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Recruitment and Selection process

In this information age, the importance of human capital and human asset cannot do ignored;

rather it is that line of business that could lead any organization to attain heights. This is the

factor that makes difference between one organization and another. Getting the right person at

the right place and then retaining him is the main area of concern in todays corporate world.

Hence, the emphasis is being laid to deice policies and programmes in such a manner that it

leads to retention of the desired manpower and thus contributes towards organizational

deelopment. !ach organization is now thriing to attain the best person i.e. the knowledgeable

worker and leerage their wisdom towards the achieement of the organizational ob"ecties.

#obody wants to hae the third best or the second best, but to hae he best person in the

organization it becomes ery difficult to retain them.

$ertain great leaders who hae made their mark in corporate world by their actions say that

eery organization can ac%uire the same machinery, the same infrastructure etc. but what makes

the difference in one organization to another is the manpower it possess which cannot be copied

down.

$onsidering the aspect of sourcing, no organization should eer think that once it has ac%uired

the best talent created faorable conditions to retain them they would not re%uire going in for

sourcing actiities. Hence this should be kept in mind that sourcing is a continuous process, on

outgoing one and will hae its e&istence till the organization functions. The talent that we hae

ac%uired and retained is through its sourcing only. 'nless and until a person is sourced from

outside, how will the organization get the best. To hae the best it is essential to ac%uire it from

outside. There has been tremendous change in the technology and for the organization to

suriing in this changing scenario; it has become ery essential that they keep up with the pace

with the changes in the technology, the change in the culture etc.

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Taking for e&ample no organization can een think of operating without the use of information

technology, now it becomes ery difficult and costly affair to train the people within the

organization at different leel to learn how to make use of this technology. Hence sourcing is

done and the best talent is ac%uired so that the person not only takes case of changing technical

needs of the organization but also be able to make other employee learn from him.

(fter haing determined the number and kinds of personnel re%uired the human resource and

personnel manager proceeds with identification of sources of recruitment and finding suitable

candidates for employment. )oth internal and e&ternal sources of manpower are used depending

upon the types of personnel needed.

The selection procedure starts with the receipt of applications for arious "obs from the interested

candidates. Totally unsuitable candidates are re"ected at the screening stage. *an power planning

gies an assessment of the number and type of people re%uired in the organization. The ne&t task

of the personnel manager is to find out capable and suitable persons who may be working in the

organization itself while others will hae to be sought from outside the organization. It inoles

persuading and inducing suitable persons to apply for and seek "obs in the organization.

+ecruitment refers to the attempt of getting interested applicants and proiding a pool of

prospectie employees so that the management can select the right person for the right "ob from

this pool. +ecruitment is a positie process as it attracts suitable applicants to apply for aailable

"obs. The process of recruitment

-. Identifies the different sources of labour supply

. (ssesses their alidity

/. $hooses the most suitable source or sources

0. Inites applications from the perspectie candidates for the acant "obs.

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FACTORS AFFECTING RECRUITMENT

(ll organizations, whether large or small, do engage in recruiting actiity, though

not to the same e&tent. This differs with 1i2 the size of the organization; 1ii2 the employment

conditions in the community where the organization is located; 1iii2 the effects of past recruiting

efforts which show the organizations ability to located and keep good performing people; 1i2

working conditions and salary and benefit packages offered by the organization 333which may

influence turnoer and necessitate future recruiting; 12 the rate of growth of organization; 1i2

the leel of seasonality of operations and future e&pansion and production programmes; and 1ii2

cultural, economic and legal factors, etc.

4actors goerning recruitment may broadly be diided as internal and e&ternal factors.

The internal factors are:

1i2 +ecruiting policy of the organization;

1ii2 Human resource planning strategy of the company;

1iii2 5ize of the organization and the number of employees employed;

1i2 $ost inoled in recruiting employees, and finally;

12 Growth and e&pansion plans of the organization.

The external factors are:

1i2 5upply and demand of specific skills in the labour market;

1ii2 6olitical and legal considerations such as reseration of "obs for 5$s, 5Ts, and so on.

1iii2 $ompanys image3perception of the "ob seekers about the company.

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STEPS ON RECRUITMENTPROCESS

(s was mentioned earlier, recruitment refers to the process of identifying and attracting "ob

seekers so as to build a pool of %ualified "ob applicants.

The process comprises fie inter3related stages, iz.1i2 6lanning

1ii2 5trategy deelopment

1iii2 5earching

1i2 5creening and

12 !aluation and control.

The diagram is shown on the following page.

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7eeloping

5ources of6otential

!mployees

6ersonnel

Human+esource

6lanning

+ecruiting

#eeded6ersonnel

5electing

8ualifiedpersonnel

!aluating

+ecruiting!ffectieness

5earch for

6otential!mployees

PlacingNewEmployeesOn job

!&ternal

5ources

Internal

5ources

6ersonnel +esearch

Job Posting

Transferring to new

9ob

6romoting to higherresponsibilities

6ersonnel +esearch

(dertising

9ob 6osting

!aluating for

selection

'pgrading in same

position

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SOURCES OF RECRUITMENT

)efore an organization actiity begins recruiting applicants, it should consider the

most likely source of the type of employee it needs. 5ome companies try to deelop new sources,

while most only try to tackle the e&isting sources they hae. These sources, accordingly, may be

termed as internal and e&ternal.

+ecruitment process

7eeloping sources of potential employees

Internal sources External sources

Transfer +ecruitment at factory gate

6romotion 'nsolicited applications

*edia adertisement

!mployment agencies

!ducational institutions

+ecommendations

$ontractors

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STEPS IN SELECTION PROCEURE

There is no shortcut to an accurate ealuation of a candidate. The hiring

procedures are, therefore, generally long and complicated. *any employers make use of such

techni%ues and pseudo3sciences as phrenology, physiognomy, astrology, graphology etc., while

coming to hiring decisions. Howeer, in modern times, these are considered to be unreliable

measures.

6reliminary interiew

+eceiing applications

5creening applications

!mployment tests

+eference checking

Interiew

*edical e&amination

4I#(: 5!:!$TI#

+e"ection

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!ery candidate for the "ob has to clear a number of hurdles before getting selected for the "ob. If

he is not found suitable at any stage, he is not considered for the further stages. Thus, he will be

re"ected. 4or instance, if a candidates particulars in the application are not found suitable, he

will not be called for the tests. 5imilarly, if a candidate fails in the tests, he will not be called for

the interiew. The following is a popular procedure through it may be modified to suit indiidual

situation

-. +eception or preliminary interiew or screening;

. (pplication blank333333333a fact3finder which helps one in learning about an

applicants background and life history;

/. ( sell conducted interiew to e&plore the facts and get at the attitudes of the

applicant and his family to the "ob;

0. ( physical e&amination3333333 health and stamina are ital factors in success;

. 4inal selection approal by partner; and communication of the decision to the

candidate.