Chapter 4- The Acquisition of

Human Resource(Human
Resource Planning, Recruitment
&Selection)
 Outline
1. Human Resource Planning (HRP)
2. Recruitment and Selection
3. Placement, induction and socialization
 Outline
1. Human Resource Planning (HRP)
• What is Human Resource Planning?
• Concepts behind HRP
• Drivers for and importance of HRP
• Steps in HRP
• Methods of forecasting HR requirements
 What is Human Resource
Planning?-Defining HRP
 HRP Defined
• It is a specific area of management planning (dealing with people
aspect of an organization)

• Other names include manpower planning, workforce planning

• It determines the movement of the organization from the current

human resource position to the anticipated/desired one.

• It is ‘the process for ensuring that the human resource

requirements of an organization are identified and plans are made
for satisfying those requirements’ (Bulla and Scott, 1984).
 What is Human Resource
Planning?-Defining HRP
 It is the process of systematically reviewing human resource
requirements to ensure that the required number of employees with the
required skills are available when and where they are needed (Mondy,
Noe & Premeaux, 2002).

 The process by which managers ensure that they have the right number
and kinds of people in the right places, and at the right times, who are
capable of effectively and efficiently performing assigned tasks.

 According to Armstrong (2006), HRP is concerned with forecasting the

future needs of the organization in terms of:
• skills, expertise and competences,
• analyzing the availability and supply of people, and
• drawing up plans to match supply to demand
 Defining HRP (Cont’d…)
 According to Geisler, “Manpower planning is the process – including
forecasting, developing and controlling by which a firm ensures that it
has-
• The right number of people,
• The right kind of people,
• At the right places,
• At the right time, doing work for which they are economically most useful”

 According to Quinnmills & associates, HRP is a decision making process

that combines the f/g important activities, viz.,
 1.Identifying the right number of people with the proper skills;; and
 2.Creating interactive links between business objectives and
resource planning activities.
 Defining HRP (Cont’d…)
 HRP does three things:
• Helps forecast the future human resource requirements of a given
organization
• Helps acquire/release the required/surplus human resource
• Determines as to how the existing human resource capacity of the
organization is utilized

 It is an integrated part/subset of organizational planning

 It is comparable to and integrated with other functional planning
(marketing planning, financial planning,…)
 It is a foundation for other HRM functions
 Concepts behind HRP
 HRP is shaped by several concepts from other disciplines.

 These include
• The economic concept of demand and supply
• The ‘right’ principles in procurement/purchasing
• The concept of (strategic) planning
 Concepts behind HRP
Concept Description
Demand and -Estimates the size and
supply nature of demand for a
(Economics) commodity
-Inventories existing and
potential supply of the
commodity
-Matches the two
‘Right’ principles - Purchasing is guided by
(Purchasing) ‘right’ principles such as
right product, right
quantity, right source, right
time, right price etc.
(Strategic) -Entails a move from a
planning simple ‘personnel
activities’ to ‘strategic
thinking’ and alignment
of ‘organizational
strategies’ and ‘HR
strategies
Implications for HRP
-Considers human resources as
acquirable/procurable resource
-Estimates demand for human resources
-Inventories existing human resources,
forecasts supply in the labor market
-Makes adjustment to maintain optimal
matching between the two
- The right people (knowledge, skill,
expertise, competence)
-The right quantity (number/size)
-At the right time
-For the right place
-‘getting the size of the organization right’
- HRP follows the basics of (strategic)
planning
 Drivers for and importance of HRP
Drivers
Organizational growth (expansion,
diversification, investment)
People leave the organization
(employee turnover)
Getting right size
Changes (old human resource stock
may not meet the changes)
Other functions of HRM
(recruitment, selection, training,
compensation)
Leaving/retiring people from
management/leadership
Technological changes
Importance
- bring in additional human resource to meet
the demand=>Demand forecasts for HR are
based on the objectives and strategies
- Replace out going people
- Avoid surplus or shortage=>Effective and
Efficient Utilization of Human Resources
-Bring new blood to the organization
-Ensure right demographic composition
-Coping up with changes in the
environment=>Environmental Adaptation
- Lays foundation for the rest HRM functions
- Succession planning to fill void left in
managerial/leadership position
- Add or release workforce depending on it
 Importance of HRP (Cont’d…)

 In short, if HRP is used properly, it offers the

following benefits:

• Creates reservoir of talent;

• Prepares people for future;
• Expand or reduce;
• Cut cost; and
• Facilitates succession planning.
 The HRP Process-Steps in HRP
 On average the following activities are performed in HRP
 Analysis of organizational plans and objectives
• HRP process is influenced by the overall organizational objectives & the
environment of business.
• Thus, strategic planning must precede HRP.
HRP translates the organization’s objectives & plans into the number
of workers needed to meet objectives.
• HRP has two components: requirements & availability.
• In determining HR requirement, we need to undertake
• Analysis of the current requirement (demand)
• Forecasting HR requirements – which involves determining the number &
type of employees needed, by skill level & location.
• These forecasts will reflect various factors, such as
service/production plans & changes in productivity.
• In determining HR availability, we need to
• Inventorying the current (existing) human resources
• Forecasting future labor supply
• In order to forecast availability, the HR manager looks to both internal
sources (present employees) & external sources (the labor mrkt).
 The HRP Process (Cont’d…)

Compare HR requirements & availability and identify gaps(Shortage,

Surplus or no gap)
• When employee requirements & availability have been analyzed, the firm
can determine whether it will have a surplus(If Availability >
Requirement) or shortage(If Requirement > Availability) of
employees.

Adjustment Decisions
• If a worker shortage is forecast, the firm must obtain the proper quantity &
quality of workers from outside the organization.
• In this case, external recruitment & selection are required.

• Ways must be found to reduce the no. of employees if a surplus is projected.

• Some of these methods/programs include: restricted hiring, reduced
hours, early retirements, layoffs….
 The HRP Process
 External Environment
 Internal Environment
Strategic planning

HR planning

Forecasting Comparing Forecasting

HR requiremnts requirements & HR availability
availability
Shortage of
Demand = Surplus of workers
Supply workers
Restricted hiring, Recruitment
Reduced hr,
No action Early retirement,
Layoffs, Downsizing Selection
 How to Forecast HR Needs?
 Important issues considered in forecasting HR needs?
• Projected revenues / production first, and then estimate the size of the
staff required to achieve it
• Staffing plans also must reflect:
• Projected turnover (as a result of resignations or terminations)
• Quality and skills of your employees (in relation to what you see as the
changing needs of your organization)
• Strategic decisions - to upgrade the quality of products or services or enter
into new markets
• Technological and other changes resulting in increased productivity
• Financial resources available to a given department
 Methods of Demand Forecasting
• Qualitative methods- Judgmental methods
• Quantitative methods- Statistical approaches
Methods of forecasting HR requirements:
qualitative methods
Methods Description
General - These methods are judgmental-Managerial /Expert
judgment plays a big role
- These are soft methods
-It needs group brain storming
- Subjectivity, bias and inaccuracy may be high
- Commonly used
Managerial estimates - Based on previous experience on workload, efficiency
and ability of employees
- Can be ‘top-down’ or ‘bottom-up’ approach
- Easy and time saving
Delphi method - Forecasts of experts are gathered and revised through
non face- to – face interactions
- A facilitator collects estimates of each expert and
consolidates the final one
Benchmarking - learning and taking experience of comparable
organizations
 Methods of forecasting HR requirements:
quantitative methods
Methods Description
General - These methods are mathematical or statistical
- These are hard methods
- Objectivity and accuracy is high
Work-study techniques - uses time and motion study to analyze and measure work
(try exercise on next slide) - more suitable where the volume of work is easily measurable
Trend Analysis - Means studying variations in your firm’s employment levels over the
(Time series analysis, last few years to predict future needs.
extrapolation) - depends on the availability of past records and environmental
changes
- Trend projection, Moving averages and exponential smoothing
can help for projections
Ratio analysis - making forecasts based on the ratio between (1) some causal factor
(like sales volume) and (2) the number of employees required (for
instance, number of salespeople).
- carried out by studying the past ratios and the forecasting ratios for
the future
Regression - Use dependent and independent variables to investigate human
analysis/Scatter plot resource requirements
-shows graphically how two variables. such as a measure of business
activity and your firm’s staffing levels. are related. If they are, then if you
can forecast the level of business activity, you should also be able to
estimate your personnel requirements.
Exercise1

 Work-study method (hypothetical company)

• Annual output for the next three years is planned to
be 80,000 units
• Standard time per unit is 3 hours
• Productive hours per worker per year is 2,400 hours
• What is the total number of hours to produce the 80,000
units?
• What is the total number of workers required to produce the
80,000 units in a year?
Methods of forecasting HR requirements:
quantitative methods
• i)Trend Projection method- Involves a) determining the trend of demand of HR by analyzing
past demand data and then, b)projecting future demand of HR by extrapolating the trend.
This is given by the following expression:
Yt=a + bT where, Y is the demand for year t , T is time variable
Slope=

Y intercept=
• ii) Exponential Smoothing method
• Forecasts are modified in light of observed error, as in the following equation
=> Ft+1= Ft + ( Actual –Forecast)

• iii) Moving Average Method

• Forecast for next period is equal to the average of demand of HR for several
preceding periods, as in the f/g equation:-
....Cont’d

• Moving Average Method(Cont’d)

•This moving average method may be also classified as simple moving
average and weighted moving average method depending the degree
emphasis given to the observation
Simple Moving average method:-Uses an average of a specified number
of the most recent observations, with each observation receiving the same
emphasis (weight)
The forecast for next period (period t+1) will be equal to the average
of a specified number of the most recent observations, with each
observation receiving the same emphasis (weight).
Weighted Moving Average method- Uses an average of a specified
number of the most recent observations, with each observation receiving a
different emphasis (weight)
The forecast for next period (period t+1) will be equal to a weighted
average of a specified number of the most recent observations
Example-Trend Analysis
1. Given the demand of HR a certain company during a 12-year as below, find
the least square regression for trend projection
Year Demand(‘00) Year Demand(‘00)
2001 12 2007 17.5
2002 13 2008 15.8
2003 12.5 2009 15.9
2004 15 2010 18.3
2005 18.2 2011 19.2
2006 16.7 2012 20
2. For the data given in Qn1, assume the forecast for period 1 was 13.0. If
is equal to 0.3 , derive the forecast for the periods 2 to 12 using the exponential
smoothing method

3. For the data given in Qn1, set n equal to 4 and develop forecasts for the period
5 to 12 using the (Simple) moving averages method. Besides, develop forecast for
the period 4 to 12 using the 3 year weighted moving average method with weight
of 5,3,2 from recent to old)
1. Trend Projection
T Y TY T2
0 12 0 0
1 13 13 1
2 12.5 25 4 b=1158.8- (12X5.5X16.18)
506 - (12X5.5X5.5)
3 15 45 9 b= 90.92 =0.636
4 18.2 72.8 16 143

5 16.7 83.5 25
6 17.5 105 36
7 15.8 110.6 49
8 15.9 127.2 64 a=16.18- (0.636X5.5)
9 18.3 164.7 81 a= 12.68

10 19.2 192 100

11 20 220 121
Sum=66 Sum=194.1 Sum=1158.8 Sum=506
Average=5.5 Average=16.175
Trend Projection(Cont’d)
 Given the slope(0.636) and y-intercept(12.68), forecast for
the coming five years would be computed as:-

Yr. 12= 12.68+ (0.636 X 12)= 20.31

Yr. 13= 12.68+ (0.636 X 13)= 20.95
Yr. 14= 12.68+ (0.636 X 14)= 21.58
Yr. 15= 12.68+ (0.636 X 15)= 22.22
Yr. 16= 12.68+ (0.636 X 16)= 22.86
.
.
.
2. Exponential Smoothing
t Data(At) Forecast(Ft) Error(At-Ft) Ft+1= Ft + ( (At –Ft)
1 12 13.0 -1.0 F2=13.0 + 0.3(-1.0)=12.7
2 13 12.7 0.3 F3= 12.7 + 0.3(0.3)=12.8
3 12.5 12.8 -0.3 F4 =12.8 +0.3(-0.3)=12.7
4 15 12.7 2.3 F5 =12.7 + 0.3(2.3)=13.4
5 18.2 13.4 4.8 F6=13.4 + 0.3(4.8)=14.8
6 16.7 14.8 1.9 F7=14.8 + 0.3(1.9)=15.4
7 17.5 15.4 2.1 F8= 15.4 + 0.3(2.1)=16.0
8 15.8 16.0 -0.2 F9= 16.0 +0.3(-0.2)=15.9
9 15.9 15.9 0.0 F10=15.9 +0.3(0.0)=15.9
10 18.3 15.9 2.4 F11=15.9+0.3(2.4)=16.6
11 19.2 16.6 2.6 F12=16.6 +0.3(2.6)=17.4
12 20 17.4 2.6 F13= 17.4 +0.3(2.6)=18.2
3. a) Moving Average(Simple)
t Data(St) Forecast(Ft)
1 12
2 13
3 12.5
4 15 F5=(12.0+13.0+12.5+15.0)/4=13.1

5 18.2 13.1 F6=(13.0+12.5+15.0+18.2)/4=14.7

6 16.7 14.7 F7=(12.5+15.0+18.2+16.7)/4=15.6

7 17.5 15.6 F8=(15.0+18.2+16.7+17.5)/4=16.9

8 15.8 16.9 F9=(18.2+16.7+17.5+15.8)/4=17.1

9 15.9 17.1 F10=(16.7+17.5+15.8 +15.9)/4=16.5

10 18.3 16.5 F11=(17.5+15.8 +15.9+18.3)/4=16.9

11 19.2 16.9 F12=(15.8 +15.9+18.3+19.2)/4=17.3

12 20 17.3 F13=(15.9+18.3+19.2+20.0)/4=18.4
3. b)Moving Average(Weighted)
t Data(St) Forecast(Ft)
1 12
2 13
3 12.5 F4=(0.2*12.0)+(0.3*13.0)+(0.5*12.5)=12.6

4 15 12.6 F5=(0.2*13.0)+(0.3*12.5)+(0.5*15.0)=13.9

5 18.2 13.9 F6=(0.2*12.5)+(0.3*15.0)+(0.5*18.2)=16.1

6 16.7 16.1 F7=(0.2*15.0)+(0.3*18.2)+(0.5*16.7)=16.8

7 17.5 16.8 F8=(0.2*18.2)+(0.3*16.7)+(0.5*17.5)=17.4

8 15.8 17.4 F9=(0.2*16.7)+(0.3*17.5)+(0.5*15.8)=16.5

9 15.9 16.5 F10=(0.2*17.5)+(0.3*15.8)+(0.5*15.9)=16.2

10 18.3 16.2 F11=(0.2*15.8)+(0.3*15.9)+(0.5*18.3)=17.1

11 19.2 17.1 F12=(0.2*15.9)+(0.3*18.3)+(0.5*19.2)=18.3

12 20 18.3 F12=(0.2*18.3)+(0.3*19.2)+(0.5*20.0)=19.4
 Methods of forecasting HR
requirements: quantitative methods
 When Are Statistical Approaches to Demand
Forecasting Appropriate?

• Stable environment

• Business factor can be predicted with some accuracy

• The relationship between workforce size and

business factor remains constant over time
 Methods of HR supply forecasting
 Obtaining the data and information about the present human
resource inventory

 Conducting Human resource audits (knowledge, skills,

competences, number)

 Accounting employee wastage (absenteeism, health problems,

turnover)

 Tracing internal promotions

 Tracking labor supply in the market

 Exercise2
 Employee turnover
• Company X had 250 workers at the beginning of 2019 and
300 workers at the end of the same year. In 12 months, 60
workers left the company.
• What is the turnover rate?
• Employees turnover rate=No. of leavers in a specified period (usually 1 year) X100%
Average number of employees during the same period

= 60 X 100% = 21.8%
275
Methods of HR supply forecasting
 In forecasting the Supply of Inside Candidates:-
o Personnel inventory & development record help track employee
qualifications

o Qualifications inventories- Manual or computerized records listing

employees’ education, career and development interests, languages,
special skills, and so on, to be used in selecting inside candidates for
promotion

o Personnel replacement charts-Company records showing present

performance and promotability of inside candidates for the most
important positions
Management Replacement Chart
Dealing with an Oversupply of
Personnel
 Freeze hiring  Use a shorter
 Restrict overtime workweek
 Retrain/redeploy  Use pay reductions
 Switch to part-time  Use sabbaticals
employees  Encourage early
 Use unpaid vacations retirements
Dealing with an Oversupply of
Personnel….
Decruitment-The process of reducing a surplus of employees in
the workforce of an organization

Decruitment Options
Dealing with an Undersupply of
Personnel

 Hire additional workers  Reassign jobs

 Improve productivity  Use temporary
through training workers
 Use overtime  Improve retention
 Add additional shifts
 Recruitment and Selection
 They are highly related to each other.

 They are functions related to sourcing the human resource of an

organization
• They are concerned with ensuring that the organization
obtains the people it needs and deploy them productively.

 They build up on the HR planning and job analysis and design

 They play crucial role in talent acquisition to the organization

Recruitment and Selection
 Recruitment
• Defined as the process of searching for prospective employees
and stimulating them to apply for jobs in the organization

• The process of locating, identifying, and attracting capable

applicants to an organization
• It is the process of finding and engaging the people the
organization needs

• The essential objective is to create a pool of the prospective job

candidate
 Recruitment and Selection
 Recruitment
 The various activities involved with the process of recruitment includes

 Planning the recruitment campaign (how many applicants, how long the
vacancy will be on air, what sources will be used, how the recruitment will
be conducted)
(a) identification of the different sources of labor supply,
(b) assessment of their validity,
(c) choosing the most suitable source or sources, and
(d) inviting applications from the prospective candidates, for the
vacancies
Attracting candidates
 The recruitment avenues available to an organization
• Can be broadly categorized as internal and external sources of
recruitment
 Recruitment and Selection
Recruitment

Internal Description
sources
Transfers Involves shifting of an employee from one job to another, one department to another
or from one shift to another, without a substantive change in the responsibilities and
status of the employee
It may lead to changes in duties and responsibilities, working condition etc., but not
necessarily salary
It is a good source of filling the vacancies with employees from overstaffed departments

Promotions the practice of filling higher jobs by promoting employees from lower job

leads to shifting an employee to a higher position, carrying higher responsibilities,

facilities, status and pay
It is a vertical shifting of employees
 Recruitment and Selection
 Recruitment
 Merits of Internal sources
• i)Promotion practice helps to improve the motivation, loyalty and satisfaction
level of employees
• ii)Internal recruitment also simplifies the process of selection and placement
• The candidates that are already working in the enterprise (are already
known) can be evaluated more accurately and economically.
• iii)Transfer is a tool of training the employees to prepare them for different
jobs.
• Also people recruited from within the organization do not need induction
training
• iv)Transfer has the benefit of shifting workforce from the surplus departments
to those where there is shortage of staff
• v)Filling of jobs internally is cheaper as compared to getting candidates from
external sources
 Recruitment and Selection
 Recruitment
 Limitations of Internal sources
• i) When vacancies are filled through internal promotions, the scope for
induction of fresh talent is reduced
• Complete reliance on internal recruitment involves danger of ‘inbreeding’ by
stopping ‘infusion of new blood’ into the organization;

• ii)A new enterprise cannot use internal sources of recruitment.

• Also, no organization can fill all its vacancies from internal sources

• Iii) Frequent transfers of employees may often reduce the productivity of

the organization
 Recruitment and Selection
Recruitment
External sources
Direct recruitment-a notice is
placed on the notice board of the
enterprise specifying the details
of the jobs available.
=>Job seekers assemble on the
specified date and selection is
done on the spot.
Campus/College recruit -
recruitment from educational
institutions
Employee Referral- Applicants
introduced by present employees
Advantage
Very inexpensive as it does not
involve any cost of advertising the
vacancies
Large centralized body of
candidates
Can generate strong candidate
because good referral reflects on
the recommender; knowledge
about the organization provided by
current employee
Disadvantage
Usually limited for casual
vacancies of unskilled or semi-
skilled job
Limited to the entry level position
May not increase the diversity &
mix of employees
 Recruitment and Selection
Recruitment

External sources Advantage Disadvantage

Advertisement-
Print media- Advertisement in
newspapers or trade and
professional journal
Broad cast media -(Television/
Radio)
E—recruiting-Recruitment of
employees through the Internet
Organization Web site
Online recruiters
Professional recruiting agencies
-More information about the
organization and job can be given
-Gives a wider range of candidates
from which to choose
-Wide distribution
-Reaches large number of people,
can get immediate feedback
Good knowledge of the industry
challenges& requirements
Generate many unqualified
candidates
Generate many unqualified
candidates
Little commitment for specific
organization
 Recruitment and Selection
 Recruitment
 Challenges of Recruitment
• National or local reputation of the organization

• Person specification may be unrealistic or overstated

• Nepotism and corrupt practices

• Unachievable promises (pay scale, employee benefits,

working conditions…)
 Recruitment and Selection
 Recruitment
 Outcomes of Recruitment
• All sources of prospective employees are used

• Adequate number of job seekers have applied

• The right people possessing required person specification have applied

• Equally opportunity is given to all applicants

• Packages offered by the organization are in line with the market rate
 Recruitment and Selection
 Selection
 What is Selection?
• It is the process of choosing from among the pool of the
prospective job candidates developed at the stage of
recruitment
• An exercise in predicting which applicants, if hired, will be (or will not
be) successful in performing well on the criteria the organization uses to
evaluate performance.
• It is the process of choosing from among the candidates from within the
organization or from the outside, the most suitable person for the
current position or for the future position(Dale Yoder)
• It is a managerial decision making process as to predict which job
applicants will be successful if hired(David&Robbins)
 Recruitment and Selection
 Selection
 What is Selection?
 As one of a managerial decision making process, the selection decisions
outcomes can be shown as below:

 The main objective in selection process is to minimize the possible

selection errors:
• Reject errors for potentially successful applicants
• Accept errors for ultimately poor performers
 Recruitment and Selection
 Selection
 Selection Process
 The important steps in the process of selection are as follows:
 (i)Preliminary Screening: helps the manager eliminate unqualified or
unfit job seekers based on the information supplied in the application
forms

 (ii)Selection Tests : An employment test is a mechanism (either a paper

and pencil test or an exercise) that attempts to measure certain
characteristics of individuals
 Recruitment and Selection
 Selection
 Selection Process
 (ii)Selection Tests(Cont’d) : Important tests used for selection of employees include:-
• Intelligence test(how smart are you?)-psychological tests used to measure the level of intelligence
quotient of an individual. It is an indicator of a person’s ability to make decisions & judgments

• Aptitude test(can you learn to do it?)-t is a measure of individuals potential for learning new skills. It
indicates the person’s capacity to develop.

• Personality test( do you manage emotions, dependable..?)-provide clues to a person’s emotions,

reactions, maturity, perseverance etc. But, difficult to design & implement

• Ability/Trade test(can you do it now?)-these tests measure the existing knowledge, skills and proficiency
of the individual in the area of professions or technical training.
• Unlike the aptitude test that measure the potential to acquire skills, this trade test measure the actual
skills possessed.

• Interest test(do you want to do it?)-Interest tests are used to know the pattern of interests or involvement
of a person
 Recruitment and Selection
 Selection
 Selection Process
 iii)Employment Interviews-Interview is a formal, in depth
conversation conducted to evaluate the applicant’s suitability for
the job
• Although used almost universally, managers need to approach
interviews carefully.
 iv) Reference & Background Checks-any employers request names,
addresses, and telephone numbers of references for the purpose of
verifying information and, gaining additional information on an applicant.
• Lack validity because self-selection of references ensures only
positive outcomes.
 v)Selection Decisions- The final decision has to be made
from among the candidates who pass the tests, interviews
and reference check
 Recruitment and Selection
 Selection
 Selection Process
 vi)Medical Examination- After the selection decision and before the job
offer is made, the candidate is required to undergo a medical fitness test.
• Physical Examinations-Useful for physical requirements and for
insurance purposes related to pre-existing conditions

 vii)Job offer-the next step in the selection process is job offer to those
applicants who have passed all the previous hurdles.
• Job offer is made through a letter of appointment/confirm his/her
acceptance

 viii)Contract of Employment- After the job offer has been made and
candidate accepts the offer, certain documents( eg, attestation form,
contract of employment) need to be executed by the employer and the
candidate.
Recruitment and Selection

Start
Source of Application

External sources Internal sources

Preliminary screening

Is Preliminary
Screening OK

Selection Test
Is Selection
Test OK

Employment interview
Is Employment
Interview OK
Reference &
Background analysis
Is Reference
and Back
ground OK
Selection Decision

Is Selection Job offer Employment

Decision contract
Positive
 Recruitment and Selection
 Selection
 Challenges of Selection
• Wrong package of selection criteria

• Wrong tests/interview questions

• Misleading credentials

• Reciprocity (illegal and corrupt relationships between the

interviewer(s) and the interviewee)
 Recruitment and Selection
 Selection
 Outcomes of Selection

• Pick up the most suitable persons who would match the

requirements of the job and the organization

• Ensure an optimal match between the person and the job

• Ensure that merit decided the selected candidate

 Placement, socialization and orientation
 Placement is a function of deploying the right
people to the right job.
 It is about matching the worker and the work
optimally.
 In this regard placement has four forms
• New assignment/placement
• Promotions
• Transfers
• Demotions
 Placement, socialization and orientation
• Socialization/induction is the process by which employees learn to adopt the
norms, values, attitudes and behaviors accepted and practiced by the ongoing
system of the organization
• It is the process of receiving and welcoming employees who join the organization
for the first time
• It is about familiarizing the employee with the organization system and fellow
employees through:
– Anticipation (before they start their job)
– Encounter (learning by doing)
– Settling in (as the employee settles, masters the values and norms)
• ‘first impression’ matters:
• Reduces anxiety and premature turnover,
• Increases belongingness and productivity
• Reduces cost of employment
 Placement, socialization and orientation

• Orientation is form of training based socialization. It focuses on:-

• Roles, responsibilities and accountabilities of the new employee
• Materials, equipments, methods pertaining to the job
• Rules and regulations of the organization
• Health and safety matters , and others

• Purposes of Orientation
• Develops realistic job expectations

• Improves productivity (Cost saving, cost effective)

• Saves time and effort

• Improves employment stability

• Reduces conflict and ensures smooth integration