UNIT FOUR

Recruitment and Selection

Learning objectives
After completing this unit, you will be able to:
Understand the concept of Recruitment, Selection and Induction
Understand the place of recruitment and selection in HRM
Explain the effectiveness of various selection techniques
Introduction
Recruitment and selection is an important issue within human resource management. In any
organization that views the human resource as a major source of competitive advantage,
attracting, selecting and retaining the right people to the organization will be of great importance.
Recruitment and selection is not just important where recruitment to management or professional
positions is concerned. The same principle holds true for all the jobs in an organization. For
companies that value the commitment and motivation of all their staff, it makes sense to recruit
each person extremely carefully to make sure they are getting people with exactly the skills,
qualities and attitudes for which they are looking. If the ‘wrong’ people are recruited, it could
prove expensive for an organization. First, they might not be able to do the job, so they will add
cost to the organization, second, they may leave and so the whole process of recruitment and
selection will have to be repeated, with the implications for cost and time. Third, they may have
an adverse effect on existing workers.
4.1 Recruitment
What is recruitment?
Recruitment is the process of attracting applicants who may comply with the criteria of a
position to be filling an organization.
Recruitment is the process of attracting and discovering potential applicants for actual or
anticipated organizational vacancies.
According to Werther and Davis definition “Recruitment is the process of finding and attracting
capable applicants for employment. The process begins when new recruits are sought and ends
when their applications are submitted. The result is a pool of applicants from which new
employees are selected.

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Thus, recruitment process is concerned with the identification of possible sources of human
resource supply and tapping those sources. It is a “positive” and “continuing” function, which
aims at constantly increasing the selection ratio i.e., the number of applicants per job opening, so
as to permit adequate selection of a capable and productive work group.

In the total process of acquiring and placing human resources in the organization, recruitment
falls in between different sub processes as shown in figure given below.

Figure 4.1 the place of recruitment at HRM process

Recruitment Policies and Procedures One of the first steps in planning for the recruitment of
employees into the organization is to establish proper policies and procedures. A recruitment
policy indicates the organizations' code of conduct in this area of activity. A typical policy
statement for recruitment may include many relevant issues. In its recruitment activities, the
company will:
 Advertise all vacancies internally and/or externally
 respond to every job applicant without any delay
 Inform job applicants the basic details and job conditions of every job advertised,
 Process all applications with efficiency and courtesy,
 Seek candidates on the basis of their qualifications,
 Aim to ensure that every person invited for interview will be given a fair and thorough
hearing
 Not discriminate unfairly against potential applicants on the basis of sex, race, religion, caste,
etc.;
 Not knowingly make any false or exaggerated claims in its recruitment literature or job
advertisements.
Once the recruitment policy is made explicit, the company can evolve a detailed procedure to
make the whole exercise systematic. Such a systematic approach will enable people within (or
outside) the organization to follow a predictable path. The recruitment procedures should,
however, be flexible enough to permit personnel department to respond quickly to demands
made on them by various departments and by potential candidates.

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Recruitment, it should be remembered, is a marketing activity as well as a public relations
exercise. When recruiting people, organizations are going out into their external environment and
competing with others for suitable candidates. Such activities, therefore, should be conducted in
a manner that sustains or enhances the prestige and public image of the organization concerned.
Fair and objective recruitment policies and standards would add to the image of the organization
in the long run.
4.1.1 Factors governing /Influencing Recruitment

Different factors in internal or external environment can influence the effectiveness of recruiting
process in negative manner and can become hurdles in recruiting process.

They mainly include:

I. Image of the Organization.

If employees believe that their employer deals with them fairly, the positive word-of-mouth
support they provide is of great value to the firm. It assists in establishing credibility with
prospective employees.

Image of the organization is mainly assessed by its performance, salary, benefits provided by it
potential opportunities to excel and respect etc. If all these factors are good enough than the
image of the organization will be positive in the market that will help the organization to have
reasonable number of applicants ready to apply for then given job openings, But if the salary
benefits provided by the organizations are not compatible with the market there are no potential
opportunities for the career development and to excel in future than these factors will be
contributing towards negative image of the organization. This bad image is hurdle in acquiring
good number of applicants through recruitment process specially if any firm is having business
in the declining industry and management is least bothered about the welfare and wellbeing of
the employees.

II. Attractiveness of the job

Attractiveness of the job mainly depends upon its contribution towards achievement of
organizations objectives, challenging assignments, its contribution in the career development of
the job holder.

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Secondly the benefits and salary associated to particular job also plays important role in defining
the importance of the job.

Therefore jobs having challenging assignments, career oriented in nature and having good
remuneration package can attract best applicants from the labor force available in the market or
vice versa.

III. Government Influence

The recruitment process is influenced by the laws provided by the government. Organizations to
be more successful are required to work according to these laws.

IV. Labor Market Influence

The recruitment process is influenced by labor market conditions. When the economy is growing
rapidly and unemployment levels are very low, recruiting is extremely difficult. However, when
the economy is stagnant and unemployment levels are high, organizations can obtain large
applicant pool with very little effort.

V. Recruiting Costs
Companies use to bear very high costs while performing the recruitment process especially when
the recruitment is external. Therefore organizations can perform this function only and only if
they are having sufficient resources to perform the recruitment process.

VI. Global Issues

Whenever staffing function is performed at the international level or across the national
boundaries beside internal environment of organization polices of the host country regarding
employment also influence the recruitment process. They can include basic labor laws regarding
quality of work life Equal Employment Opportunities ( EEO), remuneration packages, etc.

4.1.2 Purpose of Recruitment

The purpose of recruitment is to invite in a relatively effective manner a pool of job applicants
who are potentially qualified to do a particular job.
Purposes or Uses for proper recruitment
a) Greater productivity: when the recruitment is scientific, productivity increase
b) Better moral: When the recruitment is proper, the morale of the work force will be high.

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c) Better public image: when an organization employs a scientific method, it can get better
reputation from the public.
d) Lower turnover: when the recruitment is proper, there will be better job adjustments, and
then labor turnover will be lower.
Source of Recruitment
Basically organizations are available by the two main sources of recruitment which are:
I. External Recruitment.
II. Internal Recruitment.
Vacancies in upper level management can be filled either by hiring people from outside the
organization or by promoting lower level managers
I. Internal Recruiting Sources
When job vacancies exist, the first place that an organization should look for placement is within
itself. An organization’s present employees generally feel that they deserve opportunities to be
promoted to higher level positions because of their service and commitment to organization.
Moreover organizations have opportunities to examine the track records of its present employees
and to estimate which of them would be successful. Also recruiting among present employees is
less expensive than recruiting from outside the Organization.
The major forms of the internal recruiting include:
a. Promotion from within.
b. Job posting.
c. Contacts and referrals
a. Promotion from within:
Promoting entry level employees to more responsible positions is one of the best ways to fill job
vacancies and important reason why company should have a human resource planning system.
An organization that has human resource planning system uses succession plans and replacement
charts to identify and prepare individuals for upper level positions. Skills inventories are useful
in identifying individuals who have the potential for advancement, and individual’s desire to be
promoted can be assessed in the performance appraisal review. A promotion from within policy
is intrinsic to career development and human resource planning. A promotion from within policy
can stimulate great motivation among employee, and this motivation is often accompanied by a
general improvement in the employee morale.

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b. Job posting
An organization can also use the policy of job posting as a internal recruitment source. In the job
posting system the organization notifies its present employees about job openings through the
use of bulletin boards, company publications, or personal letters.
c. Contacts and Referrals
Many firms have found that their employees can assist in the recruitment process. Employees
may actively solicit applications from their friends and associates.
Before going outside to recruit employees, many organizations ask present employees to
encourage friends or relatives to apply for the job openings.
Contacts and referrals from the present employees are valuable sources of recruits. Employee
referrals are relatively inexpensive and usually produce quick responses.
However some organizations are concerned about problems that result from hiring friends of
employees
For example, the practice of hiring friends and relatives favoritisms, cliques etc.
Advantages of Internal Recruitment:
 Provides greater motivation for good performance.
 Provides greater opportunities for present employees
 Provides better opportunity to assess abilities
 Improves morale and organizational loyalty
 Enables employees to perform the new job with little lost time
Disadvantages of Internal Recruitment:
 Creates a narrowing thinking and stale ideas
 Creates pressures to compete
 Creates homogeneous workforce
 Chances to miss good outside talent Requires strong management development programs
specially to train for technology.
II. External Recruiting Sources:
A broad variety of methods are available for external recruiting. An organization should
carefully assess the kinds of positions it wants to fill and select the recruiting methods that are
likely to produce the best results.

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EXTERNAL SOURCES OF RECRUITMENT
There are some employee needs that a firm must fill through external recruitment. Among them
are: filling entry-level jobs, acquiring skills not possessed by current employees, and obtaining
employees with different backgrounds to provide new ideas.
a. High Schools and Vocational Schools
 Organizations concerned with recruiting clerical and entry-level operative employees
often depend on high schools and vocational schools.
b. Community Colleges
 A number of community colleges are sensitive to the specific employment needs in their
local labor market and graduate highly sought-after students with marketable skills.
c. Colleges and Universities
 Colleges and universities represent a major source of recruitment for many organizations. Potential
professional, technical, and management employees are typically found in these institutions.
 Different institutes use to publish booklets having information about the graduates that
can be communicated to organization who are in search of applicants.
d. Competitors and other Firms
 Competitors and other firms in the industry or geographic area may be the most important
source of recruits for positions in which recent experience is highly desired.
e. Unemployed
 Individuals, who are unemployed, regardless of the reason, often provide a valuable source of
recruitment.
f. Older Individuals
Older workers, including those retired, may also comprise a valuable source of employees.
g. Military Personnel
 Using this source may make sense to many employers because these individuals typically
have a proven work history, and are flexible, motivated, and drug free.
h. Self-Employed Workers
 These individuals may provide a source of applicants to fill any number of jobs requiring
technical, professional, administrative, or entrepreneurial expertise.
III. EXTERNAL RECRUITMENT METHODS
Recruitment methods are the specific means through which potential employees are attracted to the firm.

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a. Advertising
A way of communicating the employment needs within the firm to the public through media
such as radio, newspaper, television, industry publications, and the Internet.
Sometimes organizations can perform the recruitment function through blind advertisements in
blind advertisements no identification about the company is provided to applicants. Companies
can use blind advertisements for many reasons e.g.
• Company wants to keep the recruitment in low profile so that lesser number of applicants
should apply in order to discourage the irrelevant people.
• Due to bad reputation or image of the organization
• Advertisement is made just for the purpose of test marketing for example just to have
knowledge about the supply of applicants in labor market etc.
b. Employment Agencies
An organization that helps firms recruits employees and, at the same time, aids individuals in
their attempt to locate jobs.
There are two types of the employment agencies i.e.
• Public Employment Agencies.
• Private Employment Agencies
Both of these sources provide coordination between the organizations and applicants who
are searching for jobs, for this service they use to charge a fee .Employment agencies are able to
tailor their services to the specific needs of the clients For example some agencies Specialize in a
particular employment areas, such as engineering, human resource or Computer programming, etc.
c. Recruiters
The most common use of recruiters is with technical and vocational schools, community
colleges, colleges, and universities.
d. Special Events
It is a recruiting method that involves an effort on the part of a single employer or group of
employers to attract a large number of applicants for interviews.
e. Internships
A special form of recruiting that involves placing a student in a temporary job. There is no
obligation on the part of the company to permanently hire the student and no obligation on the
part of the student to accept a permanent position with the firm.

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 Hiring college students to work as student interns is typically viewed as training activity rather
than as a recruiting activity. However, organizations that sponsor internship programs have
found that such programs represent an excellent means of recruiting outstanding employees.
f. Executive Search Firms
Executive search firms sometimes called HEAD HUNTERS are specialized form of private
employment agencies that place top level executives and experienced professionals. These are
the organizations that seek the most-qualified executive available for a specific position and are
generally retained by the company needing a specific type of individual.
g. Professional Associations
Associations in many business professions such as finance, marketing, information technology,
and human resources provide recruitment and placement services for their members. Professional
associations and trade organizations provide a valuable service in bringing together professional
and professional job openings. Most professional organizations have newsletters, annual
meetings and trade publications that advertise job openings. The annual meetings of these
organizations are good occasion for professionals to learn about available job openings and for
employers to interview potential applicants.
h. Unsolicited Walk-In Applicants
If an organization has the reputation of being a good place to work, it may be able to attract good
prospective employees without extensive recruitment efforts.
i. Open Houses
Firms pair potential hires and managers in a warm, causal environment that encourages on-the-spot job offers.
j. Event Recruiting
Attend the events that the people you are seeking go to.
k. Virtual Job Fairs
Individuals meet recruiters face-to-face in interviews conducted over special computers that have
lenses that transmit head-and-shoulder images of both parties.
l. Cyber Recruiting
Organizations can also use web sites and internet sources to recruit people application submission test
and interview and other recruitment and selection activities can be performed online.
Advantages of External Recruitment:
 Provides new ideas and new insights

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  Provides greater diversity and helps achieve EEO goals by making affirmative action easy
 Provides opportunities to handle rapid growth if the organization
 Opportunities to get people with up-to-date knowledge education and training
Disadvantages of External Recruitment:
 It is more expensive and time consuming
 Destroys incentives of present employees to strive for promotion
 More chances to commit hiring mistakes due to difficult applicant assessment that will lead
to wastage of resources.
C. ALTERNATIVES TO RECRUITMENT
When an organization decides to add personnel to its staff, it makes a significant financial
investment. Recruitment and selection costs are high, especially for professionals, technical and
managerial employees.
Therefore before an organization decides to recruit new employees, it ought to consider the
feasibility of other alternatives.
I. Outsourcing
Out sourcing is the process of transferring responsibility for an area of service and its objectives
to an external service provider instead of internal employee.
II. Contingent Workers
It is also known as part-timers, temporaries, and independent contractors, comprise the fastest-
growing segment of the economy.
III. Professional Employer Organization (Employee Leasing)
Using this approach, a firm terminates some or most of its employees. A leasing company then
hires them, usually at the same salary, and leases them back to the former employer, who
becomes the client.
IV. Overtime
Perhaps the most commonly used method of meeting short-term fluctuations in work volume is
through the use of overtime.
D. Recruitment - An applicant perspective:
• Applicant should be provided with necessary information regarding organization job,
remuneration package etc.
• If rejection is to be communicated it should be done with tactics.

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Evaluating the Recruitment Process
Recruitment process can be evaluated by the following factors:
 Quantity of the Applicants
 Quality of the Applicants
Quantity of the Applicants
Recruitment process can be evaluated by the number of applicants who have applied for the job greater
the number of applications greater will be the chance to select best people from available pool.
Quality of the Applicants
Effectiveness of recruitment can be estimated by the quality of the applicants. Quality can be
assessed by the education, skills, capabilities and competencies of the applicants.
4.2 Employee Selection
The objective of selection process is to determine whether an applicant meets the qualification
for a specific job and to choose the applicant who is most likely to perform well in that job. Or
Selection process comes after recruitment, selection can be explained in terms of either choosing
the fit candidates, or rejecting the unfit candidates, or a combination of both. In other word,
Candidates are screened by the application of these tools qualified applicants go on to the next
handle, while the unqualified are eliminated. Thus , an effective selection is a non-random
process because those selected have need chosen on the basis of assumption that they are more
likely to be better; employees that those who have been rejected.
Goals of Selection
 To maximize Person/Job/Organizational fit
 Select the best person for the job
 To maximum performance, efficiency, effectiveness, profit.
Selection method standards
1. Reliability: Free from random error, stability or consistency
2. Validity: It is the degree to which a predictor or criterion measures what it purports to measure
3. Utility: ways to measure value added by selection tool
4. Legality: All selection methods must match to existing laws and legal precedents
4.2.1 Selection Criteria
Selection decisions are usually based on how an applicant is rated in terms of the likelihood
of success on the job. The key job dimensions identified in job analysis and job description

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 provide the basis for determining relevant criteria. The educational qualifications, technical
skills and achievements are used frequently as the basis for selection.
Categories of criteria
Education:
 Educational accomplishment is a common, cost effective way to screen for these abilities.
 To be legal, educational standards must be related to successful performance of the job
 Do not set standards higher than required by the job
Experience:
 Many believe that past performance on a similar job is the best indicator of future performance
 Employers also consider experience a good indicator of ability and work-related attitudes
Physical characteristics:
 Employers were more likely to hire and pay better wages to taller men
 Flight attendants and receptionists were hired on the basis of beauty
 Such practices discriminated against ethnic groups, women, and the handicapped
Other personal characteristics:
 Some employers prefer married employees because they are assumed to be “stable” and
have a lower turnover rate
 Other employers prefer single employees, who may be more open to a transfer or lengthy
overseas assignment
4.2.2 The Selection Process
Preliminary requirements for successful selection process:
 Someone should have authority to select.
 There must be some standard that prospective employee may be compare, i.e. there should
be available, beforehand, a comprehensive job description and job satisfaction are
developed by job analysis.
 There must be a sufficient number of applicants from whom the required number of
employees may be selected
The standard selection process has the following steps.
1. Screening of Applications
Prospective employees have to fill up some sort of application forms while applying. These
forms have variety of information about the applicants like his personal bio-data, achievements,

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experience etc. This information’s are used to screen the applicants who are found to be qualified
for the consideration of employments. Based on the screening of applications, only those
candidates are called for further process of selection, which is found to be suitable to meet the
job standards of the organization.
2. Selection Tests
Selection tests are organized by the organizations to know more about the candidates or to reject
the candidates who cannot be called for interview, etc. Selection tests provide information about
the attitude, interest, and personality of the candidate, which cannot be known by application
forms. These selection tests have different objectives and measure different attributes. These
tests may be classified as follows: -
i. Achievement Test - It is also called performance test or trade test. Achievement is
concerned with what one has accomplished. The achievement tests are conducted to
measure how well the candidates know the things. Trade tests are designed to measure an
applicant’s knowledge of a specific trade and to measure what the applicant can do
currently. For example, a typing test may measure the typing performance of a typist in
terms of speed, accuracy and efficiency.
ii. Intelligence Test - Intelligence test tries to measure the level of intelligence of a
candidate. This test generally includes verbal comprehension, word fluency, memory, and
inductive, reasoning, number facility. Intelligence test is designed on the basis of age
groups. Thus, each age group has different intelligence tests. The basic idea behind
intelligence test is to made available people with higher intelligence to the organization,
because intelligent employees learn faster than dull employees.
iii. Personality Test – dimensions of personality such as interpersonal competence,
dominance-submission, and extroversion. Introversion, self-confidence, leadership
ability, patience, ambition are measured through personality tests. The personality test is
conducted to predict performance success for jobs that require dealing with people, or
jobs that are essentially supervisory or managerial in character.
iv. Aptitude Test – These tests are designed to assess the special aptitudes of the applicants
such as clerical aptitude, mechanical aptitude, mathematical aptitude manual dexterity,
abilities and skills. These tests used when the vacancy in question requires the possession
of a high degree of one or more particular aptitudes for adequate job performance.

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v. Interest Test – interest test is conducted to discover a person’s area of interest and to
identify the kind of jobs that will satisfy him. It is assumed that a person who is interested
in a job can do much better than the person who is not interested. Interest test generally
measures interest in outdoor activities, mechanical, scientific, artistic, literary, musical,
social service etc.
The different tests are used for different purposes. Each of them has the usefulness and
limitations in specified areas. Therefore, a combination of tests should be used for selection
purpose. These tests should also be related with the nature of posts to be
3. Interview
Selection tests are normally followed by personal interview of the candidates. Interview is
selection technique that enables the interviewer to view the total individual. It consists of
interaction between interviewer and applicant. This is the way of finding out overall suitability of
candidates for the job. Interview also provides opportunity to give relevant information about the
organization to the candidates.
4. Checking of References
References are intended to investigate the candidate’s background and can be obtained from
the following sources-school and college officials, previous employer or other persons of
prominence who may be aware of the candidate’s behavior and ability. Through references
more information about the candidates can be solicited to select the right type of a person for
a job.
5. Medical Examination – medical examination is carried out to ascertain the physical
standard and fitness of prospective employees. The medical examination is designed to
match the applicant’s physical capabilities to job requirements.
Medical examination also serves the following purposes.
(a) To reject those whose physical qualification are insufficient to meet the requirements of the
work they are being considered for.
(b) To obtain the record of the physical condition of the person at the time of hiring.
(c) To prevent the employment of those with communicable disease.
6. Approval by Appropriate Authority – on the basis of the above steps, suitable candidates
are recommended for selection by the selection committee or personal department. Organizations
may designate the various authorities for approval of final selection of candidates for different

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categories of candidates. For top level managers, Board of Directors may be approving authority,
for lower levels, functional heads concerned may be approving authority. When the approval is
received, the candidates are informed about their selection and asked to report for duty.
7. Placement – after the completion of all formalities, the candidates are placed on their jobs
initially on probation basis.
4.2.3 Factors Governing Selection
The main factor affecting the selection process was government laws and regulations (legal
consideration). Organizations and their managers should be aware of the legal environment in
which they are operating, and hence the legal issues.
Among these, the following discriminatory elements should be noted.
a. Gender issues
Using criteria for final screening points and decisions that reflect or are based on gender is
unpleasant and is not legal unless for specific jobs which require men or women only. Therefore,
an organization and its manager should be aware of this and be adjusted to it.
b. Race and National Origin
Selection decision practiced by using discrimination in race and national origin is also
unpleasant and illegal. Due to this regard selection decisions should be made without regard of
these factors.
c. Physical handicap and physical Requirement
Specification of requirements that restrict physical handicap and/ or physical requirement should
be used only when the requirements are necessary for performing that particular job;
discriminating individuals based on their physical conditions should not be requested in the
selection process.
d. Religion
A selection decision, made on discrimination of religion, is illegal unless, the organization is
working for its own religious sake. In public sector organizations like in Ethiopian civil service
system and in any private business company, selection decisions based on religious belief is
unacceptable.
e. Speed of Decision Making
The speed of decision making matters in the selection decision process. The time available to
make the selection decision can have a major effect on the selection process. For some jobs the

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requirement for selection decision is not within shorter time. The speed of decision making
should be taken within shorter time, which in turn can have implication on the selection process.
Activity: - If the selection ratio is low is it possible to predict quality of selection from this
result why and why not?
4.3 Orientation [Induction]
Induction can defined as a process of introducing the employee to the organization and the work
process.
Orientation (Induction) is ‘fusion’ process’ by which the individual identifies himself with the
organization and tries to achieve his/her goal with the goal of the organization.
It is also essential to create a more suitable working place for the new employee before he joins
his job
Content of Induction
1. Organizational issues Like: - Company history, Name, vision, Mission etc.
2. Employee benefits Like: -Pay Scales, insurance, medical, recreation etc…
3. Introduction Like: -To supervisors, to co-workers, to trainers, to employee…
4. Job Duties Like: - Job location, Job tasks, job safety needs, job objective, relationship with
others etc…
4.3.1 Purpose of Orientation
A planned induction offers the following benefits:
 It creates favorable attitudes in the minds of the employee and this improves the moral and
performance of the employees. It aids learning; it saves time, and trouble.
 It gives accurate information to the employee about the organization and the job.
 It reduces the rate of employee’s turnover: as many new employees can be introverts, they
may find it difficult to seek knowledge and acquaintance on.
In general, induction serves the following purposes:
a. Removes fears: A newcomer steps into an organization as a stranger. He is new to the
people, workplace and work environment. He is not very sure about what he is supposed to
do. Induction helps a new employee overcome such fears and perform better on the job.
It assists him in knowing more about:
 The job, its content, policies, rules and regulations.
 The people with whom he is supposed to interact.

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  The terms and conditions of employment.
b. Creates a good impression: Another purpose of induction is to make the newcomer feel at
home and develop a sense of pride in the organization.
Induction helps him to:
 Adjust and adapt to new demands of the job.
 Get along with people
 Get off to a good start
Through induction, a new recruit is able to see more clearly as to what he is supposed to do, how
good the colleagues are, how important is the job, etc. He/she poses questions and seeks
clarifications on issues relating to his/her job. Induction is a positive step, in the sense; it leaves a
good impression about the company and the people working there in the minds of new recruits.
They begin to take pride in their work and are more committed to their jobs.
c. Act as a valuable source of information:
Induction serves as a valuable source of information to new recruits. It classifies many things
through employee manuals/handbook. Informal discussions with colleagues may also clear the
fog surrounding certain issues. The basic purpose of induction is to communicate specific job
requirements to the employee, put him at ease and make him feel confident about his abilities.
Some of the benefits of good employee orientation include the following: Strong loyalty to the
organization; Greater commitment to organizational values and goals; Low absenteeism; higher
job satisfaction and Reduction in turnover.
Generally induction or orientation has the following purpose:-
 Allowing the newly employed individual to adjust to the organization
 To provide information about the tasks and performance expected.
 To create a favorable impression on new employees
4.3.2 Levels (steps) of Orientation
The HR department may initiate the following steps while organizing the induction program:
 Welcome to the organization
 Explain about the company.
 Show the location, department where the new recruit will work. .
 Give the company's manual to the new recruit.

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  Provide details about various work groups and the extent of unionism within the
company. Give details about pay, benefits, holidays, leave, etc.
 Emphasize the importance of attendance or punctuality.
 Explain about future training opportunities and career prospects.
 Clarify doubts, by encouraging the employee to come out with questions.
 Take the employee on a guided tour of buildings, facilities, etc.
 Hand him over to his supervisor.
Activity: - Could you think all elements of the orientation program to be provided to the
new employees (by serious consideration) or all at a time? Why?

Test your understanding

1. A. What is the difference between recruitment and selection?
B. What is meant by reliability and validity?
C. How should an HR adviser choose which selection technique to use?
2. A. What is the difference between a job specification and a person specification?
B. What would influence your use of tests in the selection process?
C. Is there one best way to recruit and select?
3. A. What is an assessment centre?
B. Discuss why interviews sometimes fail to select the ‘best’ person for the job?

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