Recruitment & Selection

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 Meaning of Recruitment

 A process of finding and attracting

capable applicants for employment.
 It is the process to discover sources of
manpower to meet the requirement of
staffing schedule and to employ effective
 Recruitment is quite expensive – on an
average co.’s spend
 $1000 – each non-exempt employees
 $7000 – exempt employees.
 $23,000 – on each executive- from external
labour market. 2
 Definition
 According to Edwin B. Flippo,
recruitment is the process of searching
the candidates for employment and
stimulating them to apply for jobs in the
organization”.
 Recruitment is the activity that links
the employers and the job seekers.

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RECRUITMENT NEEDS ARE OF THREE
TYPES

  PLANNED
i.e. the needs arising from changes in
organization and retirement policy.
  ANTICIPATED
Anticipated needs are those movements in
personnel, which an organization can
predict by studying trends in internal and
external environment.
  UNEXPECTED
Resignation, deaths, accidents, illness give
rise to unexpected needs.

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 Importance of Recruitment
 Attract and encourage more and more candidates to apply in
the organization.
 Create a talent pool of candidates to enable the selection of
best candidates for the organization.
 Determine present and future requirements of the organization
in conjunction with its personnel planning and job analysis
activities.
 recruitment is the process which links the employers with the
employees.
 Increase the pool of job candidates at minimum cost
 Meet the organizations legal and social obligations regarding
the composition of its workforce
 Increase organization and individual effectiveness of various
recruiting techniques and sources for all types of job
applicants
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Recruitment Process
 The recruitment and selection is the major
function of the human resource department.
 recruitment process is the first step towards
creating the competitive strength.
 Recruitment process involves a systematic
procedure from sourcing the candidates to
arranging and conducting the interviews and
requires many resources and time.

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 Recruitment Process
1. Identify vacancy
2. Prepare job description
and person
specification
3. Advertising the
vacancy
4. Managing the response
5. Short-listing
6. Arrange interviews
7. Conducting interview
and decision making

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Sources of Recruitment

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 Internal sources of Recruitment
1. TRANSFERS
The employees are transferred from one department to another
according to their efficiency and experience.
2. PROMOTIONS
The employees are promoted from one department to another with
more benefits and greater responsibility based on efficiency and
experience.
3. Others are Upgrading and Demotion of present employees
according to their performance.
4. Retired and Retrenched employees may also be recruited once
again in case of shortage of qualified personnel or increase in load of
work. recruitment such people save time and costs of the
organizations as the people are already aware of the organizational
culture and the policies and procedures.
5. The dependents and relatives of Deceased employees and
Disabled employees are also done by many companies so that the
members of the family do not become dependent on the mercy of
others.
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 External sources Recruitment
1. PRESS ADVERTISEMENTS
Advertisements of the vacancy in newspapers and journals are a
widely used source of recruitment. The main advantage of this
method is that it has a wide reach.

2. EDUCATIONAL INSTITUTES
Various management institutes, engineering colleges, medical
Colleges etc. are a good source of recruiting well qualified
executives, engineers, medical staff etc. They provide facilities
for campus interviews and placements. This source is known as
Campus Recruitment.

3. PLACEMENT AGENCIES
Several private consultancy firms perform recruitment functions
on behalf of client companies by charging a fee. agencies are
particularly suitable for recruitment of executives and
specialists. It is also known as RPO (Recruitment Process
Outsourcing) 10
EMPLOYMENT EXCHANGES
Government establishes public employment exchanges
throughout the country. These exchanges provide job
information to job seekers and help employers in identifying
suitable candidates.

LABOUR CONTRACTORS
Manual workers can be recruited through contractors who
maintain close contacts with the sources of such workers. This
source is used to recruit labour for construction jobs.

UNSOLICITED APPLICANTS
Many job seekers visit the office of well-known companies on
their own. Such callers are considered nuisance to the daily
work routine of the enterprise. But can help in creating the
talent pool or the database of the probable candidates for the
organization.

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EMPLOYEE REFERRALS / RECOMMENDATIONS
Many organizations have structured system where the
current employees of the organization can refer their
friends and relatives for some position in their
organization. Also, the office bearers of trade unions are
often aware of the suitability of candidates. Recruitment
Management can inquire these leaders for suitable jobs.
In some organizations these are formal agreements to
give priority in recruitment to the candidates
recommended by the trade union.

RECRUITMENT AT FACTORY GATE

Unskilled workers may be recruited at the factory gate
these may be employed whenever a permanent worker is
absent. More efficient among these may be recruited to fill
permanent vacancies.

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COMPONENTS OF THE RECRUITMENT
POLICY

 The general recruitment policies and

terms of the organization
 Recruitment services of consultants
 Recruitment of temporary employees
 Unique recruitment situations
 The selection process
 The job descriptions
 The terms and conditions of the
employment

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 A recruitment policy of an organization
should be such that:
 It should focus on recruiting the best potential people.
 To ensure that every applicant and employee is treated equally
with dignity and respect.
 Unbiased policy.
 To aid and encourage employees in realizing their full potential.
 Transparent, task oriented and merit based selection.
 Weightage during selection given to factors that suit
organization needs.
 Optimization of manpower at the time of selection process.
 Defining the competent authority to approve each selection.
 Abides by relevant public policy and legislation on hiring and
employment relationship.
 Integrates employee needs with the organisational needs.

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 Recent Trends in Recruitment
OUTSOURCING
In India, the HR processes are being outsourced from
more than a decade now.
 A company may draw required personnel from
outsourcing firms.
 The outsourcing firms help the organization by the
initial screening of the candidates according to the needs
of the organization and creating a suitable pool of talent
for the final selection by the organization.
 Outsourcing firms develop their human resource pool by
employing people for them and make available
personnel to various companies as per their needs.
 In turn, the outsourcing firms or the intermediaries
charge the organizations for their services.
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 Advantages of outsourcing
 Company need not plan for human
resources much in advance.
 Value creation, operational flexibility and
competitive advantage
 turning the management's focus to strategic
level processes of HRM
 Company is free from salary negotiations,
weeding the unsuitable resumes/candidates.
 Company can save a lot of its resources and
time
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 POACHING / RAIDING
 “Buying talent” (rather than developing it) is the latest
mantra being followed by the organizations today.
 Poaching means employing a competent and experienced
person - already working with another reputed company in
the same or different industry.
 A company can attract talent from another firm by offering
attractive pay packages and other terms and conditions,
better than the current employer of the candidate.
 But it is seen as an unethical practice and not openly talked
about.
 Eg : Indian software and the retail sector are the sectors
facing the most severe brunt of poaching today.
 It has become a challenge for human resource managers to
face and tackle poaching, as it weakens the competitive
strength of the firm.
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 E-RECRUITMENT

 Many big organizations use Internet as a source of

recruitment.
 E-recruitment is the use of technology to assist the
recruitment process.
 They advertise job vacancies through worldwide
web.
 The job seekers send their applications or curriculum
vitae i.e. CV through e mail using the Internet.
 Alternatively job seekers place their CV’s in
worldwide web, which can be drawn by prospective
employees depending upon their requirements.

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Advantages of recruitment

 Low cost.
 No intermediaries
 Recruitment of right type of people.

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 The internet penetration in India is
increasing and has tremendous potential.
 According to a study by NASSCOM –
“Jobs is among the top reasons why new
users will come on to the internet,
besides e-mail.” There are more than 18
million resume’s floating online across
the world.

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 Two kinds of e-recruitment
 Job portals – i.e. posting the position with the job
description and the job specification on the job
portal and also searching for the suitable resumes
posted on the site corresponding to the opening in
the organization.
 Creating a complete online
recruitment/application section in the
companies own website. - Companies have
added an application system to its website, where
the ‘passive’ job seekers can submit their resumes
into the database of the organization for
consideration in future, as and when the roles
become available.
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 Resume Scanners: Resume scanner is one major
benefit provided by the job portals to the
organizations. It enables the employees to screen
and filter the resumes through pre-defined criteria’s
and requirements (skills, qualifications, experience,
payroll etc.) of the job.


Job sites provide a 24*7 access to the database of

the resumes to the employees facilitating the just-
in-time hiring by the organizations. Also, the jobs
can be posted on the site almost immediately and is
also cheaper than advertising in the employment
newspapers. Sometimes companies can get valuable
references through the “passers-by” applicants.
Online recruitment helps the organizations to
automate the recruitment process, save their time
and costs on recruitments 22
 Online Recruiting – 2001 survey: 88% of
Fortune’s Global 500 companies recruiting
on Recruitsoft’s Website.
 Monster.com had more than 100,000
executives registered on its
ChiefMonster.com.
 US government trying to get the EU to
relax its 1998 Data Protection Act that
blocks a access to personal information
outside of the originating country.
SELECTION

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 Selection
 Selection process is a series of specific steps
used to decide which recruits should be hired.
 The process begins when recruits apply for
employment and ends with the hiring decision.
 Recruiting and selection are combined and called
the “employment function” in many HR
departments.
 Process by which an organization chooses from a
list of applicants the person or persons who best
meet the selection criteria for the positions
available, considering the current environment
conditions.
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Definition
 It is a process of picking individuals
who have relevant qualifications to
fill the job in the org’n.

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 Selection Process

Appointment 8

Physical/ medical examination 7

Reference Checks 6

Selection Interviews 5

Selection Tests 4

Screening Interviews 3

Application Bank 2

Reception 1
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 Selection Process cont…….
 Reception: in order to attract ppl with talent, skills &
experience, - a co. has to create a favorable impression
on the applicants – right from the stage of reception.
[help desk].
 Application Bank/resumes: typically requests
information about education, work history, & skills, as
well as the contact details of the applicant & several
references.
 Weighted Application Blanks [WAB’s]: to make application
form more job related- some org’ns assign numeric values or
weights to responces provided by applicants.
 Generally the iteams that have strong relationship with job
performance are given high score.
 Eg. High sales score , high incetor, best employee.
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 Selection Process cont…….
 Screening Interview: is a process where
resumes are screened based on- candidate
who do not have meet the minimum job
specifications on education, skills &
experiences.
 Selection test:
 Intelligence test: measured on abilities like
memory, vocabulary, verbal fluency, numerical
ability, perception, visualization.
 Eg. These tests r used at entry level mgnt
positions of banking sector, insurance & other
financial sectors.
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 Selection tests:
 Aptitude test:
 Personality test: used to measure the basic
aspects of an applicants motivational level,
emotional balance, self confidence,
interpersonal behavior, introversion &
extraversion.
 Simulation test: is a test which duplicates
many of the activities & problems an
employee faces while at work.

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 Selection tests:

 Assessment centers: incorporated with groups

& individual exercises. Situational exercises is
observed.
*some of the assessment techniques:
 The in-basket: here the candidates is faced with
accumulation of reports, memos, letters & other
materials collected in the in-basket. [prop's in the in-
basket]. The candidate is asked to take over
necessary action on prop's within the limited given
time. This designed to measure oral & written comm’n
skills, planning, initiative, & org’nal skills.
 Business games: business plan, sales effort, product
design & etc.
 Individual presentation: 31
 Evolution assessment center
techniques:
 Graphology tests: involves trained evaluator to
examine the lines, loops, strokes, hooks, curves in
persons handwriting.
 Polygraph: lie-detector test.
 Integrity test: designed to measure employees
honesty, ethics & etc
* Integrity questions r,
 Have u ever lied.

 Do u report to ur boos if ur colleague is stealing

from store.
 Do u carry office stationary to home for personal
use.
 Proxy attendance.
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 Selection Interviews: [types]
 Unstructured interview: where questions
not related to job, but the job related areas
questions may remain unexplored. Allows
applicant to talk freely with a minimum of
interruption.
* Open ended questions –
 Tell me more about yourself.
 Do u like music – which kind.
 At what time u wake-up.
 At what time u leave ur home to office.

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 Selection Interviews: [types]
 Structured interview: where the questions
are clearly job related.
 Tell me about ur job.
 What did u learn from that job
 What were the major duties.
 How would u describe your boss on that job.

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 Selection Interviews: [types]
 Panel Interview: involves three or more members.
 This interview style is most common in academia or
when hiring a senior level corporate executive.
 The term “search committee” is commonly used to
describe a Panel Interview.
 In preparing for a panel interview it is best to
understand an organization from every point of view.
 For example, if you are going to be interviewed by
an organization’s Customer Service Manager,
Finance Manager, and Human Resources Manager;
you should familiarize yourself with current
information about the organizations customer service
policies, finance policies, and HR policies.
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 Selection Interviews: [types]
 Situational Interviews: encourage
applicants to respond to hypothetical
situations they may encounter on the
job for which they applied.
 What if you are in a situation that to
achieve your sales target the whole seller
are asking for high commission instead of
company policy? What will you do under
these circumstances?

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 Selection Interviews: [types]
 Behavioral Interview:
 Questions are based on Depending upon the
responsibilities of the job and the working environment,
 you might be asked to describe a time that required
problem-solving skills, adaptability, leadership, conflict
resolution, multi-tasking, initiative & stress
management.
 You will be asked how you dealt with the situations.
 Your responses require not only reflection, but also
organization. To maximize your responses in the
behavioral format.
 Think about you past job and tell us a time where you
have committed a mistake? What was your response to
the mistake? What was the nature of the mistake? 37
 Selection Interviews: [types]
Stress interview:
 A special type of interview designed to create anxiety
and put pressure on the applicant to see how the
person responds.
 In a stress interview, the interviewer assumes an
extremely aggressive and insulting posture.
 Those who use this approach often justify its use with
individual
 who will encounter high degrees of stress on the job,
such as a consumer complaint clerk in a department
store or an air traffic controller.
 The stress interview is a high-risk approach for an
employer.
 Consequently, an applicant that the organization wishes
to hire might turn down the job offer. Even so, many
interviewers deliberately put applicants under stress.
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 Meal interview:
 This is still a business interview.
 Use good table manners as well as all your other
etiquette. The presence of food sometimes makes an
applicant relax and reveal all their negative points, so
be careful.
TIPS:
 DON'T sit until the interviewer does.
 Order a meal slightly less expensive than the interviewer.
 DON'T start eating until they do.
 DON'T order anything messy. If they order dessert, DO also
order a dessert - it can be as simple as fruit.
 Ninety-nine percent of the time it is unwise to drink alcohol in
an interview setting.

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 Meal Interview:
 If you are at a group dinner or a cocktail reception
where wine is served and your host(s) are having a
glass, you may want to have a glass to be sociable, but
don't drink all of it. Even a small amount of alcohol can
impair your judgment.
 never talking with your mouth full!
 Seven Things To Never Order at a Meal Interview

 Pizza
 French Onion Soup
 Most expensive item on the menu
 Least expensive item on the menu
 Any fish with the head or bones still attached
 Any food that requires fingers. 40
 Problems/Error in the Interview

 Similarity error: [candidates who have similar to

them - in hobbies, interests, or personal background].
Tend to be negative towards candidates who r unlike to
them. This may color the interviewers judgment &
introduce invalid variance into the interviewer’s rating.
 Biases: Interviewers tend to favor or select people
whom they perceive to be similar to themselves. This
similarity can be in age, race, sex, previous work
experiences, personal background, or other factors.
 Halo effect: Occurs when an interviewer’s overall
impression or strong impression of a single dimension
spreads to influence his/her rating of other
characteristics. Eg. Job knowledge, loyalty & etc.
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 Halo effect cont…….
 Devil’s horns (a reverse halo effect), such as
inappropriate dress or a low grade point average, may
affect an interviewer as well.
 Nonverbal communication: many studies have
demonstrated that interviewer’s r influenced by
nonverbal factors.
 Faulty listening & memory:
 Interviewer dominating: Interviewer who use the
interview telling the applicant about his success ,
spending entire interview telling about company plan
or benefits.
 Pressure to fill the job:

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 Conducting Effective Interviews
 Interviewers should be carefully selected
and trained properly
 Preparation of Interview Plan
 Listen Carefully
 Record the facts immediately after
interviews
 Evaluate effectiveness of interviewing
process
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 Interview process:

Evalu
ation

Terminatio
n

Information
exchange

Creation of report from reception

Interviewer preparation

Stages in the typical employment interview 45

 Thank U

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