ACQUISITION

FUNCTION. THIS IS THE PROCESS OF LOCATING POTENTIAL
CANDIDATE FOR SELECTION. IT IS THE FIRST STEP IN THE
EMPLOYMENT PROCESS WHICH AIMS AT DEVELOPING &
MAINTAINING ADEQUATE MANPOWER & RESOURCE UPON WHICH
THE ORGANIZATION GROWTH & DEVELOPMENT DEPENDS.

PURPOSE OF RECRUITMENT

THE PURPOSE OF RECRUITMENT IS TO PROVIDE A POOL OF

POTENTIALLY QUALIFIED JOB CANDIDATES.

RECRUITMENT HAS BEEN REGARDED AS A MOST IMPORTANT

FUNCTION OF PERSONNEL ADMINISTRATION BECAUSE UNLESS THE
RIGHT TYPES OF PEOPLE ARE HIRED, EVEN THE BEST PLANS,
ORGANIZATIONAL CHARTS & CONTROL SYSTEMS WOULD NOT DO
MUCH GOOD.
FACTORS AFFECTING RECRUITMENT:

THERE ARE NUMBER OF FACTORS WHICH AFFECT RECRUITMENT.

THESE CAN BE BROADLY CLASSIFIED UNDER THE FOLLOWING TWO
CATEGORIES.

A. ENDOGENOUS FACTORS.

B. EXOGENOUS FACTORS.

ENDOGENOUS FACTORS

THESE ARE THE FACTORS, WHICH INFLUENCE WITH THE

ORGANIZATION.

1. MAGE OF ORGANIZATION
GOOD IMAGE OF ORGANIZATION NATURALLY ATTRACT
POTENTIAL CANDIDATE. GOOD IMAGE IS BUILT UP BY
NUMBER OF UPS & DOWNS FACED BY THE MANAGEMENT,
WHICH HELPED IN EARNING GOOD WILL FORM PUBLIC,
EMPLOYEES & IN THE MARKET.

2. IMAGE OF JOB
GOOD IMAGE OF JOB ATTRACT POTENTIAL JOB SEEKERS TO
THE ORGANIZATION. GOOD PUBLIC IMAGE IS BUILT UP BY
BETTER OPPORTUNITY, COMPENSATION, & ORGANIZATION
WORKING CONDITION ESPECIALLY THE GROWTH & EXPOSURE IN
THE CAREER PATH MAKES THE JOB ATTRACTIVE.

3. SIZE & GROWTH POTENTIAL OF ORGANIZATION

The size and rate at which growth of organization are the
important factors in attracting right talent for the right job.
 4. EXOGENOUS FACTORS
THESE ARE THE FACTORS, WHICH ARE EXTERNAL TO THE
ORGANIZATION & HAVE DECISIVE INFLUENCE TO THE
RECRUITMENT PROCESS.

DEMOGRAPHIC FACTORS:
THESE ARE VERY IMPORTANT ASPECTS AFFECTING
RECRUITMENT SOME OF THESE ARE DISCUSSED BELOW

BIOGRAPHICAL FACTORS
RELATES TO SEX, RATIO, AGE, GROUP, EDUCATIONAL BUD ETC.

ECONOMICAL STATUS

RELATES TO ECONOMIC CONDITION OF PEOPLE, THEIR PER

CAPITA INCOME ETC.

SOURCE OF RECRUITMENT
THERE ARE TWO RESOURCES OF RECRUITING NAMELY:

1. INTERNAL SOURCES RECRUITMENT

2. EXTERNAL SOURCES OF RECRUITMENT

INTERNAL SOURCES OF RECRUITMENT

RECRUITMENT OR LOCATING POTENTIAL CANDIDATES FOR
HIRING CAN BE OBTAINED FROM WITHIN THE ORGANIZATION
IN THE FOLLOWING MANNER:
1. HIRING ACQUAINTANCE & RELATIVES OR DEPENDS OF
EXISTING EMPLOYEES.
 2. BY PROMOTION & TRANSFER OF EXISTING EMPLOYEES.
3. FROM EMPLOYEES LEAVE, LONG COURSES DEPUTATIONS
OR LEAN.
4. FROM THOSE WHO LEFT THE ORGANIZATION FOR WANT
OF SUITABLE VACANCIES OR PROMOTION CHANCES.
5. SEPARATED BY RESIGNATION OR LAY OFF.
6. FROM TRADE UNIONS ETC.

ADVANTAGES OF INTERNAL SOURCE OF RECRUITMENT

1. GOOD PUBLIC
RELATIONS EXERCISE
& IMPROVE “GOOD
WILL”
TO THE
ORGANIZATION.
2. IMPROVE MORALE
& MOTIVATION OF
EMPLOYEES.
3. PROVIDE BETTER
CAREER PROSPECTS
& PROMOTIONAL
AVENUES OF
EMPLOYEES.
4. IMPROVE
PROBABILITY OF
BETTER SELECTION
SINCE THE
CANDIDATE IS BETTER
KNOWN TO THE
ORGANIZATION.
1. GOOD PUBLIC RELATIONS EXERCISE & IMPROVE “GOOD
WILL” TO THE ORGANIZATION.
2. IMPROVE MORALE & MOTIVATION OF EMPLOYEES.
 3. PROVIDE BETTER CAREER PROSPECTS & PROMOTIONAL
AVENUES OF EMPLOYEES.
4. IMPROVE PROBABILITY OF BETTER SELECTION SINCE THE
CANDIDATE IS BETTER KNOWN TO THE ORGANIZATION.

DISADVANTAGES OF INTERNAL SOURCE OF RECRUITMENT

1. IN BREEDING PREVENTS INFECTIONS OF NEW “BLOOD” IN
THE ORGANIZATION.
2. OPTIONS ARE LIMITED IN LOCATIONS “RIGHT TALENTS”.
3. INHABITS INNOVATION & CREATIVITY.
4. DEVELOPS A SELF CREATED “ISOLATION”.

EXTERNAL SOURCE OF RECRUITMENT:

THESE SOURCES ARE FO LLOWS:
1. NEW ENTRANTS IN LABOR MARKETS AS FRESHER FROM
SCHOOLS & COLLEGES.

THESE SOURCES ARE

FO LLOWS:
1. NEW ENTRANTS
IN LABOR MARKETS
AS FRESHER FROM
SCHOOLS &
COLLEGES.
2. EDUCATED UNEMPLOYED DUE TO LACK OF OPPORTUNITIES
ELSEWHERE.
3. RETRIED HAND WITH EXPERIENCE & HEALTH.
4. UNSCHEDULED AREAS / SECTORS LIKE HOUSEWIVES,
RETURNEES FROM EMPLOYMENT ABROAD LIKE NRI’S EX-
SERVICE MEN ETC.
5. PERSONS WISHING TO JOIN FROM ONE ORGANIZATION TO
OTHER ORGANIZATION OR COMPETITORS FOR IMPROVING
THEIR CAREER PROSPECTS OR ECONOMIC RETURNS.

THESE SOURCES ARE

FO LLOWS:
1. NEW ENTRANTS
IN LABOR MARKETS
AS FRESHER FROM
SCHOOLS & COLLEGES
RECRUITMENT METHODS/ TECHNICS
METHODS OF
RECRUITMENT
DEPEND ON THE
SOURCES OF
RECRUITMENT, THESE
METHODS OF
RECRUITMENT CAN
BE BROADLY
CLASSIFIED INTO:-
A. INTERNAL
SOURCES
B. EXTERNAL
SOURCES
METHODS OF RECRUITMENT DEPEND ON THE SOURCES OF
RECRUITMENT, THESE METHODS OF RECRUITMENT CAN BE
BROADLY CLASSIFIED INTO:-
A. INTERNAL SOURCES
B. EXTERNAL SOURCES

INTERNAL SOURCES
THIS METHOD INVOLVES:
1. POSTED ON BULLETIN OR NOTICE BOARDS
2. THROUGH MEMOS CIRCULATED AMONG THE SUPERVISORS.
3. ADVERTISED IN THE IN – HOUSE EMPLOYEE MAGAZINE /
BULLETINS / HANDOUTS
4. OTHER METHODS LIKE” WORD OF MOUTHS” & OR “WHY
YOU KNOW” SYSTEM.

EXTERNAL SOURCES
THIS CONSISTS OF NUMBER OF METHODS SUCH AS
1. DIRECT METHODS
2. INDIRECT METHODS
3. THIRD PARTY METHOD

DIRECT METHOD:-
A. SOURCING
B. CAMPUS

SOURCING
THIS IS ONE OF THE OLDEST METHODS. IN THIS METHOD
THE PERSONNEL A DEPARTMENT SENDS THEIR
REPRESENTATIVES TO POTENTIAL PLACE OF RECRUITMENT &
ESTABLISH CONTACT WITH POTENTIAL CANDIDATES SEEKING
EMPLOYMENT.

B. CAMPUS RECRUITMENT:
THIS METHOD IS A POPULAR METHOD ESPECIALLY FOR
RECRUITING PROFESSIONAL LIKE ENGINEER & MBA’S. IN THIS
METHOD PROFESSIONAL CONSULTANTS WHO ACT AS
REPRESENTATIVES OF THE COMPANY CALL ON PRESTIGIOUS
COLLAGES / INSTITUTIONS TO ESTABLISH DIRECT CONTACT
THERE IS “PLACEMENT CALLS” ESTABLISHED IN EDUCATIONAL
INSTITUTIONS CO-ORDINATES FOR ARRANGING THE
PRELIMINARY SCREENING & INTERVIEWS.

2. INDIRECT METHOD:
A. ADVERTISEMENT
B. EMPLOYEES TRADE ASSOCIATION
C. OTHER REPUTED FIRMS

A. ADVERTISEMENT:

IT IS A VERY POPULAR METHOD. VARIOUS MEDIA ARE USED

FOR ADVERTISEMENT SUCH S NEWS PAPER JOURNALS, TV,
RADIO ETC. ADVERTISEMENT IS VERY USEFUL IN LOCATING
SUITABLE CANDIDATES IN SCIENTIFIC PROFESSIONALS OF
TECHNICAL VACANCIES.
B. EMPLOYEES TRADE ASSOCIATION / CLUB: MEETING,
CONFERENCES, SEMINARS OR OTHER SOCIAL FUNCTIONS OF
THE EMPLOYEE’S TRADE CLUBS ARE YET ANOTHER MEANS
OF LOCATING SUITABLE CANDIDATES.

C. OTHER REPUTED FIRMS: RECRUITING PERSONNEL FROM

REPUTED FIRM IS A POPULAR PRACTICE CERTAIN
COMPANIES & FIRMS HAVE BUILT UP GOOD REPUTATION
ON EFFICIENCY PRODUCTIVITY & INDUSTRIAL PEACE. MANY
FIRMS ATTEMPT TO LOCATE SUITABLE CANDIDATES FROM
SUCH FIRMS FOR FILLING UP VACANCIES.

3. THIRD PARTY METHOD:-

FOLLOWING ARE IMPORTANT THIRD PARTY METHODS IN
RECRUITMENT.
1. PUBLIC EMPLOYMENT AGENCIES
2. PRIVATE EMPLOYMENT AGENCIES
3. PLACEMENT CALLS IN EDUCATIONAL INSTITUTIONS
4. TEMPORARY HELP SERVICE
5. EMPLOYEE REFERRALS/ RECOMMENDATIONS
6. PROFESSIONAL BODIES / ASSOCIATIONS.
7. COMPUTER DATA BANK
8. TRADE UNIONS
SELECTION

DEFINITION AND MEANING OF SELECTION:

SELECTION IS A PROCE SS BY WHICH THE QUALIFIED

PERSONNEL IS CHOSEN AMONGST THE A PPLICANTS WHO
HAVE OFFERED THEIR SERVICES TO THE ORGANIZATION FOR
EMPLOYMENT.
PLUMBLEY DEFINES THAT “SELECTION IS A PROCESS BY
WHICH CONDITIONS FOR EMPLOYMENT ARE DIVIDED INTO
TWO CLASSES THOSE WHO WILL BE OFFERED FOR
EMPLOYMENT AND THOSE WHO WILL NOT..”

THE SELECTION PROCEDURE IS FIRST CONCERNED WITH

SECURING RELEVANT INFORMATION ABOUT AN APPLICANT.
THE INFORMATION IS SECURED IN A NUMBER OF STEPS OR
STAGES.

THE HIRING PROCEDURE IS NOT A SINGLY ACT, BUT IT IS

ESSENTIALLY A SERIES OF METHODS BY WHICH ADDITIONAL
INFORMATION IS SECURED ABOUT THE APPLICANT. THE
PROCESS MAY BE COMPARED TO HURDLES. HENCE, THE
SELECTION TECHNIQUE IS KNOWN AS “SUCCESSIVE
HURDLES TECHNIQUE”. THE EXTENT OF PROCESS DEPENDS
UPON THE LEVEL & RESPONSIBILITY OF THE POSITION TO
BE FILLED.

ACCORDING TO YODER, THE HIRING PROCESS IS OF ONE

ORE MANY ‘GO’, ‘NO-GO’ GAUGES. THE CANDIDATES ARE
SCREENED BY THE APPLICATION OF THESE TOOLS. THIS
PROCESS TYPICALLY FOLLOWS A PATTERN STARTING FROM
SCREENING OF APPLICATION TILL THE DECISION OF
EMPLOYMENT.

OBJECTIVES OF SELECTION:-
 THE OBJECTIVE OF SELECTION PROCESS IS TO DETERMINE
WHETHER AN APPLICANT MEETS THE QUALIFICATION FOR A
SPECIFIC, FRO SPECIFIC JOB & TO CHOOSE THE APPLICANT
WHO IS MOST LIKELY TO PERFORM WELL IN THE JOB.

PROCESS OF SELECTION:-
THE PROCESS OF SELECTION IS A NEGATIVE PROCESS AS
MORE CANDIDATES ARE REJECTED THAN HIRED IN
CONTRAST WITH POSITIVE PROGRAM OF RECRUITMENT,
WHICH SEEKS TO INDUCE A S MANY PERSONS AS POSSIBLE
TO APPLY FOR A JOB IN ENTERPRISES. ONLY SUCCESSFUL
CANDIDATES LEAP OVER THE HURDLES & ARRIVE AT THE
FINISH LINE WHERE AS UNSUCCESSFUL ONES DO NOT.

THE FOLLOWING ARE IMPORTANT STEPS IN SELECTION PROCESS:-

 RECEPTION OF APPLICATION
 PRELIMINARY SCREENING INTERVIEW
 APPLICATION BLANK PSYCHOLOGICAL TESTS.
 EVALUATION INTERVIEW
 REFERENCE CHECK OR BACKGROUND INVESTIGATION.
 PHYSICAL EXAMINATION
 PLACEMENT

RECEPTION OF APPLICATION:
FIRST STEP IN
SELECTION PROCESS
IS INVITING
APPLICATIONS
FROM PROSPECTIVE
CANDIDATES. A
CAREFULLY DEVISED
APPLICATION FROM IS
ITSELF AN AFFECTIVE
SELECTION DEVICE.
THE MAIN PURPOSE
OF APPLICATION IS
THAT TO OBTAIN
INFORMATION IN THE
APPLICANT’S OWN
HANDWRITING
REGARDING THE
SUITABILITY FOR
EMPLOYMENT.
APPLICATION
FORMS SHOULD BE
SIMPLE & MUST
CONTAIN RELATED
INFORMATION. ALL
THE REVISED
APPLICATIONS ARE
ACKNOWLEDGED
FIRST STEP IN SELECTION PROCESS IS INVITING APPLICATIONS
FROM PROSPECTIVE CANDIDATES. A CAREFULLY DEVISED
APPLICATION FROM IS ITSELF AN AFFECTIVE SELECTION DEVICE. THE
MAIN PURPOSE OF APPLICATION IS THAT TO OBTAIN
INFORMATION IN THE APPLICANT’S OWN HANDWRITING
REGARDING THE SUITABILITY FOR EMPLOYMENT. APPLICATION
FORMS SHOULD BE SIMPLE & MUST CONTAIN RELATED
INFORMATION. ALL THE REVISED APPLICATIONS ARE
ACKNOWLEDGED

RECRUITMENT FORMS
THE FIRST STAGE OF
ACQUISITION
FUNCTION. THIS IS
THE PROCESS OF
LOCATING POTENTIAL
CANDIDATE FOR
SELECTION. IT IS THE
FIRST STEP IN THE
EMPLOYMENT
PROCESS WHICH
AIMS AT
DEVELOPING &
MAINTAINING
ADEQUATE
MANPOWER &
RESOURCE UPON
WHICH THE
ORGANIZATION
GROWTH &
DEVELOPMENT
DEPENDS.
PURPOSE OF RECRUITMENT

EVOLUTION FOR
HUMAN RESOURCE
CAN BE TRACED
BACK TO
KAUTILA’S
ARTHASHAST RA I.E.,
4TH CENTURY B.C.
AS EARLY AS IN
1800 B.C ITSELF
‘MINIMUM WAGE
RATE’ & ‘INTENSIVE
WAGE PLAN’
WERE INCLUDED IN
BABYLONIAN CODE
OF HAMMURABI.
HUMAN
RESOURCE IS A
RELATIVELY NEW
TERM THAT
EMERGED IN 1907’S.
MANY PEOPLE
CONTINUE TO REFER
TO THE DISCIPLINE OF
THE OLDER
& TRADITIONAL
TITLE SUCH AS
PERSONNEL
MANAGEMENT OR
PERSONNEL OR
PERSONNEL
ADMINISTRATION.
EVOLUTION FOR
HUMAN RESOURCE
CAN BE TRACED
BACK TO
KAUTILA’S
ARTHASHAST RA I.E.,
4TH CENTURY B.C.
AS EARLY AS IN
1800 B.C ITSELF
‘MINIMUM WAGE
RATE’ & ‘INTENSIVE
WAGE PLAN’
WERE INCLUDED IN
BABYLONIAN CODE
OF HAMMURABI.
HUMAN
RESOURCE IS A
RELATIVELY NEW
TERM THAT
EMERGED IN 1907’S.
MANY PEOPLE
CONTINUE TO REFER
TO THE DISCIPLINE OF
THE OLDER
& TRADITIONAL
TITLE SUCH AS
PERSONNEL
MANAGEMENT OR
PERSONNEL OR
PERSONNEL
ADMINISTRATION
 Historical Development of Recruitment & Selection

In the earliest stages of an intervention, recruitment decisions often get made on the basis of
who is standing in the right place at the right time with the right look on his/her face. As the
situation matures, we have to think more carefully about picking the right people for longer-
term roles including middle and senior management. The integrity of the recruitment and
selection process helps to ensure sustainability by building a strong and balanced team,
demonstrating the Organization‟s neutrality, promoting its good name and serving as an
example for partners. You may find that one of the first roles you need to fulfill is a HR
administrator to help achieve these goals .

Here are the major stages in this cycle:

Defining the Requirement Decide what vacancy you have. If you need to fill a new role
quickly you might find it helpful to adapt one of the models provided here:

Task analysis: Draw up a detailed list of tasks that the person will have to do. This helps in
determining the qualities and qualifications genuinely required for the job.

Job description: produce an outline of the broad responsibilities (rather than detailed tasks)
involved in the job.

Person specification: decide what skills, experience, qualifications and attributes someone
will need to do the job as defined in the task analysis and job description.

2. Attracting applications Your file of previous applicants can be a good place to start.

Advertising: phrase your announcement in a way that makes clear what the job involves
and the type of person needed. Avoid any stipulations, which could be seen as
discriminatory e.g. applying an age restriction, which is not necessary. You can display a notice
internally and/or at your gate, in the local newspaper or with a message on the local radio station
Application Form: a well-designed form can elicit information about the person's ability
and willingness to do the job. Do not ask for irrelevant information. Make it clear on the
form that applicants should consider the points in the job description and person
description when applying. Allow enough space on the form for applicants' answers, and
indicate whether continuation sheets can be used.
State clearly on the form the closing date for applications. For senior positions a
supporting letter or CV may also be required; if this is the case indicate the kind of
information sought.

Background information: provide applicants with clear, up-to-date and accurate

information about the organization, its work, its priorities and the job. Clearly indicate the
closing date for applications and the short listing and interview dates.

3. Selection Select your candidate. Be objective and unbiased. Choose the person who best
fits your person specification.

Short listing: assess applications on the basis of the person specification (standard forms
can be very helpful at this stage). Guard against bias and discrimination - ensure that you
select for interview those who match the specifications, regardless of age, sex, race etc, and
that the specifications are not themselves discriminatory.

Interviews: Interview your short-listed candidates. Remember that your job is not only to
assess the best candidate for the job, but also to create a great impression of your
organization. The amount and quality of the information that you establish will be largely
due to the effectiveness of your questions. Use open questions (e.g. tell me about...how
you...why did you...talk me through... are do) and probe from the general to the specific.
Avoid any questions, which could be considered discriminatory eg: asking only female
candidates who looks after their young children. If you think such a question is relevant -
ask it of all candidates who have children.
4. Candidate assessments: The interview will provide you with some
information but check it out before offering a job. Ways in which you could
do this include: ฀

฀ Ask the candidate to show you examples of previous work, do a presentation,

a case study, some tests or full assessment. Tests can be done before the
interview or after the interview. It depends on the number of candidates being
interviewed and the type of job. ฀

฀ Taking up references: You must have the specific permission of the applicant
to do so, particularly if you wish to contact their current employer. If you
need them quickly, try phoning.

5. Making a Job Offer If you think you have found the right candidate, it‟s
time to make the job-offer. For your successful candidate: ฀

฀ Prepare and send the appropriate documentation ฀

฀ Make up the employee's personnel file; and ฀

฀ Arrange the induction plan.

6. Induction
Help your new recruit to settle in quickly and become productive as soon as
possible.
 OBJECTIVES

1. To make a study on the most preferably used recruitment source in the

companies. (internal/external) whether is it in case of junior, middle or
senior level.
2. To understand the recruitment strategies followed by the companies.
3. Create a pool of qualified candidates
4. Reduce employee turnover
5. To identify the types of interviews conducted by the companies
6. To take into consideration the different types of competency based
practices conducted by the companies.
7. To understand the steps of recruitment procedure followed by the
companies.
8. To study the importance of the factors that influences the recruitment
policy
9. To analyze the challenges the countered by the HR of the companies

10. To make a study on the crucial factors responsible for the selection
process.
 Research Methodology
Definition of Research

Research is an organized and systematic way of finding answers to questions.

SYSTEMATIC because there is a definite set of procedures and steps which you
will follow. There are certain things in the research process which are always done
in order to get the most accurate results.

ORGANIZED because there is a structure or method in going about the research. It

is a planned procedure, not a spontaneous one. It is focused and limited to a
specific scope.

FINDING ANSWERS is the end of all research. Whether it is the answer to a

hypothesis or even a simple question, research is successful when we find
answers. Sometimes the answer is no, but it is still an answer.

QUESTIONS are central to research. If there is no question, then the answer is of

no use. Research is focused on relevant, useful, and important questions. Without
a question, research has no focus, drive, or purpose.

THE OBJECTIVES OF RESEARCH

 To gain familiarity with a phenomenon or to achieve new insights into it –

Exploratory or Formulative Research.
 To portray accurately the characteristics of a particular individual, situation
or a group – Descriptive Research.
 To determine the frequency with which something occurs or with which it
is associated with something else – Diagnostic Research.
 To test a hypothesis of a causal relationship between variables –
Hypothesis-Testing Research.