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RESEARCH PROJECT REPORT
ON
“RECRUITMENT & SELECTION PROCESS OF AN
ORGANISATION”
CASE STUDY
In partial fulfillment of the requirement for the degree of
Master in Commerce
(2002 - 2003)of
Punjab University
Chandigarh
Submitted by:-
Mr Pardeep Singh Chaudhary
Enrolment no: - 16628
Year:-2002 - 2003Class:-M.com –I
PUNJAB UNIVERSITY, DEPARTMENT OF CORRESPONDENCE
CHANDIGARH.
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CERTIFICATE
Certified that the project entitled “RECRUITMENT &
SELECTION PROCESS OF AN ORGANISATION” submitted by
Mr Pardeep Singh Chaudhary is his own work and has been
done under my supervision.
It is recommended that this project be placed before the
examiner for evaluation.
(Signature of the supervisor)
Name: _________________
Date: __________________
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PREFACE
Competitive forces with the unleashing of the liberalization
policies have made corporate restructuring a sine quo non
for survival and growth. Operational, financial and
managerial strategies are employed to maintain completive
edge and turnaround a sickened performance. Financial
restriction involves either internal or external restricting.
In the internal restructuring an existing firm undergoes
through a series of changes in terms of composition of
assets and liabilities.
In the today’s competitive market every one needs to
reduce the cost of the product that is only possible through
control on all five factors of production that are
: Human resources
: Material
: Capital
: Entrepreneur
: Machines.
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Out of these Human resources is not a fixed so
we can change it or alter it through our managing skills so
this all depends on our skill. This entire Project is mainly on
recruitment and selection process. This is the basic first
step to recruit a new person in the organization. I have
already concluded my research on many companies on this
topic.
EXECUTIVE SUMMARY
This project report attempts to bring out an anatomical
study of recruitment procedure in MNC as well as local
companies. Recruitment
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Plays an important role in today’s industry . In todays
Market the cost of the product can be controlled through
only this mean. This project is mainly on the recruitment
procedure and selection of in a company.
Recruitment is a form of business competition. Just as
corporations complete to develop, manufacture, and
market the best product or service, so they must also
compete to identify, attract, and hire the most qualified
people. Recruitment is a business, and it is a big business.
The object of manpower selection is to
ascertain clearly the type of person required and to secure
an appropriate candidate for filling that position.
Hiring or procurement of human resources in any
organization is a continuous process. It is performed when
employees leave the organization for better opportunities
elsewhere or they retire or die. Hiring of suitable
employees assume great importance when organizations
grow, diversify and take over other units. Hiring consists of
two functions, namely recruitment and selection. Here, we
shall focus on recruitment only.
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Recruitment is a form of business competition.
Just as corporations complete to develop, manufacture,
and market the best product or service, so they must also
compete to identify, attract, and hire the most qualified
people. Recruitment is a business, and it is a big business.
The object of manpower selection is to
ascertain clearly the type of person required and to secure
an appropriate candidate for filling that position.
In the majority of companies in India, the
selection procedure starts without a job analysis. For
example, whist selecting a salesman, the company decides
that a “salesman” is required. No one bothers to find out
what the salesman is expected to do, the difficulties he is
likely to face, and the qualities that will be required in him
for performing the job satisfactorily. The company’s
management thus starts looking for a man without having a
clear picture of the type of person required expect that he
has to be a “salesman”. Besides, the techniques for
predicting were very crude until very recently. For
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example, the jaw line was supposed to indicate strength of
character; the close-setting of the eyes was supposed to
indicate stupidity or dishonesty; a physically impressive
personality was taken as indication a good salesman and so
on. Now many organizations in India have begun to have
more sophistication in their selection process.
Hiring or procurement of human resources in any
organization is a continuous process. It is performed when
employees leave the organization for better opportunities
elsewhere or they retire or die. Hiring of suitable
employees assume great importance when organizations
grow, diversify and take over other units. Hiring consists of
two functions, namely recruitment and selection. Here, we
shall focus on recruitment only.
Recruitment begins by specifying human
resource requirements-in terms of numbers, skill-mix,
levels, timeframe- and these are the typical results of job
analysis and human resource planning activities.
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WHAT IS RECRUTIMENT?
Recruitment is the process of searching for
prospective employees and stimulating and encouraging
them to apply for jobs in an organization. It is a passive
function as it seeks to develop a pool of eligible persons
from which most suitable ones can be selected. In practice,
recruitment is a two-way process-prospective employee and
managers seek out organizations just as organizations seek
them out.
THE SELECTION PROCESS
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The steps in the selection process are the following:
after job analysis, preparing the job description and man
specification;
determine the source of recruitment;
preparation of the application form;
conducting the interview;
putting the applicant through tests where considered
necessary;
checking the references;
conducting the medical examination of the applicant,
where deemed desirable, and
The final selection interview with the applicant ultimately
selected.
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The detail explanation is as follows:-
JOB ANALYSIS TO MAN SPECIFICATION
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The job must be studied and analyzed with a view to
ascertain the knowledge, experience and skills required to
perform it effectively. Thus, unless a proper study is made
in detail of the job to be done, the manager concerned to
fill that job. This is because the selection process is
intended to measure the individual’s capacity against the
job requirements.
Job Study, Description and Specification
A job analysis or job study is the beginning of
identifying ultimately the man description or qualities
which will be required in the man to fill the job. The
component parts of the job must be identified. The basic
information required for the job study can be collected
through:
1. Observation
2. Discussion
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3. Checklists or questionnaires completed by holders of the
jobs involved;
4. Consultation with higher management by persons from
the personnel department;
5. Study of existing job descriptions and training manuals,
and 6.findings of psychological tests, if any. The selecting
officer is at this stage attempting to describe the job and is
therefore keen on collecting as much information as
possible from persons who can supply it. Discussions with a
person holding the same type of job or a similar job as well
as observing on the site whilst the work is being checking
can be done by observation of the information which
emanated through the discussion.
The Resultants of a Job Study
A job study should result in:
1. information on the most significant aspects or critical
incidents of the job;
2. The different components of the job;
3. The likes and dislikes generally attached to the job;
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4. The authority and responsibility associated with the job;
5. The knowledge and skills required for executing the job
satisfactorily; and
6. The accurate man specification or description.
The Man Specification
Once the job description or specification is prepared,
its analysis would result in an outline description of the
type of candidates sought for the appointment. The
following are the areas in which a detailed man
specification can be delineated :
1.His Physical Make-up, Here may be stated details of the
physical make-up such as height,appearance, speech,
poise, and age range.
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2.Education and Experience, Here should be stated the type
of education and work experience required which would be
useful in performing the job.
3.Level of General Intelligence , Here must be stated the
level of general intellectual capacity or intelligence
required, which is distinct from the knowledge and skill he
may have attained through education and experience.
4.Special Apritudes, Here must be detailed the extent of
mechanical aptitude, manual dexterity, facility in
mathematics or use of words,etc. desirable in the
candidate.
5.The Disposition Required, Here should be stated the
degree of acceptability of the candidate to others, his
extent of dependability, self-reliance and other qualities
such as dominance or reserved, relaxed or suspicious, as
may be needed.
6.Other Relevant Specifications, Here should be mentioned
other aspects such as whether a married man and a family
man would be more desirable, whether willingness to travel
is necessary and the levels of motivation such as security,
prestige, belongingness, etc. which the job will satify.
Skills Requird
It should however be remembered that it is at times
difficult to pinpoint the skills required, particularly in case
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of an executive. As an illustration, the skills required of top
level executives operating at the top management level in
large companies would necessarily be different from those
required of managers who are more concerned with the
execution aspects.
After the man specification is prepared, the job
content confirmed, the job rate fixed and the recruitment
salary range determined, it becomes necessary to consider
the source from where such employees will be forthcoming.
Basically, these sources can be divided into two: 1.internal,
and2,external.
Internal Sources
The best employees can often be found from within
the organization itself. Many organizations in India
therefore do give preference to people within the
company. For example, at the National Machinary
Manufacturers Ltd, Whenever a clear vacancy exists in a
department, as far as practicable such vacancy is filled in
by promoting a suitable employees from the lower cadre
from the same department. When so promoting, the
employee’s seniority, merits, initiative, accuracy of work,
job knowledge and personnel record are taken into
considerartion. Again, at Telco outside reqritment is
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resorted to only when the requirements for trained
personnel cannot be met from the resources generated by
the company’s training scheme or by internal promotion.
Some organizations even maintain a file for recording
voluntary applications which can be refered to in the
future. The modern belief is that it is better to search first
within the company by examing the existing stock or
inventory of personnel for appointments being considered.
Besides, an announcement of the vacancy can be made on
the notice board. It can then be left to the individual
candidate within the company to apply to improve his own
career. This type of Internal,Advertising is resorted for all
vacancies in manual,technical, clerical or supervisory
positions. Such vacancies are notified on the notice board
(besides informing employment exchanges when necessary
and advertising in local newspapers). Thereagter, selection
is done on the basis of merit. Besides, present employees
are also good sources of suggestions for job applications.
Thus, when there is a specific opening in an
organization, it is first desirable to look for applicants from
within the organization itself. Vacancies can be filled
through transfers and promotions which again will provide
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further entry level positions for which external recruitment
can be done. For there to be a good internal transfer and
promotion system, one requires a good communication
system, and an employee information system or manpower
skills inventory. Internal advertising, as already mentioned,
can be done as far as the communication system is
concerned. This may be through bulletin boards, employee
newspapers or special cyclostyled announcements
circulated in departments. Whatever be the method used,
it is likely to boost the morale and develop loyal, good
employees.
However, it is necessary to inform immediately such
applicants the decision as to whether they were successful
or not in aspiring for the new opening. In the case of
unsuccessful employees, it may be necessary to inform
them tactfully why they could not be selected. They can
further be advised on how they can develop themselves
further for future openings.
External Sources
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The external sources of recruitment include the
following:-
1.Recruitment of advertising, i.e. receiving of applications
by mail or personally in response to an advertisement by
the company;
2.reference to employment exchanges;
3.recruitment from colleges;
4.a sudy of a central applicaions’ file maintained of past
applicants not selected at that time; and
5.use of special consultants for recriting.
Some organizations entice persons away from other
companies. This is particularly so in case of appointments
like that of a sales representative. The employment
exchange has unfortunately been found to be an unpopular
source of recruitment by our companies in India.
In case of recruitment advertising, i.e.,
advertisements inviting applications from outside, the
important question is as to what medium is appropriate for
recruitment advertising. Whilst many types of media have
been tried, particularly abroad, including the television,
press advertising has still been found to be the chief and
the most effective medium for recruitment advertising. The
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objective behind such advertising is to solve the
recruitment problem speedily and economically. Speed and
economy are however often incompatible. Generally,
speed is the more important as using the established forum
for similar advertising. For example, there are certain areas
fixed like classified advertisement in the Times of India and
certain days fixed on which a majority of recruitment
advertising is incorporated in certain papers like the Times
of India which probably constitute the best forum for this
purpose. The advertisement must also be well drafted as it
can constitute the best filter against unlikely applicants
thereby saving the company the unnecessary expense and
trouble of having to handle a flood of useless applications.
New Vs. Old Blood
As already indicated, from a motivational angle,
importing new blood is undesirable particularly when
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existing personnel can be absorbed into higher positions.
There are however cases where the inside candidates are
unfit. They may be too advanced in age or may not have
the requisite skills. In such cases, new employees have to
be selected from outside the company. A peculiar trend at
times noticed is that where the chief executive(e.g.the
managing director)is new to the company, he decides to
bring with him one or two of his own former close and
capable associates. Thus in the case of two of top
executives, very often on a change in the chief executive,
the new chief executive brings in his own team of members
who in his opinion are impartial and reliable and are not
distorted by previous loyalties. However, this has a bad
effect from the motivation angle on the existing senior
executives. A well organized system of management
development activities can materially obviate the necessity
of importing new blood.
On the other hand, an exclusive policy of promoting
from within can lead to “inbreeding” resulting in promotion
of people who have imitated their superiors. Even well-
known organizations in India have at times developed “this
straight jacket” thinking. Particularly in some large
organizations in India, the author has seen the development
of the attitude that the type of thinking prevailing in that
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particular organization is the best from the management
angle. This overlooks a truth, namely, that no organization
has a monopoly on ideas. Every enterprise, to be dynamic,
must be able to introduce new blood in the form of ideas
into the organization. Thus a right balance has to 1 be
struck between inbreeding and new blood.
Benefits of Recruiting from Within
There are some advantages of recruiting from within
the company:
The valuable contacts with major suppliers are kept.
It builds loyalty among the employees.
It creates a sense of secutrity among the employees.
It encourages other executives and employees in the lower
ranks to look forward to rising to higher levels.
It ensures stability from continuity of employment.
The persons are already familiar with the organisation’s
activities and requirements.
The valuable contacts with existing major customers are
materialized.
In short, selecting an employees from within the company
can enhace the general morale of the company’s
employees.
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As an illustration, at Sandoz(India) Ltd., before fillig
up any new job, preference is given by the company to
applicants who are presently employed in the company in a
lower job provided they are found suitable. Another
interesting facet, though slightly different from purely
internal source, is the fact that this company also gives
preference in selection in case of permanent posts to the
past employees who had worked in the company on a
temporary basis in similar posts and who were found to be
good on those jobs.
Benefits of Using External Sources
The following are some of the advantages of
selecting from outside:
1.Fresh viewpoints are attracted.
2.The employees posses varied and broader experience.
3.The employees develop the ability to change old habits.
It us however dangerous to be dogmatic as to which
is better, i.e., selecting from within or from within has its
origin in the laudable desire of management to be fair and
to encourage people within the company can serve as a
great morale builder within the organizations. Besides, it
can constitute a self-generating source of candidates not
only for the top management positions but also for all
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management levels. In short, such a policy affords a very
powerful form of employees motivation.
Sources of Recruitment Commonly Used in India
In India, in both the public and private sectors,
several sources of recruitment are used for securing
employees. Public sector undertakings generally adopt
formalized and institutionalized selection procedures.
Whilst their policies are generally similar, there are
variations. For example, some of them give preference to
the corporation’s employees’ sons whilst others use a
number of sources. According to Prof. Rudrabasavaraj’s
study, a public sector undertaking in heavy engineering,
recruited its non-supervisory staff through:
1.employment exchange,
2.external advertisement,
3.internal advertisemet,
4.Central Training Institute (the men being recruited for
training in the CTI and for employment under an
agreement),
5.introduction by liaison officer of the corporation,
6.deputation personnel, and
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7.transfers from other public undertakings.
In another public sector undertaking (steel), first
preference was given to displaced persons but was limited
to one person for each family. According to this survey, the
major sources of recruitment in the public sector were, in
the order of preference , as follows:
1.casual callers or employment seekers,
2.newspaper advertisements,
3.scheduled tribes and scheduled castes,
4.employment exchanges,
5.other public undertakings,
6.internal advertisement,
7.displaced persons,
8.relatives and friends,
9.employee recommendations, and
10.schools.
In case of the private sector , the disclosed that the
procedures though formulated, were not unstitutionalised
in character.
In some organizations, preference was given to sons and
relatives of employees and to local people. The major
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sources of recruitment for the private sector, in the order
of preference, were:
1.advertisements,
2.employment exchange,
3.relatives and friends,
4.casual callers, and
5.employee recommendations.
Emoloyment exchanges are used as a source.
Legislation in India requires employers to notify vacancies
to employment exchanges.
It is , however, reported by many organizations that they
have not found this source effective particulary for certain
skilled and highly skilled categories. The two most
effective sources of recruitment, in the relatives and
friends.
The recruitment practices of a few companies in
India will now be highlighted.
MANPOWER RECRUITMENT AT IOC
In the Indian Oil Corporation Ltd., scientific work-
studies are conducted to eliminate manpower imbalance at
various units performing like functions. Recommendations
are made by the Efficiency Research experts on the
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withdrawal of surplus manpower wherever available. This
type of manpower planning coupled with scientific work
studies have helped the Corporation to ensure maximum
utilization of its available manpower.
Sources of Recruitment. The manpower needs of the
Marketing Divison of IOC are met from two basic sources:
1. Internal Promotions, and 2. Direct recruitment from
external sources. The Corporation’s policy is to accept a
very limited number of officers on deputation from
Government offices or Socio-Economic Service
Departments, in order to meet certain specific
requirements. Direct recruitment of employees is done by
giving adequate notification of the needs.
In case of Unionised Staff, (i.e. Clerical and Labour)
the following are the notification sources:
a.Local Papers(i.e. advertising);
b.Regional Employment Exchange;
c.Refinery Division of IOC for their surplus staff; and
d.Foreign oil companies for their surplus staff.
In case of officers, the sources are:
a.All India Press (i.e. advertising),
b.Directorate of Resettlement and Training;
c.Refinary Division of IOC for their surplus staff; and
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d.Foreign oil companies for their surplus staff.
JUNIOR OFFICERS’RECRUITMENT IN CMI
For managerial positions the practice of recruiting
from graduate M.B.A.s or graduates who have acquired
management qualifications or bias is increasing in India. For
example, the Cement Marketing Company of India Pvt .
Ltd.,(CMI), which was the sales organization of ACC Ltd.
Until it was amalgamated, prefers to recruit for its junior
officers, graduates who 1.have completed their Master’s
degree in Business Administration, 2. Are Indians, and 3.
posses a certain extent of practical experience. For
securing such graduates, visits are made by the
management staff of the company to Institutes of
Management. This results in establishing live contacts with
such institues and appreciating exactly what they are doing
through discussions with eventhe professors on the campus.
A review is made of the cumulative performance indexes of
the candidates who are then invited for interviews to the
Head Office. If selected, they are placed on probation for
one year on a three years’ contract with guaranteed
minimum increments. According to the company, the
objective of this recruitment is to put into the managerial
stream “bright, intellectual, young men with promise.”
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EXECUTIVE RECRUITMENT AT HINDUSTAN LEVER
Hindustan Lever Ltd. Adopts a planned approach to
recruitment of executives. The recruitment follows a
forecast of the management manpower requirements over
the future five years, which would indicate the possible
vacancies. After the forcast, the step is to determine which
of these vacancies will have to be filled during the next
year.
A recruitment plan for the year is prepared. This
indicates the specific posts on the different sides of the
business for which recruitment will have to be done. As a
general rule, Hindustan Lever believes in recruiting young
graduates between the ages of twenty and twenty-five
straight from the teaching institutions under their
Management Training Scheme. This sheme covers all sides
of their business-commercial, accounts and technical.
However, for specific vacancies which require specialized
skills and experience are recruited. In the light of the
dearth of skilled managerial personnel in India, Hindustan
Lever has deliberately adopted a policy of recruiting as far
as possible through this Management Training Scheme and
restricting direct recruitment to those jobs which by their
nature require specialists with long experience in certain
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disciplines. The company’s experience has however shown
that even for placement under specialists to give them on-
the-job training provided they posses the required
academic attainments and aptitudes.
This company places considerable importance on
recruitment which is considered an important link “in the
chain of events by which the organization acquires
managers.”
A deliberate scouting for talent is accordingly done by
approaching universities and institutions of learning to tap
young persons showing promise with the help of their
through advertisements highlighting the demands of the job
in terms of technical knowledge and skills required for its
performance as well as the challenge and future prospects
offered by the job.
PREPARING THE APPLICATION FORM
In the selection process, the Application Form or
Application Blank is an important weeding-out device.
Where it is drafted properly, it would supply enough
information about the applicant to help the removal from
consideration of applicants to help the removal from
consideration of applicants who obviously do not meet the
requirements. In this way, the number of persons who have
applied can be reduced to a manageable few who can then
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be called to an interview. Many types of application forms
are used in practice. Some are belief being used as
preliminary applications for a rapid initial screening of the
applicants. Thereafter more detailed ones are used with
special questions. Weight age can be given to the answers
in the Application Blank according to their importance and
the total score of points can then be calculated. In this
way, at times even a mathematical approach is adopted for
weeding out the undesirable applicants.
The application form generally provides the
following type of information:
1. Identifying Information, relating to aspects such as sex,
age, height and weight;
2. Educational Information, regarding the applicant’s
background, grade secured in school and college, and
academic qualifications;
3.Experience Information , detailing past jobs, periods
involved, designation and job responsibilities; and
4.Information regarding Community Activities, detailing
extra-curricular activities, hobbies and positions held in
organizations and associations other than where he was
employed such as management associations, productivity
councils and clubs,
Weeding out Undesirables
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Thus the completed Application Blank, if properly
constructed, can give valuable information regarding how
far the applicant is suitable in terms of the man
specification prescribed earlier. The application blank can
also constitute a history sheet giving the employee’s
background which may be useful for future reference. A
careful scrutiny of the application blanks received can
result in the rejection of many of the applicants. This can
save considerable time and consequently costs in the later
stages of the selection process.
INTERVIEWING THE CANDIDATE
The interview is perhaps the most intricate and
difficult part of the selection procedure. Despite this, in
practice, interviews are often conducted by persons who
are most unqualified for the purpose, void of the required
skill or experience or background.
Types of Interviews
Group interviews are gaining in popularity in India.
They are used extensively without the realization that in
such interviews everyone may not get a chance to speak
and that good candidates might be overlooked. In this area,
the personnel department with its experts, or an outside
duly selected consultant, can render an important service.
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In a short period of time of, say, about half an hour to one
hour, inferences have to be drawn regarding the attitudes,
behavour patterns and motivations built up over a lifetime
of the applicant. Therefore, hasty judgements must be
avoided. The interview must be pre-planned. For example,
the interviewer must decide in advance on the appropriate
type of interview. He must decide whether he will adopt a
Preliminary Interview as well as an Extensive Interview. He
must determine whether he will use the Stress Interview
Method. Here the applicant is deliberately placed in a
position of stress by devices such as interruptions,
criticisms and keeping silence for long periods of time. This
type of interview requires very careful handling. It can be
dangerous when used without skill. The interviewer has also
to decide whether he will be using the Discussion Interview
technique or the Depth Interview techniques; whether his
interview will be structured or Non-Structured and whether
he will be using the Group Interview technique or individual
interviews or both.
Eliciting Information
Besides deciding the type of interviews, the
interviewer must also decide the areas which have to be
covered in terms of the man specification already
established for the job. In addition to securing information
through a discussion, a good interviewer can also note
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other qualities through observation such as the applicant’s
quickness of reaction, manners, poise, and appearance,
sense of humors, mannerisms and cultural level.
Art of Conducting the Interview
The interviewer must also know how to conduct the
interview. He must avoid discourtesy and rudeness. He
must not ask questions mechanically. He must know how to
open the interview. The first few minutes are critical.
During this short period, the interviewer should trry to put
the applicant at ease. He must be very careful of the way
in which he words his questions. He must avoid leading
questions. The interview must also end in a pleasant way.
A good interviewer not only secures the necessary
information, but also gives the desired information to the
applicant. During the interview, the interviewer can also
look for signs of truthfulness and other physical and mental
characteristics. He can also assess faulty memory. He
should however avoid probing in areas which are irrelevant
for the employment although they may be interesting to
the interviewer.
Concluding the Interview
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Once the interviewer has secured a clear idea of the
applicant’s basic strengths and limitations, he should bring
the interview to a close with a brief summary of what has
been discussed and give indications to the applicant of the
next step in the selection process. If the applicant is to be
rejected, generally it is better not to inform him at the
interview as that might unnecessarily prolong the
interview. The first few minutes are critical. During this
short period, the interviewer should fill up his Evaluation
Form. Sometimes interview rating forms are used which
require evaluation of factors relevant to the job and which
could be observed in the interview, besides asking for an
overall evaluation.
Qualities of a Good Interviewer
Briefly, it may be said that the following are the
qualities of a good interviewer:
1. Interest in the applicant, as an interviewer without
interest will not listen to the applicant;
2. Alertness, so that the interviewer can pick up the
relevant phrases used by the applicant which he should ask
the applicant to explain further to be sure of the
information secured at the interview;
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3. Patience, as the interviewer must allow the interviewee
time to think before answering questions posed by the
interviewer;
4. Deliberation, that is, withholding evaluation of the
applicant until all the information has been secured and
under steed;
5. Concentration, as the interviewer is required to listen
not merely to the facts but to the main ideas emanating
from the interview.
Above all, the greatest quality is the art of listening.
Interviewers who are not good listeners generally suffer
from intolerance and impulsiveness. An intolerant nature
tends to make the interviewer impatient and unwilling to
listen or pay attention to what the applicant is saying.
Impulsiveness results in interruption of the applicant
instead of listening to him attentively. The interviewer
must have patience and must wait till the answer is
completed before posing the next question. A tendency to
anticipate what the applicant will say also results in
impatience and lack of listening.
CONDUCTING OF TESTS
Even in India, the uses of psychological and other tests are
gaining in popularity as a part of the selection process.
Their utility is however controversial. These tests, if
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appropriately used, can lesson the selection costs by
reducing large groups of applicants into smaller ones.
However, excessive reliance on such tests can lead to
overlooking of more suitable candidates who unfortunately
performed poorly at such tests. Tests should not be used as
a final device. They should merely be considered as an
extra tool or aid in evaluating the applicant. In this area, a
good personnel department can guide and help determine
and use the type of tests appropriate for a particular
selection. There are different types of tests, such as:
1. Knoeledge Tests designed to test the applicant’s
knowledge, which are useful for positions such as
accounting, engineering and the trades, i.e. the mastery of
a particular subject;
2.Apritude and Trade Tests aimed at measuring the
applicant’s potential rather than past achievement , which
are more useful for entrance level clerical and trade
positions;
3.Judgement Tests which seek to evaluate the applicant’s
ability to apply knowledge judiciously in solving a problem;
4.Learning Ability Tests or Intelligence Tests which measure
verbal reasoning, abstract reasoning and quantitative
reasoning;
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5.Projective Tests using the projective tenchinque under
which the applicant projects his personality into free
responses about ambiguous pictures shown to him, the
administration of which requires great skill; and
6.Personality Tests designed to determine the existence in
the applicant of characteristics such as cooperativeness as
against dominance.
The use of tests is becoming more popular even in
India in connection with personnel selection. If conducted
appropriately, a test can save considerable money. For
example, intelligence tests can indicate the cut-off point so
that people of intelligence of less than the standard
required are not accepted. As an illustration, trade tests,
measuring degree of manipulative skill possessed by the
applicant, can help weed out applicants void of such
dexterity. However, it should always be remembered that
tests are only an aid and one of the steps n the selection
procedure. For example, tests are particularly useful when
supplemented by interviews and can reduce the likelihood
of nepotism or favouritism in appointments. Besides, an
important limitation of tests is therir interpretation which
can only be done by trained and experienced persons.
Interest tests are not too reliable as they usually measure
interest more than ability and can easily be faked.
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Therefore too much reliance or importance should not be
attached to these tests when used.
Although psychological tests have become more
poplar in recent years in India, experience of some
companies have often led them to discontinue such tests./
gor example, in ACC Ltd., psychological tests were used for
five years. Management was however not happy with the
results. They found that personal prejudices had entered
the evaluations. Psychological tests for leadership and
mental alertness, used at that time, were accordingly
discontinued. However, group discussions, started by the
psychologists, were retained as they were considered useful
by the company.
CHECKING OF REFERENCES
The references provided by the applicant have to be
checked. This reference checking may be done either by
mail or by telephone or through a personal visit. Where it is
difficult to reach the person whose opinion is required, the
mail method is useful. However, the disadvantage of this
method is that information provided may not be accurate
as the person replying often does not desire to hurt the
applicant’s career. Therefore , a personal visit is definitely
superior to the mail and the telephone methods and is used
where it is very important to get the necessary information.
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At times, some candidates even bring with them an open
letter addressed:”To Whomsoeer It May Concern.” Such a
letter is not specific to the type of job for which he is
applying and might even be outdated.
Even where the interviewer contacts the reference and gets
the replies he should realize that perhaps what is more
important is what was not said. Past employers are
generally reluctant to condemn in writing their past
employee. Under such circumstances, perhaps the best
method would be to get an up-to-date reference by
telephone or orally through a personal interview. People
are more inclined to speak freely as what they say is not
recorded.
Whatever method is used, it is necessary to verigy
the information secured through the application forms and
during the interviews. In many organisaions, reference
checking is taken as a matter of routine and treated
casually or omitted entirely. In case of a good checking of
reference, there is a conversation between the recruiter or
selector and a person who really knows the applicant.
Reference checking also requires interviewing skills and the
use of diplomacy.
THE MEDICAL EXAMINATION
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Medical examination is a part of the selection
process for all suitable applicants in some companies. Here
it is conducted after the final decision has been made to
select the applicant concerned for the job. In special types
of jobs, a medical may however be very necessary in the
selection process itself. For example, where the ability to
distinguish colours is required of the applicant, a medical
can disclose whether the applicant possesses this skill. The
objective of such medical examination is obvoiously to see
that the applicant is medically suited for a particular job.
When conducted by in-plant medical personnel, they are
more valuable to the applicant than when done by a
physician having less knowledge of the company and its
working conditions. Such a medical examination can also
often predict future major prolems involving serious
surgical conditions and prolonged treatment which would
involve the company into the obligation to pay the medical
expenses.
The medical can give information inter alia of the
following types:
1.whether the applicant is medically suited for the specific
job;
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2.whether the applicant has health prolems or
psychological attitudes likes to interfere with efficiency or
future attendance; and
3.whether the applicant suffers from bad health prolems
which should be corrected before he can work satisfactorily
(such as need for spectacles).
Expect in special cases and for special requirements,
applicants are not rejected on physical grounds unless the
applicant is suffering from contagious diseases incurable or
complex emotional problems.
THE FINAL SELECTION INTERVIEW
After the applicant is selected, it is advisable to sell the job
to the applicant. He should be given an idea as to his future
potential within the organization. Good companies do this
at the final selection interview. At this stage, many an
interviewer forgets that once it is decided to select the
applicant, it is an important job of the interviewer to sell
the job and the company to the applicant. For example, in
this interview, the interviewer can describe the company
and its policies, the duties and responsibilities of the
applicant as well as the opportunities available to him for
future promotion. Although the interviewer need not enter
into the intricacies of ,for example, incentive compensation
plans, he should highlight the favorable aspects of the job.
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FINDING OF THE CASE STUDY
By analyzing the case, the following findings are coming
out:-
a) Recruitment is very strong signal to the company in
the point of view of the economy, reducing cost and
smooth running of the business activities.
b) Recruitment is not only the process of recruiting the
man kind only. It also reflects all over performance
of the industry.
c) Recruitment has direct relation with marinating cost
and it is not fixed factor so we can alter it any time
of our operation but the wise decision is that recruit
only that person that is suitable for your
organization.
d) It also affects the capital structure of the
organization and also plays an important role in the
success of plans and achieving the target.
e) Recruitment is as lubricant in the organization. So
good recruitment effects the over all performance of
the organization.
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Thus the recruitment decision taken by the organization had
provide some positive and negative effects .but as F.W Taylor says
“there is not place for imperfect persons in the industry and
industry needs right persons every time “.
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