EXECUTIVE SUMMARY

Today, in every organisation personnel planning as an activity is

necessary. It is an important part of an organisation. Human Resource Planning
is a vital ingredient for the success of the organisation in the long run. There
are certain ways that are to be followed by every organisation, which ensures
that it has right number and kind of people, at the right place and right time, so
that organisation can achieve its planned objective.

For every organisation it is important to have a right person on a right

job. Recruitment and Selection plays a vital role in this situation. Shortage of
skills and the use of new technology are putting considerable pressure on how
employers go about Recruiting and Selecting staff. It is recommended to carry
out a strategic analysis of Recruitment and Selection procedure.

With reference to this context, this project is been prepared to put a

light on Recruitment and Selection process. This project includes Meaning and
Definition of Recruitment and Selection, Need and Purpose of Recruitment,
Evaluation of Recruitment Process, Recruitment Tips. Sources of Recruitment
through which an Organisation gets suitable application. Scientific
Recruitment and Selection, which an Organisation should follow for, right
manpower. Job Analysis, which gives an idea about the requirement of the job.
Next is Selection process, which includes steps of Selection, Types of Test,
Types of Interview, Common Interview problems and their solution.

RECRUITMENT AND SELECTION 1

Approaches to Selection, Scientific\ Selection Policy, Selection in India and
problems.

Recruitment and Selection are simultaneous process and are incomplete

without each other. They are important components of the organisation and are
different from each other. Since all the aspect needs practical example and
explanation this project includes Recruitment and selection Process of Infosys.
And a practical case study. It also contains addresses of various and top
placement consultants and the pricelist of advertisements in the magazine.

RECRUITMENT AND SELECTION 2

 INTRODUCTION

Recruitment and Selection

Recruitment and selection are two of the most important functions of

personnel management. Recruitment precedes selection and helps in selecting a
right candidate.

Recruitment is a process to discover the sources of manpower to meet

the requirement of the staffing schedule and to employ effective measures for
attracting that manpower in adequate numbers to facilitate effective selection
of efficient personnel.

Staffing is one basic function of management. All managers have

responsibility of staffing function by selecting the chief executive and even the
foremen and supervisors have a staffing responsibility when they select the
rank and file workers. However, the personnel manager and his personnel
department is mainly concerned with the staffing function.

Every organisation needs to look after recruitment and selection in the

initial period and thereafter as and when additional manpower is required due
to expansion and development of business activities.

‘Right person for the right job’ is the basic principle in recruitment and selection. Ever
organisation should give attention to the selection of its manpower, especially its managers. The
operative manpower is equally important and essential for the orderly working of an enterprise.
Every business organisation/unit needs manpower for carrying different business activities
smoothly and efficiently and for this recruitment and selection of suitable candidates are
essential. Human resource management in an organisation will not be possible if unsuitable
persons are selected and employment in a business unit.

RECRUITMENT AND SELECTION 3

1.1 MEANING:

RECR UI TM E NT

Recruitment means to estimate the available vacancies and to make

suitable arrangements for their selection and appointment. Recruitment is

understood as the process of searching for and obtaining applicants for the

jobs, from among whom the right people can be selected.

A formal definition states, “It is the process of finding and attracting

capable applicants for the employment. The process begins when new recruits
are sought and ends when their applicants are submitted. The result is a pool of
applicants from which new employees are selected”. In this, the available
vacancies are given wide publicity and suitable candidates are encouraged to
submit applications so as to have a pool of eligible candidates for scientific
selection.

In recruitment, information is collected from interested candidates. For

this different source such as newspaper advertisement, employment exchanges,
internal promotion, etc are used.

In the recruitment, a pool of eligible and interested candidates is created

for selection of most suitable candidates. Recruitment represents the first
contact that a company makes with potential employees.

RECRUITMENT AND SEELCTION 4

Definition:
According to EDWIN FLIPPO, ”Recruitment is the process of searching for

prospective employees and stimulating them to apply for jobs in the

organization. ”

1.2 NEED FOR RECRUITMENT:

The need for recruitment may be due to the following reasons / situation:

a)Vacancies due to promotions, transfer, retirement, termination, permanent

disability, death and labour turnover.

b) Creation of new vacancies due to the growth, expansion and diversification

of business activities of an enterprise. In addition, new vacancies are possible
due to job specification.

Purpose and importance of Recruitment:

1. Determine the present and future requirements of the organization on

conjunction with its personnel-planning and job analysis activities.

2. Help increase the success rate of the selection process by reducing the
number of visibly under qualified or overqualified job applicants.

3. Help reduce the probability that job applicants, once recruited and selected,
will leave the organization only after a short period of time.

4. Meet the organization’s legal and social obligations regarding the

composition of its work force.

RECRUITMENT AND SELECTION 5

5. Begin identifying and preparing potential job applicants who will be

appropriate candidates.

6. Increase organizational and individual effectiveness in the short term and

long term.

Recruitment is a positive function in which publicity is given to the jobs

available in the organization and interested candidates are encouraged to
submit applications for the purpose of selection.

Recruitment represents the first contact that a company makes with

potential employees. It is through recruitment that many individuals will come
to know a company, and eventually decided whether they wish to work for it. A
well-planned and well-managed recruiting effort will result in high quality
applicants, whereas, a haphazard and piecemeal efforts will result in mediocre
ones.

Unscientific Recruitment and Selection:

Previously, the selection of candidates was influenced by superstitions,

beliefs, personal prejudices of managers looking after the recruitment and

selection of the staff.

The net result of such unscientific recruitment and selection are:

(a) Low productivity of labour.

(b)More accidents and corresponding loss to the organization.

(c) Inefficient working of the whole organization and finally.

(d) Ineffective executive of training and management development programs.

RECRUITMENT AND SELECTION 6

Scientific recruitment and selection :

The importance of selection recruitment and selection of staff is now

accepted in the business world. Selection is important as it has its impact on
work performance and employee cost. As result scientific methods of
recruitment and selection are extensively for the selection of managers and the
supervisory staff. The assistance of experts such as industrial psychologist and
management consultants are also taken for the purpose of scientific selection.

1.3 RECRUITMENT PROCESS

Recruitment refers to the process of identifying and attracting job

seekers so as to build a pool of qualified job applicants. The process comprises
five interrelated stages, viz,

1. Planning.
2. Strategy development.
3. Searching.
4. Screening.
5. Evaluation and control

The ideal recruitment programme is the one that attracts a relatively larger
number of qualified applicants who will survive the screening process and
accept positions with the organisation, when offered. Recruitment programmes
can miss the ideal in many ways i.e. by failing to attract an adequate applicant
pool,by under/over selling the organization or by inadequate screening

RECRUITMENT AND SELECTION 7

applicants before they enter the selection process. Thus, to approach the ideal,
individuals responsible for the recruitment process must know how many and
what types of employees are needed, where and how to look for the individuals
with the appropriate qualifications and interests, what inducement to use for
various types of applicants groups, how to distinguish applicants who are
qualified from those who have a reasonable chance of success and how to
evaluate their work.

STAGE 1:

RECRUITMENT PLANNING :

The first stage in the recruitment process is planning. Planning involves

the translation of likely job vacancies and information about the nature of
these jobs into set of objectives or targets that specify the (1) Numbers and (2)
Types of applicants to be contacted.

Numbers of contact :

Organization, nearly always, plan to attract more applicants than they will hire.
Some of those contacted will be uninterested, unqualified or both. Each time a
recruitment Programme is contemplated, one task is to estimate the number of
applicants necessary to fill all vacancies with the qualified people.

Types of contacts:

It is basically concerned with the types of people to be informed about job

openings. The type of people depends on the tasks and responsibilities
involved and the qualifications and experience expected. These details are
available through job description and job specification.

RECRUITMENT AND SELECTION 8

STAGE 2:

STRATEGY DEVELOPMENT :

When it is estimated that what types of recruitment and how many are
required then one has concentrate in (1). Make or Buy employees. (2).
Technological sophistication of recruitment and selection devices. (3).
Geographical distribution of labour markets comprising job seekers. (4).
Sources of recruitment. (5). Sequencing the activities in the recruitment
process.

a) ‘Make’ or ‘Buy’:

Organisation must decide whether to hire le skilled employees and invest

on training and education programmes, or they can hire skilled labour and
professional. Essentially, this is the ‘make’ or ‘buy’ decision. Organizations,
which hire skilled and professionals shall have to pay more for these
employees.

b) Technological Sophistication:

The second decision in strategy development relates to the methods used

in recruitment and selection. This decision is mainly influenced by the
available technology. The advent of computers has made it possible for
employers to scan national and international applicant qualification.

c) Where to look:

Generally, companies look in to the national market for managerial and

professional employees, regional or local markets for technical employees and
local markets for the clerical and blue-collar employees.

RECRUITMENT AND SELECTION 9

d) When to look:

An effective recruiting strategy must determine when to look- decide on

the timings of events besides knowing where and how to look for job
applicants .

STAGE 3:

SEARCHNG:

Once a recruitment plan and strategy are worked out, the search process can

begin. Search involves two steps

A). Source activation and

B). Selling.

A). SOURCE ACTIVATION:

Typically, sources and search methods are activated by the issuance of

an employee requisition. This means that no actual recruiting takes place until
lone managers have verified that vacancy does exist or will exist.

If the organisation has planned well and done a good job of developing
its sources and search methods, activation soon results in a flood of
applications and/or resumes.

The application received must be screened. Those who pass have to be

contacted and invited for interview. Unsuccessful applicants must be sent letter
of regret.

RECRUITMENT AND SELECTION 10

B). SELLING:

A second issue to be addressed in the searching process concerns

communications. Here, organisation walks tightrope. On one hand, they want to
do whatever they can to attract desirable applicants. On the other hand, they
must resist the temptation of overselling their virtues.

In selling the organisation, both the message and the media deserve
attention. Message refers to the employment advertisement. With regards to
media, it may be stated that effectiveness of any recruiting message depends on
the media. Media are several-some have low credibility, while others enjoy
high credibility. Selection of medium or media needs to be done with a lot of
care.

STAGE 4:

SCREENING:

Screening of applicants can be regarded as an integral part of the

recruiting process, though many view it as the first step in the selection
process. However, we have included screening in recruitment for valid reasons.
The selection process will begin after the applications have been scrutinized
and short-listed. Hiring of professors in a university is a typical situation.
Application received in response to advertisements is screened and only
eligible applicants are called for an interview. A selection committee
comprising the Vice- chancellor, Registrar and subject experts conducts
interview. Here, the recruitment process extends up to screening the
applications. The selection process commences only later.

RECRUITMENT AND SELECTION 11

Purpose of screening:

The purpose of screening is to remove from the recruitment process, at

an early stage, those applicants who are visibly unqualified for the job.
Effective screening can save a great deal of time and money. Care must be
exercised, however, to assure that potentially good employees are not rejected
without justification.

In screening, clear job specifications are invaluable. It is both good

practice and a legal necessity that applicant’s qualification is judged on the
basis of their knowledge, skills, abilities and interest required to do the job.

The techniques used to screen applicants vary depending on the

candidate sources and recruiting methods used. Interview and application
blanks may be used to screen walk-ins. Campus recruiters and agency
representatives use interviews and resumes. Reference checks are also useful in
screening.

STAGE 5:

EVALUATION AND CONTROL:

Evaluation and control is necessary as considerable costs are incurred in the

recruitment process. The costs generally incurred are: -

1. Salaries for recruiters.

2. Management and professional time spent on preparing job description, job

specifications, advertisements, agency liason and so forth.

3. The cost of advertisements or other recruitment methods, that is, agency fee.

RECRUITMENT AND SELECTION 12

4. Recruitment overheads and administrative expenses.

5. Costs of overtime and outsourcing while the vacancies remain unfilled.

6. Cost of recruiting unsuitable candidates for the selection process.

1.4 EVALUATION OF RECRUITMENT PROCESS

The recruitment has the objective of searching for and obtaining applications

for job seekers in sufficient number and quality.

Keeping this objective in the mind, the evaluation might include:

1. Return rate of application sent out.
2. Number of suitable candidates for selection.
3. Retention and performance of the candidates selected.
4. Cost of the recruitment process
5. Time lapsed data
6. Comments on image projected

RECRUITMENT AND SELECTION 13

1.5 Sources of Recruitment
SOURCES OF MANAGERIAL RECRUITMENT
INTERNAL SOURCES
EXTERNAL
SOURCES
1) Promotion
1) Campus recruitment
2) Transfers
2) Press advertisement
3) Internal notification
3) Management consultancy service
(Advertisement)
& private employment exchanges
4) Retirement
4) Deputation of personnel or transfer
from
one
enterprise
to
another
5) Recall
5) Management training schemes
6) Former employees
6) Walk-ins, write-ins, talk-ins
7) Miscellaneous external sources
RECRUITMENT AND SELECTION
The sources of recruitment can be broadly categorized into internal

and external sources-

(I) Internal Recruitment – Internal recruitment seeks applicants

for positions from within the company. The various internal

sources include :

Promotions and Transfers –

Promotion is an effective means using job posting and personnel

records. Job posting requires notifying vacant positions by posting notices,
circulating publications or announcing at staff meetings and inviting
employees to apply. Personnel records help discover employees who are doing
jobs below their educational qualifications or skill levels. Promotions has
many advantages like it is good public relations, builds morale, encourages
competent individuals who are ambitious, improves the probability of good
selection since information on the individual’s performance is readily
available, is cheaper than going outside to recruit, those chosen internally are
familiar with the organization thus reducing the orientation time and energy
and also acts as a training device for developing middle-level and top-level
managers. However, promotions restrict the field of selection preventing fresh
blood & ideas from entering the organization. It also leads to inbreeding in the
organization. Transfers are also important in providing employees with a
broad-based view of the organization, necessary for future promotions.

RECRUITMENT AND SELECTION 15

 Employee referrals-

Employees can develop good prospects for their families and friends
by acquainting them with the advantages of a job with the company, furnishing
them with introduction and encouraging them to apply. This is a very effective
means as many qualified people can be reached at a very low cost to the
company. The other advantages are that the employees would bring only those
referrals that they feel would be able to fit in the organization based on their
own experience. The organization can be assured of the reliability and the
character of the referrals. In this way, the organization can also fulfill social
obligations and create goodwill.

Former Employees-

These include retired employees who are willing to work on a part-

time basis, individuals who left work and are willing to come back for higher
compensations. Even retrenched employees are taken up once again. The
advantage here is that the people are already known to the organization and
there is no need to find out their past performance and character. Also, there is
no need of an orientation programme for them, since they are familiar with the
organization.

Dependents of deceased employees-

Usually, banks follow this policy. If an employee dies, his / her spouse
or son or daughter is recruited in their place. This is usually an effective way
to fulfill social obligation and create goodwill.

RECRUITMENT AND SELECTION 16

 Recalls –

When management faces a problem, which can be solved only by a

manager who has proceeded on long leave, it may de decided to recall that
persons after the problem is solved, his leave may be extended.

Retirements: -

At times, management may not find suitable candidates in place of the

one who had retired, after meritorious service. Under the circumstances,
management may decide to call retired managers with new extension.

Internal notification (advertisement): -

Sometimes, management issues an internal notification for the benefit

of existing employees. Most employees know from their own experience about
the requirement of the job and what sort of person the company is looking for.
Often employees have friends or acquaintances who meet these requirements.
Suitable persons are appointed at the vacant posts.

(II) External Recruitment –

External recruitment seeks applicants for position from source

outside the company. They have outnumbered the internal methods. The
various external sources include :

RECRUITMENT AND SELECTION 17

 Professional or Trade Associations :-

Many associations provide placement service to its members. It

consists of compiling job seeker’s lists and providing access to members
during regional or national conventions. Also, the publications of these
associations carry classified advertisements from employers interested in
recruiting their members. These are particularly useful for attracting highly
educated, experienced or skilled personnel. Also, the recruiters can zero on in
specific job seekers, especially for hard-to-fill technical posts.

Advertisements :-

It is a popular method of seeking recruits, as many recruiters

prefer advertisements because of their wide reach. Want ads describe the job
benefits, identify the employer and tell those interested how to apply.
Newspaper is the most common medium but for highly specialized recruits,
advertisements may be placed in professional or business journals.
Advertisements must contain proper information like the job
content, working conditions, location of job, compensation including fringe
benefits, job specifications, growth aspects, etc. The advertisement has to sell
the idea that the company and job are perfect for the candidate. Recruitment
advertisements can also serve as corporate advertisements to build company’
image. It also cost effective.

Employment Exchanges:-

Employment Exchanges have been set up all over the country in

deference to the provision of the Employment Exchanges (Compulsory

RECRUITMENT AND SELECTION 18

Notification of Vacancies) Act, 1959. The Act applies to all industrial
establishments having 25 workers or more each. The Act requires all the
industrial establishments to notify the vacancies before they are filled. The
major functions of the exchanges are to increase the pool of possible applicants
and to do the preliminary screening. Thus, employment exchanges act as a link
between the employers and the prospective employees. These offices are
particularly useful to in recruiting blue-collar, white collar and technical
workers.

Campus Recruitments:-

Colleges, universities, research laboratories, sports fields and

institutes are fertile ground for recruiters, particularly the institutes. Campus
Recruitment is going global with companies like HLL, Citibank, HCL-HP, ANZ
Grindlays, L&T, Motorola and Reliance looking for global markets. Some
companies recruit a given number of candidates from these institutes every
year. Campus recruitment is so much sought after that each college; university
department or institute will have a placement officer to handle recruitment
functions. However, it is often an expensive process, even if recruiting process
produces job offers and acceptances eventually. A majority leave the
organization within the first five years of their employment. Yet, it is a major
source of recruitment for prestigious companies.

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

RECRUITMENT AND SELECTION 19

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 organizations compile pools of potential employees
from direct applications for skilled positions. W r i t e - i n s are those who send
written enquiries. These jobseekers are asked to complete application forms for
further processing. T a l k - i n s involves the job aspirants meeting the recruiter
(on an appropriated date) for detailed talks. No application is required to be
submitted to the recruiter.

Contractors:-

They are used to recruit casual workers. The names of the

workers are not entered in the company records and, to this extent; difficulties
experienced in maintaining permanent workers are avoided.

Consultants:-

They are in the profession for recruiting and selecting

managerial and executive personnel. They are useful as they have nationwide
contacts and lend professionalism to the hiring process. They also keep
prospective employer and employee anonymous. However, the cost can be a
deterrent factor.

RECRUITMENT AND SELECTION 20

 Head Hunters:-

They are useful in specialized and skilled candidate working in a

particular company. An agent is sent to represent the recruiting company and
offer is made to the candidate. This is a useful source when both the companies
involved are in the same field, and the employee is reluctant to take the offer
since he fears, that his company is testing his loyalty.

Radio, Television and Internet:-

Radio and television are used to reach certain types of job

applicants such as skilled workers. Radio and television are used but sparingly,
and that too, by government departments only. Companies in the private sector
are hesitant to use the media because of high costs and also because they fear
that such advertising will make the companies look desperate and damage their
conservative image. However, there is nothing inherently desperate about using
radio and television. It depends upon what is said and how it is delivered.
Internet is becoming a popular option for recruitment today. There are
specialized sites like naukri.com. Also, websites of companies have a separate
section wherein; aspirants can submit their resumes and applications. This
provides a wider reach.

Competitors:-

This method is popularly known as “poaching” or “raiding”

which involves identifying the right people in rival companies, offering them
better terms and luring them away. For instance, several executives of HMT

RECRUITMENT AND SELECTION 21

left to join Titan Watch Company. There are legal and ethical issues involved
in raiding rival firms for potential candidates. From the legal point of view, an
employee is expected to join a new organization only after obtaining a ‘no
objection certificate’ from his/ her present employer. Violating this
requirement shall bind the employee to pay a few months’ salary to his/ her
present employer as a punishment. However, there are many ethical issues
attached to it.

Mergers and Acquisitions:-

When organizations combine, they have a pool of employees,

out of whom some may not be necessary any longer. As a result, the new
organization has, in effect, a pool of qualified job applicants. As a result, new
jobs may be created. Both new and old jobs may be readily staffed by drawing
the best-qualified applicants from this employee pool. This method facilitates
the immediate implementation of an organization’s strategic plan. It enables an
organization to pursue a business plan, However, the need to displace
employees and to integrate a large number of them rather quickly into a new
organization means that the personnel-planning and selection process becomes
critical more than ever.

RECRUITMENT AND SELECTION 22

Evaluation of External Recruitment:

External sources of recruitment have both merits and demerits.

The merits are-

 The organization will have the benefit of new skills, new talents and

new experiences, if people are hired from external sources.

 The management will be able to fulfill reservation requirements in

favour of the disadvantaged sections of the society.

 Scope for resentment, heartburn and jealousy can be avoided by

recruiting from outside.

The demerits are-

 Better motivation and increased morale associated with promoting

own employees re lost to the organization.

 External recruitment is costly.

 If recruitment and selection processes are not properly carried out,

chances of right candidates being rejected and wrong applicants

being selected occur.

 High training time is associated with external recruitment. 98% of

organizational success depends upon efficient employee selection

98% of organizational success depends upon efficient employee selection.

RECRUITMENT AND SELECTION 23

1.6 60-Second Guide to Hiring the Right People

0:60 Define the Duties:

To find promising employees, you must first determine what you want them to
do. Carefully consider all direct and associated responsibilities and incorporate
them into a written job description. Be careful with general titles such as typist
or sales clerk, as they have different meanings to different people.

0:49 …and What it Takes to do Them :

Fulfilling these responsibilities will require some level of skill and experience,
even if it is an entry-level position. Be reasonable about your expectations.
Setting the bar too high may limit your available talent pool; setting it too low
risks a flood of applications from those unqualified for the job.

0:37 Make it Worth their While:

Likewise, you don’t want to be overly generous or restrictive about

compensation. State and local chambers of commerce, employment bureaus and
professional associations can help you determine appropriate wages and
benefits. Scanning descriptions of comparable jobs in the classified ads and
other employment publications will also provide clues about prevailing wage
rates

RECRUITMENT AND SELECTION 24

0:38 Spread the Word:

How you advertise your job opening depends on who you want to attract. Some
positions are as easy to promote as posting a “help wanted” sign in your store
window or placing an ad in your local newspaper. For jobs requiring more
specialized skills, consider targeted channels such as trade magazines, on-line
job banks and employment agencies (though these may require a fee). And
don’t overlook sources such as friends, neighbors, suppliers, customers and
present employees.

0:25 Talk it Over:

Because you have clearly defined the role and requirements, you should have
little difficulty identifying candidates for interviews. Make sure you schedule
them when you have ample time to review the resume, prepare your questions
and give the candidate your undivided attention. After the interview, jot down
any impressions or key points while they’re still fresh in your mind. This will
be a valuable reference when it’s time to make a decision.

0:12 Follow-up on Interviews:

You want to believe your candidates are being honest, but never assume.
Contact references to make sure you’re getting the facts or to clear up any
uncertainties. Professional background checks are a wise investment for highly
sensitive positions, or those that involve handling substantial amounts of
money and valuables.

RECRUITMENT AND SELECTION 25

0:03 You’ve Found Them; Now Keep Them:

N ow th a t y ou ’v e h i re d i de a l e mp l oy e es , ma ke s u re th ey s ta y w i t h yo u by pr ov i d i ng

t r a i n in g a nd pr o f es s i on a l d ev e lo pm en t op po r t un i t i e s . T h e sm a l l bu s in e ss ex pe r t s a t

SC O R E ca n he l p yo u cr a f t h um an r e so u rc e p ol i c i e s an d in c en t i v e pl a ns th a t w i l l en su r e

y ou r c om pa ny r em a i ns th e s ma l l bu s in e s s em p lo ye r of c ho i ce .
 RECRUITMENT AND SELECTION 26
SELECTION

Selection is defined as the process of differentiating between applicants in

order to identify (and hire) those with a greater likelihood of success in a
job.

Selection is basically picking an applicant from (a pool of applicants) who

has the appropriate qualification and competency to do the job.

The difference between recruitment and selection:

Recruitment is identifying n encouraging prospective employees to apply for

a job.

And

Selection is selecting the right candidate from the pool of applicants.

RECRUITMENT AND SELECTION 27
Environment factor affecting selection: -

Selection is influenced by several factors. More prominent among them are

supply and demand of specific skills in the labour market, unemployment rate,
labour- market conditions, legal and political considerations, company’s image,
company’s policy, human resources planning and cost of hiring. The last three
constitute the internal environment and the remaining form the external
environment of selection process.

STEP 1: -

PRELIMINARY INTERVIEW
The applicants received from job seekers would be subject to scrutiny so
as to eliminate unqualified applicants. This is usually followed by a
preliminary interview the purpose of which is more or less the same as scrutiny
of application, that is, eliminate of unqualified applicants. Scrutiny enables the
HR specialists to eliminate unqualified jobseekers based on the information
supplied in their application forms. Preliminary interview, on the other hand,
helps reject misfits for reason, which did not appear in the application forms.
Besides, preliminary interview, often called ‘courtesy interview’, is a good
public relation exercise.

STEP 2:-

SELECTION TEST:
Job seekers who pass the screening and the preliminary interview are
called for tests. Different types of tests may be administered, depending on the
job and the company. Generally, tests are used to determine the applicant’s
ability, aptitude and personality.
 RECRUITMENT AND SELECTION 29
The following are the type of tests taken:

1). Ability tests: -

Assist in determining how well an individual can perform tasks related

to the job. An excellent illustration of this is the typing tests given to a
prospective employer for secretarial job. Also called as ‘ACHEIVEMENT
TESTS’. It is concerned with what one has accomplished. When applicant
claims to know something, an achievement test is taken to measure how well
they know it. Trade tests are the most common type of achievement test given.
Questions have been prepared and tested for such trades as asbestos worker,
punch-press operators, electricians and machinists. There are, of course, many
unstandardised achievement tests given in industries, such as typing or
dictation tests for an applicant for a stenographic position.

2). Aptitude test: -

Aptitude tests measure whether an individual’s has the capacity or latent

ability to learn a given job if given adequate training. The use of aptitude test
is advisable when an applicant has had little or no experience along the line of
the job opening. Aptitudes tests help determine a person’s potential to learn in
a given area. An example of such test is the general management aptitude tests
(GMAT), which many business students take prior to gaining admission to a
graduate business school programme.
Aptitude test indicates the ability or fitness of an individual to engage
successfully in any number of specialized activities. They cover such areas
 RECRUITMENT AND SELECTION 30
clerical aptitude, numerical aptitude, mechanical aptitude, motor co-
ordination, finger dexterity and manual dexterity. These tests help to detect
positive negative points in a person’s sensory or intellectual ability. They
focus attention on a particular type of talent such as learning or reasoning in
respect of a particular field of work.

Forms of aptitude test:

1. Mental or intelligence tests:

They measure the overall intellectual ability of a person and
enable to know whether the person has the mental ability to deal
with certain problems.

2. Mechanical aptitude tests:

They measure the ability of a person to learn a particular
type of mechanical work. These tests helps to measure specialize
technical knowledge and problem solving abilities if the candid-
ate. They are useful in selection of mechanics, maintenance
workers, etc.

3. Psychomotor or skills tests:

They are those, which measure a person’s ability to do a
specific job. Such tests are conducted in respect of semi- skilled
repetitive jobs such as packing, testing and inspection, etc.
 RECRUITMENT AND SELECTION 31
3). Intelligence test:

This test helps to evaluate traits of intelligence. Mental ability, presence

of mind (alertness), numerical ability, memory and such other aspects can be
measured.
The intelligence is probably the most widely administered standardized test in
industry. It is taken to judge numerical, skills, reasoning, memory and such
other abilities.

4). Interest Test:

This is conducted to find out likes and dislikes of candidates towards

occupations, hobbies, etc. such tests indicate which occupations are more in
line with a person’s interest. Such tests also enable the company to provide
vocational guidance to the selected candidates and even to the existing
employees.

These tests are used to measure an individual’s activity preferences. These

tests are particularly useful for students considering many careers or
employees deciding upon career changes.

5). Personality Test:

The importance of personality to job success is undeniable. Often an

individual who possesses the intelligence, aptitude and experience for certain
has failed because of inability to get along with and motivate other people.

RECRUITMENT AND SELECTION 32

It is conducted to judge maturity, social or interpersonal skills, behavior under
stress and strain, etc. this test is very much essential on case of selection of
sales force, public relation staff, etc. where personality plays an important
role.
Personality tests are similar to interest tests in that they, also, involve a
serious problem of obtaining an honest answer.

6). Projective Test:

This test requires interpretation of problems or situations. For example,

a photograph or a picture can be shown to the candidates and they are asked to
give their views, and opinions about the picture.

7). General knowledge Test:

Now days G.K. Tests are very common to find general awareness of the
candidates in the field of sports, politics, world affairs, current affairs.

8). Perception Test:

At times perception tests can be conducted to find out beliefs, attitudes,

and mental sharpness.etc.

9). Graphology Test:

It is designed to analyze the handwriting of individual. It has been said

that an individual’s handwriting can suggest the degree of energy, inhibition
and spontaneity, as well as disclose the idiosyncrasies and elements of balance
and control. For example, big letters and emphasis on capital letters indicate
a tendency towards domination and competitiveness. A slant to the right,

RECRUITMENT AND SELECTION 33

moderate pressure and good legibility show leadership potential.

10). Polygraph Test:

Polygraph is a lie detector, which is designed to ensure accuracy of the

information given in the applications. Department store, banks, treasury offices
and jewellery shops, that is, those highly vulnerable to theft or swindling may
find polygraph tests useful.

11). Medical Test:

It reveals physical fitness of a candidate. With the development of

technology, medical tests have become diversified. Medical servicing helps
measure and monitor a candidate’s physical resilience upon exposure to
hazardous chemicals.

CHOOSING TESTS:

The test must be chosen in the criteria of reliability, validity, objectivity

and standardization. They are: -

1. RELIABILITY: -
It refers to standardization of the procedure of administering and
scoring the test results. A person who takes tests one day and makes a certain
score should be able to take the same test the next day or the next week and
make more or less the same score. An individual’s intelligence, for example, is
generally a stable characteristic. So if we administer an intelligence test, a
person who scores 110 in March would score close to 110 if tested in July.
Tests, which produce wide variations in results, serve little purpose in
selection.

RECRUITMENT AND SELECTION 34

2. VALIDITY: -
It is a test, which helps predict whether a person will be successful in a
given job. A test that has been validated can be helpful in differentiating
between prospective employees who will be able to perform the job well and
those who will not. Naturally, no test will be 100% accurate in predicting job
success. A validated test increases possibility of success.

There are three ways of validating a test. They are as follows: -

a). Concurrent Validity: - This involves determining the factors that are

characteristics of successful employees and then using these factors as the

yardsticks.

b). Predictive Validity: - It involves using a selection test during the

selection process and then identifying the successful candidates. The

characteristics of both successful and less successful candidates are then

identified.

c). Synthetic Validity: - It involves taking parts of several similar jobs rather

than one complete job to validate the selection test.

3. OBJECTIVITY: -
When two or more people can interpret the result of the same test and
derive the same conclusion(s), the test is said to be objective. Otherwise, the
test evaluators’ subjective opinions may render the test useless.

RECRUITMENT AND SELECTION 35

4. STANDARDRIZATION : -
A test that is standardized is administered under standard condition to a
large group of person who are representatives of the individuals for whom it is
intended. The purpose of standardization is to obtain norms or standard, so that
a specific test score can be meaningful when compared to other score in the
group.

STEP 3: -

INTERVIEW:-

The next step in the selection process is an interview. Interview is formal,

in-depth conversation conducted to evaluate the applicant’s acceptability. It is
considered to be excellent selection device. It is face- to-face exchange of
view, ideas and opinion between the candidates and interviewers. Basically,
interview is nothing but an oral examination of candidates. Interview can be
adapted to unskilled, skilled, managerial and profession employees.

Objectives of interview: -

Interview has at least three objectives and they are a follows: -

1) Helps obtain additional information from the applicants

2) Facilitates giving general information to the applicants such as company

policies, job, products manufactured and the like

3) Helps build the company’s image among the applicants.

RECRUITMENT AND SELECTION 36

Types of interview: -

Interviews can be of different types. There interviews employed by the

companies. Following are the various types of interview: -

1) Informal Interview: -
An informal interview is an oral interview and may take place
anywhere. The employee or the manager or the personnel manager may ask a
few almost inconsequential questions like name, place of birth, names of
relatives etc. either in their respective offices or anywhere outside the plant of
company. It did not planned and nobody prepares for it. This is used widely
when the labour market is tight and when you need workers badly.

2) Formal Interview:-
Formal interviews may be held in the employment office by the
employment office in a more formal atmosphere, with the help of well
structured questions, the time and place of the interview will be stipulated by
the employment office.

3) Non-directive Interview: -
Non-directive interview or unstructured interview is designed to let the
interviewee speak his mind freely. The interviewer has no formal or directive
questions, but his all attention is to the candidate. He encourages the candidate
to talk by a little prodding whenever he is silent e.g. “Mr. Ray, please tell us
about yourself after you’re graduated from high school”.

RECRUITMENT AND SELECTION 37

The idea is o give the candidate complete freedom to “sell” himself, without
the encumbrances of the interviewer’s question. But the interviewer must be of
higher caliber and must guide and relate the information given by the applicant
to the objective of the interview.

4) Depth Interview:-
It is designed to intensely examine the candidate’s background and
thinking and to go into considerable detail on particular subjects of an
important nature and of special interest to the candidates. For example, if the
candidate says that he is interested in tennis, a series of questions may be
asked to test the depth of understanding and interest of the candidate. These
probing questions must be asked with tact and through exhaustive analysis; it
is possible to get a good picture of the candidate.

5) Stress Interview: -
It is designed to test the candidate and his conduct and behavior by him
under conditions of stress and strain. The interviewer may start with “Mr.
Joseph, we do not think your qualifications and experience are adequate for
this position,’ and watch the reaction of the candidates.

A good candidates will not yield, on the contrary he may substantiate

why he is qualified to handle the job.
This type of interview is borrowed from the Military organisation and
this is very useful to test behaviour of individuals when they are faced with
disagreeable and trying situations.

RECRUITMENT AND SELECTION 38

6) Group Interview:-
It is designed to save busy executive’s time and to see how the
candidates may be brought together in the employment office and they may be
interviewed.

7) Panel Interview:-

A panel or interviewing board or selection committee may interview the

candidate, usually in the case of supervisory and managerial positions. This
type of interview pools the collective judgment and wisdom of the panel in the
assessment of the candidate and also in questioning the faculties of the
candidate.

8) Sequential interview:-

The sequential interview takes the one-to-one a step further and

involves a series of interview, usually utilizing the strength and knowledgebase
of each interviewer, so that each interviewer can ask questions in relation to
his or her subject area of each candidate, as the candidate moves from room to
room.

9) Structures Interview:-

In a structured interview, the interviewer uses preset standardized

questions, which are put to all the interviewees. This interview is also called as
‘Guided’ or ‘Patterned’ interview. It is useful for valid results, especially when
dealing with the large number of applicants.

RECRUITMENT AND SELECTION 39

10) Unstructured Interview:-

It is also known as ‘Unpatterned’ interview, the interview is largely

unplanned and the interviewee does most of the talking. Unguided interview is
advantageous in as much as it leads to a friendly conversation between the
interviewer and the interviewee and in the process, the later reveals more of
his or her desire and problems. But the Unpatterned interview lacks uniformity
and worse, this approach may overlook key areas of the applicant’s skills or
background. It is useful when the interviewer tries to probe personal details of
the candidate it analyse why they are not right for the job.

11) Mixed Interview:-

In practice, the interviewer while interviewing the job seekers uses a

blend of structured and structured and unstructured questions. This approach is
called the Mixed Interview. The structured questions provide a base of
interview more conventional and permit greater insights into the unique
differences between applicants.

12) Impromptu Interviews:-

This interview commonly occurs when employers are approached directly

and tends to be very informal and unstructured. Applicants should be prepared
at all times for on-the-spot interviews, especially in situations such as a job
fair or a cold call. It is an ideal time for employers to ask the candidate some
basic questions to determine whether he/she may be interested in formally
interviewing the candidate.

RECRUITMENT AND SELECTION 40

13) Dinner Interviews: -

These interviews may be structured, informal, or socially situated, such

as in a restaurant. Decide what to eat quickly, some interviewers will ask you
to order first (do not appear indecisive). Avoid potentially messy foods, such
as spaghetti. Be prepared for the conversation to abruptly change from friendly
chat to direct interview questions, however, do not underestimate the value of
casual discussion, some employers place a great value on it. Be prepared to
switch gears rapidly, from fun talk to business talk.

14) Telephone Interviews:-

Have a copy of your resume and any points you want to remember to say
nearby. If you are on your home telephone, make sure that all roommates or
family members are aware of the interview (no loud stereos, barking dogs etc.).
Speak a bit slower than usual. It is crucial that you convey your enthusiasm
verbally, since the interviewer cannot see your face. If there are pauses, do not
worry; the interviewer is likely just taking some notes.

15) Second Interviews:-

Job seekers are invited back after they have passed the first initial
interview. Middle or senior management generally conducts the second
interview, together or separately. Applicants can expect more in-depth
questions, and the employer will be expecting a greater level of preparation on
the part of the candidates. Applicants should continue to research the employer
following the first interview, and be prepared to use any information gained
through the previous interview to their advantage.

RECRUITMENT AND SELECTION 41

S T E P 4: -
R E F ER E N C E C H E C K : -
Ma ny e mp l oy e r s r eq ue s t n am e s , a dd re s s es , an d te l e ph on e
n um be r s o f

references for the purpose of verifying i n f o r ma t i o n and

per ha ps , g a i n i n g a d d i t i o n a l b a c k g r o u n d i n f o r m a t i o n o n a n a p p l i c a n t . A l t hou gh

l i s t ed on t h e a p p l i c a t i o n f o r m, r e f e r e n c e s a r e n o t u s u a l l y ch e c k e d u n t i l an

appl i c ant h a s s u cc e s s f u l l y r e a c h e d t h e f o u r t h st a g e o f a s e q u e n t i a l s e l ec t i on

pr oc es s . W h e n t h e l a b o u r ma r k e t i s v e r y t i g h t , o r g a n i s a t i o n s s o me t i me s hi r e

appl i c ant s b e f o r e c h e c k i n g r e f e r e n c e s .

Previous e mp l o y e r s , k no w n as public figures, university p r o f e s s or s ,

nei g hb our s o r f r i e n d s c a n a c t a s r e f e r e n c e s . P r e v i o u s e mp l o y e r s a r e p r e f e r a bl e

bec aus e t h e y a r e a l r e a d y a w a r e o f t h e a p p l i c a n t ’ s p e r f o r ma n c e . B u t , t h e p r obl e m

w i t h t hi s r e f e r e n c e i s t h e t e n d e n c y o n t h e p a r t o f t h e p r e v i o u s e mp l o y e r s t o ov er -

r at e t he ap p l i c a n t ’ s p e r f o r m a n c e j u s t t o g e t r i d o f t h e p e r s o n .

O r g a n i s a t i o n s n o r m a l l y se e k l e t t e r s o f r e f e r e n c e o r t e l e p h o n e r e f e r e nc es .

T he l at t er i s a d v a n t a g e o u s b e c a u s e o f i t s a cc u r a c y a n d l o w c os t . T h e t e l e p ho ne

r ef er e nc e a l s o h a s t h e a d v a n t a g e o f s o l i c i t i n g i mme d i a t e , r e l a t i v e l y c andi d

c omme nt s a n d a t t i t u d e c a n s o me t i me s b e i n f e r r e d f r o m h e s i t a t i o n s a n d i n f l e c t i ons

i n s peec h.
RECRUITMENT AND SELECTION
40

It may be stated that the information gathered through references hardly

influence selection decisions. The reasons are obvious:

1. The candidate approaches only those persons who would speak well
about him or her.
 2. People may write favorably about the candidate in order to get rid of him
or her.

3. People may not like to divulge the truth about a candidate, lest it might
damage or ruin his/her career.

STEP 5: -

SELECTION DECISION:-
After obtaining information through the preceding steps, selection decision-
the most critical of all the steps- must be made. The other stages in the
selection process have been used to narrow the number of the candidates. The
final decision has to be made the pool of individuals who pas the tests,
interviews and reference checks. The view of the line manager will be
generally considered in the final selection because it is he/she who is
responsible for the performance of the new employee. The HR manager plays a
crucial role in the final selection
.
STEP 6: -

PHYSICAL EXAMINATION: -
After the selection decision and before the job offer is made, the candidate is
required to undergo a physical fitness test. A job offer is, often, contingent
upon the candidate being declared fit after the physical examination. The
results of the medical fitness test are recorded in a statement and are preserved
in the personnel records. There are several objectives behind a physical test.
Obviously, one reason for a physical test is to detect if the individual
RUITMENRECT AND SELECTION 41
c ar r i es an y i n f e c t i o u s d i s e a s e . S e c o n d l y , t h e t e s t a ss i s t s i n d e t e r m i n i n g w h et her

an appl i c a n t is physically fit to perform the work. Thirdly, the p h y s i c al

ex ami n at i o n i n f o r m a t i o n c a n b e u s e d t o d e t e r mi n e i f t h e r e a r e c e r t a i n p h y s i c al

c apabi l i t i e s , which differentiate s u cc e s s f u l and less s uc c e ss f u l e mp l o y e es .

F our t h , me d i c a l check-up protects applicants with health defects f r om

under t ak i n g w o r k t h a t c o u l d b e d e t r i m e n t a l t o t h e m o r mi g h t o t h e r w i s e e n d a nger

t he emp l oy e r ’ s p r o p e r t y . F i n a l l y , s uc h a n e x a mi n a t i o n
will
p ro t e c t
the
e mp l oy e r
f r om

workers

c ompens a t i o n c l a i ms t h a t a r e n o t v a l i d b e c a u s e t h e i n j u r i e s o r i l l n e s s w er e

pr es ent w h e n t h e e mp l o y e e w a s h i r e d .
S T E P 7: -
J O B O F F ER : -

T he n e x t s t e p i n t h e s e l e c t i o n p r o c e ss i s j o b o f f e r t o t h o s e a p p l i c a n t s w ho

hav e c r oss e d a l l t h e p r e v i o u s h u r d l e s . Jo b o f f e r i s ma d e t h r o u g h a l e t t er of

appo i nt ed. S uc h a l e t t e r g e n e r a l l y c o n t a i n s a d a t e b y w h i c h t h e a p p o i n t e e mus t

r epor t on d u t y . T h e a p p o i n t e e mu s t b e g i v e n r e a s o n a b l e t i me f o r r e p o r t i n g . T hos

i s par t i c ul a r l y n e c e s s a r y w h e n h e o r s h e i s a l r e a d y i n e mp l o y me n t , i n w h i c h c as e

t he app oi n t e e i s r e q u i r e d t o o b t a i n a r e l i e v i n g c e r t i f i c a t e f r o m t h e p r e v i ous

empl oy er . A g a i n , a n e w j o b ma y r e q u i r e mo v e me n t t o a n o t h e r ci t y , w h i c h means

c ons i der a b l e p r e p a r a t i o n , a n d mo v e me n t o f p r o p e r t y .

T he c o mp a n y ma y a l s o w a n t t h e i n d i v i d u a l t o d e l a y t h e d a t e o f r e p o r t i n g on

dut y . I f t h e n e w e mp l o y e e ’ s f i r s t j o b u p o n j o i n i n g t h e c o mp a n y i s t o g o on

c ompany u n t i l p e r h a p s a w e e k b e f o r e s uc h t r a i n i n g b e g i n s . N a t u r a l l y , t hi s

pr ac t i c e c a n n o t b e a b u s e d , e s p e c i a l l y i f t h e i n d i v i d u a l i s u n e m p l o y e d a n d does

not hav e s u f f i c i e n t f i n a n c e s .
RECRUITMENT AND SELECTION
42

D ec en c y d e ma n d s t h a t t h e r e j e c t e d a p p l i c a n t s b e i n f o r me d a b o u t t h e i r non-

s el ec t i on. T h e i r a p p l i c a n t s ma y b e p r e s e r v e d f o r f u t u r e us e , i f a n y . I t n e e ds no

emp has i s t h a t t h e a p p l i c a t i o n s o f s e l e c t e d c a n d i d a t e s mu s t a l s o b e p r e s e r v ed f or

t he f ut ur e r e f e r e n c e s .
S T E P 8: -
CONTRACT OF EMPLOYMENT: -
 A f t e r t h e j o b o f f e r h a s b e e ma d a n d c a n d i d a t e s a cc e p t t h e o f f e r , c er t ai n

doc ume nt s n e e d t o b e e x e c u t e d b y t h e e mp l o y e r a n d t h e c a n d i d a t e . O n e s uc h

doc ume nt i s t h e a t t e s t a t i o n f o r m. T h i s f o r m co n t a i n s v i t a l d e t a i l s a b o u t t he

c andi d at e, w h i c h a r e a u t h e n t i c at e d a n d a t t e s t e d b y h i m/ h e r . A t t e s t a t i o n f o r m w i l l

be a v al i d r e c o r d f o r t h e f u t u r e r e f e r e n c e .

T her e i s a l s o a n e e d f o r p r e p a r i n g a c o n t r a c t o f e mp l o y me n t . T h e bas i c

i nf or mat i o n t h a t s h o u l d b e i n c l u d e d i n a w r i t t e n c o n t r a c t o f e mp l o y m e n t w i l l v ary

ac c or di ng t o t h e l e v e l o f t h e j o b , b u t t h e f o l l o w i n g c h e ck l i s t s e t s o u t t h e t y pi c al

head i n gs :
1 . Jo b t i t l e

2. D ut i es , i nc l u d i n g a p a r s e su c h a s “ T h e e mp l o y e e w i l l p e r f o r m s uc h d u t i e s a n d w i l l

be r es pon s i b l e t o s u c h a p e r s o n , a s t h e co mp a n y ma y f r o m t i me t o t i me d i r e c t ” .
3 . Da t e w he n co n t in uo u s em p lo ym e n t s t a r t s an d th e b as i s f o r
c a lc u la t i n g s er v i ce .
4 . Ra t e o f p ay , a l l ow a nc e , o ve r t i me an d s h i f t r a t e s , m et ho d o f
p ay me n t s .
5 . H ou r s o f wo r k i nc l ud i n g l un ch b re a k an d ov er t i m e a nd
s h i f t a r ra ng e me n t s .
6 . H o l id a y ar r an g em en t s :
i.)
Pa i d h ol i d ay s p er ye ar .
ii.)
C a l cu l a t i on o f h ol i d ay p ay .
RECRUITMENT AND SELECTION
43

iii.)
Q ua l i f y i ng p e r io d .
iv.)
A cc r ua l of ho l id ay s an d h o l id ay pa y.
v.)
D e ta i l s of ho l id a y ye ar .
vi.)
D a te s wh en h ol i d ay s c an b e t a ke n .
vii.)
Ma x i mu m ho l i da y t ha t ca n be t ak e a t a ny on e t i me .
viii.)
C a r ry ov er o f h ol i d ay e n t i t l em en t .
ix.)

Public holidays.

7. Lengt h o f n o t i c e d u e t o a n d f r o m e mp l o y e e .

8. Gr i ev an c e s p r o c e d u r e ( o r r e f e r e n c e t o i t ) .

9. D i sc i pl i n a r y p r o c e d u r e ( o r a n y r e f e r e n c e t o i t ) .

10. W or k r u l e s ( o r a n y r e f e r e n c e t o t h e m) .

11. A r r ang e me n t s f o r t e r mi n a t i n g e mp l o y m e n t .

12. A r r ang e m e n t s f o r u n i o n me m b e r s h i p ( i f a p p l i c a b l e ) .
1 3 . Spe c i a l t e rm s re l a t i ng t o r i g h t s to pa t en t s an d d es i gn s ,
c on f i de n t i a l
i n fo r m a t i on a nd r e s t ra i n t s o n t r a de af t e r
t e r m in a t i on of e mp l oy me n t .
1 4 . E mp l oy e r ’ s r i gh t to v a ry t e r m s of th e c on t ra c t s ub j e c t t o
p ro pe r no t i f i ca t i o n be i ng g i ve n .

A l t e r n a t i v e l y c a l l e d e mp l o y me n t a g r e e me n t s o r s i mp l y b o n d s , c o n t r a c t s of

empl oy me n t s e rv e ma n y u s e f u l p u r p o s e s . S u c h c o n t r a c t s se e k t o r e s t r a i n j ob-

hopp er s , t o p r o t e c t k n o w l e d g e a n d i n f o r m a t i o n t h a t mi g h t b e v i t a l t o a c o mp any ’ s

heal t hy b o t t o m l i n e a n d t o p r e v e n t c o mp e t i t o r s f r o m p o a c h i n g h i g h l y v al ued

empl oy ees .

G r e a t c a r e is t a k e n t o d r a f t t h e c o n t r a c t f o r ms . Of t e n , s e rv i c e s o f l a w f i r ms

( pr omi ne n t f i r ms i n t h i s c a t e g o r y i n c l u d e Mu l l a , C r a i g i e , B l u n t a n d C ar oe,

C r aw f or d B a i l e y , A ma r c h a n d Ma n g a l d a s H i r a l a l , e t c . ) a r e e n g a g 4 d t o g e t t he

f or ms dr af t e d a n d f i n a l i z e d . Mo s t e mp l o y e r s i n s i s t o n a g r e e me n t s b e i n g s i g n ed by

new l y hi r e d e mp l o y e e s . B u t h i gh t u r n o v e r s ec t o r s s uc h a s s o f t w a r e , a d v e r t i s i n g

and medi a a r e mo r e p r o n e t o u s e co n t r a c t s .
RECRUITMENT AND SELECTION 44

T he d r a w b a c k w i t h t h e c o n t r a c t s i s t h a t i t i s a l mo s t t o e n f o r c e t h e m. A

det er mi n e d e mp l o y e e is b o u n d t o l e a v e t h e o r g a n i s a t i o n , c o n t r a c t o r n o c o n t r ac t .

T he emp l o y e e i s p r e p a r e d t o p a y t h e p e n a l t y f o r b r e a c h i n g t h e a g r e e me n t or t he

new empl o y e r w i l l p r o v i d e c o mp e n s a t i o n s . I t i s t h e r e a s o n t h a t s ev e r a l c o mp an i es

hav e s cr ap p e d t h e c o n t r a c t s a l t o g e t h e r .
S T E P 9: -
C O N C L U D I N G T H E S E L EC T I O N P R O C ES S : -

C ont r a r y t o p o p u l a r p e r c e p t i o n , t h e s e l e c t i o n p r o c e ss w i l l n o t e n d w i t h

ex ec ut i ng t h e e mp l o y me n t c o n t r a c t . T h e r e i s a n o t h e r s t e p – a mo r e s e n s i t i v e one

r eas s ur i ng t h o s e c a n d i d a t e s w ho h a v e n o t s e l e c t e d , n o t b e c a u s e o f a n y s e r i ous

def i c i e nc i e s i n t h e i r p e r s o n a l i t y , b u t b e c a u s e t h e i r p r o f i l e d i d n o t ma t c h t he

r equi r em e n t o f t h e o r g a n i s a t i o n . T h e y mu s t b e t o l d t h a t t h o s e w h o w e r e s e l ec t ed

w er e done p u r e l y o n r e l a t i v e me r i t .
S T E P 1 0: -
EVALUATION OF SELECTION PROGRAMME: -

T he b r o a d t e s t o f t h e e f f e c t i v e n e s s o f t h e s e l e c t i o n p r o c e s s i s t h e q ual i t y

of t he pe r s o n n e l h i r e d . A n o r g a n i s a t i o n mu s t h a v e c o mp e t e n t a n d c o mmi t t ed

per s onn el . T h e s e l e c t i o n p r o c e s s , i f p r o p e r l y d o n e , w i l l e n s u r e a v a i l a b i l i t y o f s uc h

empl oy ees . H o w t o e v a l u a t e t h e e f f e c t i v e n e s s o f a s e l e c t i o n p r o g r a m me ? A

per i o di c a u d i t i s t h e a n s w e r . P e o p l e w h o w o r k i n d e p e n d e n t o f H R d e p a r t men t

mus t cond u c t a u d i t . T h e t a b l e b e l o w c o n t a i n s a n o u t l i n e t h a t h i g h l i g h t s t h e ar eas

and ques t i o n s t o b e c o v e r e d i n a sy st e ma t i c e v a l u a t i o n .
2 . 2 F o u r A p p r o a c h e s t o S el e c t i o n :
1 ) . Et h n o c e n t r i c S el e c t i o n :
RECRUITMENT AND SELECTION
45

In this approach, staffing decisions are ma d e at the o r g a n i z a t i on ’ s

head qu ar t e r s . S u b s i d i a r i e s h a v e l i mi t e d a u t o n o my , a n d t h e e mp l o y e e s f r o m t he

head qu ar t e r s a t h o me a n d a b r o a d f i l l k e y j o b s . N a t i o n a l s f r o m t h e p a r e n t c o unt r y

domi nat e t h e o r g a n i s a t i o n s a t h o m e a n d a b r o a d .
2). Polycentric Selection:
 I n p o l y c e n t r i c s e l e c t i o n , e a c h s u b s i d i a r y i s t r e a t e d a s a d i s t i n c t n a t i ona l

ent i t y w i t h l o c a l co n t r o l k ey f i n a n c i a l t a r g e t s a n d i n v e s t me n t d e c i s i o n s . Loc al

c i t i z ens ma n a g e s u b s i d i a r i e s , b u t t h e k e y j o b s r e ma i n w i t h s t a f f f r o m t h e p ar ent

c ount r y . T h i s is t h e a p p r o a c h , w h i c h i s l a r g e l y p r a c t i c e d i n o u r co u n t r y
3 ) . R e gi o c e n t r i c S el e c t i o n : -

H er e , c o n t r o l w i t h i n t h e gr o u p a n d t h e mo v e me n t s o f st a f f a r e ma n a g ed on

a r egi on al b a s i s , r e f l e c t i n g t h e p a r t i c u l a r d i s p o s i t i o n o f b u s i n e s s a n d o p e r at i ons

w i t hi n t he group. Regional ma n a g e r s have greater discretion in d e c i s i on.

Mov em ent o f st a f f i s l a r g e l y r e s t r i c t e d t o sp e c i f i c g e o g r a p h i c a l r e g i o n s and

pr om ot i o n s t o t h e j o b s c o n t i n u e t o b e d o mi n a t e d b y ma n a g e r s f r o m t h e p a r ent s

c ompany .
4). Geocentric Staffing: -

I n t h i s c as e , b u s i n e s s s t r a t e g y i s i n t e g r a t e d t h o r o u g h l y o n g l o b a l bas i s .

S t af f dev e l o p m e n t a n d p r o m o t i o n a r e b a s e d o n a b i l i t y , n o t n a t i o n a l i t y . T h e br oad

and ot her p a r t s o f t h e t o p ma n a g e me n t s t r u c t u r e a r e t h o r o u g h l y i n t e r n a t i o n al i n

c ompos i t i o n . N e e d l e s s t o s ay , su c h o r g a n i s a t i o n s a r e u n c o mm o n .
2 . 3 P R OB L E M S I N EF F E C T I V E S E L E C T I O N : -
RECRUITMENT AND SELECTION
46

T he mai n o b j e c t i v e o f s e l e c t i o n i s t o h i r e p e o p l e h a v i n g c o mp e t e n c e and

c ommi t me n t . T h i s o b j e c t i v e s o f t e n d e f e a t e d b e c a u s e o f c e r t a i n b a r r i e r s . T he

i mpe di me n t s , w h i c h c h e ck e f f e c t i v e n e s s o f se l e c t i o n , a r e p e r c e p t i o n , f a i r nes s ,

v al i di t y , r e l i a b i l i t y a n d p r e s s u r e .
Perception: -
O u r i na b i l i t y t o un de r s t an d o th e rs ac cu r a te l y i s p ro b ab l y t he m os t
f un da m en t a l b ar r i e r t o s e le c t i ng th e r i gh t ca nd i da t e .

S el ec t i o n d e ma n d s a n i n d i v i d u a l o r a g r o u p o f p e o p l e t o a s s e ss a n d c o mpar e

t he r es pec t i v e c o mp e t e n c i e s o f o t h e r s , w i t h t h e a i m o f c h o o s i n g t h e r i g h t p e r s ons

f or t he j o b s . B u t o u r v i e w s a r e h i g h l y p e r s o n a l i z e d . W e a l l p e r c e i v e t h e w or l d

di f f er ent l y . O u r l i mi t e d p e r c e p t u a l a b i l i t y is o b v i o u s l y a s t u mb l i n g b l o c k t o t he

obj ec t i v e a n d r a t i o n a l s e l e c t i o n o f t h e p e o p l e .
Fairness: -

F ai r n es s i n s e l e c t i o n r e q u i r e s t h a t n o i n d i v i d u a l s h o u l d b e d i s c r i mi n a t e d a gai ns t

on t he ba s i s o f r e l i g i o n , r e g i o n , r a c e o r g e n d e r . B u t t h e l o w n u m b e r s o f w omen

and ot he r less privileged s ec t i o n s of the society in mi d d l e and s eni or

man age me n t p o s i t i o n s a n d o p e n d i s c r i mi n a t i o n o n t h e b a s i s o f a g e i n j ob

adv er t i s em e n t s a n d i n t h e s e l e c t i o n p r o c e s s w o u l d s u g g e s t t h a t a l l t h e e f f o r t s t o

mi ni mi z e i n e q u i t y h a v e n o t b e e n e f f e c t i v e .
Validity: -
RECRUITMENT AND SELECTION
47

V al i d i t y , a s e x p l a i n e d e a r l i e r , i s a t e s t t h a t h e l p s p r e d i c t j o b p e r f o r ma n c e of an

i nc umb ent . A test that has been validated ca n differentiate between t he

empl oy ees w h o p e r f o r m w e l l a n d t h o s e w h o w i l l n o t . H o w e v e r , a v a l i d a t e d t es t
does not p r e d i c t j o b s u cc e ss a c c u r a t e l y . I t c a n o n l y i n c r e a s e p o s s i b i l i t y of

s ucc es s .
Reliability: -

A r el i a bl e me t h o d i s o n e , w h i c h w i l l p r o d u c e c o n s is t e n t r e s u l t s w h e n r e p e a t ed i n

s i mi l ar s i t u a t i o n s . L i k e v a l i d a t e d t e s t , a r e l i a b l e t e s t ma y f a i l t o p r e d i c t j ob

per f or ma n c e w i t h p r e c i s i o n .
Pressure: -

P r es s ur e i s b r o u g h t o n t h e s e l e c t o r s b y p o l i t i c i a n s , b u r e a u c r a t s , r e l a t i v e s , f r i ends

and peer s t o s e l e c t p a r t i c u l a r c a n d i d a t e s . C a n d i d a t e s s e l e c t e d b e c a u s e of

c ompul s i o n s a r e o b v i o u s l y n o t t h e r i g h t o n e s . A p p o i n t m e n t s t o p u b l i c s e c t or s

under t ak i n g s g e n e r a l l y t a k e p l a c e u n d e r s u c h p r e s s u r e s .
2.4
Difference (Recruitment and Selection)
RECRUITMENT AND SELECTION
48