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RECRUITMENT :

Once the determination of human requirements has been made, the recruitment and hiring
process can begin .Recruitment is a process of searching for prospective employees and
simulating them to apply for jobs in the organization. It is often termed “positive” in that its
objective is to increase the selection ratio, i.e. the number of applicants per job opening. Hiring
through selection is negative in that it attempts to eliminate applicants, leaving only the best to
be placed in the firm.

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 applicant from which new employees are selected.

Recruiting is a process of generating a pool of qualified applicants for organizational jobs.

Recruitment is a form of business competition and it is a fiercely competitive . just as

corporations compete 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. It demands serious attention from management, for any
business strategy will falter without the talent to execute it.

Certainly, the range of recruitment need is broad . a small manufacturer in a well populated area
faces recruitment challenges that are far different from those of technology firm operating in a
global market. Both need talent, although different types of talent to be successful in their
respective market.

NATURE OF RECRUITMENT PROCESS:

In order to initiate the procedure for hiring, we must satisfy three preliminary requirements.

1. There must be authority to hire, which comes from employment requisition, as developed
through analysis of work load and work force.
2. we must have a standard of personal with which we can compare perspective employees.
This is represented by job specification, as developed through job analysis.
3. Finally, we must have job applicants from whom we can select the person to be hired.

RECRUITMENT A TWO WAY PROCESS:

Recruitment frequently is treated as if it were a one way process – something organization do

to search for prospective employees. This approach may be termed as prospecting theory of
recruitment. In practice, however, prospective employees seek out organization just as
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organization seeks them out. This view, termed, a mating theory of recruitment appears
more realistic. Recruitment success from the organization’s perspective and job search
success from the candidate’s prespective both depend on timing. If there is a match
between organizational recruitment efforts and a candidate’s job search efforts, conditions
are ripe for two to meet.

In order for organizations and candidates to meet, however three other conditions must be
satisfied.

1. There must be a common communication medium e.g. the organization advertise in

a trade journal read by the candidate.
2. The candidate perceive a match between his/her personal characteristics and the
organization’s stated job requirements.
The candidate is motivated to apply for the job.

CHANNELS OF RECRUITMENT:

INTERNAL SORUCES OF CANDIDATES

JOB POSTING PROGRAMS:

HR departments become involved when internal job openings are publicized to employees
through job-posting programs, which inform employees about openings and required
qualifications and invite qualified employees to apply. The notices usually are posted on
company bulletin boards or electronic bulletin boards or are placed in the company newspaper.

The purpose of job posting is to encourage employees to seek promotions and transfers that help
the HR department fill internal openings and meet employees’ personal objectives. Not all job
openings are posted. Besides entry level positions, senior management and top staff positions
may be filled by merit or with external recruiting. Job posting is most common for lower level
clerical , technical and supervisory positions. Although affirmative action plans suggest trend
toward posting even higher level management jobs.

DEPARTING EMPLOYEES:
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A buyback occurs when an employee resigns to take another job and the original outbids the new
job offer.

WALK-INS AND WRITE-INS:

Walk-ins are job seekers who arrive at the HR department , in search of a job: write-ins are
those who send a written inquiry. Both groups are normally asked to complete an application
blank to determine their interests and abilities . usable applications are kept in an active file until
a suitable opening occurs or until an application is too old to be considered valid, usually six
months.

EMPLOYEE REFERRAL:
Employees may refer job seekers to HR department . employee referral have several advantages.
First, employees with hard-to-find job skills may know other who do the same work. Second,
new recruits already know something about the organization from the employees who referred
them thus referred applicants may be more strongly attracted to the organization than are causal
walk-ins. Third, employees tend to refer their friends who are likely to have similar work habits
and attitudes. Even if their work values are different, these candidates may have a strong desire to
work hard so that they do not embarrass the person who recommended them.

ADVERTISING:
Want ads describe the job and the benefits, identify the employer, and tell those who are interested
how to apply. They are the most familiar form of employment advertising. For highly specialized
recruits ads may be placed in professional journals or out of town newspaper in areas with high
concentrations of desired skills.

Want ads have severe limitations. They may attract thousands of job seekers for one popular job
opening. Or few may apply for less attractive job s. for example, few people apply for door-to-door
sales job if they know the product is vacuum cleaners or encyclopedias. Likewise, the ideal recruits
are probably already employed and not reading want ads. Finally, secret advertising for a recruit
to replace an incumbent cannot be done with traditional want ads. These limitations are avoided
through the use of blind ads. A blind ad is a want ad that does not identify the employer ,
interested applicants are told to send their resumes to the mailbox number at the post office or to
the news paper, a resume, which is a brief summary of an applicants background, is then
forwarded to the employer. These ads allow the opening to remain confidential , prevent countless
telephone inquiries, and avoid the public relation problems of disappointed recruits. An
advertisement that is written too narrowly may limit the pool of applicants: one written too
broadly may attract applicants for the firm to be able to evaluate them effectively.

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STATE EMPLOYEMENT SECURITY AGENCY:

Every state government has a state employment security agency. Often called the unemployment
office or the employment service, this agency matches job seekers with job openings.

PRIVATE PLACEMENT AGENCIES:

Private placement agencies which exist in every major metropolitan area arose to help employers
find capable applicants. They take an employers request for recruits and then solicit job seekers
, usually through advertising or walk-ins. Candidates are pre-screened, matched with employer’s
requests, and then told to report to the employer’s HR department for an interview. The
matching process conducted by private agencies varies widely. Some placement services carefully
prescreen applicants : others simply provide a stream of applicants and let the HR department do
most of the screening.

PROFESSIONAL SEARCH FIRMS:

Professional search firms are much more specialized than placement agencies. Search firms
usually recruit only specific type of human resources for fee paid by the employer. For example,
some search firm specialize in executive talent, while others find technical and scientific
personnel. Perhaps the most significant difference between search firm and placement agencies is
the approach taken. Placement agencies hope to attract applicants through advertising but search
firms actively seek out recruits among the employees of other companies.

EDUCATIONAL INSTITUTION:
Many educational institutions offer current students and alumni placement assistance. Although
some applicants sought through educational institutions are experienced, many are not. And new
entrants are more likely to be swayed by the recruiters manner and behavior during the interview
than by the attributes of the job, which appears to the deciding factor for experienced workers.

PROFESSIONAL ASSOCIATION:
Professional groups of engineers, accountants, trainers, and others often maintain placement
rosters and hold job fairs, especially at annual conventions.

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LABOR ORGANIZATIONS:
Many people with trade skills, such as carpenters, plumbers, electricians and others in the
construction trades , use the local union as the source of job reference.

MILITARY OPERATIONS:
Many communities are located near military basis, which have trained people leaving every day.
Mechanics, welders, pilots, heavy equipment operators, and a wide range of other skilled workers
can be found through this recruitment channels.

INTERNET RECRUITMENT:
Organizations started using computers as a recruiting tool, by advertising jobs on a bulletin board
service . From which prospective applicant would contact employers. Several different methods are
used for internet recruiting. The most common ones are

1. job boards
2. professional / career websites
3. employer websites

Selection:

Selection is the process of choosing individuals who have needed qualifications to fill jobs in an
organization without qualified employees, an organization is less likely to succeeded. The importance of
effective employment selection is highlighted from two HR truisms.

1. Good Training will not make up for Bad Selection: When the right people with the appropriate
capabilities are not selected for jobs, employers have difficulty later trying to train these
individuals.
2. Hire hard manage easy: The amount of time and effort spend in selecting the right people for
jobs may make managing them as employers much less difficult because more problems will be
eliminated.

Placement:

The ultimate purpose of selection is placement organization fitting a person to right job. How well an
employee is matched to a job affects the amount and quality of the employee’s work. This matching also
directly affects training and operating costs.

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Individuals who are unable to produce the expected amount & quality of work can cost an organization.

Person Job Fit:

Selecting the appropriate capabilities and talent attempts to fit. What the applicant can and wants to do
what the organization needs.

Select and placement activities typically focus on applicant’s knowledge, skills and abilities. The person
job fit is a simple but important concept that involves matching the KSAs of people with the
characteristics of jobs.

Person organization fit:

In addition to matching individuals to job, employers also increasingly try to determine the congruence
between individuals and organizational factors to achieve person organization fit.

Person organization fit is used in the following placement situations:

1. Organization culture is unique and teamwork is highly valued.

2. Employees work independently and have considerable judgment and discretion in doing their
work.
3. Most KSAs can be learned on a job if the person has basic cognitive abilities, work, ethics and
other capabilities.
Test:

A test is basically a sample of a person’s behavior, but some tests are more clearly representative of the
behavior being sampled then others.

Types of Tests:

a. Intelligence tests:

Intelligence (IQ) tests are test of general intellectual abilities. They measure not a single “ intelligence”
trait, but rather a basket of abilities including memory, vocabulary, verbal, fluency, and numerical ability.

b. Specific cognitive abilities:

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There are also measures of specific mental abilities, such as inductive and deductive reasoning, verbal
comprehension, memory and numerical ability. Tests in this category are often called aptitude tests, since
they purport to measure the applicant’s aptitudes for the job in question.

Test for Motor and physical abilities

There are many motor abilities you might want to measure. These include finger dexterity, manual
dexterity, speed of arm movement and reaction time. Test of physical ability may also be required.
Physical abilities include weights.

Measuring Personality and Interests:

A person’s mental and physical abilities are seldom enough to explain his organization her job
performance. Other factors like the person’s motivation and interpersonal skills are important too.
Personality and interests inventories are sometimes used as predictors of such intangibles.

Personality tests can measure basic aspects of an applicant’s personality. Such as introversion, stability,
and motivation. Many of these tests are projective.

Personality Tests:

Particularly the projective type tests are the more difficult tests to evaluate and use. An expert must
analyze the test taker’s interpretations and reactions and infer from them his organization her personality.
The usefulness of such tests for selection then assumes you find a relationship between a measurable
personality trait (like introversion) and success on the job.

The difficulties notwithstanding, recent studies confirm that personality tests can help companies more
effective workers. For example, industrial physiologists often talk in term of the “Big Five” personality
dimensions as they apply to personnel testing extroversion, emotional stability, agreeableness,
conscientiousness, and openness to experience.

A second study confirms the potential usefulness of personality test in employee selection while
underscoring the importance careful job analysis. These researchers analyzed personnel testing studies
and concluded that under the right circumstances the predictive power of a personality test can be quite
high. However, they also conclude that the full potential of using personality traits in personnel selection
will be realized only when careful job analysis become the “ standard practice for determining which
traits are relevant to predicting performance on a given job, and when greater attention is directed to the
selection of psychometrically sound and valid personality.

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In summary, personality tests can be useful for helping employers predict which candidate will succeed
on the job and which will not. However your validation study must be carried out very carefully.

Achievement Test:

An achievement test is basically a measure of what a person has learned. Most of the test, you take in
schools are thus achievement tests. They measure your “Job Knowledge” in areas like economics,
marketing organization personnel.

Management Assessment Centers:

In a two to three day management assessment centers 10 to 12 management candidates perform realistic
management tasks (Liking making presentations) under the observations of expert appraisers; each
candidate’s management potential is thereby assessed organization appraised the center itself may be a
plain conference room; but it is often a special room with a one way mirror to facilitate unobtrusive
observations examples of the simulated exercises included in a typical assessment center are follows:

The In-Basket Test:

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With this exercise, the candidate is faced with an accumulation of reports, memos, notes of in coming
phones calls, letters, and other materials collected in the in basket of the simulated job he organization she
is to take over. The candidate is asked to take appropriate action on each of these materials. For example,
he organization she must write letters, notes or agendas for meeting. The results of the candidate’s actions
are then reviewed by the trained evaluators.

The Leaderless Group Discussion:

A leaderless group is given a discussion question and told to arrive at a group decision. The raters then
evaluate each group member’s interpersonal skills, acceptance by the group, leadership ability and
individual influence.

Management Games:

Participants engage in realistic problem solving, usually as members of two or more simulated companies
that are competing in the market place. Decisions might have to be made about matters like how to
advertise and manufacture and how much inventory to keep in stock.

Individual Presentations:

A participants communication skills and persuasiveness are evaluated by having the person make an oral
presentation of an assigned topic.

Objective Tests:

All types of paper and pencil tests of personality, mental, ability, interests, and achievement might also be
a part of an assessment center.

The polygraph and honesty testing:

Some firms still use the polygraph for honestly testing. The polygraph machine is a device that measures
physiological changes like increased perspiration.

The usual procedure is for applicant or current employee to be attached to machine with painless
electronic probes. He or she is then asked a series of neutral questions by the polygraph expert.

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Physical Examination:

There are five main reasons for requiring pre employment medical exams.

1. The exam can be used to determine that applicant qualifies for the physical requirements of the
positions and
2. to discover any medical limitations that should be taken into account in placing the applicant.
3. The exam will also establish a record and baseline of the applicant’s health for the purpose of
future insurance or compensation claims.
4. The examination can be identifying health problems also reduce absenteeism and accidents and of
course detect communicable diseases that may be unknown to the applicant.
5. The exam is usually performed by the employer’s medical department in the largest
organizations. Smaller employers retain the services of consulting physicians to perform such
exams, which are almost always paid for by the employers.
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• INTERVIEW:

• An interview is a procedure designed to solicit information from a personnel’s oral

responses. What is a selection interview?

• A procedure designed to predict future job performance on the basis of applicant’s

oral responses or oral Enquiries.

• Interviews can be classified in four ways according

• TO DEGREE OF STRUCTURE,

• PURPOSE,

• CONTENT,

THE WAY THE INTERVIEWS IS ADMINISTERED.

• Structure:

• Interview can be classified according to the degree to which they are structured.

• Unstructured / Directive:

• Type of interview you ask questions as they come to mind. There is not set format
and the interview can take various ways/directions.

• Structured/directive:

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• The questions and acceptable responses are specified in advance.

• Purpose:

• Interview can be divided according to purpose. Selection interview is a type.

1 Stress Interview

• A special type of selection interview in which applicant is mode uncomfortable by a

series of sometimes rude questions. An Appraisal interview:

Is a discussion following a performance appraisal in which supervisor & employees

discussion the employee’s rating and possible remedial actions.

2 Exit Interview:

What is right or wrong about the company? An exit interview is conducted by Human
Resource dept. aims at eliciting information about the job or related matters that might give
employer a better insight into leaving organization

• The Content of the Interview

• Classified according to the content of the interview:

• Situational Type of Interview

• Situational type of interview is one in which the questionnaires focus on individuals

ability to project what his or her behaviors would be in a question.

• Job Related Interview are those in which interviewer attempts to assist past behavior for
job related information.

• The way the interview is administrated

• Interviews can also be classified based on how they are administered.

• One By One: Two people meet alone and one interviews the other by seeking oral
responses.

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• Sequential Interview: several persons interview the applicant in sequence before a

selection decision is made.

• Un Structured Sequential Interview: Each interviewer may look at the applicant from
his own point of view, ask different questions and form and independent opinion of the
candidate.

• Structured Sequential interview: Each interviewer rates the candidate on a standard

evaluation form, and ratings are compared before the hiring decision is made.

• Panel interview:

• Means the candidates is interviewed by a penal of interviewers simultaneously.

• Mass Interview:

• In a mass interview several candidates are interviewed simultaneously by a panel. Here

the panel poses a problem to be solved and then sit back and watches which candidate
takes the lead in formulating on answer.

• Computerized Interview:

• In which a job’s candidate’s oral/computerized responses are obtained in response to

computerized oral visual and written question

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