Meaning of job Analysis and significance

• Meaning:-According to Edwin B Flippo job

analysis is the process of studying and collecting
information relating the operations and
responsibilities of specific job.
• Significance
• Job analysis is significant in almost all the areas of
personnel management which are as follows
1. Human Resource Planning: Job analysis helps in forecasting human
resource requirements in term of knowledge and skills. By showing
lateral and vertical relationships between jobs, it facilitates the
formulation of a systematic promotion and transfer policy. It also
helps in determining quality of human resources needed in an
organisation.
2. Recruitment: Job analysis is used to find out how and when to
hire people for future job openings. An understanding of the
skills needed and the positions that are vacant in future helps
managers to plan and hire people in a systematic way. For
example, a company might be additionally hiring MBA
students fore quity research. A recent job analysis showed that
the positions could be filled by graduates with analytical mind.
Now, this would help the company hire equity analyst from
reuters number of available graduates by offering even slightly
lesser salary.
3. Selection: -Without a proper understanding of what is to be
done on a job, it is not possible to select a right person. For
example, if a Super bazaar manager has not clearly identified
what a clerk is to do, it is difficult to find if the person
selected must be able to position stores items, run a cash
register, or keep the account books.

4. Placement and Orientation:- After selecting people, we have

to place them on jobs best suited to the interests, activities and
aptitude. If we are not sure about what needs to be done on a
job, it is not possible to identify the right person suited for the
job. Similarly, effective job orientation peanuts be achieved
without a proper understanding of the needs of each job. To
teach a new employee how to handle a job, we have to clearly
define the job
5. Training:- If there is any confusion about what the job is and
what is supposed to be done. proper training efforts cannot
be initiated. Whether or not a current or potential job holder
requires additional training can be determined only after the
specific needs of the jobs have been identified through a job
analysis.
6. Counselling:- Managers can properly counsel employees
about their careers when they understand the different jobs
in the organisation, Likewise, employees can better
appreciate their career options when they understand the
specific needs of various other jobs. Job analysis can point
out areas that an employee might need to develop a career
further.
7. Employees Safety:- A thorough job analysis reveals unsafe
conditions associated with a job. By studying how the
various operations are taken up in a job, managers can find
unsafe practices. This helps in rectifying things easily.

8. Performance Appraisal:- By comparing what an employee is

supposed to be doing (based on job analysis to what the
individual has actually done, the worth of that person can be
assessed. Ultimately, every organisation has to pay a fair
remuneration to people based on their performance. To
achieve this, it is necessary to compare what individuals
should do (as per performance standards) with what they
have actually done (as per job analysis).
9. Job Design and Re-Design Once the jobs are understood
properly, it is easy to locate loop holes and undertake
remedial steps We on eliminate unnecessary movements,
simplify certain steps and improve the existing ones through
continuous monitoring In short we can redesign jobs to
match the mental make up of employees.

10. Job Evaluation:- Job analysis helps in finding the relative

worth of a job, based on criteria such as degree of difficulty,
type of work done, skills and knowledge needed, etc. This,
in turn, assists in designing proper wage policies, with
internal pay equity between jobs.
11. Discipline:- Job analysis studies the failure of the workers to
meet the required standard of performance Corrective
measures may be taken in time to avoid awkward situations.
In this way, it helps in maintaining discipline in the
organisation.

12. Labour Relations:- Job analysis will be helpful in

improving Labour management relations. It can also be used
to resolve disputes and grievances relating to work load,
work procedures, etc.
13. Compensation and Benefits:- In the area of compensation, it is
helpful to know the relative value of a particular job to the company
before a dollar value is placed on it From an internal perspective, the
more significant its duties and responsibilities, the more the job swarm
Jobs that require greater knowledge skills and abilities should be
worth more to the firm.

14. Legal Considerations:- A well prepared job analysis is particularly

important for supporting the legality of employment practices in fact,
the importance of job analysis is well documented in the Union
Guidelines on Employee Selection Procedures. Job analysis data are
needed to defend decisions involving promotion. transfers, and
demotions, e.g., job analysis provides the basis for tying the functional
areas together and the foundation for developing a sound human
resource programme.
 Approach in job Analysis
There are two approaches to job analysis, on focusing on tasks performed
in the job, the other on competencies needed for job performance. These
are as follows
1. Task-Based Job Analysis:- Task-based job analysis is the most common
form and focuses on the tasks duties, and responsibilities performed in a
job A task .is a distinct Identifiable work activity composed several ,
whereas a duty career work segment composed of several tasks i n porod
individual. Because both tasks and duties describe activities, it is not
always easy or necessary to Distinguish between the two, For example, if
one of the employment supervisor's duties is interview applicants, one
task associated with that duty would be asking questions. Responsibilities
are obligations to perform certain task and duties. This task analysis seeks
to identify all the tasks, duties, and responsibilities that are part of a job.
2. Competency-Based Job Analysis:- Unlike the task-based
traditional approach to analyzing jobs, which identifies the job
duties and responsibilities, the competency-based job analysis
means describing the job in terms of measurable, observable,
behavioral competencies (knowledge, skills, and/or behaviors')
that an employee doing that job must exhibit to do the job well.
Competencies are individual capabilities that can be linked to
enhanced performance by individuals or teams.
A growing number of organizations use some facts of competency
analysis in various HR activities. The three primary reasons that
organizations use a competency approach are
1.To communicate valued behaviors' within the organisation 2.To
raise competency levels throughout the organisation and 3.To
emphasize people's capabilities for enhancing the competitive
advantage of the organisation.
 The concept of competencies varies widely from organisation to organisation
Technical competencies often refer to specific knowledge and skills employees
leave For example, skills for sales software to design web pages or for
operating highly complex machinery and equipment may be competencies
Some of the following have been identified behavioral competencies
1.Customer focus.
2. Team orientation
3.Technical expertise
4. Results orientation
5. Communication effectiveness
6. Leadership
7. Conflict resolution.
8. Innovation.
9. Adaptability.
10. Decisiveness
Methods of data collection and analysis
• Questionnaire :
This method is usually used to obtain information about
jobs through a nail survey . the job incumbents who can easily
express themselves in writing are asked to provide data about their
jobs in their own words
• Checklist:
This method requires the worker to check the task he perform from a
long list of possible task statements.
• Interview:
In this method, a group of representative job incumbents are
selected of extensive interview usually outside of the actual job
situation
• Technical conference:
In this method , the information about characteristic of jobs of job is
called from expert .
• Self recording of diary :
In this method , the job incumbent asked to record
his diary activities each day using some type of
logbook or diary.

• Critical incident :
In this method the superior is asked to provide
instances of on the job behaviours of people which
he considers to be noteworthy
• Observation
• Repertory grid:
• Occupational Informational network O-net
• Task inventory analysis
Meaning and definition of job description

• Job description implies objective listing of the

job title , tasks, duties and responsibilities
involved in a job. It is written statement of what
the job holders does , how it is done , under
what conditions it is done and why it is done.

• A job description is a broad statement of the

purpose scope duties and responsibilities of a
particular job.
 Meaning and contents of job specification

According to dale yoder, “a job specification

as a summary is a specialized job description
emphasizing, personal requirements and
designed specially to facilitate selection and
placement”.
According to Edwin B Flippo, “A job
specification is a statement of the minimum
acceptable human qualities necessary to
perform job properly”.
 Contents of job specification
1) Knowledge: it refers to what the incumbent must know.
One can identify their area of knowledge namely
• Scientific knowledge: It refers to the general methods, rules and
principles of the physical, natural, economic or Behavioural sciences. It
is generic and applicable to all situations that have a bearing of a
particular science that is practised.
• Technical Knowledge: It refers to specific techniques, rules and
principles that have a bearing on a particular technological application
of the general Science eg., food technology, banking technology and so
on. It is more specific, and applicable only to certain fields and certain
application of a particular technology.
• Task Knowledge: It refers to very specific knowledge eg., knowledge of
safety or of specific equipment procedures, methods and policy
applicable to the execution of a certain task is a specific work situation.
2) Skills: It refers to the ability to apply knowledge or the ability ‘to do’ something.
The performance of a steps of a task is directly dependent on one or more specific
skills. Skills involve the demonstration of behaviour in one two or three or all three
of the following fields:

• Cognitive Field: It entails the recall of specific information, the application of data
information and the Analytical and creative decision-making process (thinking
behaviour).

• PsychoMotive Field: It requires a number of muscle and other body movements

(doing behaviour).

• Affective Field: It is frequently not observable, and includes the posture,

motivation and values that an incumbent places on that which is learned. Any
cognitive or psychomotive behaviour is accompanied by affective behaviour.
Affective behaviour is frequently the direct result of cognitive or psychomotor
behaviour that an incumbent Learns during a successful or unsuccessful learning
experience (feeling behaviour ).
3) Attributes: Attributes in this context are defined
as those personality traits that are necessary to
carry out the task successfully. This includes
characteristics such as judgement, tact, and so on.

4) Physical Requirements: These refer to the

physical ability or dexterity required to perform
tasks.

5) Other Features of a Demographic Nature: Age,

sex, experience and language ability.
 Human resource planning
Meaning :

According to Bruce P Coleman, “manpower planning is a

process of determining manpower requirements in order
to carry out the integrated plan of the organization”.

According to Mary L Tanke, “HRP is the implementation

of strategies plans and programs required to attract ,
motivate , develop reward and retain best people to meet
organizational goal and objective of enterprises”.
 Objectives of HRP
• Forecasting HR requirements : HRP is essential to determine
the human resource needs in an organization. In the absence
of such a plan , it would be difficult to have the service of the
right kind of people at the right time.

• Analyze current workforce: HRP helps in analysing the

competency of present workforce. it determine the current
workforce strength and abilities.

• Effective management of change : proper HR planning is

required to cope with changes in market condition ,
technology product and government regulations in an
effective way.
 Objectives of HRP
• Realizing organizational goals : HRP helps in effectively meeting needs of
expansion, divercification, and other growth strategy of an organization.

• Provide information : the information gathered through HRP is used for

identifying and utilizing human resources. It also provide a comprehensive
skills inventory which facilitate decision making for example,in promotion.thus
HRP provide information which can be used for other management functions.

• Effective utilization of human resource : planning for human resource is the

prime responsibility of management to ensure effective utilization of present
and future manpower .manpower planning is complementary to organisation
planning.

• Determine manpower gap : manpower planning identifies the gap in existing

manpower so that suitable training program may be developed for building
specific skills ,required in future .
 Factors affecting HRP
 External factors
1) Government policy:policy of the government like labour
policy,industrial policy, policy regarding reserving certain jobs for
difficult communities.
2) level of economic development: Level of economic development
determines the level of human Resource development in the
country and thereby the supply of human resources in the future in
the Country.
3) Business Environment: Business environment means the internal
and external factors influencing the business. Business
environmental factors influences the volume of production mix and
thereby the supply of human resources in the future in the country.
4) Level of Technology: Technology is the
application of knowledge to practical tasks which
lead to new inventions and discoveries. The
invention of the latest technology determines the
kind of human resources required.
5) International Factors: international factors like
the demand and supply of human resources in
variouscountries also affects human resource
planning.
 Internal factors
1) Company policy and strategy: The organisation's policies and
strategies relating to expansion,diversification etc ,determines
the human resource demand in terms of quantity and quality.
2) HR policy: Human resource policies of the company regarding
quality of human resources, compensation level quality of
working conditions, etc., influence human resource planning.
3) job Analysis: Job analysis means detailed study of the job
including the skills needed for a particular job. Human resource
planning is based on job analysis which determines the kind of
employees to be procured.
4) Time horizon: Company's planning differs according to
the competitive environment, i.e, companies with stable
competitive environment can plan for the long-run
whereas firms without a stable environment can only plan
for short term. Therefore, when there are many
competitors entering business/when there is rapid
change in social and economic conditions of business if
there is constant change in demand patterns when there
exists poor management practice, then short-term
planning is adopted or vice versa for long-term planning
5) Type and Quality of Information: Any planning process needs
qualitative and accurate information about the organisational structure,
capital budget, functional area objectives, level of technology being
used, job analysis, recruitment sources, retirement plans,
compensation level of employees Therefore, human resource planning
is determined on the basis of the type and quality of information.
6) Company's Production and Operational Policy: Company's policies
regarding how much to produce and how much to purchase from
outside in order to manufacture the final product influences the
number and kind of people required.

.
7) Trade Unions: If the unions declare that they will not work
for more than 8 hours a day. it affects human resource
planning. Therefore, influence of trade unions regarding the
number of working hours per week, recruitment sources,
etc., affect human resource planning
8) Organisational Growth Cycles: At starting stage the
organisation is small and the need of employees Is usually
smaller, but when the organisation enters the growth phase
are young people need to be hired. Similarly, in the
declining/recession/downturn phase human resource
planning is done to retrench the employees.
 Behavioral factors: Human resource planning is concerned with hiring
training and retention of employees to satisfy the company’s strategic
objective. For this human resource planning must strive to understand
certain behavioural differences. These differences relate to an employee
situation and his personality. An employee's personality is reflective of
values, attitudes, perception Thus personality values, attitudes, and
perceptions are behavioural factors in HRP. These are explain below

1) Personality
2) Attitude
3) Values
4) perception
1)Personality: An employee's personality can described as the
characteristics that comprise his normal or consistent behaviour.
These characteristics relate to the employee's psychology and
manifest themselves in several ways. Many organisations use
tools such personality tests to screen and match job candidate
personalities.
2) Attitudes: Attitudes are often the result of past experiences. An
individual may view it person or situation based on previous
occurrences. Attitudes are particularly difficult to change because
they have evolved as a result of a person's environment and past
situation. While human resources planning cannot alter
individual's previous experience.
3)Values: Values are beliefs, moral obligations, likes and dislikes
that guide judgement across a variety of situations. They comprise
what matters most to employees Values are often learned and can
be subjective (good or bad). Human resource planning must work
with managers to consider what values employees have and how
they align with the organisation own values.
4) Perception: Perception takes information from various senses
and combine it with a person's need past experience, and
expectations. The result is how an individual or employed sees his
external environment.t Employee perception is vital to human
resource planning if a candidateperceives an organisation in a
negative way, he is probably less inclined to work for that company.
HRP OF PROCESS
 HRP OF PROCESS
• The first step in the HR planning process is the consideration of organizational objectives and strategies The
organisational strategy along with the mission and vision statement clearly expresses the future nest of the
organisation. The examination of the organisational strategy would provide a clear indication about the future
• HR requirements of the firm Thus, HR plans are guided by the overall organisational objectives and strategies
• Each organisational strategy has direct and indirect implication for the human resources of the organisation, In
fact, HR plans ce derived from the contents of the organisational objectives and strategies This, HR managers
should consult the organisational objectives and policies for framing guidelines concerning hiring policy,
training policy, promotion policy, union sees and automation Certainly, the complete knowledge of the
organisational objective is the first and the essential prerequisite for an effective HR planning process. If the HR
planning in to be genuinely effective, it should be aligned with the various levels of general business plans not
as an end itself, but as a means to building a prosperous organization
• Data gathering practice that is used by organisations for human resource planning is aimed at collecting
information about an environment Environmental scanning provider understanding of the context in which HR
decisions are will be made.
• Scanning provides a better understanding of the context in which iR decisions are will be made Environmental
scanning pursued for the purpose of HR planning should no lase sight of the that the frame of reference for
such scanning should always be on strategic goals with customer focus
• While there can be often situations with ambiguous problems threats and opportunities, the probability of
reducing or eliminating the ambiguity is increased by environment.
 DECISION MAKING AND ACTION PLANNING
• Price the manpower gaps are identified and there is a discrepancy between the two estimates, demand and supplies, the
organisation needs to choose course of action to eliminate the gap. During this plus decision are taken and action plans are
implemented to obtain a balance between the number and kind of employees needed and the number and kind available The
decisions and actions that an organisation can take the following situations
• 1) Demand Equal Supply Should labour demand equal labour supply-a situation that could occur in v small firms operating in a
stable environment, but is not likely to happen in large organisations The company can simply continue doing what it is doing
something else is required, at least in the short run. No intensification of recruiting is needed, no layoffs necessary no
additional training programmes have to be implemented, no early retirement have to encouraged. Maintenance of the status
quo is sufficient
• 2) Demand is less than Supply: As an increasing number of large organisations downside rights, structure, re-engineer, and
outsource to cut costs, increase efficiency, improve productivity and ream competitive, the potential demand for employees to
be less than the available supply is a distinct possibility In such a situation, a firm must focus on maintaining sufficient people
in the organisation to produce in goods or services, while simultaneously reducing the total number of employees. Several
methods available for equating demand and supply when faced with this condition, which are as follows )Restricted Hiring: A
simple way of reducing the number of employees, provided the surplus is not great is to ld. normal attrition take its course and
not replace employees who leave the company Knowledge of the attrition rate would indicate how long it should take to
achieve the desired reduction the workforce by this method, Exceptions will, of course, have to be made to a no-hiring policy
criticality of the position is the deciding factor in determining which departing employees will be replace For example, the loss
of one general production worker would likely pose no problem because the ovum decrease will more than likely be picked-up
by other workers. However, the departure of a tool and maker might cause disruptions in the production process since the
position is very specialised, require greater skill, and is vital to the production flow. Workers essential to maintaining company
operations would be replaced under a hiring freeze, others would not Where the surplus of personnel is large.
 BUDGET APPROVAL IN HR PLANNING
• By reducing the number of hours worked, reducing in hourly workers can be
effectively accomplished without permanently cutting the workforce.
Instead of continuing a standard work week of 10 hours, work week of 5
hours may be tied a cut in working hours of the magnitude is equivalent to a
125 per cent decrease in the total number of salaried employees. Job
Sharing A more contemporary approach to achieve in workforce action is
where in two employees work halftime to staff a single position An obvious
drawback to this approach is the drastic reduction in income each worker
experiences. Contently, the approach is bowed only in short term situations
• Early Retirement Reductions in the number of employees can also be
accomplished through the me of incentives that encourage employees to
retire at an earlier than oral age. An additional advantage to this approach is
that employees who are eligible to retire early are really higher paid
employees
 BUDGET APPROVAL IN HR PLANNING
• Consequently, the organisation not only reduces the number of worker, but also reduces its high level personnel
expenses Layoffs: When faced with an acute surplus of personnel, an organisation may have go choice rather than
a layoff Layoffs may be used in an across the board fashion, commonly referred to reduction in force, in which he
stipulated percentage of employees in each department is laid off Layoff may also be used to reduce only the
number of workers in specific departments where cess personnel can be readily identified In non-unionised firm,
layoffs can be used at the discretion of the employer in unionised companies, strict procedures, as spelled out in
the labour agreement, the followed Personnel reductions are extremely sensitive matters that may affect an
organisation's future main efforts. They should always be approached carefully and deliberately so as to minimise
the potential impact of unsafe consequences Demand is Greater than Supply: Faced with a shortage of personnel,
an organisation must intensity is efforts to obtain the necessary supply of people to meet the needs of the firm
Several actions may be implemented, which are as follows Creative Recruiting: A shortage of personnel may mean
that new approaches to recruiting will have to be tried The organization may have to recruit in different
geographical areas than in the past explore new methods and seek different kinds of candidates. Creative
recruiting may take any forms Compensation Incentives: With other firms competing for skilled workers in a short-
supply, high-demand situation, company may have to rely on compensation incentives Premium pine obvious
method but this approach may trigger a bidding war that the organisation cannot in for an extended period
• More subtle forms of compensatory rewards may be required to attract employees to a firm such as four-day
workweeks, flexible working hours, telecommuting part-time employment and child menu The number of
incentives that could be offered is limited only by the imagination of human resource specialists i Training
Programmes: Acute shortages of personnel may necessitate the implementation of special
 BUDGET APPROVAL IN HR PLANNING
• Training programmes to prepare previously unemployable individuals for
positions with fin. Remedial education and skills training are two types of
programmes that may help to attract individuals to a particular company
Different Selection Standards: Another approach to dealing with shortages of
required Human resources is lowering of employment standards. Selection
criteria that screen out certain workers may have to be altered to ensure the
enough people are available to fill jobs. This means of coping with a personnel
shortage may be coupled withering programmes to ensure that employees are
qualified to perform the jobs fee which they are hired.
• The HR budget would further require the Chief Financial Officer (CFO) approval.
HR specialist of certain measures which can be implemented to sell the budget
to the CFO. Other than linking to the organisational goals and emphasising
revenue returns, every programme needs to highlight the benefit. Even since
package offered to an employee at the point of retrenching, adds to the bottom
line.
 BUDGET APPROVAL IN HR PLANNING
• The average or the below average employee is considered as 'cost Hence, even when an advance salary of one
month is offered to the employee at the time of separation, it still save the outages for forthcoming months
Hence, the cost of outages should be included as revenue Measure the employee effectiveness programme
with the increase in profitability. Every engagement expense adds on to the productivity. Besides the training
programme that amount to up-skilling therefore connected to the profitability. The budget needs to be in line
with the current and future strategies of the organisation If the productivity level within the organisation was
high last year, the focus this year might be on the logistics and marketing This year the spending on the human
capital might shift into the direction Finally, it needs to include certain pre-emptive measures to mitigate any
exigency including calamities such as swine flu, which may require relevant coverage of health benefits and
silent deployment. Every task needs to be mitigated and loop boles mended. The budgeting programme needs
to be industry driven. Such as the cost of hire and ROI on training can be curbed if the retention programmes
are introduced By reconciling HR planning and budgeting, the whole exercise is placed into a financial
perspective Managers have to indicate the need for additional personnel to fill posts in the future The entire
process is based on managers making accurate estimates, This forecasting method is highly judgemental,
varying from a bottom up approach where the manager determines his or her own needs to a top down
approach where senior managers place constraints either in terms of budget allocation or numbers of
employees Managers are then required to plan their objectives within this framework. The workforce forecast
must be compatible with the institution's monetary objectives and overall budget limitations. The budget
reconciliation process may also indicate that the budget has to be adjusted to accommodate the HR plan. This
step provides the opportunity to all the objectives regarding the personnel of the institution with those of the
institution as a whole.
RECRUITMENT
Karthik
Gagandeep
Manisha
Nagaraja
RECRUITMENT
•Meaning and Definition of Recruitment

Recruiting is the discovering of potential applicants for actual or anticipated organisational

vacancies. In simple terms, recruitment applies to the process of attracting potential employees to the
organisation or company.
 
It is a systematic means of finding and inducing available candidates to apply to the company or
enterprise for employment. Recruitment is said to be positive in its approach as it seeks to attract as
many candidates as possible
 
According to Edwin B. Flippo, "Recruitment is the process of searching for prospective employees
and stimulating them to apply for jobs in the organisation"
 
According to Barber, "Employee recruitment entails practices and activities carried on by an
organisation for Purpose of identifying and attracting potential employees"..
 
According to Dale Yoder, Recruitment is a process to discover the sources of manpower to meet the
requirements 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"
 
According to Frank Thompson, "The strong performance in the resourcing division was primarily a
result of the recruitment business, which is growing the business in a more positive economic
environment and has been working hard to improve the efficiency and effectiveness of its operations"
• Principles of Recruitment
Various principles of recruitment are as follows
• Principle of Fairness: Candidates should be recruited on merit on the basis of fair
and open competition Prospective applicants shall be given equal and reasonable
access to adequate information about the Job and its requirement and about the
recruitment process and all applicants should be considered equally merit at each
stage of the recruitment process based on consistent criteria relevant to the job and
applied consistently to all candidates It should be reliable, objective and guard
against bias. Recruitment should made as the basis of qualifications and
competence
• Principle of Open Public Process : Recruitment should be open to all members of
the community irrespective of their caste, creed, colour, sex, religion, language,
civil status, opinion, etc. All applicants in the appropriate human resources marker
should have equal access vacancies .Both external and internal applicants should be
able to participate in the recruitment
• Principle of Wide Announcement : Recruitment should be announced and
advertised as widely as Possible so that all interested candidates may apply for
appropriate consideration in the recruitment process.
• Principle of Highest Professional Standards: Recruitment should be based on
ethical code of conduct m comply with the legal provisions of the country on
recruitment. It must be transparent and free of patronage favouritism or unjustified
discrimination and equity and procedural fairness should be applied making the
recruitment decisions

Principle of Documentation : Recruitment should be appropriately documented, which is
accurate and of high quality songs to ensure that candidates of the highest ability, efficiency and
integrity are likely to be recruited. Documents should also specify the role and appropriate skills
and behaviour required to fulfill job roles. Principles of equity and procedural fitness should apply
in making and reviewing decisions and action affecting recruitment
• Principle of Commitment :Recruitment should clearly indicate what is required from the
candidates in terms of competencies, ie, knowledge, skills and behaviours. Recruitment should
result in having some sort of general commitment on either side.
•Principle of Open-Mindedness: Recruitment should not depend on people having any prior
attitudes opposed to the flow of the organisation
• Principle of Network Recruitment : Recruitment must be a mechanistic process, but should be
based on the idea that is person-to-person phenomenon.
•Principle of Dense Origins: Recruitment should not be primarily guided on the basis of very
strong penalties of the organizational stakeholders. Recruitment practices should be aimed at
quality searching to achieve organisational objective
• Principle of Impartiality: The recruitment must be such that the fair selection may be assured
only the be capable candidates must be selected on the basis of merit
• Principle of flexibility: The recruitment process must be flexible so that necessary changes may
be incorporated as per the needs of the organisation
•  
• Factors Affecting Recruitment
External factors: External factors or forces are those letters which cannot be controlled by the
organisation. Various external factors which have their impact on recruitment are as follows
• Nature of Competition for Human Resources: Nature of competition for human resources
determines the organisational approach towards its recruitment programme to a great extent. In
India, there is abundant supply of unskilled workers which far exceeds their demand, but here is
battle among organisations for certain other categories of personnel such as managerial talents
both fresh and experienced, computer software professionals, etc.
• Legal Factors: There are various legal provisions, which affect the recruitment policy of an
organisation. Various Acts which provide the restrictions to free recruitment are Child Labour
(Prohibition and Regulation) Act 1986. and Employment Exchange (Compulsory Notification of
Vacancies) Act 1959
•  Socio-Cultural Factors: Various socio-cultural factors affect the extent to which the
organisation can recruit certain categories of personnel for certain jobs
For example, our socio-cultural factors almost prevent the employment of women in certain
manufacturing operations such as assembly-line, operations involving physical precincts
• External Influences: There are various forces in the environment which exert pressures on the
•employing organisations. These pressures may be from the political structure in the form of
emphasis on 'sons of the soil', or pressures from the community to which the promoters of an
organisation belong, pressure from business contacts; etc
 
• Supply and Demand: The availability of manpower both within and outside the
organisation is an important determinant in the recruitment process If the company
runs a demand for more professionals and there is limited supply in the market for the
professionals demanded by the company, then the company will have to depend upon
internal sources by providing the special training and development programmes.
• Unemployment Rate: One of the factors that influence the availability of applicants
is the growth of the economy. When the company is not creating new jobs, there is
often oversupply of qualified labour which in turn leads to unemployment
• Labour Market: Employment conditions in the community where the organisation
is located will influence the recruiting efforts of the organisation. If there is surplus of
manpower at the time of recruitment, even informal attempts at the time of recruiting
like notice boards display of the requisition or announcement in the meeting etc. will
attract more than enough applicants.
• Growth and Expansion of Organisation: Organisation will employ or think of
employing more personnel if it is expanding its operations.
 
Internal Factors: The internal factors or forces are the factors that can be controlled by the
organisation.
• There are various internal factors in the organisation which affect the recruitment programme.
These factors are as follows:
• Organisational Image: Organisational image, as perceived by the prospective candidates, is an
important factor for attracting personnel for selection. 
• Size of Organisation: Size of an organisation is another factor which determines the degree of
attractiveness to the prospective candidates. A small organisation cannot have the same
recruitment practices which a large organisation may have , it may not be able to attract highly
talented personnel .
• Type of Personnel to be Recruited: Recruitment programme and identification of sources for
prospective candidates depend on the type of personnel to be recruited.
• Past Practices: Past practices relating to recruitment adopted by an organisation have their
impact on the future practices.
• Human Resource Planning: Effective human resource planning helps in determining the
number of employees to be recruited and what qualification they must possess .
• Recruitment Policy: The recruitment policy of an organisation specifics the objectives of
recruitment and provides a framework for implementation of recruitment programme.
• Cost: Recruitment incur cost to the employer, therefore, organisations try to employ that source
of recruitment which will bear a lower cost of recruitment to the organisation for each candidate.
 Strategic choices in recruitment

• Outsourcing
• Automatin
• Leasing
• Contracting
Outsourcing
Outsourcing is contracting with another company or person to do a particular function. Almost
every organisation outsource in some way. Typically, the function being outsourced is considered
non-core to the business. For example, an insurance company might outsource some operations
to firms that specialize in those types of work since they are not related to insurance or strategic
to the business. The outside firms that are providing the outsourcing services are third-party
providers, or as they are more commonly called, service providers.

HR outsourcing is a contemporary issue of HRM. It is the delegation of a human resources

process or processes to an external HR provider that specialises in this services. This provider
takes charge of managing and administering the outsourced services for its client In other words,
human resources outsourcing is when a company gets an outside party to perform some or all of
their HR function. Outsourcing can be used for a number of different HR related activities.

The past decade has seen a significant growth in organisational re-structuring and, in particular,
the use of outsourcing in both public and private sectors. The resulting fragmentation has
created a complex set of challenges for existing employment relations framework and the
management of workplace relations in the future. Fundamentally, outsourcing gives
management an important advantage over the union at the workplace
level, since it means taking the work outside the area of union influence, be it in another
company.
Reasons for Outsourcing
The key factors which have led to a growing trend of outsourcing are
1) Increased Profit and Productivity: Businesses that do everything in-house tend to have
much higher operating expenses. The cost structure and economy of scale from an HR
Outsourcing vendor can give business the competitive edge it needs.

2) Reduced Labour Costs: Hiring employees and training them for a number of different
projects can be costly and time-consuming. HR Outsourcing allows placing the resources where
they are needed most.

3) Reduced Risks and Liabilities: Competition, increasing government regulations, and

financial conditions are constantly changing. With these changes comes a certain amount of risk
for the business owner which can be reduced by outsourcing.

4) Get "Big Company Benefits: Most small businesses cannot afford to match the in-house
support services that bigger companies maintain. Outsourcing helps business by facilitating
access to the same quality of efficiencies and expertise.
Advantages of Outsourcing
1)Provides Better-Quality People: An outsourcing firm can provide better
quality people and the most current practices and information pertaining to an activity or task.
Because the HR activity is the core mission of the outsourcing firm, it can specialise in doing it
very well, For example, a firm that specialises in training employees on the use of word
processing software is likely to be able to train employees to use the most recent upgrades on
the software that contains the newest features and applications.
2) Increase Employee Morale: Outsourcing specific activities and employees that do not fit
with company culture may be useful to preserve a strong culture or employee morale. An
example of this would be outsourcing the benefits administration activity at a law firm,
where the law firm culture is shared by people who are trained as attorneys.

3)Risk Management: Human resources outsourcing firms help businesses minimise risk.
Employment and labour laws change regularly, and it can be difficult for employers to
remain up-to-date on regulations that affect the workplace. Outsourcing firms employ HR
professionals whose purpose is to stay abreast on a variety of federal and state employment
laws. HR staff helps businesses comply with these laws to avoid costly lawsuits brought on
by employees. HR firms also maintain and audit company policies and practices to ensure
the organisation and its employee's best interests remain protected.

4) Cost Savings: Outsourcing helps reduce the cost of maintaining non revenue generating
back-office expenses. A fully functional human resources department requires additional
office space and highly trained and experienced HR staff. Many small businesses find it more
cost-effective to outsource HR functions rather than expand to a larger location to meet the
space needs of another department. Furthermore,outsourcing costs are variable and can be
reduced when business needs warrant.
Disadvantages of Outsourcing
Various disadvantages of HR outsourcing are as follows:
1)Loss of Control: Deploying an HR activity to an outsourcing firm may lead to losing control
of a important activity, which can be a costly prohicm For example, by outsourcing employees
recruiting to an external recruiting firm, the client company may experience missed deadlines
on time-sensitive projects if the recruiting firm has other more important clients to serve.
2) Results in Loss of Opportunity to Gain Knowledge: Outsourcing an HR activity may result
in losing the opportunity to gain knowledge and information that could benefit other
company processes and activities. For example. outsourcing executive mining and
development to a company that provides a standardised training package can result in a lost
opportunity to learn about the unique aspects of a firm‘s way shipping. leadership with
respect to its own culture.

3) Information Leaks: Outsourcing human resources functions may lead to the release of
sensitive company information. Often, for an outsourced company to provide adequate
service, some sensitive information about the company's organisational structure, product
information or other inner workings is necessary for the vendor to perform unhindered.
Whether deliberate or not, when providing an outside company with sensitive information.
there is always a possibility for an information leak. ‘

4) Company Reputation: HR outsourcing typically results in layoffs, which can in turn lead to
domestic. unemployment rates rising. Such actions are likely to lead to highl evels of
dissatisfaction among remaining staff. It could also make It more difficult for a bussiness to
recruit staff In the future due to concerns over job security.
 Automating
The number of employees working In various industries has drastically reduced over the last
30years as there work has been replaced with new technology. The lastest indrustrial revolution
is the offices where computer development has rapidly changed face of communications and
information processing. Although seldom possible to replace one employee through
mechanisation, the arrival of a vacancy can present the opportunity for a re-think of the work
structure.
In order to save both time and money, many companies are moving to automatic recruitment
process. The drive for such automation is that companies need to identify and hire the best
talent, quickly and cost effectively. These solutions help companies by managing applicant flow
and selection, managing applicant volumes by screening and selecting the best candidates using
a variety of search analysis and interactive methods and thus, reduces hiring time and cost per
hire. It has been that if company’s recruit-to-hire cycle time for skilled positions are too high
(say,6-8 weeks), there is a strong chance that some of the best candidates are being lost to
competitors. Recruitment automation helps in reducing the cost and time of hiring by:
• Completely electronic recruitment process eliminating all paper documents.
• Using internet to attract candidates (company website, job portal etc)
• Automating all record-keeping (digital records of candidate’s profile,certificates etc)
• Better collaboration between recruiters and hiring managers so that managers can optimise
their time by focusing on best candidates only.
Disadvantages of employee leasing are as follows
1) Line of Control: Site workers are employed by the leasing provider. Client Company will lose control over
certain employment functions. To be clear, Client Company is still the ultimate authority at its workplace
and it continues to control how its employees function on the job. But in areas like hiring andfiring, it will
have less authority If a leased employee is not working out they may not be fired, but simply transferred to
a different client's worksite.
2) Lack of Communication: Employee leasing providers add another level of bureaucracy to the
employment experience. When employees have questions about payroll, benefits, or any other HR related
function, they will communicate directly with the leasing provider. That is not a problem unless their
problem is related to
an issue that fits both Client Company and the leasing company. For example, if there is a dispute aboutthe
number of hours that have been worked or job performance, communication can become a challenge
because Client Company is dealing with a three-party communication model.

3) Commitment issues: An employer of Client Company who is accustomed to develop a long-term

relationship with his workers or if he feels that it is important to make long-term investments in his
employees, employee leasing may not be suitable for such Client Company. Many employee leasing
arrangements do result in long-term work assignment. However, others are more temporary in nature.
making it difficult for Client Company to conduct meaningful employee development initiatives.

4) Dependency on Leasing Firm: A poorly managed leasing firm may mishandle payroll and benefits or may
go out of business, leaving the client with its obligations. The employer may also be legally liable for
theactions or inactions of the leasing firm. For example, if the leasing firm fails to comply with regulations,
iti may be the employer who bears ultimate responsibility. Also, the employer is ceding control of its
workforce to a third party who may or may not do things the way the employer would. Employee relations
may suffer during the transition to leasing.
5 Reduced Motivation: Lack of a close tie between pay and performance and the temporary nature of
employment may reduce performance motivation.
Advantages of Automating
 Recruitment automation provides consistency and transparency by streamlining
and refining the lifecycle of recruitment.
 It enables decentralised execution of tasks among thousands of users while
sustaining high quality because central control over the standards and overall
process is maintained.
 Automation of the recruiting process enables organisations to build pre-qualified
pools of potential new hires that can be tapped into the instant a vacancy arises.
 This ensures that the business objectives are aligned with the right resources to
achieve a competitive edge.
 Automation of recruitment process makes the tedious task of hiring, easy for
recruiters. Resource data mine provides consistency and transparency by
streamlining and automating every step of the recruitment.
Disadvantages of Automating
 The selectors cannot be certain who has actually completed the form.
 Only those with access to a computer and the internet can apply.
 Automatic scoring may lead to flawed decisions.
 While automated recruiting saves time, it adds more work for potential
respondents.
 They may be pressure
Advantages of Employee Leasing
Advantages of employee leasing to both employers
and employees are as follows:
1) Benefits to Employers: The benefits for employers
include: Access to professionals with expertise in human resources, payroll, risk management,
and employer benefits.
 Assistance with labour law compliance.
 Professional claims management
 Reduced and controlled administrative costs
 Professionally written employee handbooks, policies, and procedures.
 Relief from some employment-related liabilities
 Reduced workers' compensation costs resulting from improved workplace safety

2) Benefits to Employees: Employees may also benefit from leasing in several ways
Access to benefits that might not have otherwise been available, such as 401(k) plans, cafeteria
plans,insurance, and credit union membership
 Timely and accurate paycheck.
 Improved communication among and between employees.
 Employees who move from one leasing client to another do not lose eligibility for benefits.
 Efficient and timely claims processing
 Assistance with employment-related issues
EMPLOYEE LEASING
Employee leasing is a similar to the process of hiring temporary workers, but the key
difference is permanent. Employee leasing involves an arrangement whereby
workers, who are paid as employees of one business entity known as a leasing firm,
are furnished to another entity known as a customer or client firm for a fee that
based upon the wages paid to the workers. In otherwords, employee leasing involves
paying a fee to a leasing company that handles payroll employee benefits and
routine HR functions for the client company.

Employee leasing may involve temporary or permanent and full time or part-time
employees. One reason for the existence of employee leasing is the elimination of
payroll and payroll-related processing and record-keeping functions within the
customer firm. Although many or most employee leasing arrangement are
legitimate they have been used as methods for improper or even illegal avoidance of
taxes and insurance premiums.
Contracting
When faced with an increased demand for its goods and services. an organisation may
decide against expanding its workforce end opt to contract work to another company. This
alternative becomes particularly attractive when the increased demand is expected to be to
be short run in nature. Even in the long run, though,
Contracting can be benefical as a means of avoiding increases in a company’s
employment level.
Contracting is an agreement whereby the contractor undertakes to complete a piece of
workor perform a service for the commissioning party,organizing his or her own resources
and managing the work at his or her own risk, in return for a financial payment. In contract
recruiting, the company needs to employ a candidate, or several candidates, hires a contract
recruiter who physically works on-site as the human resource department or as an extension
to it. Contract recruiters are usually compensated on an hourly or monthly basis with no
other fee paid. It is generally more cost-effective than establishing in-house recruitment
teams for small businesses, delivers improved and more consistent service, and results in
long-term
placements. The approach is simple and straigh tforward the contract recruiter is contacted
by the hiring company to fill a position or number of positions. It is a very accurate solution
to a very specific requirement. Contract recruiting comes with enormous
flexibility.Organisations can start with contract recruiting, particularly for one-off vacancies,
but can expand the service once they need to hire more staff.
The advantages of Contracting are as follows:

1) Flexibility: Recruiting contractors offer employers flexibility from the labour market and
gives them immediate control of how they manage change and staffing peaks across their
business. Recruiting contractors is inevitably driven by pressure, on headcount,time, resources
or workload, for the majority of employers it is unlikely company will be able to preempt
these interim requirements. Contractors therefore offer companies the chance to react to
changes in their market or at a more personal level, changes in their business, quickly and
efficiently and for as long as the need exists.
Knowledge Transfer: A successful contractor will most likely have broader and enhanced skills
and experiences, gained from working within similar or likeminded organisations and will
bring these to their new role. They will have the technical skills required to do a job but will be
able to draw on proven best practice from previous experiences to add value and
understanding to what works and what does not. This will Improve their efficiency and
effectiveness within the project/assignment.

3) Money Saving: The hiring process, training and benefits associated with hiring full-time
employees can cost well into the thousands of dollars. Many small businesses do not have the
resources to go through this process when in need of workers for a critical but finite project.
Hiring contract labour also saves money in the form of payroll taxes, as the independent
contractor is responsible for paying his own payroll taxes to the IRS
4)Specialized or Seasonal Help: Companies needing a specialized skill set for a finite or
indefinite may not wish to take the time to train new or current employees. They can hire
contract labourers already experienced in the necessary competencies. These independent
contractors can get the project off running, supervise permanent employees who posses
only the minimal skills necessary, set-up plans and fulfill all project needs in an expedited
manner. Some companies need extra workers on a season basis only, such as a store
specializing in Christmas decorations or a tax preparation office. This businesses can hire
contract labor for the duration of the event and separate easily afterwards. This knows the
business from having to keep up with additional payroll responsibilities during off-seasons.

5) Employee Satisfaction: Another advantage for hiring contract labor involves the ease of
separation. The independent contractor does not fit in well with the
company culture or is not performing to the satisfaction of the employer, the hiring
manager can terminate the relationship with little or no paperwork.T ermination a full-time,
permanent employee involves cessation of benefits and sometimes an exit interview or
human resource requirements.

6 Lower Exposure to Legal Action: Permanent employees, whether full or part-time, have
numerous right and protection under federal and state laws. Many of these laws do not
apply to independent contractor For example, contract labourers do not have the right to
overtime pay, form a labour union, take time for asick family member or to spend time with
a new baby.
Disadvantages of Contracting
The disadvantages of contracting are as follows:
1 Dissatisfaction towards Customers: The disadvantage is whenever the employer hires
contract employees for position entailing direct contact with customers, or position of
trust, there is atendency them to express their dissatisfaction to customers because of the
impression that they have critical contributions to the company.

2 Lack of Cooperation: Since other employees will know that contract workers are only
there for a specific amount of time, they may not invite them into their "inner circle or
share as much information with them.

3 Less Financial Security: As a contactor-to-hire employee, employer does not provide

benefits, nor are they required to pay severance if the contract ends without a permanent
offer.

4 Less Invested: While on contract, employee may feel less invested in the company, or
employer may invest less in their professional development.

5 One Could End-Up Back at Square One: As with any 'try before you buy scenario, it
might not work out. If employer decides after the contract period that it is not a goof fit,
employee will need to search for new job.
 Internal Recruitment
Many organisations have recognised that careful management of their existing employee
busy be cost in wrong effective way to fill upper-level managerial and professional
vacancies The business may the choose to take this course of action, as managers may
believe that they already have employees working for the organisation with the right skills
for the job. Those employees will already have adopted the ways in which business the
operates and may have already undergone training and development programmes.
Internal recruitment provides opportunities for Better deployment and utilisation of
existing human resources.

For internal recruitment to work, organisations need to be proactive and incorporate

strategic planning to their human resources practices. Organisations need to track the
Knowledge, Skills Abilities, and Other Characteristics (KSAOCs) needed for the various jobs
within the organisation. Employees who possess those needed skills, whether they are
administrative, managerial, or technological, should be identified HRM departments and
department managers should work together and make workforce projections based on the
present level of employee skills. They should review transfers, retirements, promotions,
and termination patterns. They should do succession planning, whereby individuals are
identified who might fill positions when an incumbent leaves. This requires keeping track
of and updating the records of each employee's KSAOCs and the demands required of
each position.
 Meaning and Definition of Internal Recruitment
Internal recruitment is defined as the practice of filling vacancies in the organisation from
the within the existing pool of candidates. In other words, existing employees are either
encouraged to apply or are selected for a vacancy that has arisen for whatever reason.
Internal sources of recruitment are readily available to an organisation. It includes those
who are already on the pay-roll of the organisation and those who served the organisation
in the past (but quit voluntary or due to retrenchment) and would like to return if the
organisation likes to re-employ, It is applicable to jobs above the entry level

According to The Department for Business and Innovations of UK, "Internal recruitment
means that a job
vacay is filled from within the business; an existing employee rather than employing
externally“

Significance/Advantages of Internal Recruitment

Significance/advantages of internal recruitment are as follows:
1.Familiarity: The organisation and its employees are familiar to each other. The
organisation knows ability and skills of the likely candidates since they are insiders. Internal
candidates are already family with the company's culture, policies and
procedures. For example, this might manifest itself meetings are conducted, projects are
organised or the use of consensus building in the decision process.
2.letter Utilisation of Internal Talent: Reliance on internal recruitment enables the enterprise
to make the best use of capabilities of its employees. For example, some employees may be
so talented that they deserve, promotion, or some may do better on transfer to other jobs.
3. Economic: The cost of recruiting internal employees ts minimal. The enterprise need not
incur any expenditure on informing and inducing its employees to apply Internal recruiting
has a lower cost to the company than looking outside the company. To advertise a job to the
existing staff, the human resources department only needs to post the job on a company
bulletin board and circulate the opening on the company intranct. Recruiting external
candidates requires the cost of advertising in external media such as newspapers, magazines
and websites. There is also the cost of the human resources professional screen candidates
and the departmental manager's time to do initial interviews
4. Boosts Morale: When organisation promotes internal candidate, there is a positive effect
on staff morale Employees feel that the company rewards hard work by offering an
opportunity to take on new responsibilities or move to a department in which an employee
has an interest. Internal recruiting also can inspire employees to perform at peak
productivity. When the reward is an opportunity to move into a better position, the staff will
work hard to maintain a high level of productivity
5) Time Saving: When qualified candidates exist internally, recruiting candidates internally
can decrease the time it takes to fill a position. This is particularly useful in a tight job market,
when the number of external candidates applying for a given job opening can become
astronomical. In such cases, selecting training qualified internal candidates may be efficient.
6.Reduced Turnover: The turnover of valuable employees is reduced through internal
placement. Here, star employees within the company can be re-assigned to an area
within the organisation where the need is greater. This increases employee retention and
morale by encouraging employees to seek out career growth and development
opportunities within a firm.
7. Provides Accurate Performance Assessment: An internal candidate has developed a
track record of performance during employment that provides the most accurate
assessment of her on the job professional skills and experience. If formal performance
reviews are conducted by the company, this employee performance and goal setting
information will give valuable insight to recruiters when assessing internal candidates.
Disadvantages of Internal Recruitment
Disadvantages of internal recruitment are as follows
Restricted Choice: Internal recruitment restricts the options and freedom for the
enterprise in choosing the most suitable candidates for the vacancies It has a narrow
base. The enterprise may have to compromise on quality of its choice of candidates.
2) Absence of Competition: In the absence of competition from qualified candidates
from outside, employees are likely to expect automatic promotion by seniority. Thus,
they may lose the drive for proving their worth.
3) Conflict: There may be chance of conflict and infighting among those employees who
aspire for promotion to the available vacancies. Those who are not promoted are
unhappy and their efficiency may decline.
4) Favouritism: internal candidates have their godfathers' in the company who fight for
advancement even though the employee is average. Another side is the camps that
develop by 'warring departments and senior executives that do not allow the meritorious
to progress. Such politics can be counter productive to the organisation.

5) Restricted Innovative Ideas: When new positions open within the company, managers
have the opportunity to bring in new candidates who offer a different point of view from
the existing staff. Internal recruitment involves working with the same set of ideas that
organisation had when the process started. Internal recruiting has a way of limiting the
flow of new ideas into company that can help to spur growth and development.

6) Create Competitive Atmosphere: Internal recruitment can offer incentive for

employees to perform well, but it also can create an atmosphere of competition that can
be counterproductive. Employees may feel pressured to compete with each other to be
considered for a position during an internal recruitment process, And this can create
conflict While the potential is there to improve morale with internal recruitment, it
Columbia other way and help to lower morale because employees become focused on
competing for jobs rather trying to become proficient at their current positions.
External Recruitment
In external recruiting, an organisation decides to pursue recruits from the outside when
it concludes that no qualified people inside are available. That is, when specification of
the openings available and the KSAOs required fails to yield a match among job
incumbents, then a search begins for an appropriate recruit.

In external recruiting, the organisation is trying to sell itself to potential applicants so

anry principles from marketing are applied to improve recruiting yields. The objective of
the external recruitment process is to Identify and attract job applicants from outside the
organisation.

Organisations need to develop a recruitment strategy for recruiting externally. Decisions

need to be made about when and where to look for qualified applicants, and action
needs to be taken. In some organisations, vacancies are posted but there is no
recruitment plan, which is necessary in a competitive job environment. Organisations
need to anticipate their future needs and actively and creatively promote the
opportunities available in their organisations.
Meaning and Definition of External Recruitment
An external recruitment means filling vacancies from outside the organisation, Entry level jobs
are usually filled by new entrants from outside, In the following circumstances organisations
may resort to outside sources- when suitably qualified people are not available, when the
organisation feels it is necessary to injection blood into it for fresh ideas, initiatives, etc., when
it is diversifying into new avenues, and when it is merging with another organisation. The
external
recruitment can be in many situations quicker solutions, mainly in the situation, when the job
market is full of potential job candidates. Many business tend to use external sources of
Recruitment.

According to The Community for Human Resource Management, "External recruitment can be
defined as
Sources of recruitment that are found outside the employment“
Significance/Advantages of External Recruitment
1) Wide Choice: The organisation has the freedom to select candidates from a large pool.
Persons with requisite qualifications could be picked up.

2) Arrival of Fresh Talent: People with special skills and knowledge could be nice to its up the
existing employees and pave the way for innovative ways of working. Industry experience,
specialized knowledge
or skills are the benefits that fresh talent can bring into the organisation.
3)Motivational Force: It helps in motivating internal employees to work hard and compete
with external candidates while seeking career growth. Such a competitive atmosphere would
help an employee to work to the best of his abilities.

4) Stimulates Innovation: Bringing in new members to the organization from the outside often
promotes new ideas. Depending on the organisational goals, management may be looking for
Crest perspectives.Sometimes when people work in an environment for too long it is harder to
see things in different lights,hiring externally can help jump start innovation. This innovation
could be for solutions to existing problems or to share new ideas to foster things such as
growth, productivity and profitability. Often when people work together for a long time, group
think can occur and hiring an external person can help break the negative effects of group
think and kick start advancement.

5) Long-Term Benefits: Talented people could join the ranks, new ideas could tind meaningful
expression, a competitive atmosphere would compel people to give out their best and earn
rewards, etc.

Disadvantages of External Recruitment

Disadvantages of external recruitment are as follows:
1.Expensive: The downside of hiring externally is cost. Hiring costs could go up substantially.
Tapping numerous sources of recruitment is not an easy task either. It is very expensive to
advertise, recruit interview and hire people who are not already a part of an organisation.
2.Time-consuming: it takes time to advertise, screen, to test and select suitable employees.
Where suitable ones are not available, the process has to be repeated. There is lead time
require to get an external candidate onboard from time the vacancy is announced to the time
the persons joins. It takes on an average two month. Most of the time is taken by the notice
period that new employees have to serve with his/her present company While the average
notice period is one month, senior appointments may require as much as three months notice
period.

3.Demotivating : existing employees who have put in considerable service may resist the
process of filing up vacancies from outside. The feeling that their services have not been
recognized by the organization, forces them to work with less enthusiasm and motivation.
Uncertain person- organization fit: there is no guarantee that the organization ultimately will be
able to hire the services of suitable candidates. It may end up hiring someone who does not
"fit" and who maynot be able to adjust in the new set-up.

4.Lack of employee loyalty: employee loyalty is also something to consider. New external hires
may not develop the same sense of company loyalty which current employees have because of
current trends of job hopping to the highest bidder.

5.May lead to turnover: in addition long time employees may begin to feel resentful to not be
considered for new positions, which could result in additional potential high turnover.
Clash between new and old employees: there is a bound to be clash between new and old ways
of doing things when an external candidate brings in new ways of doing things.
INTERNAL SOURCE

E-MAILS
Another common technique of internal recruitment is an e-mail in which an e-mail message
is sent to all the employees. This technique is simple, but has several disadvantages. The
employees are confused about the number of e-mails they receive and have to handle with.
This e-mail is another one and most of the employees are not interested in such kind of
information. They would rather not receive any e-mail from the HRM function. The c-mail
cannot be specifically focused on the target group of employees and the overloaded
employees can easily miss the right position for them.
COMPANY WEBSITE
Despite the popularity of job boards and association job sites, many employees have learned-
that their own websites can be most effective and efficient when recruiting candidates. The
most successful of these websites are created by highly prominent firms and the extensive
actions to guide job seekers to their firm .
Employers include employment and career information on their websites under headings such
as "Employment or "Careers“. This is the place where recruiting( both internal and external)
is often conducted. On many of these sites, job seekers are encouraged to e-mail resumes or
complete online applications.
It is important for the recruiting and employment portion of an employer website to
be seen as part of the marketing efforts of the firm. The formatting of the
employment section of an organizational website must be shaped to market jobs
and organizational careers effectively.
A company website should market the employer by outlining information on the
organization, including its products and services, organizational and industry
growth potential, and organizational operations. The attractiveness, usability, and
formatting of employer's website can affect job seekers' view of the organization
positively or negatively.
JOB POSTING

Job posting is an internal method of recruitment in which notice of available

jobs are posted in central location throughout the organization and employees
are given a special length of time to apply for the available jobs. In the posting
involved title more then use of bulletin boards and company publications, for
advertising job openings. Today, however, job posting has become one of the
more innovative recruiting techniques being used by organizations. many
organizations now see job posting as an integrated componet of an effective
career management system.
A job posting system is each employee an opportunity to move better ob within
the organization Without some sort of job posting and bidding it is difficult to
find out what jobs are open elsewhere in the organization . The organization
can notify employees of all job vacancies by posting noties, circulating
publication, or in same other way inviting employees to apply for jobs
 The most common method employees use to notify employees of
openings is to post notices on bulletin boards in locations such as
employee lounges, cafeterias, and near elevators.
Job posting and bidding system can be ineffective if handled
improperly. Once a job is posted internally the organization must
allow a reasonable period of time for existing employees to check
notices of available jobs before it considers external applications,
when employees bids are turned down ,they should have discussions
with the supervisor or in the HRM area regarding KSAs they need
in order to improve there opportunities in the future.
Employee Referrals
Before going outside to recruit, many organizations ask present
employees to encourage friends or relatives to apply. This is known
as employee referral. It is a reliable source of people to fill
vacancies. Employees can acquaint potential applicants with the
advantages of a job with the organization, furnish letter of
introduction, and encourage them to apply.
These are external applicants recruited using an internal
information source.
Informal communications among managers can lead to the
discovery that the best candidate for a job is already working in a
different part of the organization. In some cases, referrals are
made through "support networks. "established by certain groups
of employees - in recent years women's groups have had a
noticeable influence in this area. Employee referrals do appear to
have universal application.
Employers commonly use employee referral programmers, in
which it compensates current employees for recommending new
hires, usually after the new hires have completed a probationary
period. Although employee referral programmers provide a way
for employers to quickly fill open positions, this strategy may
pose several disadvantages.
EXTERNAL SOURCES
Walk-ins, Write-ins and Talk-ins
The most common and least expensive approach for candidates is
direct applications, in which job seekers submit unsolicited
application letters or resumes. Direct applications can also provide
a pool of potential employees to meet future needs. From
employees’ viewpoint, walk-ins are preferable as they are free
from the hassles associated with other methods of recruitment.
While direct applications are particularly effective in filling entry-
level and unskilled vacancies, some companies compile pools of
potential employees from direct applications for skilled positions.
Write-ins are those who send written enquiries. These job seekers
are asked to complete application forms for further processing.
Talk-ins are becoming popular nowadays. Job aspirants are
required to meet the recruiter (on an appropriated date) for detailed
talks. No application is required to be submitted to the recruiter.
Campus Recruitment Campus
recruitment is widely used by large and medium-sized
organizations that need highly educated entry-level employees.
Most colleges and universities maintain placement offices in
which employees and applicants can meet. If the HRM department
uses campus recruiting, it should take steps to ensure that
recruiters are knowledgeable concerning the organization and the
jobs to be filled and that they understand and use effect
interviewing skills. This is especially important, since recruiters
themselves are often a main problem in on campus recruiting
because they are sometimes ineffective or worse, are unprepared,
show little interest in the candidate, and act superior. Many
recruiters also do not effectively screen their student candidates.
Such concerns underscore the need to train recruiters before
sending them to the campus.
Job fairs:
• A job fair is an event usually organised by a third party recruitment consultant at a
neutral venue like a school br college auditorium. More and more companies are saving
time and effort by participating in fairs, as they can put up a stall and meet multiple
candidates on the same day. This medium is popular with companies in the BPO, retail,
hospitality and banking sectors. It is a great way for employers to show themselves off
and attract a pool of candidates in one setting - not only for immediate openings but also
for future openings. It is like gaining customer leads from a trade show.
• People who go to job fairs come in all sizes shapes, degree, experience, talents and skills.
Generally they fail into one of two categories-job seekers and curiosity seekers job
seekers may be recent college graduates out looking for their first professional job They
may be re entry workers, people out of the workforce for a while, looking to get back in
such as housewives, househusband or medically disabled individuals now recovered.
they may also be recently out of the military looking join the civilian work force.
• job sackers are also people out of work. the stigma many employers attach to people who
are unemployed is outdated and can cause good candidates to be overlooked. todays
unemployed person is often a lay off victim due to corporate mergers or acquisitions or is
a person who has taken the risk and voluntarily left a job to seek a better opportunity.
• The curiosity seekers attracted to job fairs, generally , are people who have jobs but want
to see what opportunities are out in the market. Some may want to change jobs, others
may want to change carriers. No other forum brings dozens of employers together like
the job fair for the potential candidate to seek out and explore all at once
Conducting a job fair :
At a job fair, job seekers and an array of prospective employers get to meet under one roof employers find
them attractive because the fairs cam save them money on recruiting costs and marketing . Conducting a job
fair is not difficult.it is simply a matter identifying what you want to accomplish with the fair and taking
action to accomplish those goals. Following steps can be taken into consideration for conducting job fair.
• Step1 Contact your local city hall to determine whether special event permit is needed for your job fair. If
permit is required, the city hall representative will provide you with the protocol for receiving your
permit.
• Step 2: Decide if you want your job fair to focus on certain niche. For example, you can host a customer
service job fair that features only jobs that are customer service oriented. You may decide to host
information technology for featuring jobs keyed to that industry.
• Step 3 :Create a budget for your job fair By doing so, you know exactly how much you are willing and
able Invest. The budget should cover all expenses, including the tables booths, chairs, name tags, pens,
clipboards and more.
• Step 4:Seek sponsors to help you meet your budget. When seeking sponsors, let the Sponsor know the
exact amount of money you need and how his company will benefit from sponsorship For example, he
could receive relatively easy exposure to a range of job-seeker.
• Step 5: Locate a venue The size of the venue depends upon the side of your job fair. Hotel ballrooms,
liberary meeting rooms and even halls are good locations to hold a fair. Choose a location that is easily
accessible job seeker. it is good idea to hold the event at a location that has easy access to public
transportation.
• Step 6: Reach out to local businesses and corporations to let the hiring managers know about your fair. if
you have a nice job fair, reach out only to employers in that niche. For example, if you are holding a
customer service job fair, reach out to call center's restaurants and retail stores. Ask the hiring manager. if
she would to set up a booth at the fair to advertise her company and job opportunities to local job-seekers
• Step 7: Market your job fair to draw attendees. One way to do this
is by sending press release to local media, including TV news
stations, radio stations and newspaper editors Include key details
in the release such as the name of the company hosting the fair
along with the date, time and location It is okay to mention names
of a few of the companies that will be present at the fair.
• Step 8: Promote the job fair on social media, including Facebook
and Twitter Pass out flies at the local unemployment office,
shelters and churches Create an online website to provide a
detailed break down of the Companies that are attending the fair.
Take advantage of free public service announcements on TV and
radio.
• Step 9: Recruit volunteers for the day of the fair. Volunteers can
help greet job fair guests and accommodate the needs and requests
of the employers. Volunteers can also show an employer where
his assigned booth or table is located.
Employment exchanges:
Employment exchanges are set-up by the government in almost all districts. Name and other
particulars of a jobseeker are recorded in the employment register. Under this system,
personnel managers forward information regarding vacant jobs to the concerned employment
exchange. Employment officer, in turn forwards the names of applicants with requisite
qualifications, from among those entered in his register, to the organization. Manager of the
organisation interview them and makes selection as per his requirement. This method of
recruitment is mostly followed to select typists, clerks, peons, etc.
consultancies:
A consultant performs the recruiting function on behalf of a client organisation by charging a
specified fee In India, the prominent consultancy firms are ABC Consultants, Omam
Consultants, Cooper and Lybrand PricewaterhouseCoopers Noble & Hewitt, ARG Personnel
Network (P) Ltd, etc, who work on fees ranging from 15 to 20% The smaller one charge from
8.33% to 12% But due to limitations of high cost, ineffective performance and confidential
nature, many organizations do not depend on this source.
Recruitment consultants advertise, interview and produce a shortlist They provide expertise
and reduce workload. The organisation can be anonymous if it wishes . Most recruitment
consultants charge a fee based on a percent of the basic salary for the job, usually ranging
from 15 to 20 percent.
When choosing a recruitment consultant check their reputation and expertise, compare fees
and meet the person who will work on the assignment to assess his or her quality. To use the
effectively:
• 1) Agree terms of reference
• 2) Brief them on the organisation, where the job fits in, why the appointment is to be made, the
terms and conditions and any special requirements
• 3) Give them every assistance in defining the job and the person specification-they will do much
better if they have comprehensive knowledge of what is required and what type of person is
most likely to fit into the organisation well.
• 4 Check carefully the proposed programme and the draft text of the advertisement
• 5) Clarify the arrangements for interviewing and shortlisting
• 6) Clarify the basis upon which fees and expenses will be charged
• 7 Ensure that arrangements are made to deal directly with the consultant who will handle the
assignment.
• Procedure of Recruitment through Consultant:
The procedure of recruitment through consultant is as under:
1) Job description, job specification and employee specification, together with compensation
package is provided in writing (or even verbally) to the consultant.
2) The consultant my search for prospective candidates from data bank or may advertise (in
internet, newspaper, etc.) of their own to find and attract suitable candidates. The consultant can
also resort advertisement and / head hunting if the client organisation so desires for an
additional specified fee.
3) The consultant shortlist and conducts preliminary interview of-prospective candidates and
recommend their names to the client organisation.
• Database of Professional Associations :
Professional groups have been organised for nearly every conceivable occupation-human resources,
marketing accounting, engineering, secretarial and computer Science, to name just a few. some have
national association with local affiliates, some are organized for minorities such as HRD network,
Indian society for training Development (ISTD) Association of Chartered Accountants, engineers,
etc.
Professional associations maintain complete information records or database about employed
executives. The consulting firms recommend persons of high caliber for managerial, marketing, and
production engineer posts. Many professional associations and societies offer a placement service to
members as of their benefits Listing of members seeking employment may be advertised in their
journals or publicized at their nation meetings. A placement center is usually established at national
meetings for the mutual benefits of employees and job seekers.
The society of human resource management(SHRM), for example, helps employees come together.
Mediabistro. Com is an association that allows creative people, including editors writer, television
producers, graphic designers, and book publishers, to meet personally and online to showcase their
work and hire one another for projects.

Many professional associations hold regular meetings for their members to network and discuss
issues related their field. Also, many publish a periodic newsletter that lists job openings. The cost
for the marketing oriented employer to recruit through these channels is merely the effort to
communicate your openings. The public library is usually a good place to find information on these
associations. Another good source, of course is own employees. Encourage their involvement in
these organisation for their involvement in these organisations for their benefit and yours.
 Labour Contractors:
• Recruitment may also take place through intermediaries known as labour contractors.
A labor contractors an intermediary between the principal employer and where who
engages in the recruitment and supply or wires and possibly, in the organisation and
supervision of the work. Through the contractors, workers are appointed on contract
basis, i.e for a particular time to Under conditions when these contractors leave the
organization, such people who are appointed have to also leave the concern
• Unskilled and semi-skilled labour may be recruited through labour contractors .This
source is often used for recruiting construction labour. Contractors and jobbers
maintain close links with villages and small towns Which offer an adequate and
ready supply of unskilled workers. They also bring workers to the place of work.
They are ready to supply the required number of workers on payment of commission
• The presence of an intermediary tends to break the employment relationship between
an employer and a worker and may therefore weaken the application of labour and
social legislation, in so far as the liability of the direct employer is concerned. As a
result, the terms and conditions of employment of workers recruited through or
working under a labour contractor tend to be inferior to those of directly employed
workers. In addition workers recruited by labour contractors are often vulnerable to
abuse and exploitation ranging from the charging of various commissions, the
withholding of pay and the practice of debt bondage, to the overpricing of goods and
services including food, transport and housing.
• Job portals
A portal means a web place that gives a single point of access to applications and
information. Recruitment portals or job portals are the most popular and widely used tool
by companies and recruitment to facilitate the smooth flow of recruitment process in the
competitive world. The job portal presents the employers with options to post online
questionnaires and latest news to the employees. The portal supports the employer from
listing of jobs to selecting an ideal candidate. Easy data collection and storage feature of
the portal helps in finishing the task comfortably and quickly. The employers can get
quick returns for their investment as the portal incorporates a simple and quick
recruitment method. For example, Naukri.com is India's first job portal and was
launched in 1997. It has been registering an annual growth of about 300 percent. The
portal, which started with job listings, has diversified into response management and a
resume database at prices ranging from 500 to 30 lac. With 3.5 million registered users
and 15,000 corporate clients, it has become the largest e-recruitment portal in India.
The employers post their jobs on recruitment portals category-wise with a description to
find the trained persons. The employers get quick reaction through posting their
requirements online. The developers of job portal design the database-driven web
interfaces for real-time sharing. They develop the websites for users allowing them to
retrieve accurate information. This job portal development supports the phone calls, e-
mails and other electronic communications for easy interface with the employees and
employers.
Features of Recruitment Portals
• Some of the features of our recruitment portals:
1) Job catalogue from every sector and industry;
2) Job search options (expertise, location, keyword search
remuneration, )
3) Resume services
4) Professional guidance for making resumes,
5) Job alert services
6) Job application details and interview schedules;
7) 24x7 support and assistance;
8) Multiple resume upload:
9) Help and guidance whenever required;
10) Group apply for multiple jobs
Social Networking Sites:
A new and emerging way to recruit top talent is through social networking sites. These
sites can be a valuable and cost-effective way for organisations to connect with current
employees, retired employees, and employees out on leave such as new parents out on
maternity or paternity leave. In addition to providing a way for employees to collaborate,
social sites can serve as an effective recruiting tool.

Recruiting through social networking sites or social media is also known as social
recruiting or social hiring or social media recruitment. The social recruitment is the
process of sourcing or recruiting candidates through the use of social platforms as
promotional channels by employers and recruiters. The most popular social networking
sites used for recruitment are LinkedIn, Facebook, Twitter, Google+ and so forth.
Social recruiting is categorised in two different types, viz, internet sourcing and social
distribution. Internet sourcing means searching for passive, as well as active candidates
through social media profiles, blogs and online communities. Whereas recruiting through
social distribution means using social media as a platform and network to distribute or
display job vacancies. The majority of the companies are using social recruiting to source
candidates, as well as to investigate applicants. Even all major Recruitment Process
Outsourcing (RPO)companies utilise social media recruitment for their clients' executive
research. Therefore, it is very important for job seekers to understand the techniques used
by companies for social recruiting. One can use an employer’s recruitment tactics to
his/her advantage and position themselves to be identified by the companies.
 PRINCIPAL REQUIRED
Government of Karnataka is seeking the services of a PRINCIPAL for Indian Cadet College for Girls,
Bangalore District. Applications are invited from suitable candidates, fulfilling the following criteria:
• AGE: 45 Years, Minimum
• QUALIFICATION & EXPERIENCE: M.A/M.Sc from a recognized University with at least 20 Years of
Teaching and Administrative Experience, preferably in Residential /Cadet Colleges.
OR
M.Phil with 15 Years Experience in a Cadet College
OR
Ph.D with 12 Years Experience in a Cadet College
ADDITIONAL EMOLUMENTS:
• Attractive Salary Package, Furnished Accommodation/ Transport facility for self and dependents
• The appointment would be purely on Contract basis for Two Years which will be further extendable,
subject to satisfactory performance
• Retired Army / Civil Officers already having served in Education field may also apply
• Only Shortlisted Candidates will be called for Interview No TA/DA will be admissible for Test / Interview
• Applications along with Fresh CVs and Latest Photographs are to reach at the following address by 15
AUGUST 2019

SAY NO TO
CORRUPTION
INDIAN CADET COLLEGE FOR GIRLS
 Unit 3
Selection, Background Check, Appointment
and Induction
 Selection
•Selection is the process of picking individuals with requisite qualifications and competence

to fill job in the organization.

•According to Terrie Nolinske, “Selection is the process of making a hire or no hire

decisions regarding each applicant for a job”.

Objectives
•To select suitable Candidate.

•To determine Applicant’s Capabilities.

•To place Right Candidate at Right Job.

•To Generate Information about Candidate.

•To save cost.

 Selection Process

• The selection process can be defined as the process of selection and

shortlisting of the right candidates with the necessary qualifications
and skill set to fill the vacancies in an organisation.
• The selection process varies from industry to industry, company to
company and even amongst departments of the same company.
• Every organisation creates a selection process because they have
their own requirements. Although, the main steps remain the same.
So, let’s understand in brief how the selection process works.
1. Receipt of applications: Whenever there is vacancy, it is
advertised or enquires are made from suitable sources and
applications in standard form are received from the
candidates. The applications give preliminary idea about the
candidates like age, qualifications, experience etc and also
Standard forms make the application processing very easy.
2. Screening of applications: Applications received from the
candidates are screened by the screening committee and a
short list of candidates for the interviewed is prepared.
Screening of the application is done on some specific
criterion like gender, desired age group, required experience
and qualification. In the scrutiny it is essential to take out
those applications which do not fulfill the requirements of
posts. The number of candidates to be called for interview is
five to seven times the number of vacant positions to be
filled.
3. Preliminary Interview: Preliminary interview is the first occasion when
applicants come in to contact with company. Interviews can provide rough
ideas concerning the person’s fit with the job and the organization.
Personal Background Information, Educational Attainments, PreviousWork
Experiences, Personal Details, will be cross verified. It may be conducted by
an assistant manager. Thus, it is a process of eliminating the undesirable &
unsuitable candidates depending upon information provided by candidate.

4. Employment tests: Employment tests help in matching the characteristics

of individuals with the vacant jobs so as to employ the right kind of people.
Intelligent tests, Aptitude tests, proficiency tests, personality tests, interest
tests etc. may be used for this purpose.
• a. Aptitude tests
• b. Achievement tests
• c. Situational tests
• d. Interest tests
• e. Personality tests
• f. Multidimensional Testing
5. Group Discussion:
Group of successful candidates are asked to discuss a case & the
group are reqd. to analyze, discuss, find alternatives. The selection
panel observes candidates in the area of initiating the discussion,
explaining the problem & ranks them according to their merit

6. Final Interviews: The employment tests do not provide the

complete information about the candidate. The main purpose of
interview is to find out the suitability of the candidate. In addition,
interview help to assess the capability and personality of the
applicant. For senior positions, interviews may be in several stages.
Types of Interviews
• Depth interview
• Stress interview
• Group interview
• Panel interview
7. Background investigation and medical examination:
Prior to final selection, the prospective employer normally makes an
investigation about applicants past employment, education, personal
reputation, police record etc., background investigation is the process of looking
up and compiling criminal records, commercial records and financial Records.
Medical and physical examination has three objectives:
• Whether the applicant is medically suited for the job
• It serves to protect organization against the unwarranted claims under
worksman compensation.
• Whether the applicant has health problems or psychological attitudes likely to
interfere with work efficiency or future attendance.
• A proper medical examination will ensure standards of health and physical
fitness of the employees and reduce the
• rates of accidents, labour turnover and absenteeism
 
8. Final selection: After a candidate has cleared all the procedure in the selection
procedure, the manager has to take final decision whether to select or reject
the candidate. Once he is selected he is formally appointed by issuing him an
appointment letter by the concerned authority.
 Selection Tests
• All the tests so far developed for the selection of employees can broadly
categorized:
1. Ability Tests: Ability Tests are designed for evaluating the growth level
achieved by an individual. It may include visualization of dimensions,
numerical abilities, and emotional abilities. These tests aim at evaluating the
capability of an individual to learn new things if provided proper training.

1.a Aptitude Tests: These tests measure whether an individual has the
capacity or latent ability to learn a given job, if given adequate training.

1.b Skills Test: skills test are necessary where skills of a particular job are
highly required. These tests are generally done to measure the work
efficiency and compatibility of the candidate to perform the job assigned
to him. 
 Selection Tests
2. Achievement Tests: These tests are conducted when applicants claim to
know something, as these tests are concerned with what one has
accomplished. These tests are more useful to measure the value of
specific achievement, when an organisation wishes to employ
experienced candidates.
These tests are classified into:
2.a Job Knowledge Tests: 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 lectures in commerce, he may be tested in job
knowledge, where he is asked questions about Accountancy Principles,
Banking Law, and Business Management, etc.,
 
2.b Work Sample Tests: Under this, a portion of the actual work is given to
the candidate, as a test and the candidate are asked to do it. If a
candidate applies for a post of lectures in Management, he may be
asked to deliver a lecture on Management Information System as a
work sample test.
 Selection Tests
3. Situational Tests: This test evaluates a candidate in a similar real life
situation. In this test, the candidate is asked either to cope with the
situation or solve critical situations of the job. Situational tests are
classified into:
 
3.a Group Discussion: This test is administered through group discussion
approach to solve a problem under which candidates are observed in
the areas of initiating, proposing valuable ideas, conciliating skills, oral
communicating skills, coordinating and concluding skills.
 
3.b In-Basket: Situational test is administered through in-basket. The
candidate, in this test, is supplied with actual letters, telephone and
telegraphic message, reports and requirements by various officers of
the organisation, adequate information about the job and organisation.
The candidate is asked to take decisions on various items based on the
in-basket information regarding requirements in the memoranda.
 Selection Tests
4. Interest Tests: These tests are designed to discover a person’s area of interest,
and to identify the kind of work that will satisfy him. These tests are
inventories of the likes and dislikes of candidates in relation to work, job,
occupations hobbies and recreational activities. The purposes 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/occupation the candidate is interested. The assumption of this test is
that there is a high correlation between the interest of a candidate in a job
and job success. Interest inventories are less faked and they may not fluctuate
after the age of 30.
 
 
 Selection Tests
 
5. Personality Tests: These tests probe deeply to discover clues to an individual’s
value system, his emotional reactions and maturity and characteristic mood. They
are expressed in such traits like self-confidence, tact, emotional control, optimism,
decisiveness, sociability, conformity, objectivity, patience, fear, destructs, initiative,
judgment, dominance or submission, impulsiveness, sympathy, integrity, stability
and self confidence. Personality tests can be:
 
5.a Objective Tests: Most personality tests as objective tests as they are suitable for
group testing and can be scored objectively.
 
5.b Projective Tests: Candidates are asked to project their own interpretation of
certain standard stimulus situations, based on ambiguous pictures, figures etc.,
under these tests.
 
.
5.c Judgement Test:These tests are designed to know the ability to
apply knowledge in solving a problem.
5.d Attitude Tests:These tests are designed to know the testee’s
tendencies towards favouring or otherwise to people, situations,
actions, and a host of such other things.
5.e Other Tests: There are some other tests also used for personnel
selection. They are Graphology, Polygraph Tests, Physiognomy
Tests.
6. computer proficiency tests:
It is a computer assessment test that aims at evaluating students'
abilities to understand computers, information technology and
related topics. It evaluates students' understanding of fundamental
technology concepts such as the Internet, software, and hardware
 Interview Techniques

• Employement interview can be divided into following three categories:

1.Preliminary Interview.
2.Core Interview.

3.Decision-Making Interview.
1.Preliminary Interview: It is generally regarded as exchange of basic
information bettween the candidate and the personnel manager about
the job and organisation.
(i)Informal interview:It can be conducted at any place by any person.

(ii)Unstructured Interview:In this candidate have freedom to tell about

himself.
2. Core Interview:It is normally the interaction between the candidate and the line
executive on the various areas. This interview may take various forms like;

1.Background information interview:It is intended to collect the information

which is not availabe in the application.

2.Stress Interview:Aim is to test the job behaviour and level of witstanding during
the period of stress and strain.

3.Formal and Structured Inteview:In this interview, all the value, time,panel of
interviewers etc, are strictly followed and observed.
4. Panel Interview:These interviews involve a number of people sitting as a panel
with one as chairperson. This type of interview is popular within the public
sector.
5.Group Interview:Several candidates are present at this type of interview. You
will be asked to interact with each other by usually a group discussion.
3.Decision-Making Interview:In this interview ,the head of the departent/section
concerned interviews the candidate once again, mostly through informal
discussion.
• FREQUENTLY ASKED QUESTIONS IN INTERVIEW:
• 1. What are your strengths?
• 2. What are your weaknesses?
• 3. Why you are interested in working for our company ?
• 4. Where do you see yourself in 5 years? 10 years?
• 5. Why do you want to leave your current company?
• 6. Why was there a gap in your employment between [insert date] and [insert
date]?
• 7. What can you offer us that someone else can not?
• 8. What are three things your former manager would like you to improve on?
• 9. Are you willing to relocate?
• 10. Are you willing to travel?
• 11. Tell me about an accomplishment you are most proud of.
• 12. Tell me about a time you made a mistake.
• 13. What is your dream job?
• 14. How did you hear about this position?
• 15. What would you look to accomplish in the first 30 days/60 days/90 days on
the job?
• 16. Discuss your resume.
• 17. Discuss your educational background.
• 18. Describe yourself.
• 19. Tell me how you handled a difficult situation.
• 20. Why should we hire you?
• 21. Why are you looking for a new job?
• 22. Would you work holidays/weekends?
• 23. How would you deal with an angry or irate customer?
• 24. What are your salary requirements?
• 25. Give a time when you went above and beyond the requirements for a project.
• 26. Who are our competitors?
• 27. What was your biggest failure?
• 28. What motivates you?
• 29. How do you handle pressure?
• 30. What is the name of our CEO?
• 31. What are your career goals?
• 32. What gets you up in the morning?
• 33. What would your direct reports say about you?
• 34. What were your bosses’ strengths/weaknesses?
• 35. Are you a leader or a follower?
• 36. What was the last book you’ve read for fun?
• 37. What are your hobbies?
 Body language and behavioural aspects in facing interviews
• BODY LANGUAGE:
• Definition:
• "Body language is the unconscious and conscious transmission and interpretation of feelings, attitudes, and
moods, through: body posture, movement, physical state, position and relationship to other bodies, objects
and surroundings, facial expression and eye movement, the process of communicating what you are feeling or
thinking by the way you place and move your body rather than by words” .
• The study of body language is known as kinesics, which is derived from the Greek word kinesis, meaning
motion.

• Importance of Body Language:

• When one expresses his/her feelings, it has been said that.
– 55% of the communication consists of body language.
– 38% is expressed via the tone of voice or intonation and amazingly
only
– 7% is communicated via words.
• This means that we express most of our feeling (93%) in a
non-verbal way and our words only convey 7% of what we are
saying or expressing.
 Body language and behavioural aspects in facing interviews

• Body language during interview plays a very important role in making or breaking your
career.
• Eye Contact:Body language during interview should have you make eye contact with the
other person.
• Sit up straight:Again, sitting up straight in your chair gives an automatic signal of
confidence and reliability.

• Hand gestures:Job interview body language suggests making use of your hands by way of

subtle gestures.  
• Avoid touching your face:Candidates who touch their face frequently are considered to be
dishonest and untrustworthy.
• Smile!: Wherever and whenever appropriate, improve body language during interview and
do smile so that there’s positivity in and around the interview room.
• Stay at one spot:Precisely, from your fingertip movements to your legs, try and keep
yourself at one spot. Otherwise if you keep fidgeting, it maybe comprehended as you’re
getting bored or impatient with the interview process.
• Mirror image:Last but not the least, be the mirror image of your interviewer.

• Behavioral based interviewing is interviewing based on discovering how the interviewee

acted in specific employment-related situations. The logic is that how you behaved in the past
will predict how you will behave in the future, i.e., past performance predicts future
performance.
• During the interview, if you are not sure how to answer the question, ask for clarification.
Then be sure to include these points in your answer:
• A specific situation.
• The tasks that needed to be done.
• The action you took.
• The results, i.e., what happened.
Group Discussion(GD) as an instrument in job selection
• Group discussion is a hiring technique applied by most organizations to select an
ideal candidate for a particular job role.
• In every company, employees communicate with N number of people from
various walks of life (such as colleagues, customers, managers, clients,
resources etc.).This calls for an effective expression of ideas through words and
also the power to use one’s knowledge in a systematic manner.
So the heart of the matter is to find out – who can make a mark in a group with
his/her ability to communicate.
• If you fail to present your point of view in a logical manner or you do not
portray good listening and communication skills within a group, you might not
be able to impress the GD panelists.
 Skills evaluated in a GD
1.Team spirit:A GD is the most powerful tool to evaluate a person's team skills. Team skills are

important simply because, in the present knowledge economy, it is very essential for a manager to

be a team player.

2.Leadership:A GD can go through any one of the following three situations:

1. Participants were not able to establish a proper rapport and do not speak much.

2. Participants get emotionally attached to the topic and become aggressive.

3. Participants discuss the topic calmly, touching upon all nuances, and try to reach a conclusion.

3.Flexibility:This means openness to another person's ideas and also being open to the evaluation of

one's own ideas. 

4. Assertiveness:Being assertive is all about being positive, confident and emphatic.
5. Initiative:Initiating a group discussion is a double-edged sword.
6. Creativity/Out of the box thinking:An idea or perspective that opens new
horizons for a discussion on the topic is highly appreciated in a GD.

7. Inspiring ability:A good group discussion should incorporate the views of all team
members.
8. Listening:This is a very important skill. It is said that humans have been gifted with
two ears and one mouth.

9. Awareness:In today's dynamic environment, a manager should be well versed with

both the micro and macro environments.
 Various types of topics normally covered in Job Selection GD’s

• Classification based on the type of information given to

participants:
• Topic-based Group Discussions.
• Case-based group discussions.

• Article-based group discussions.

1. Topic-based group discussions:In topic-based group discussions, the group

members are given a topic to discuss. A topic is typically in the form of a
statement. Some times, the statement may not be complete.
•  For example, the topic could be worded “The biggest problem faced by our
country is?”.
2. Case-based group discussion:In case studies, a short description of a situation is given to all the
participants. The case will typically be a problematic situation that requires a solution.
3. Article-based group discussions:Article-based GDs cover a wide range of topics like current affairs,
politics, economics, technology, etc.

• Dos and Don’ts of participating in Group Discussion:

• Dos of participating in a GD:

• Listen to the subject carefully

• Put down your thoughts on a paper

• Initiate the discussion if you know the subject well

• Listen to others if you don’t know the subject

• Support you point with some facts and figures

• Make short contribution of 25-30 seconds 3-4 times

• Give others a chance to speak

Don’ts of participating in a Group Discussion:
• Initiate the discussion if you do not have sufficient knowledge about the given topic.

• Over speak, intervene and snatch other’s chance to speak.

• Argue and shout during the GD.

• Look at the evaluators or a particular group member.

• Talk irrelevant things and distract the discussion.

• Pose negative body gestures like touching the nose, leaning back on the chair,
knocking the table with a pen etc.

• Mention erratic statistics.

• Display low self confidence with shaky voice and trembling hands.

• Try to dominate the discussion.

BACK GROUND CHECK
Meaning of Back ground investigation/verification
Employee background verification tool is used to confirm
information and details provided by the applicant regarding
prior employment.

background investigation is the process of looking-up and

compiling criminal records, commercial records, and financial
records of an individual. These checks are often used by
employers as a means of objectively evaluating a job candidate’s
qualifications, character, fitness and to identify potential hiring
risks for safety and security reasons. It is an individual’s
employment history often reveals unreported employment,
exaggerations and falsification about previous titles or duties,
and gaps in employment.
 Components of Antecedent verification

Education/Qualification
Age

Experience
Good Behaviour at work

Performance at work
Verification for Criminal
Antecedent

Character
Verification of Education/Qualification

Education Verification are sometimes referred to as education

background check or an education check. Education verification
for employment verify the certification, training, or educational
claims of a job applicant. Education verification services contact
universities, colleges, vocational schools, etc; to verify dates of
attendance and graduation , degrees or certifications obtained,
majors studied, and honours received. The verification of
education process is an important part of a quality pre-
employment background check.

The frequency with which the candidates or applicants provide

information about themselves can also be unsettling.

Many employers do not feel that an interview has been

completed until the information gathered during the session has
been confirmed by an outside source.
Degree verification is a great tool for getting a true read on an
applicant’s education background. It is often a part of a
background check, usually for employment. Nowadays, it is
expected that most potential employers will use a background
check service, who will do a degree verification as part of the
check. To avoid any potential embarrassment, it is useful to see
what a potential employer may see from your record before you
make claims on your resume.

Because of the large number of job applicants who make false

educational claims, education verifications are a valuable honesty
check, while helping to protect an employer against negligent
hiring claims. An education verification search confirms that the
education confirms the education, training or certification claims
of an applicant are true.
Time Engaged in Education Verification
Most education verification results are returned within one or two
business days, but circumstances sometimes cause verification to
take weeks, or, in extreme cases , even months. Schools may need to
search paper files to locate records. Some schools require that
education verification requests be mailed. Finally, it is not
uncommon for schools to close for external periods of time during
the holidays or between terms, forcing the verification process to
wait. Patience is important in doing education verifications because
of these extenuating circumstances.
Age

Candidates’ birth certificate is the most authentic age proof , after

this his original mark sheet of high school acts as a proof of his date
of birth. It is not advisable to ask for applicants’ date of birth or age,
unless the applicant is under 18 years of age. In employment
situations where there is a legal requirement, employer can verify
that the applicant meets the legal age requirement. Recommended
questions include:
1. Are you legally entitled to work in this province?
2. Are you 18 years of age or older? Ask this question only if the
applicant is legally required to be 18 years old to work in a
specific environment or under certain circumstances, eg;
serving alcoholic drinks in a bar or lounge. If the applicant says
he/she is under 18 , you may ask his/her age.
Character

Character verification is also an important aspect of antecedent

verification . Character referees are also contacted when there is a
gap in employment which cannot be verified through any other
means. Similar to employment references, the character reference
check is performed by telephone, with the signed applicant consent
faxed to the referee.
This kind of identity can be made by discussion with relatives and
neighbors with the proper authorization of the target person .
Some status, check terrorist list and verify passport status.
Character reference check includes verification of:

1. Relations of the referee to the applicant.

2. Length of the relation
3. Applicant’s character assessment
4. Recommendation for a particular position
5. Contact details of the reference.
Experience

Experience verification is an essential element to assess the

capabilities of the applicant and predict future performance.
Prior employment verification helps review inconsistencies
between the information provided by the candidate and the
statements of their ex-employers. Experience verification would
typically include verification of applicant’s job title, tenure,
salary claims, honesty, and tendency to engage in violent or
harmful conducts or other problem areas. Experience
verification helps confirm the eligibility of the applicant for the
job. A sample of experience verification letter is given below:
 Work experience verification
[Sample Letter]
[letter must be on company letterhead]

[Date]

[including address and name of company]

To whom it may concern:

This letter is to verify the employment of [Last Name/First Name] who [works or worked]
For [name of company]as a [title of position] from [date and year] until [date and year].
[he/she] [was or is] a [full-time or part-time] employee working [insert number of hours]
Per [week/month/year]. During this time, [He/she] has worked an approximate [estimated number of
hours].

As an [title of position], his/her duties [were/are]: [list of the duties]

Please contact me at [include phone number/e-mail address] if you have any questions or need more
information.

Sincerely,

[Name of Supervisor]

[Title of supervisor]
Previous Work Performance
Prior work history is a good predictor of future performance. An
employment history check verifies title, tenure, and salary
claims. Reasons for leaving and eligibility for re-hire are also
confirmed. Potential problem areas may be revealed. The
employment history verification history verification report helps
confirm whether the applicant has the work history and
experience needed to succeed in the job. It also provides an
opportunity for prior employers to share their views of the
applicant as an employee.

Almost everyone has had some form of disagreement with his or

her boss. The concern centres on what the employer will say and
whether they will release employment files. In most cases,
because of a dramatic upsurge in lawsuits job seekers who
received false bad references, previous employers typically only
confirm dates of employment.
Compensation and good or bad references are not generally
provided; however, that does not mean it is not done. A job seeker
might want to consider hiring a “reference check” company to
verify what previous employers are saying.

Employer should check references after the interview process so

that he will be able to objectively evaluate the applicant’s
qualification and information presented during the interview. The
purpose of checking references is to verify the individual’s work
and performance history in order to select the best-qualified
applicant for the job, and a failure to check references can result in
poor hiring choices that are costly in time, energy, and money
Good Behaviour at Work Place
Most employers seem to agree that good employees display
qualities such as dependability, punctuality, initiative, and a
positive attitude towards the job, ability to get along well with
others, flexibility, motivation, organization, and an ability to
perform assigned duties. And most individuals preparing to enter
the workforce would look at this list of expectation and find it
reasonable. A certificate of good behaviour is a declaration which
states person does not have a criminal record which is relevant to
his work.
An efficient employment history verification is essential to ensure
that the employer is not guilty of negligent employment in the
event of an employee, or anyone else, begin harmed through the
employment of someone where the problem could have been
foreseen.
If it cannot be demonstrated that effective employee screening has
been carried-out, then the employer could be liable for damages.
These can be considerable, and have been known to ruin
companies and individual’s, so all that can be done should be
done to make sure that the employer does competently what the
law requires him to do.

A telephone interview with a previous employer suffice, through

it would be better if this were recorded with the other party’s
permission. Otherwise, written confirmation of periods of
employment will be enquired from previous employers of the
applicant. The employers should also request details of the
positions held, and provide that the candidates must sign relevant
release of information forms to facilitate this. This in itself might
deter some people from applying
If for any reason, the employee fail to sign the release of
information form, or a previous employer refuses to provide the
required information, then the employer should regard the
application as suspect and refuse it . His own position and the
safety of the employees are more important that taking a chance
on an applicant.

Adequate employment history verification must be carried-out-

i.e; the long and the short of it, and there is no excuse acceptable
for the employer failing to do this vetting job applications. Full
employment history verification is essential so make sure that it is
carried-out suitably and sufficiently.
Verification for Criminal Antecedents
To particular , before using these records, an employer should
check to see if they are likely to discriminate against a protected
group, and if there is actual business necessity for using criminal
record information. Furthermore, employers must be aware of
state and local laws regarding criminal conviction inquiries. Jobs
that have high degrees of public contact, have limited
supervision, involve working at private residences or other
businesses, involve personal care of other or have direct access
to others personal belongings, valuables, or merchandise quite
likely will require a search of such records . Assuming that such
information is needed and can be used, two possible ways of
collecting criminal record data are available which has such a
repository and, depending on state law, may be accessible are as
follows:
1. The employer can access the state’s central criminal record
repository. Each state by an employer.
2. Criminal record data are available from every county the
candidate has lived or worked in, and one could also check the
state police records. Whatever the source used , there are several
points to keep in mind. Criminal record data may be inaccurate
or incomplete. Thus if employment is not offered to an applicant
because of his or her criminal record ,employers covered by the
Fair Credit Reporting Act must disclosure to the applicant the
name , address and telephone number of the agency reporting
the criminal record. The applicant must be given an opportunity
to check record data should consider factors such as the nature
and seriousness of the offence, the relation of the offence to the
nature of the job sought the individual’s attempts at
rehabilitation, and the length of time between the conviction and
the employment decision.
Sample of Antecedent Verification

Applicant Name:__________________

Position Applied For: __________________

Data of Offer/Data of Hire:_________ __________

offer Hire

Indicate the data when each of the following items has been
completed. Include this in the background check file for this
applicant and continue to complete the process until all
paperwork has been received and reviwed for completeness and
accuracy.
 Action Date completed

Application completed and signed by applicant

Application signed Authorization and release from to be provided to references
Initial applicant interview by:
Additional interview (if any) conducted by:
Interview summery completed
Phone references completed requests sent out
Written references request received and reviewed
Copies of diplomas, certificates, or other licenses obtained. (May also be completed after
hire.)

Copy of military discharge papers or current military status obtained

Credit history records obtained
Other records obtained. Indicate type of record here:
Applicant given copy of immigration reform and control act documentation requirements.

Applicant given copy of child sexual Abuse policy.

File created regarding applicant and all information placed in it.
Follow-up procedures in place to sure all required documents are supplied.
Other:
 Appointment
Meaning of Offer of Appointment

The offer of appointment or job offer is the formal communication

made by an employee to a job candidate in which the employer offer
a job to the individual. A job offer can be oral ,communicated to a
person on telephone, or in can be a Written. communicated in a letter
or by electronic means. such as email .A written offer should briefly
state the position wages or salary, starting date and any special terms
or Condition of employment. Prior to making any offer of
appointment for non academic hires, all authorization are required
and the terms of employment must be verified and confirmed by
human resource. When the offer of appointment is signed by the
candidate and the requirement stated are accepted. the document
will become legal contract between the candidate and employer.
 Offer of acceptance and rejection
After the employer has sent a letter of job other then the
candidate has to decide whether he wants to accept the offer or
reject the offer. Once a job offer has been accepted, the recruiter’s
role is to begin building the new hire’s commitment to the
company and enhancing his or her ability to succeed on the job.
Many companies send company handbooks, work materials, and
other job and company information that can ease the new hire
transition. Sending a welcome package of apparel, pens, ate, with
the company name or logo can help the new hire feel that his or
her decision is “official” and help build commitment.

if the new in is not scheduled to begin work for a few months, as is

often the case with people who are about to graduate from
college, regular calls from the new hire co-workers and hiring
manager can help maintain the person‘ s enthusiasm for the
position. If the new hire lives within a reasonable distance, inviting
the new hire to celebration meetings. and other activities can help
the person begin transitioning to his or her new job.
 Types of appointment

Offer of appointment can be classified as

follows:
I) On the Basis of Condition: On the basis of presence or
absence of condition. The following types are
• Conditional Job Offer: When putting forward a conditional
offer letter. the employee tentatively, or conditionally, offers
the job but the offer is subject to the condition that must be
met by the applicant before the job offer is finalized These
conditions may include passing drug or other test or
background check or any other requirement identified by the
employer. With condition offer letter , the legally binding
employment agreement is not in effect until the employee
accepts the terms and fulfils the requirements.
• Final Offer: A final offer letter, however. contains n0
conditions that must be met before acceptance . An
enforceable employment contract is in effect at such time as
the final offer letter is Legally accepted by the job applicant.
2) On the Basis of Compensation Decision: On the basis of
compensation decision. The following types are
• Low Job Offer: A Iow job offer is one that keeps the
employee costs as low as possible by offering below market
total rewards package, including compensation and
benefits .further negotiation offer may or may not be
allowed. Although firms pursuing a cost leadership strategy
might be temped to pursue this strategy to contain labour
costs.
• Competitive Job Offer: This type of job offer is one of that
offer a total rewards package that is competitive with the
market for that position.
2) On the Basis of Compensation Decision: On the basis of
compensation decision. The following types are
• High job offer: This type of job offer is one that offers a
total rewards package that is above the market. Further
negotiation may or may not be allowed. High job offer have
the potential to increase an organization attractiveness
among workers who value material rewards and enhance a
firms image and reputation of the employee.
• Maximum job offer: When a firm makes a maximum job
offer, it is extending the finalist its absolute best and final
offer. The finalist is informed that is the firms best job offer
and that no further negotiation is possible
 Sample of Offer of Appointment .

[Company information or letter head]

[date]
[Recipient Name]
[Tittle]
[Company name]
[Street Address]
[City ,ST ZIP code]
Dear recipient name
We are pleasure to offer you employment at YOUR COMPANY NAME. We feel that
your skills and background will be valuable asset to our team
Per our discussion, the position is POSITION APPLIED FOR. Your starting date will
be DATE TO START. The enclose employee handbook outlines the medical and
retirement benefits benefit that our company offers.
We look forward to welcoming you as a new employee at YOR COMPANY NAME
Sincerely,
Your name
Title
Enclosure
 Sample of acceptance of offer

Applicants name
Applicants address
City. State. Zip Code
Phone number
Email
Date
Mrs. June Brown
Human Resources Manager
Open Door Company
Address
City. State. Zip Code
Dr Mrs. Brown
Thank you for offering me the position of Assistant Accountant with Open Door company . l am
pleased to accept this offer and took forward to starting employment with your camp on May 3, 2013.
As we discussed my starting salary will be 40. 000 and health and life Insurance benefits will be
provided alter 60 days of employment.
Thank you again for giving me this wonderful Opportunity. 1 am eager to join your team and make a
positive contribution to the company.
If there is any information you need me to complete. please let me know and t will arrange it as soon
as possible.
Sincerely.
Applicants Signature
 Appointment Order
If a candidate accepts the job offer. he is formally appointed by issuing an appointment
letter. Appointment letter refers to a format of a letter given to a candidate. At the time of
his appointment in the organization. It is a letter Signed by the employer and issued to
candidate. Instruction him to join duty at certain salary and stating other terms and
condition of the job.

According to Financial Times lexicon ,"‘Appointment letter can be defined as a letter from
an organization to someone to say that they have been given a job". '

Contents of Appointment Order and its Acceptance

appointment letter must carry the following details:
I) Date of Appointment: It is the most important content to write a letter of
appointment. Date of Appointment is the date that you were hired for that
position.
2) Designation : lt informs the applicant that he or she is offend the Position that
had been advertised and for which he or she had applied for.
3) Job profile : It is a break-down of the duties and tasked required of and
performed by a person for a specific title/Job.
 Appointment Order
4) Job Timings: It should be cleanly defined and employees should
honestly follow it.
5) Compensation Package: It is the sum of direct benefits (such as
salary. allowances. bonus. commission) and indirect benefits (such as
insurance. The compensation package may include employee
discounts, extended leaves, and retirement program
6) Terms of Probation: Any new employee generally undergoes
probation between 6 to 12 months. The period of probation and the
salary to be given during this period is mentioned in the appointment
letter.
7) Post-Probation Period: The letter clearly states the salary. new
designation and the forms of employment . If the candidate
successfully completes his probation period.
 BOND FOR MINIMUM SERVICE
• The Employment Bond is basically an agreement which the company
and the employee enter into which among the other terms
contained therein states that in consideration of the training given to
the Employee and the money spent by the company in imparting
such training, the Employee will remain in the services of the
company for a particular period. In case the Employee breaches the
provisions of the Agreement, the Employee will be liable to pay a
certain sum of money, be it the expense incurred by the company in
training of the Employee. In the particular case where the company
feels that the Employee may not be able to pay the amount, the
company has a Guarantor who guarantees that they would take
responsibility to ensure that the Employee adheres to the terms of
the Bond. In case of breach, the Guarantor will be jointly liable to
pay the Bond amount to the company. The Bond may also contain
confidentiality and non competition clauses. The legality of the Bond
shall depend upon whether there was consideration in the form of
training or otherwise.
 Caution deposit against possible losses

• A security deposit is a sum of money held in trust either as an

initial part-payment in a purchasing process(often used to
prevent the seller selling an item to someone else during an
agreed period of time while the buyer verifies the suitability of
the item, or arranges finance) - also known as an earnest
payment, or else, in the course of a rental agreement to ensure
the property owner against default by the tenant and for the
cost of repair in relation to any damage explicitly specified in
the lease and that did in fact occur.
• In certain taxation regimes a deposit need not be declared as
part of the gross income of the receiving party (person or
corporation) until either the depositing party or
an arbitrator agrees the funds may be used for the intended
purpose.
 Meaning of Induction:
Induction or orientation is a process of
acquainting the new employees with the
existing culture and practices of the new
organization.
Definition:

According to Robert L Mathis, “Orientation is

the process of planned introduction of
employees to their jobs, their co-workers and
the organization.
 Objectives of Induction:
1.Formally welcoming employees:
Many organisation view orientation programme as an
occasion for the management to welcome new employees
formally and procedurally.
2.Overcoming initial uneasiness and hesitation:
The new employees normally suffer from initial anxiety
about the organization so to handle negative perception
orientation will help in quickly overcoming initial
uneasiness.
3.Exchanging information:
It provides a platform for the organisation to transfer
knowledge about the job, department, organisation and to
the people to the new employees.
 Significance of Induction:
 Reduces labour turnover: It is particularly high
during the first phase of the employees period
of service.If the employee is allow to build up
negative feelings towards the task during this
time.
 Helps to create realistic employee expectation:
New employees must be taught exactly what
the organisation expects of them and what
they in turn can expect from the organisation.
 Creates job satisfaction and a positive attitude
towards the employer: This can contribute
towards the immediate development of a
positive attitude towards the employer and job
satisfaction on the part of the new employees.

 Assist the employee to contribute to

organisational success more quickly: An
employee will get to know about various things.
This will help to change the private agendas of
same employees to organisational agendas.
 Process of Induction:

1)General Orientation: The main objective is to make the

employee feel at ease and comfortable and to motivate him
to go through the orientation process seriously for a better
adaptability of the organization.
2)Departmental Orientation: In this stage the individual is
oriented to his department where he is going to work. It
helps to develop in acquaintance with the superiors, peers
and subordinates after which he will be assigned to a
specific job.
3)Specific job Orientation: A specific assignment with a job
description may be given to the individual. The person
needs to be oriented with the methodology to be adopted
for a particular job.
 Methods of Induction:
1.Group orientation:
It provides a great opportunity for new employees to learn
about the organisation culture, and business practices.
Interacting with other new hires and meeting key personnel
provides an important socialisation aspect of a quality
orientation.

2.One-on-One orientation:
This aspect of orientation is common to most orientation
programmes whether formal or informal. Generally a
supervisor or trainee conducts one-to-one orientation
activities and focus on orienting the new hire to the
department, team, processes,resources and tools.
3.Buddy Programmes:
It is a powerful and cost-effective orientation delivery method. Buddies are a
cornerstone of many new employee orientation programmes, with roughly 40 to 50
percent cost of and helping the new hire fit in with his or her peers.

4.Self-Directed orientation:
It may be used in some organisational settings and can be successful of combined
with one-to-one orientation and guidance from the employees supervisor. It means
the new hire receives a checklist or worksheets and guides him or herself from one
resource person to another.

5.Online orientation:
A new employee can access up-to-date information about the organisation’s vision,
mission and values and can participate in interactive learning activities without
waiting for scheduled group orientation events.
Online orientation resource can include:
i) Web pages with text, audio, video, photos, illustrations and stories
ii) Self- placed online learning using a tutorial structure, including quizzes,
games and stimulation.
iii) Asynchronous communication tools such as discussions, forums or e-mail.
6.E-mail:
It is fast becoming an orientation tool, from an
initial messege informing new hire how to success
online orientation or weekly e-mails focusing on an
aspect o the organisation history or culture.
7.Videos:
It has been widely used in new employee
orientation but is decreasing in use with the
increase in online orientation. While developing
videos specially for orientation is in decline any
orientation can be enhanced through viewing
existing on hand, such as corporate videos,
television documents about the organisation.
8.Checklists:
These are widely used tool in new employee orientation programmes. The
popularly of orientation checklists speaks to how varible a simple guide can
be assist managers supervisors, trainers and new hire. It can be created for
key departments or roles.

9.Orientation kits:
It provides new hires with a package of key resources in a carry-away
format, even given in the growth in online orientation, most organisation still
provide new employee with an orientation kit of some type.
Items often included in an orientation kit include:
• Welcome letter
• Employee handbook
• Who’s who list
• Method to access online orientation resource
• Product launches or sample
• List of local samples
Contents of Induction Programme:
1) Introducing new employees to the existing
employees in person or through communication.
2) Showing all the departments and facilities to the
new employee.
3) Basic rules to be followed at work to deal with
people issues, processes and task issues.
4) Showing the employee the location of rest rooms
and water facilities.
5) Showing then employee how to operate
Photography machine, fat machine.
6) Showing the Employees where files are in the
department.
7) Introducing the Employee to the Company
Food Service Programme.
8) Showing the Employee the Longue
9) Showing the Employee Exercise Facilities
10) Explaining the Procedure for Medical Care
11) Showing the Employee the Child Care
Facilities
 Types of Induction:
Formal and Informal Induction: Formal induction
is planned attempt to introduce new employees
to the organization, job and the working
environment.
Informal induction is not planned & it is adhoc.

Individual and Collective Induction: The

individual approach is likely to develop for less
previous views than collective orientation.
Serial and Disjunctive Induction: Induction
becomes serial when an expected employees
inducts new hire.
Investiture or Divestiture Induction: Investiture
induction seeks to ratify the usefulness of the
characteristics that the person brings to the
new job.
Divestiture induction seeks to make minor
modifications in the characteristics of the new
hire and one was selected based on his or her
potential for performance.
 Mock interviews and Individual feedback:
A mock interview is a practice interview, but you
need to take it seriously, just as you would an
actual job interview. Consider the mock interview
as a dress rehearsal. Keep the following things in
mind to ace your mock interview:

• Choose the right mock interviewer: It’s easy to

ask a friend or a family member, but if you want
to get objective and honest feedback.
• Choose a professional setting: You need a venue that
simulates the environment of an office.
• Be early. Arrive 15-30 minutes early.
• Bring the necessary items: Don’t forget to bring
your resume and any other documents you may need.
Also, bring a notepad so that you can take notes from your
mock interviewer’s feedback.
• Dress smart and sharp: Wear the same kind of attire you
expect to wear to the actual interview.
• Prepare your answers to common interview questions,
but don’t memorize them: You want to avoid sounding
like a robot with canned responses. Bear in mind that
you’re doing an interview not to take a test but to engage
in a conversation to determine if you’re suitable for the
job.
 Mock GD Sessions and Feedback:
A Group Discussion (GD) is a technique used by
corporate companies, educational institutes, and
other organizations to judge the communication
skills of the participant.
What Skills Are Judged In GD?
• How good you are while communicating with
others?
• How you behave and interact with a group?
• How open-minded are you?
• Your listening skill.
• How you put forward your views?
• Your leadership and decision-making skills.
• Your analysis skill and subject knowledge.
• Your problem solving and critical thinking skill.
• Your attitude and confidence.
How To Start A Group Discussion?
 First you have to initiate in the group
 Lead : You should continue the group discussion.
 To Summarize: Putting together the whole
discussion by highlighting the star points and
concluding the results of the discussion is
summarizing the discussion. 
Career management and
succession planning

Presented by,
Sahana R M
Sowmya s
Tejaswini u
 Meaning
• “Career planning is the deliberate process through which a
person becomes aware of personal career related attributes
and the life long series of stages that contribute to his career
fulfilment.”
• Career planning is a process by which one selects career
goals and the path to these goals.
• The major focus of career planning should be on assisting the
employees in achiveing a better match between personal goals
and the opportunities that are realistically available in the
organisation.
• Career planning is not an event or end in itself, but a
continuous process of developing human resources for
achieving optimum results.
According to Edwin B. Flippo, “A career as a sequence of
separate but related work activities that provide continuity, order
and meaning in a persons life.”

According to Douglas T. Hall, “An individually perceived

sequence of attitudes and behaviours associated with work
related experiences and activities over the span of the persons
life.”

According to Schermerhorn, Hunt and Osborn, “Career

planning is the process of enhancing an employees future value.”

According to Schwind, Das and Wagar, “Career planning is

the process of enhancing an employees future value.”
 Importance of career planning
The importance of career planning is as follows:
• To offer careers, not jobs to the employees so that
talent can be attracted and retained in the
organisation.
• To have effective utilisation of human resources
which will in turn lead to greater productivity.
• To reduce employee turnover.
• To motivate the employees and to boost their morals.
• To meet the immediate and future human resource
needs of the organisation on a timely basis.
Benefits/ Importance to the Individual
• It helps the individual to discover his own talents, needs
and motives related to work.
• It helps fulfil the individual’s need to know what his
position and future in the organisation will be.
• It provides greater opportunity for the individual to obtain
optimal return for his personal investment( contribution of
talent, time etc.0 in the organisation.
• It provides the individual with a greater awareness of his
work environment and hence, promotes more intelligent
decision making with respect to careers and avoids
frustration caused by lack of career information.
• It leads to optimal personal development by developing
abilities and aptitude to the full.
• It helps fulfil the individual’s need to retain a sense
of control over his personal destiny in the
increasingly complex and impersonalised modern
industrial society.
• It provides greater opportunities for change in the
working environment that would otherwise lead to
boredom.
• It is conducive to job satisfaction by providing
assignments most suited to the individuals needs and
tastes.
• It provides a sense of affiliation with the
organisation and a feeling that the organisation is
interested in the individuals development.
Benefits/ Importance to the Organisation
• It helps in increasing efficiency/ productivity in jobs and in
turn, effectiveness in meeting the organisational objectives
through greater creativity, motivation and contribution of the
staff.
• It helps in reducing the turnover of high potential staff and
absenteeism of all staff.
• It facilitates staff mobility by planning assignments well
enough in advance to avoid some of the obstacles which arise
when staff are required to move at short notice.
• It helps in providing greater assurance of an adequate supply of
qualified personnel for future openings in managerial, technical
and other key positions.
• It promotes continuity of organisational knowledge by drawing
more upon internal personnel resources.
• It helps in reducing pressure on job classification and other
personnel system resulting from frustrated career.
• It provides an added input in programme planning by
offering more data on the capabilities of the work force
which, in turn permits a better judgement to be made of
whether or in what manner proposed programme objectives
can be accomplished.
• It prevents organisational chaos by helping to provide a
more regulated, ordered and objective procedure for
upward mobility of the staff members.
• It promotes optimum utilisation of human resources both at
present by preventing instances of mismatched staff
members and in the future by permitting long term
planning of the development of the employees usefulness to
the organisation.
• It contributes significantly to the reduction of costs.
 Promotion
Meaning
When there are vacancies in an organisation, they can be
filled up by the internal employees or external candidates.
Though the organisation prefers to fill up the vacancies by
the external candidates through the selection procedure, the
internal candidates may also apply for the post and may be
tested and selected for higher level job in the organisational
hierarchy at par with external candidates.
According to Paul Pigors and Charles A. Myers, “
Promotion is advancement of an employee to a better job
better in terms of greater responsibility, more prestige or
status, greater skill and especially increased rate of pay or
salary.”
According to Arun Monappa and Mirza S. Saiyadin, “
Promotion is the upward reassignment of an individual in an
organisations hierarchy, accompanied by increased
responsibilities, enhanced status and usually with increased
income though not always so.”
According to Yoder, “Promotion provides incentives to
initiative, enterprise and ambition; minimises and unrest;
attracts capable individual; necessitates logical training for
advancement and forms an effective reward for loyalty and
cooperation, long service etc.”
Types of promotion
• Horizontal promotion
• Vertical promotion
• Dry promotion
• Horizontal promotion
This type of promotion involves an increase in responsibility and
pay with the change in the designation. However the job
classification remains the same.
E.g.: a lower division clerk is promoted as higher division clerk.
In such case, the position of the employee concerned has been
upgraded with some pay increase but the nature of the job
remains the same.
• Vertical promotion
In vertical promotion, there is a change in the status,
responsibilities, job classification, and pay.
E.g.: a production superintendent is promoted as production
manager. Sometimes, this type of promotion changes the nature
of job completely, for eg, a functional head is promoted as chief
executive of the organisation. The jobs involved at these two
positions are completely different.
• Dry promotion
It refers to increase in responsibilities and status without any
increase in pay or other financial benefits. For eg: a professor in a
university becomes Head of Department. It is just an elevation of
the Professor without any increase in financial benefits.
Basis of promotion
In order to arrive at a basis of promotion, organisations have to
analyse the pros and cons of different bases of promotion.
Following are the basis of promotion:
Promotion on Merit Basis: Merit is taken to denote an individual
employees skill, knowledge, ability, efficiency and aptitude as
measured from educational, training and past employment record.
When merit is adopted as basis of promotion, an employees
competence is taken into consideration and the employee who is
found most competent is promoted irrespective of his years of
service. This competence is measured by analysing the employees
present performance and his potential for promotion.
• Promotion on the Basis of Seniority:
Seniority refers to relative length of service in the same job and in the
same organisation. The logic behind considering the seniority as a basis
of promotion is that there is positive correlation between the length of
service in the same job and the amount of knowledge and the level of
skill acquired by an employee in an organisation. This system is also
based on the custom that the first in should be given first chance in all
benefits and privileges.
• Promotion on Merit-cum-Seniority Basis
There is a great controversy on the question of whether promotions
should be given on the basis of seniority or merit. Management prefer
merit promotion to enrich the organisational effectiveness but trade
union prefer seniority promotion to satisfy the employees interests. The
most widely method of promotion combines both merit and seniority.
This policy will satisfy both management and trade union.
Two employees of equal seniority, merit or ability should be the deciding
factor.
Two employees of equal competence, seniority should be the deciding
factor for promotion.
Benefits/ Advantages of Promotion
• promotions provide an opportunity to the present employees to
move into jobs that provide greater personnel satisfaction and
prestige.
• Promotions offer opportunities to management to provide
recognition and incentives to the better employees, to correct initial
mistakes in appointments and to freeze inefficient personnel.
• Promotions serve as an orderly, logical and prompt source of
recruitment for management to fill vacancies as they arise.
• Insiders shall have no problem in handling the new jobs because
they are intimately connected with the organisation structure and
different problems. Cost of training will be much lesser.
• A sound policy of promotion will keep the morale of the employees
high and will solve many personnel problems automatically such as
absenteeism, discipline, accidents, etc.
 Transfers
Meaning
A transfer implies a lateral movement of an employee in the
hierarchy of position with the same pay and status. A transfer
may be defined as change in the job within the organisation
where the new job is substantially equal to the old in terms
of pay, status and responsibilities. Transfers are possible
from one department to the other or from one plant to the
other. A transfer may be either Company-initiated or
employee-initiated.
According to Yoder and associates “Transfer is a lateral
shift causing movement of individuals from one position to
another usually without involving any marked change in
duties, responsibilities, skills needed or compensation.”
According to Edwin B. Flippo, “Transfer is a change in job
where the new job is substantially the equal to the old in terms
of pay, status and responsibilities.”
Types of Transfer
1. On the basis of purpose
a) Production Transfers: These transfers are made from one
department where the labour requirements are generally
reduced to departments where labour needs are increasing or
vacancies have occurred through separations. Such
production transfers are made to prevent lay-offs.
b) Replacement Transfers: from the viewpoint of purpose,
replacement transfer are similar to production transfers as
they also try avoid layoffs. Replacement transfers are used,
however to replace a new employee with an employee who
has been in the organisation for a long time.
c) Shift Transfers: this is common type of transfer of an employee from
shift to another on the same type of work. Workers generally dislike a
second shift assignment as it affects their participation in community life.
Therefore to minimise this, shift transfers are introduced. Of course there
are certain individuals who would prefer the second or the third shift.
d) Remedial Transfers: as the title suggests, these transfers are made to
remedy the situation. For eg if the initial placement has been faulty, or the
worker cannot get along with the supervisor, a transfer to a more
appropriate job or more agreeable supervisor might result in better
performance.
e) Versatility Transfers: the objective of these transfers is to increase the
versatility of the employee by shifting him from one job to another. In this
way, the employee is provided a varied and broader job experience. This
helps the employee through job enrichment and job engagement. It can
also help him get prepared for future promotions.
f) Precautionary Transfers: such transfers are made at precautionary
measure to avoid the misuse of office or misappropriation of funds by the
employees.
2. On the basis of Unit
a) Sectional Transfers: these transfers are made with in the
department from one section to another. The main
purpose of such transfers may be to train the workers and
prepare them to handle the operations of the different
sections of the department.
b) Departmental Transfers: transfer from one department
to another department with in the plant is called
departmental transfer. Such transfers are made if the
nature of work is same or substantially the same in both
the departments such as clerical or routine jobs.
c) Intern-Plant Transfers: if there are more plant under the
control of same management, transfer may be made from
one plant to another on varied reasons such transfers are
called intern-plant transfers
 Benefits/ Advantages of Transfers
• It increases the productivity and effectiveness of the
organisation.
• It improves the skills of the existing employees.
• It provides greater job satisfaction to the existing
employees.
• It helps stabilize fluctuating work requirements.
• It remedies faulty placements.
• It increases motivation and productivity through avoidance
of monotony.
• It improves supervisor-employee relations.
• It develops the employees for future promotions.
 Demotion
Meaning
Demotion has been defined as “the assignment of an
individual to a job of lower rank and pay usually
involving lower level of difficulty and responsibility.”
According to Dale Yoder, “Demotion may be defines as
a shift to a position in which responsibilities are
decreased. Promotion is an increase in rank and demotion
is decrease in rank.”
According to Beach, “Demotion is a reassignment of an
individual to a job of lower rank and pay usually
involving lower level of difficulty and responsibility.”
Needs/ Essentials of Demotion policy
A systematic policy on demotions should contain the
following,
• The circumstances under which employees can be demoted
(reduction in operations, serious indiscipline, etc.) should be
clearly specified and made known to employees.
• The superior who is authorised and responsible to initiate a
promotion should be named.
• Any alleged violation of established rules and regulations
should be competently investigated.
• Once violations are proved there should be consistent and
equitable application of the policy.
• The policy should be fair and impartial.
• The lines of demotion (from one job to another) should be
specified.
• In case of demotions caused by adverse economic conditions
and technological changes, the basis for demotion (merit or
seniority) should be specified.
• Clear cut norms for judging merit and seniority should be
stated.
• Guidelines for determining seniority of demoted employee and
nature of demotion (permanent or temporary) should be
formulated.
• A provision should be made for appeal and review of every
demotion.
• It should be an open rather than a closed policy.
Career models

The career management model consists of a

few important components.
• Career exploration.
• Awareness.
• Goal setting.
• Strategy development.
• Strategy implementation.
• Feedback.
• Career appraisal.
1. Career Exploration
• Career exploration is the collection and analysis of
information regarding career-related issues.
• One should aware of his own talent, interest, values, the
importance of work in is total life, about alternative jobs
inside or outside the organization. Career exploration
promotes awareness.
2. Awareness
• Exploration increases awareness. Awareness is a relatively
complete and accurate perception of a person’s own
qualities and characteristics of his relevant environment.
Awareness is a central concept in career development.
• A thorough awareness of self and environment allows a
person to set right career goals and strategies.
3. Goal Setting
• People set career goals to maintain motivation, have something to look
forward to and achieve success. Effective career goals follow the
S.M.A.R.T. model. That is, they are specific, measurable, achievable, and
realistic and have a timeline.
• Career goal must be specific and concrete in order to develop an effective
strategy to achieve the goal. The career goal of a person is to receive
quick promotion.
• It is essential to write one sentence about a career goal or objective in our
resume.
4. Strategy Development
• A strategy is a plan chosen to bring about a desired future, such as the
achievement of a goal or solution to a problem. A career strategy is a
sequence of activities designed to help an individual attain a career goal.
A career strategy is a structured approach to developing capabilities, tools,
and resources in an organization, which will enable people to navigate
their career ‘journey’ successfully.
• The establishment of a realistic goal or set of goals can facilitate the
5. Strategy Implementation
• Strategy implementation put simply is the process that
puts plans and strategies into action to reach goals. The
implementation of a reasonable strategy can produce
progress toward the stated career goal.
6. Feedback
• Feedback is a response towards the sender about a
message. The implementation of a career strategy can
provide useful feedback to the person. This feedback can
enable the person to appraise his career.
• To verify the effectiveness of career progress, a person
must have feedback. The accomplishment of a career
goal is confirmed by feedback. There are some tips for
effective feedback. Feedback should be specific, timely
and sincere.
7. Career Appraisal
• Whether or not a person is making progress toward a goal, the
implementation of a career strategy can provide useful
feedback to the person. This feedback, in conjunction with
feedback from other work and non-work sources, can allow a
person to appraise his or her career.
• Career appraisal is the process by which people acquire and use
career related feedback to determine whether their goals and
strategies are appropriate. Career appraisal permits a person to
monitor the course of a career, represents adaptive, and
feedback functions of career management.
• The career appraisal process may lead to a reexamination of
career goals. The additional information obtained from career
appraisal becomes another tool for career exploration that
continues the career management cycle.
 Career stages
• The stage through which an individual’s career evolves is
termed as “career cycle”. Every individual’s career goes
through stages and the stage that the individual is in will
influence his preference for various occupations

Growth stage

Exploration

Establishment

Maintenance

Decline
 The main stages are as follows:

1. Growth Stage: It lasts from birth to age 14 and is a period during which the
person develops a self-concept by identifying and interacting with other people
such as family, friends and teachers. In this stage the individual develops a
unique self concept. Towards the end of this stage the adolescent begins to think
realistically about alternative occupations.

2. Exploration Stage: It is the period between the ages of 15 to 24. In this stage the
individual seriously explores various occupational alternatives. The individual
attempts to match these alternatives with what he has learned and in relation to
his interests and abilities. Tentative broad occupational choices are usually made
during the beginning of this period. In this stage the individual has to develop a
realistic understanding of his abilities. The individual must make sound
educational decisions based on reliable sources of information about occupational
alternatives.

3. Establishment Stage: It is between the periods of 24 to 44 years during the work

life of individuals. During those periods it is hoped a suitable occupation is
found and the person engages in those activities that help him in his career.
 The establishment stage is subdivided into the following:
• Trail sub-stage: During this period the individual determines whether or
not the chosen field is suitable.
• Stabilization sub-stage: Here the individual sets firm occupational goals
and takes measures to achieve them.
• Mid – career crisis sub-stage: During this period people often make a
major reassessment of their progress relative to original ambitions and
goals. Also during this period, people have to decide how important work
and career are to be in their life. It is often during this stage that the
individual is faced with difficult choices between what he or she really
wants, what really can be accomplished and how much can be sacrificed
to achieve it.
4. Maintenance Stage: Between the ages of 45 to 65, many individuals
move from the stabilization sub stage directly to the maintenance stage.
During this stage the individual has created a position and more efforts
are directed at maintaining that position.
5. Decline Stage: This is the deceleration period as retirement approaches.
This is the period which many people are faced with the prospect of
having to accept reduced levels of power and responsibility.
Role of Employees in Career Management:
 The employee, the manager, and the employer all have roles in the employee’s
career development. For example, the manager should provide timely and
objective performance feedback, offer developmental assignments and support,
and have career development discussions with the employee.
 He or she should act as a coach, appraiser, advisor, and mentor, listening to and
clarifying the employee’s career plans, giving feedback, generating career
options, and linking the employee to organizational resources and career options.
 For its part, the employer should provide career-oriented training, development,
and promotional opportunities, offer career information and career programs, and
give employees a variety of career options.
 Ultimately, however, it is the employee who must shoulder responsibility for his
or her own career; assess interests, skills, and values; seek out career information
resources; and generally take those steps that must be taken to ensure a happy
and fulfilling career. For the employee, career planning means matching
individual strengths and weaknesses with occupational opportunities and threats.
 In other words, the person wants to pursue occupations, jobs, and a career that
capitalize on his or her interests, aptitudes, values, and skills. He or she also
wants to choose occupations, jobs, and a career that make sense in terms of
projected future demand for various occupations. Ideally, he or she should create
in his or her mind an ideal future “self” to strive for.
Role of Manager in Career Management:
 Understanding the employee, their career goals and
aspirations.
 Have dedicated career conversations.
 Help the employee to understand the University's philosophies
and protocols around career development.
 Provide encouragement and support to the employee regarding
career development.
 Provide guidance to the employee on appropriate development
opportunities.
 Share and promote potential career moves with the employee.
 Align employee's career aspirations with the priorities and
goals of the department, business unit or faculty and the
university's vision.
 Provide feedback on the development process.
 Role of HRM in career management

A. The Employee’s Role:

• Employees are more responsible for initiating and
managing their own career planning than their
organization.
• 1. Employees must identify their knowledge,
skills, abilities, interests and values.
• 2. They must seek out information about career
options to set career goals and develop career
plans.
 .

Contd…….
B. The Organization’s/Manager’s Role:
• If career development is to succeed, the senior level managers and HR
managers must work together to design and implement a career
development system.
• 1. Managers should encourage employees to take responsibility of their own
career.
• 2. They must offer assistance in the form of feedback on individual,
performance.
• 3. They must make available information about the organization, the job and
career opportunities in the organization.
• 4. The organization is responsible for supplying information about its
mission, policies and plans for providing support for employee self-
assessment, training and development.
• 5. One of the important supports comes in the form of mentoring. Receiving
advice and counsel from someone who has gone through similar
experiences will be invaluable to employees
Role of company in career management
Company’s Role in Career Management
Companies are responsible for providing employees
with the resources needed to be successful in career
planning:
o Career workshops
• Information on career and job opportunities
• Career planning workbooks
• Career counseling
• Career paths
Meaning of succession planning
Succession planning is the identification of
job vacancies that can be expected to occur
through retirement or attrition & the strategic
consideration of where & how internal
candidates might fill those vacancies.
Advantages of succession planning
• It serves as contingency planning and keeps the organization well
prepared for any sudden attrition that may happen and reduces the
impact of losing key employees to a great extent
• By insisting on succession planning, managers get to identify
various skill-sets among the team members and their strengths
come to light
• Also, employees who are identified as successors based on the
skill-sets they possess can be groomed well to handle the relevant
positions, and any skill-set that is lacking in the employee can be
developed by providing appropriate training and opportunities
• Employees get to have a well-defined road map of their career and
it serves as a motivation factor for them to perform even better
 Contd……
• Employees who get to understand that their organization
has future plans for them, will tend to stay with the
organization for longer time
• Internal employees already have a good understanding of
the organization and its goals. Thus, it saves a
considerable amount of time and cost for the organization
in hiring and inducting new candidates for these positions
• Overall, it creates a very positive atmosphere within the
organization and leaves employees feeling extremely
satisfied in terms of career progress and highly motivated
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Recruitment and Selection
Chapter-5
ETHICAL ISSUES IN RECRITMENT AND SELECTION:
1. Discrimination: This is by far the commonest legal issue that is related to recruitment. Man
business owners and recruiters discriminate against candidates who are of a particular race, tribe
nationality, gender, marital status, religion, health status, and educational background. Although there
are strict laws against this, culpable recruiters aren’t brought to book because most victims
themselves are not aware that they have been discriminated against. A good way to know if you are
sending signals of discrimination is when you are asking questions that go beyond the ordinary—
such as whether a female job applicant is pregnant or not.

  2. Nepotism/cronyism: This is when you favor applicants who are your close relatives—regardless of
whether they are qualified for the position or not. Most of the time, nepotism results from the urge to
“help” jobless relatives. And this urge usually overrides any sense of objectivity and fairness on the
part of the recruiter.Cronyism is when you hire an applicant because he’s your friend, and not
because he’s the most qualified for the job. The only difference between the nepotism and cronyism
is the

3. Extortion: Some recruiters hiring for corporate establishments hold private conversations with
job applicants, demanding that they pay a specified amount of money for them to be chosen for the
job. In some cases, the corrupt recruiter contacts the candidate who has already been chosen for the
job before the company does the same. He demands some money and sends signals that he is to
decide who gets chosen. So, the desperate candidate rushed to pay the money, without knowing he
was going to get the job even if he didn’t pay for it.
4. Painting a wrong picture of the employer: In a job vacancy notice or advert, the
employer is free to highlight the various benefits of working for their organization as a
way to attract quality employees that will be an asset to the organization. However, many
recruiters or business owners present exaggerated benefits as a way of enticing high
quality and experienced candidates. This is plain deceit. And it’s legally questionable.

5. hijacking employees from competitors: In a desperate bid to crush the competition,

some companies set out to hire their competitor’s most valuable employees. They do this
by attaching irresistible benefits to the position and make every move to make their
target employees aware of the job position. Once the target employee shows interest in
the position and applies for it, the application is instantly accepted.

6. Recruiting non-skilled employees: Many recruiters are guilty of speeding up the

hiring process in order to beat the deadline set by the company’s management. Since all
elements of scrutiny and common sense will be lost, such “under-pressure” recruiters
end up hiring incompetent candidates.
7. Changing some of the job’s responsibilities after hiring: A good job vacancy notice
must clearly highlight—and explain where necessary—the roles to be played by the
candidate chosen to fill the vacant position. However, it’s not uncommon for employers
to come up with new or additional responsibilities to be handled by the chosen candidate.
Most victims usually prefer to keep up with the demands, since they are afraid they
might not get another offers easily if they decide to give up the position.

8. Not answering relevant questions by applicants: it’s not out of place for a job
applicant to ask questions as to why the previous holder of the vacant position had to
give up the position. Not answering such questions would raise a red flag and send
wrong signals about the company.

9. Requesting an application fee from all applicants: Though it’s not common for
employers or recruiters to demand a specified application fee from job applicants, some
companies do this as a way of enriching their own purse. This unethical practice is
common in countries where unemployment and indiscipline are both rife.

10. Trying to offer the least possible pay: Another common unethical hiring practice is
asking the least amount a job applicant would be willing to accept if chosen for the job.
The recruiter’s aim here is to compel recruiters to request for pay that falls far below
market standards—in a bid to cut costs as much as possible.
Attrition and retention strategies:
retention starts with recruiting,
"Retention starts right from the beginning, from the application process to screening
applicants to choosing who to interview," says Dan Pickett, CEO of Nfrastructure, an
infrastructure, managed services and network services firm. "It starts with identifying
what aspects of culture and strategy you want to emphasize, and then seeking those out
in your candidates."
Nfrastructure currently employs about 300 people, with a retention rate of greater than
97 percent — almost unheard of in the IT industry; or any industry, for that matter. It's a
statistic Pickett's proud of, and one each member of the company works hard to
maintain, he says.
Retention strategies:

•Provide ongoing education and clear paths to advancement: Promoting from within
not only provides a clear path to greater compensation and responsibility, it also helps
employees feel that they're valued and a crucial part of the company's success.
Of course, promotions go hand-in-hand with employee development and education, and
this should be another tool in your retention arsenal, says Pickett. Whether by corporate
training to help foster the acquisition of new skills, new technologies or new processes
or through tuition reimbursement from outside courses, furthering your employees'
education can help them feel valued and invested in the company

•Offer the right benefits: Benefits and perks play a large role in keeping employees
happy, engaged and healthy. But benefits can go far beyond healthcare coverage and
paid sick leave. You also should consider offering stock options or other financial
awards for employees who exceed performance goals or who stay with you for a
predetermined time period, says Pickett. Nearly nine in 10 companies (88 percent) view
incentive compensation and bonuses as key to retaining employees in the next five
years.
•Be transparent and open: Creating open communication between employees and
management can help foster a sense of community and a shared purpose, says
Pickett. Regular meetings in which employees can offer ideas and ask questions as
well as “open-door policies” that encourage employees to speak frankly with their
managers help employees feel they are valued and that their input will be heard

• Leverage technology: Another approach is to use an employee polling tool like

David Niu's TINYpulse, which sends out a single question to a company's workforce
at pre-set intervals and then tallies results anonymously."Everyone knows that the
business changes more than once a year, and so do people," Niu says. "Our tool lets
businesses send one highly targeted question at pre-set intervals — maybe monthly,
or even weekly — so that HR can identify issues early on and rectify them." For
example, he says, some companies using the tool have asked, “What is one process
that, if eliminated, could make you more productive?

•Be prepared for turnover: Of course, sometimes turnover is inevitable, says

infrastructure's Picket. Organizations must be prepared to lose star talent, especially if
they have the opportunity to move into their dream job
Attrition strategies:
Meaning:
Attrition is a gradual voluntary reduction of employees (through resignation and retirement)
who are not then replaced. This menas that attrition decreases the size of the workforce.the
difference between employee turnover and attrition definition can be boiled down to the
reasons why employees leave the company. , and it is employer's job to investigate and
understand the reasons.

1. Ongoing Efforts: To be ready when you have an opening, you should maintain ongoing efforts to
maintain lines of communication with effective sources of personnel. Keep in touch with university
placement offices so you can learn about talented students and call on the university when you have a
need. Build relationships with head hunters or placement offices that have provided you with competent,
talented employees in the past. Keep track of potential candidates you might need in the future.

2. In-House Talent: Develop a strong recruitment manager who knows your company culture as well as
the policies and procedures that drive your industry. The recruitment manager might work in the human
resources department or serve in an executive capacity. In a small business, you as the owner should
develop a nose for talent. In local networking organizations such as the Chamber of Commerce or as
you network in industry associations, talk to other business owners about how they recruit and keep
talent. Take workshops that address recruitment. By developing a strong recruiter, you can save money
on outside agencies and advertisements when you need to hire help.
3.Incentives: boost your pay and benefit packages, you increase the odds of
recruiting a more talented workforce. Offering candidates opportunity for
advancement while they earn a competitive salary helps to keep them with your
company. Show potential candidates that your company rewards loyalty and
longevity with bonuses, perks and challenges. Offer flexible work schedules that
provide a more attractive work environment than your competitors.

4.Branding: While you may be familiar with branding as it pertains to building

customer loyalty, branding also is an important key to recruiting and keeping
talented staff. Dissatisfied employees talk about your company outside the
workplace, which can damage your reputation in the community, making it more
difficult to attract and retain good workers. Disaffected employees post
incriminating remarks on online job boards and social communities that disparage
your company and give you a bad name. Too much negative internal criticism can
hurt your recruitment efforts dramatically. Work with your current staff to get
suggestions on how to improve working conditions. Develop a brand that says your
company is a great place to work.
Importance of social media in recruiting and
selection
New generation of workers
You may have noticed that more and more young people tend to spend time using
social media platforms such as Facebook, Twitter and Instagram. They spend so much
time on them however that it becomes nigh impossible to reach them in any other
way.

This is exactly the type of connection you need in order to reach a new type of worker.
This worker is completely used to using digital platforms and computers, they are very
versatile and easily adapt to new technologies and ideas and best of all, they can work
at any time of the day. Youth is used to staying up all night long using their social
media profiles to talk to their friends, read up on interesting trivia and celebrities they
adore and learn more about what their friends and acquaintances are doing.

Slipping your own advertisement and job position ads in between those articles and
posts is the perfect way to reach them and gain their interest in applying for your job
off
Reaching a crowd
Narrowing your search based on social media criteria can make your recruitment job a lot
easier. Facebook is well-known for allowing companies and prepaid advertisers to post
their content based on people’s profiles, interests and times of day. Depending on the
criteria you set and the frequency of your ads, you can gain a huge reach in numbers,
whatever position you are looking to fill.

Imagine setting the parameters so that all the graphic designers in Europe see your job ad
at exactly 8 PM local time when they scroll through their news feeds. Now think about
how many of them will look at your offer and actually apply for it. This is only a fraction of
what social media can do for you when it comes to narrowing down your candidate
profiles.

Passive and insecure candidates

One thing to keep in mind is the fact that a lot of today’s youth lacks self-confidence.
While it’s not a universal rule, majority of people who spend time on social media during
their free time lack the conviction to apply for a job position themselves.

That is why social media platforms are a perfect place to not only advertise on but also
reach out to potential candidates. You can set up a social media recruitment team that
can be trained to effectively and professionally screen potential candidates based on their
social media profiles.

This can work just like advertisement but go a step further than that, ensuring that you
don’t wait for the people to come to you but ask them if they want to work for you
instead. This kind of proactivity on the part of the company is rarely seen and can easily
be recognized as forthcoming and positive by the potential candidates.
Background checks
Checking your candidates’ social media profiles for more information on them is nothing new.
Interviewers usually check the internet for their candidates in order to see if they have any
longstanding professional recommendations, issues with friends or the law or even to look for
any Google information about the candidates.

Social media can provide a huge insight into which your candidates actually are when they step
through the door. Many candidates don’t feel the need to disclose any personal information on
the interview and tend to keep things to them.

Some people have families and go through tough times that they don’t like to discuss with
strangers. Others might have used the word point in order to write their resumes and translate
them to foreign languages. You can easily overcome this by checking their backgrounds behind
closed doors and making the final call about whether to hire them or not based on that.

Live recruitment
One of the best options that social media platforms give recruiters is the ability to live recruit
new employees. Screening employees has never been so simple because of the possibilities
that social media offers when interviews and testing are concerned.

All you have to do in theory is type a simple message to your candidate and wait for them to
turn on their camera and start talking to you in a matter of moments. No long travels across
the city or country, no need for complicated appointment times and best of all – no need for
specialized recruitment offices. You can recruit new employees from anywhere in the world by
using social media to interview them live over the internet.
Curated company pages
Opening company pages on social media platforms offers a plethora of options
when it comes to recruitment. You can use the off-peak period to build up an
audience by posting interesting content, articles, testimonials and company
documents in order to gain the public’s trust.

Once your recruitment period starts, you can easily garner a huge number of
applications from the pool of people that have started following your company’s
social media pages. This is a great opportunity to constantly work on your
recruitment regardless of the current need for new employees.

Forthcoming and friendly

Leveling the playing field with your younger and more energetic candidates by
using social media as a means of communication is a great way to establish trust.
Giving the bulk of responsibility concerning recruitment to a young and
passionate team and letting them communicate with their equally young
candidates is a great way to insert some friendliness into your brand.

Interviewing and hiring candidates based on social media communication in

which your already recruited young workers do all the talking is very forthcoming
in the eyes of the candidates. Best of all, it shows that your company is accepting
of new technologies and trends, giving them a huge incentive to consider
applying for work at your company.
High speed, low price
The most obvious reason for including social media in your recruitment strategy is the
fact that you can set up social media pages very fast and very low prices. Sometimes
you won’t need to pay a single dime during the entire recruitment campaign
depending on your previous reach and community buildup. Getting ad revenue from
Facebook or Twitter takes quite a while, but once you are there, you will be at a
neutral zero when it comes to recruitment advertisement expenses.

Getting your pages up and running is also very fast and simple – all it takes is putting
up a couple of branded company materials on the page and sharing a few official
company announcements. If your company is well-known, people will start following
your pages quickly afterwards.
 Recent trends in Recruitment inHR
Outsourcing
Outsourcing firms build up their human asset pool by utilizing individuals for them and
make accessible work force to different organizations according to their necessities. As
result, the outsourcing firms or the intermediaries charge the organizations their
services cost.The outsourcing firms help the association by the underlying screening of
the candidates as indicated by the necessities of the association organization and
making an appropriate pool of ability for the last choice by the association.
Poaching/Raiding
Poaching means Developing it. "Purchasing ability" (as opposed to creating it) is the
most recent mantra being trailed by the associations today. Poaching implies utilizing a
skillful and experienced individual officially working with another presumed association
in the same or distinctive industry; the association may be a rival in the business.An
outsourcing association can draw in gifted applicants from another association by
offering alluring pay bundles, advantages, reward and different terms and conditions,
superior to the present business of the organization.It Comes as a challenging task for
HR managers to face and tackle poaching by other organizations, as it weakens the
competitive strength of the firm and trustworthiness
E - Recruitment
E-recruitment is the an smart use of technology to accelerate the recruitment process. Many big
organizations use Internet as a source of recruitment. They advertise job vacancies through
worldwide web. The job seekers send their applications or curriculum vitae i.e. CV or resume
through e mail using the Internet. Either job seekers place their CV or resumes over internet , job
portal , apply through company webpage, which can be drawn by prospective employees
depending upon their requirements.
Finding the Best Match
One of the most noteworthy global recruiting trends is that qualified job seekers are not making
as much effort as the recruiters. Yes, you read that right. Recruiters are making use of data
technology and analytics to ensure that they find the most suitable candidates from a larger
pool. When they find the right candidates, the job is not done. They need to find the career
goals of a candidate and align them with the organizational goals. In essence, the candidates are
not trying hard to fit in a role or organization, but the recruiter is making sure that the fit is
seamless and painless for all. This one among popular current trends in recruitment and
selection is a big relief for candidates as they can use the time saved (that they would have
spent in looking for a job) to enhance their skills further.
Use of Augmented Reality
Hr helpboard -recent trend -3The use of augmented reality in the recruitment process would allow
companies to judge how a candidate performs in a real-life scenario. This is way better than
hypothetical interview questions to judge various aspects of a candidate’s personality like
confidence level. For instance, when you are hiring a candidate for the role of Sales Manager, you
can use AR to let a candidate walk through a mock client meeting to ensure that the person
doesn’t get too nervous during client presentations. It is considered as best hiring practices 2018 in
many nations.
Use of Virtual Reality
One of the new trends in recruitment and selection is the use of virtual reality to boost
a job seeker's profile or to let a candidate explore how working in a job would be like.
Thanks to virtual reality, a job seeker can enhance his or her profile to let a recruiter
walk through the projects that were successfully completed by a candidate. In contrast,
the recruiter can help explain the benefits of taking up the job to a candidate by giving
a VR tour that lets a jobseeker understand workplace and code of conduct of an
organization.

Video Profiles
A key one among 2018 recruitment trends is that a candidate can now use video
content to enhance his or her professional profiles. Many candidates are adding a brief
video of their professional accolades on professional networking platforms like LinkedIn
to ensure that a recruiter doesn’t have to spend a lot of time in finding and then
reading up on what a candidate can offer.

Increased Demand for Employee Referrals

Gone are the days when employee referrals were considered a necessity more than a
good source of finding new employees? These days, every company no matter whether
it’s a startup or a large organization depends heavily on employee referrals to find the
right talent. Employee bonuses on referrals are expected to reach an all-time high
because the demand for the right talent is also reaching new highs. This one among
new trends in recruitment is most predictable.
Diversity
Another of the recruiting trends that have been and is expected to be popular in the future as well
is the increasing need of organizations to hire from across the borders. This hiring strategy might
be the result of a simple business objective like business expansion in another nation or a more
complicated reason, lack of required skills in a geographical area.

Increased Use of Contractors

The days are long gone when one recruitment executive was in-charge of all hiring decisions and
finding the right talent. With the passing of time, the need to hire the right candidates has grown
so much that almost every other company is outsourcing some aspects of its recruitment process
to other contractors to ensure access to a larger pool of candidates. This is counted among latest
trends in recruitment because hiring contractors from the same state is no longer enough,
recruitment is often outsourced to companies present in different countries as well. Thanks to
technology, communicating with these outsourcers is easy and more cost-effective than ever
before.

Social Media Recruitment is on a New High

Technology has made us so close to one another via social media platforms that we can
communicate with anyone across the planet by just signing into a social media platform.
Recruiters are making the most of this by devising new recruitment strategies 2018 and searching
for candidates on social media platforms. Apart from giving them an idea of the professional
qualifications of a candidate, it helps a recruiter to understand the personal interest and family
priorities of the candidate a swell which later helps in attaining a great work-life balance. This is
among recruitment best practices because it allows an employee to feel at home from day one as
the organization is prepared to meet his or her needs.
Skills in Demand
The kind of skills in demand is also changing rapidly. Low skilled jobs are rapidly being
replaced with high skilled jobs because automation can handle low skill and repetitive
jobs with ease. This one among recent trends in recruitment is the one that is causing
the most uproar as people are losing their jobs if they fail to upskill themselves.
 Employee Intimacy
Building a Sense of Belongingness
There is a intrinsic human need to experience connectedness. Have that personal connection. When an
individual feels connected to another individual, team or organization, there comes a sense of
belongingness. Working from the space of belongingness allows one to take true ownership of the team or
project not simply because one is accountable or has the authority, but because of a stronger connection
of commitment, care and concern. Trust is a key element in this space. According a recent study by Google
on why some work groups thrive and others falter, the search pointed out that psychological safety, more
than anything else, was critical to making a team work. Indeed, an environment where the teams are
working not just to “save their back” because they operate under fear (and are in a survival mode),
building trust and belongingness are hugely important.
Today’s fast moving business landscape has brought it’s share of fear with it. The ever changing needs of
the customer, new skills and technology used at work and the mandate to keep winning are just a few
triggers of fear. In the absence of clarity and certainty, fear takes a bigger dimension and can be damaging
and counter productive. For individuals and teams to work at their full potential, business leaders need to
give them the confidence and support of an environment where it is okay to make mistakes, learn lessons
and move on.

Tying Action with Purpose

Often business leaders are unable to tie action with a defined purpose. When all the employees are on the
same page with the company’s common purpose, they are fired up about taking an action aligned to that
purpose.
Giving the example of religious leaders who have a huge following and get tremendous respect without
any command or control over people, Nayar noted that it was because they aligned the action of people
with a common purpose that made them influencers leaders.
My Voice

In many companies, people feel that they are not heard and their point of view does not
matter. They don’t see their value in the organization. Corporate organizations don’t create
excitement where people believe their voice counts. This is a critical piece in the emotional
connection that an employee has at his or her workplace.

Evans calls out how companies such as LinkedIn have a terrific reputation where they allow
everybody to feel their perspective matters. “It’s not about simply telling teams what to do,
it’s also asking them about the opportunities they see and what they need to be successful,”
he added.

Authenticity

While it might sound like a cliche, employees want their CEO and leadership to be authentic.
Clear, honest and authentic communication helps make an emotional connection. It makes it
real. It is sticky!

“Sometimes CEOs are so worried about making mistakes and saying what is not right in the
lawyer’s mind that they end up toning down the message terribly and don’t convey the
excitement, passion and energy of what they are doing,” said Evans.

“Authenticity comes when you say something in your own language. And it’s okay to make
mistakes because it gives credibility to your communication. What’s important is your
intention,” added Nayar.
Living the Culture

Culture is a huge part of any company. If the company has a culture where people feel
valued, involved, motivated and inspired, they will be engaged and productive.
 JOB VACANCY
HR Manager
Colossians Knowledge Company PVT LTD
2 - 5 years
₹ 4,00,000 - 4,50,000 P.A.
Bengaluru( Cunningham Road )

Job description:
•Develop and implement HR strategies and initiatives aligned with the overall
business strategy
•Bridge management and employee relations by addressing demands,
grievances or other issues
•Manage the recruitment and selection process
Role : HR Manager
Industry Type : Education / Teaching / Training
Functional Area : HR, Recruitment, Administration, IR
Employment Type : Full Time, Permanent
Role Category : HR/ Recruitment / IR
Education
UG : Any Graduate in Any Specialization, Graduation Not Required,
B.Com in Commerce
PG : Any Postgraduate in Any Specialization, Post Graduation Not
Required
Doctorate :Doctorate Not Required, Any Doctorate in Any Specialization

Link: www.naukri.com