Swami Keshvanand Institute of Technology, Management

And Gramothan, Jaipur

Subject :- Manpower Planning

MBA(Semester-3)
Term Paper Topic :- Selection

SUBMITTED TO SUBMITTED BY
Dr. Savita Choudhary Nikhil Sharma
Abstract
Better recruitment and selection strategies result in improved organizational
outcomes. With reference to this context, the research paper entitled
Recruitment and Selection has been prepared to put a light on Recruitment
and Selection process. The main objective is to identify general practices that
organizations use to recruit and select employees and, to determine how
the recruitment and selection practices affect organizational outcomes at
Electronics Industry, In Krishna Dt Ap,India. Successful recruitment and
selection practices are key components at the entry point of human
resources in any organization . The main objective of this paper is to
identify general practices that organizations use to recruit and select
employees .The study also focus its attention to determine how the
recruitment and selection practices affect the organizational outcomes and
provide some suggestions that can help. Data analysis has been done
with statistical tools like tables, graphs, pie charts, bar diagrams.

Keywords - Selection, Reference, Interview, qualification, reference.

Introduction
Successful human resource should identify human resource needs in the
organization. Recruitment is the discovering of potential candidates for
actual or anticipated organizational vacancies. Or, from another perspective,
it is a linking activity bringing together those with jobs to fill and those
seeking job. The ideal recruitment effort will attract a large number of
qualified applicants who will take the job if it is offered. It should also
provide information so that unqualified applicants can self select themselves
out of job candidacy; this is, a good recruiting program should attract the
qualified and not attract the unqualified. This dual objective will minimize
the cost of processing unqualified candidates.

Meaning of Selection
Selection is the process of picking individuals who have relevant qualifications
to fill jobs in an organization. Selection is much more than just choosing the
best candidate. It is an attempt to strike a happy balance between what the
applicant can and wants to do and what the organization requires.
Importance of Selection
Selecting the right employees is important for three main reasons:
performance, costs.

Performance

Employees with right skills will do a better job for any company and for the
owner. Employees without these requisite skills or who are abrasive would
not perform effectively and the company performance will suffer to a great
extent. So there is a time to screen out undesirables and to choose the
better and perfect candidate that can effectively contribute to company
success.

Cost

It is important because it is costly to recruit and hire employees so cost-benefit

ratio have to be considered while hiring of employees in order to avoid any
unnecessary wastage of money and the valuable resources .The total cost of
hiring a manager could easily be 10 times as high as once one add search
fees, interviewing time, reference checking, and travel and moving
expenses.

Essentials and Prerequisites for Selection

I. Picking individuals possessing relevant qualifications.

II. Matching job requirements with the profile of the candidates.

III. Using multiple tools and techniques to find the most suitable candidate
suitable Of achieving success on the job.

Selection Process
1. Application Forms

The main aim of employee selection is to select those persons who are most
likely to prove good on the job performers. The application bank and
employment interview are the most widely used selection methods and they are
often used in combination to supplement each other. The application bank
provide the information regarding identification such as name, address,
telephone number, personal information such as marital status, age, dependents,
place of birth; physical characteristics such as height, weight, health, defects,
family background, education, academic, technical and professional and also
information regarding experience, reference and miscellaneous information.

2. Selection Tests

Organizations administer tests before the final stage of interviewing. Managers

can use the test results as guidelines in asking candidates about their abilities,
experience, and interests.

3. Selection Interview

The interview, along with the application blank, has proved to be an almost
universal selection tool. However, the value of the interview to selection has
been the subject of considerable debate, with most of the evidence stacking up
against the interview as an effective predictive tool. Research has shown that
the reliability and validity of interviews as an effective selection are generally
low.

4. Physical Examinations

Physical examination serves as a final step before the hiring decision. A

physician appointed by the organization may conduct a physical examination.

A. Help an organization place its employees in suitable jobs.

B. Permit firms to screen out application with health problems.

C. Can be used to judge the individual’s qualifications for a job involving

physical efforts.

5. Reference Checks

Reference checks involve communicating with previous employers and others

who can provide information about the applicant. The reference checks verify
what the application has told the organization and produce supplemental
information that can be very useful in a hiring decision.

6. Hiring Decisions
The next step in selection process is making the decision; choosing the
candidate with the greatest potential for the organization. Sometimes this means
picking someone less qualified at the moment – but who is committed to
growing and staying with the organization for longer. You should use a data-
driven approach to make the hiring decision to make your selection process as
fair as possible. In practice, this means pre-defined criteria by which every
candidate is rated against during the selection process. The best candidate is
then chosen and given an offer. Usually, the hiring manager makes the final
decision. It may also involve input from other managers, and colleagues.

Evaluation Criteria of Selection

1.Relevance

The extent to which the intervention objectives and design respond to

beneficiaries , global, country, and partner/institution needs, policies, and
priorities. Evaluating relevance helps users to understand if an intervention is
doing the right thing. It allows evaluators to assess how clearly an intervention’s
goals and implementation are aligned with beneficiary and stakeholder needs,
and the priorities underpinning the intervention. It investigates if target
stakeholders view the intervention as useful and valuable.

2.Coherence

The compatibility of the intervention with other interventions in a country,

sector or institution. greater attention must be paid to coherence, with an
increased focus on the synergies (or trade-offs) between policy areas and the
growing attention to cross-government co-ordination. This is particularly the
case in settings of conflict and humanitarian response, and when addressing the
climate emergency.

3.Impact

The extent to which the intervention has generated or is expected to generate

significant positive or negative, intended or unintended, higher-level effects.
The impact criterion encourages consideration of the big “so what?” question.
This is where the ultimate development effects of an intervention are considered
– where evaluators look at whether or not the intervention created change that
really matters to people. It is an opportunity to take a broader perspective and a
holistic view. Indeed, it is easy to get absorbed in the day-to-day aspects of a
particular intervention and simply follow the frame of reference of those who
are working on it. The impact criterion challenges evaluators to go beyond and
to see what changes have been achieved and for whom.

Employer Branding
Employer Branding is the process of managing and influencing your reputation
as an employer among job seekers, employees and key stakeholders. It
encompasses everything you do to position your organization as an employer of
choice. Your employer brand is your organization’s reputation as an employer.
In simple terms, it’s what job seekers and employees really think of you. It’s
what they tell their friends and family when you aren’t around. Though it may
not be tangible, your employer brand is an asset that requires constant
cultivation.

Employer Branding Process

Step 1. Get familiar with your company

Step 2. Do an audit of your employer brand

Step 3. Define an employer value proposition

Step 4. Use recruitment marketing

Step 5. Build engagement among current employees

Step 6. Write snazzy job descriptions

Benefits of Employer Branding

 Get job applications without having to spend too much, since employees
proactively apply to companies they know they have a nice work
environment.

 Reduce time to hire, as candidates are more likely to accept a job offer
from a company with a positive reputation.
  Improve retention, because employees value healthy workplaces and stay
at companies where they can thrive.

 Attract top talent, as people who’re evaluating different job offers, will
consider all criteria – including your reputation as an employer – before
making their final decision

Conclusion
Selection function provides a vital opportunity for us to focus on what
candidates can offer our company. It is important to select carefully, either by
using our own judgment or by enlisting the help of managers we trust. The
interviewer must know what the job is and what will be required for a new hire
to perform well. The interview process also allows us the opportunity to express
our company’s vision, goals and needs. Last but not least, It is vital that the
interview elicits responses from applicants that can be measured against our
expectations for the position. If we don’t use the interview to effectively
eliminate applicants who don’t fit into the company culture, we might end up
dealing with turnover, confusion and disgruntled employees. in the selection
processes, the individuals are required to go through various stages, which may
enable them to make selection of suitable employees. The recruitment and
selection processes needs to take into consideration various stages, these are,
job vacancy, job analysis, attracting candidates, screening candidates,
interviewing candidates, selecting and appointing candidates, induction and
training and employee evaluation.

References

Chapter – IV. (n.d.).

Recruitment and Selection
Process. Retrieved February
07, 2020 from
shodhganga.inflibnet.ac.in
Chapter – IV. (n.d.).
Recruitment and Selection
Process. Retrieved February
07, 2020 from
shodhganga.inflibnet.ac.in
Chapter – IV. (n.d.).
Recruitment and Selection
Process. Retrieved February
07, 2020 from
shodhganga.inflibnet.ac.in
https://www.researchgate.net/publication/
339123280_Importance_of_Recruitment_and_Selection_in_Leading_to_Progre
ssion_of_the_Organization#:~:text=Chapter%20%E2%80%93%20IV.
%20(n,inflibnet.ac.in

https://www.open.edu/openlearn/money-business/human-resources/human-
resources-recruitment-and-selection/content-section---references

https://www.researchgate.net/publication/
268210664_A_Study_On_Recruitment_Selection_Process_With_Reference

https://www.academia.edu/36910812/
A_Study_On_Recruitment_and_Selection_Process_With_Reference

https://builtin.com/employer-branding
https://www.oecd.org/dac/evaluation/
daccriteriaforevaluatingdevelopmentassistance.htm