Support Rec, Sel and Indu
Support Rec, Sel and Indu
INDUCTION OF STAFF
This unit deals with the recruitment and selection process of small and medium
scale industries providing the all-important information related recruitment and
selection.
4.1 RECRUITMENT:
Recruitment means an activity which refers to the discovery and development of
workers and employees in the enterprise at the time they are required. It involves
locating, maintaining and contacting the sources of man power. The recruitment
has been defined by many eminent authors as under:
The recruitment and selection is the major function of the human resource
department. Recruitment process is the first step towards creating the competitive
strength and the strategic advantage for the organizations. In an ideal recruitment
programme, individuals responsible for the recruitment process must know how
many and what types of employees are needed, where and how to look for
individuals with the appropriate qualification and interests, what inducements to
use or to avoid for various types of applicant groups, how to distinguish
applicants who are unqualified from those who have a reasonable chance of
success and how to evaluate their work.5Recruitment process involves a
systematic procedure from sourcing the candidates to arranging and conducting
the interviews and requires many resources and time. A general recruitment
process is as follows:
A recruitment policy
A recruitment organisation
Development of sources of
recruitment
A good recruitment policy is the guiding can save an organization from facing
situations like unproductive test and interview due to non- availability of the right
candidate in the applicant pool, compromising on the selection of good
candidates, high attrition rate low productivity and low motivation among
existing employees as a result of faulty policy. The success of an enterprise
largely depends upon the ability and efficiency of its employees. To get the
capable and efficient employees, the recruitment policy of the organization must
be very sound. An ideal recruitment policy must have following characteristics:
1. All selections must be made at a central place of the enterprise.
2. The whole process of recruitment must be strictly in accordance
with the merit.
3. The number of employees to be recruited must be determined well
in advance according to the need of enterprise.
4. No such assurance should be given at the time of recruitment
which may not be followed later on.
5. Higher posts must be filled up through promotions, so far as
possible.
6. The qualification experience, terms of service, salaries etc. must be
determined well in advance.
7. The selection of employees must be accordance with the merit.
8. The abilities of employees must be according to the need of their
jobs.
9. New posts must be authorized by a higher officer.
10. Recruitment policy must be fair and flexible.
A. Internal Recruitment
B. External Recruitment.
Most organizations depend upon both the sources. The relative emphases may
differ from enterprise to enterprise depending upon the following factors:
1. Training programme of the enterprise whether it prefers trained
persons or wants fresh candidates to be trained by itself.
2. The level of specialization and training required for employees.
3. Management policy towards recruitment whether it prefers internal
or external sources.
4. The need for originality and initiative required from employees.
5. Trade union’s attitude towards management’s recruitment policy.
a) Existing employees may not be fully qualified for the new job. Required
talent may not be available among the present staff.
b) All vacancies cannot be filled through internal sources. The enterprise
has to depend upon outside sources for entry level jobs.
c) Internal candidates become accustomed to the company’s work patterns
and as such may lack originality and fresh outlook. Therefore, internal
recruitment involves in breeding of ideas.
d) This method narrows the choice and denies the outsiders an opportunity
to prove their worth.
External Sources: The main sources of external recruitment are as follows;
a) Wide choice: The enterprise can choose the best personnel from among
a large number of applicants.
b) Fresh Outlook: Candidates recruited from external sources bring
originality and fresh viewpoint. They are free from the in-built preferences and
prejudices.
c) Varies Experience: The enterprise can secure candidates with varies
and broader experience.
Demerits of External sources: External sources of recruitment have the
following disadvantages:
The success of an industrial enterprise depends upon the fact of whether the
selection has been made properly and according to the principles selection or not.
In proper selection of best workers and employees has been made, the enterprise
may be successful in achieving its objectives. If proper selection has not been
made, the enterprise may not be successful in achieving it objects. Therefore, the
selections in a big industrial enterprise must be based on certain principles as
follows:
There must be a definite and well defined procedure for making the selection of
employees in the enterprise. The procedure of selection is the, series of steps
through which the employees are finally selected for the enterprise. The selection
procedure must be prepared in the manner that more and more information may
be made available about the candidates so that the selection of best employees
may be made. There cannot be any definite selection procedure applicable to all
enterprises. However, the common, steps of selection procedure are as follows:
Employment tests are becoming very popular device of making the selection of
best candidates for different posts. These tests help in measuring certain factors of
the personality of the candidates.
4. Interview: The candidate selected in employment tests are invited
for interview. The main object of interview is to find out of whether an
individual candidate is suitable for a particular job or not. Face to face interview
is the most important step of the selection procedure. It helps in judging the
personality, ability, capability and the temperament of the candidates. It also
provides an opportunity to check the information given by the candidates in their
application forms. It provides the opportunity to the enterprise to understand the
candidates thoroughly. It also provides the opportunity to the candidates to
understand the organization and the job. In this way, it is a process of two way
communication.
Interview must be conducted in a friendly, congenial atmosphere. Frank free and
friendly discussion must be held at the interview. The atmosphere of the interview
must be such that the candidates may feel easy and may express their ideas and
opinions freely and frankly. All the questions related to the educational
qualifications, experience, general knowledge, attitude character, health, family
background, hobby etc., must be asked the candidates so that complete
information may be obtained about them. On the other hand, complete
information must be given to the candidates about the organization also.
5. Selection by the Supervisor: Candidates selected in the interview
must be referred to the supervisor for final selection. If the supervisor feels
satisfied, the candidates are selected. If the supervisor is a member of the
interview board, this step of referring the candidates to the supervisor is not
required.
6. Medical Examination: After making the selection of the
candidates they are checked by a reliable doctor or by a board of doctors to check
their health. The main object of medical examination is to check whether the
selected candidates are physically capable or not to perform the required job. The
candidates which are declared medically unfit are rejected.
7. Issue of Appointment Letters: The candidates, who are approved
in the medical examination also, are issued the appointment letters. These
appointment letters must contain all the necessary information relating to their
posts, period of probation scale, terms of appointment etc. these letters must also
mention the date by which the candidates should join the firm.
8. Arrangement of Training: Necessary arrangements are made for
providing training to the selected candidates, if necessary. The nature of training
and the period of training depend upon the nature job. Training increasing the
efficiency and morale of the selected candidates.
9. Allotment of Work: When the employees are trained, the work is
allotted. The allotment of work must be made keeping in view the capacity, the
ability, the past experience and the taste of candidates. The main point to consider
while making the allotment of work must be the ‘Right man for the right job and
right job for the right man.’
10. Follow Up: After making the allotment of the work to the
employees, it is followed up. Under this process, the supervisor checks whether
the employees are doing their test work according to the instructions issued to
them or not. If not, necessary instructions and directions are given to them.
“Selection is the process by which candidates are divided into two classes-those
who will be offered employment and those who will not?”12
According to O.Donnell,
“Selection is the process of choosing from among the candidates, from within the
organization or from the outside, the most suitable person for the current position
or for the future position.”13
Selection process divides the candidates into two categories those who will be
offered employment and those who will not be. This process could be called
‘rejection’ because more candidates may be turned away than hired. It is a
process of weeding out unsuitable candidates. It is for this reasons that selection
is often described as a negative process in contrast with the positive nature of
recruitment.
4.8 Significance of Selection:
The success of an industrial enterprise depends upon the fact of whether the
selection has been made properly according to the principles of selection or not. If
proper selection of best workers and employees has been made, the enterprise
may be successful in achieving its objectives. If proper selection has not been
made, the enterprise may not be successful in achieving its objectives. Therefore,
the selections in a big industrial enterprise must be based on some certain
principles as follows-
1. Policy of recruitment in accordance with the object of
enterprise: The recruitment policy of the must be in accordance with the pre-
determined objectives of the enterprise so that help in the achievement of
objectives of the enterprise.
2. Observation of government rules and regulations: Before
formulation the policy of the recruitment and selection for the enterprise,
Government rules and regulations of selection must be thoroughly understood and
followed, especially either reference to the rules of reservation that no legal
complication may arise at later stage after the recruitment is made.
3. Recruitment by a Committee: The right to recruit the workers
and employees must be assigned to a committee of capable, efficient,
experienced, senior and responsible officers of the company. Entire work of the
process of recruitment must be performed by a committee and not by any
individual officer so that fair selection may be assured.
4. Clear Policy of Recruitment: The policy of recruitment must be
definite and clear so that it may easy be implement without facing any
complications.
5. Flexibility: The recruitment policy must be flexible so that
necessary changes may be made in it according to the need of the enterprise.
6. Impartiality: The recruitment policy must be such that fair
selection maybe assured. Only the best and capable candidate must be selected
only on the basis of merit.
7. Job Security: Security of job must be assured to every worker and
employee of the enterprise right at the time of his appointment so that he may
contribute his efforts to the achievement of organizational objectives.
8. Opportunity of Development to the Employees: The selection
policy of the enterprise must be prepared in the manner that it may provide
challenging opportunities to the employees of the enterprise based on their
ability and performance. It will always pursue them to do more and better to best
the work.
The hiring procedure is not a single act but it is essentially a series of methods or
steps or stages by which additional information is reduced about the applicant. At
each stage, facts may come to light which may lead to the rejection of the
applicant. A procedure may be compared to a series of successive hurdles or
barriers which an applicant must cross. These are intended as screens, and they
are designed to eliminate an unqualified applicant at any point in the process.
First, the policy of the company and the attitude of the management. As a
practice some companies usually hire more than the actual number needed with a
view to removing the unfit persons from the jobs.
Second, the nature of selection, whether faulty or safe, because a faulty selection
affects not only the training period that may be needed but also results in heavy
expenditure on the new employee and the loss that may be incurred by the
organization in case the job-occupant fails on his job.
Third, the length of the probationary or the trial period. The longer the period,
the greater the uncertainty in the minds of the selected candidate about his future.
4.12 Procedure:
There can be no standard procedure to select different types of employees or to be
adopted by all concerns. In practice, selection procedure differs from job to job
and from organization to organization. In some cases, selection is a very simple
and one-step process. But in many cases, it is quite complex and time consuming.
The main steps in selection procedure may be as follows:
1. Preliminary interview
2. Application blank
3. Selection tests
4. Employment interview
5. Checking of references
6. Physical examination
7. Final approval.
The steps listed above should not be treated as a rigid sequence. Some
organizations do not follow all these steps while others follow them in a changed
sequence. For example, some enterprises do not hold the preliminary interview. In
some cases, physical examination may take place before selection tests. Some
concerns require the candidates to fill
two types of application forms, before and after the preliminary interview. In
some companies the practice is to obtain the bio-data after the final interview to
account for the time gap involved. Some concerns conduct physical examination
relatively early in the procedure so as to avoid time and expense of screening
medical unfit persons.
1. Preliminary Interview: The purpose of preliminary interview is to
eliminate the totally unsuitable candidates. It is generally brief and may take place
across the counter in the employment office of the company. It consists of a short
exchange of information regarding the candidate’s age, qualifications experience
and interests, it helps to determine whether it is worthwhile for the candidate to
fill in an application form. It saves the expense of processing unsuitable
candidates and saves the candidate from the trouble of passing through the long
procedure. Preliminary interview provide basic information about candidates.
While providing important information, applications and curriculum vitae of the
candidate tend not to be extremely useful for making final selection decisions.14
2. Application Blank: Candidate who get through the preliminary
interview are asked to fill up a blank application form specially designed to obtain
the required information about the candidate. Different types of application forms
are used by different organizations and for different jobs. As far as possible, the
application should be brief and simple. It should elicit only such information
which is relevant for the job concerned. Generally, an application from contains
information regarding, (a) personal history name, date of birth, sex, marital
status, nationality, etc. of the candidate, (b) educational qualifications, (c) job
experience, and (d) references, etc. Application blank provides a permanent
record of the candidate’s education, experience, interests, etc. in his own
handwriting. It helps to make tentative references regarding the candidate’s
suitability. It serves as the basis for framing questions to be asked in the
employment interview. It also reflects the interest of the employer in the
candidates for tests. Among the most traditional methods, application blank is
prominent one useful to extract as much information as possible on various
aspects of the candidates.
3. Selection Tests: Tests have become an important device in the
process of selection. These are used for efficient performance of the job.
Several types of tests are used to measure such skills and abilities which are
needed in practice for screening applicants. Written tests may be descriptive or
objective in nature. The personality tests are having meager popularity in
employee’s selection, greatly because they are difficult to defend legally.
However, they are re-earning vital importance, and opportunities are that at some
point in the career of employees they have to complete certain personality tests.
4. Employment Interview: Personal interview is perhaps the most
widely used method for selecting employees. It is a face-to–face talk between the
employer and the candidate. It is more thorough and comprehensive than the
preliminary interview. The main purposes of employment interview are: (a) to
check the information obtained in earlier steps, (b) to seek more information
about the candidate, (c) to test the qualities of the candidate, and (d) to inform
the candidate about the job and the organization. Personal and social traits like
aptitude, interest, motivation, communicating skill, etc. can better be judged in an
interview. Employment interview, however, suffers from several
weaknesses. First,interview is a time-consuming and expensive device.
Secondly, interviews can test only the personality of the candidate and not
his ability for the job. Thirdly, interview process depends too much on the
personal judgment of the interviewers. Inaccuracy and bias in judgment
may yield misleading results. Fourthly, interviewers may not be able to
elicit required information from the candidate. Finally, very often interview
is interpreted as having greater meaning and validity than is justified.
Answers to questions may not reveal the ‘real man’. Appearance may be
deceptive. A candidate good at interview may prove a failure on the job.
5. Checking References: Candidates are usually required to provide
some references, i.e. names of person whom inquiries as to his educational
background, experience, ability, character, etc., could be addressed. A referee
can be a useful source of information in case he is sufficiently knowledgeable
and truthful. He may be the previous employer or teacher of the candidate. Before
making final selection, the enterprise may contact the references to seek
information on the candidate’s ability and integrity. A letter of recommendation
may also be asked from the candidate. Checking the references may help to point
out discrepancies regarding the candidate’s previous employment, past salary and
reasons for leaving the job. However, reference checks are not very reliable in
practice because In general the references do not know the person well enough or
they are biased in his favor. Moreover, the person they do respond when
approached. They may be persuaded to give opinions frankly by giving an
assurance that all information will be treated as strictly confidential. Some
employers do have polices that preclude employees from providing reference
information and it is always risky to ask candidates to self-selected reference.
6. Group Discussion: This method is being increasing used for the
selection of executives and civil servants. Under this method, several candidates
are brought together and given a topic for discussion. Interviewers sit at the back
and observe how each candidate participates in the discussion. This method
reveals personality characteristics, communication skills, ability to get on with
others, ability to appreciate others ideas, etc. The candidate cannot supposed to be
different than what he really is. His personality assets itself and is revealed in his
attitude and behavior during the crossfire of a discussion. The interactions
emerging out of group discussions are analyzed to judge the orientation and their
selling skills. Such analysis is known as interaction analysis.
7. Physical Examination: Physical or medical examination of
candidate is carried out to ascertain his physical fitness for the job. It can vary
from a simple check of physical appearance and will- being to a very
comprehensive examination. Some companies accept the medical certificate
obtained by a candidate from a qualified physician. Other requires the candidate
to pass the fitness test conducted by an expert appointed by the organization. A
proper medical examination will ensure high standard of health and physical
fitness for the employees. It will reduce the rates of absenteeism, accidents and
labour turnover. A thorough medical checkup candidate fulfills three objectives;
first, it helps to ascertain the applicant’s physical capability to meet the job
requirement. Secondly, it helps to prevent communicable diseases entering the
organization. Thirdly, it protects the organization against unwarranted claims
under the Workmen’s Compensation Act.
8. Final Approval: After screening the candidates a list of suitable
candidates is prepared. The list is sent to the line manager who requisitioned the
personnel. He gives the final approval. The candidates formally approved by the
manager concerned are appointed by issuing appointment letter and concluding
service agreements. Generally, the candidates are appointed on probation for one
or two years. This is because no selection procedure is foolproof. If during the
probation period, an employee is found unfit he may be transferred to some
other job. Alternatively, he may be given time and training to improve himself. If
the organization cannot offer him a job which he can do well, his services may be
terminated after due notice.
4.13 PLACEMENT:
Once an offer of employment has been extended and accepted, the final stage in
the procurement function is concluded, namely that of placement of the individual
on the new job orienting him to the organization.
In the opinion of Pigors and Myers, “Even placement is not a final decision. It is
a decisive step which consists in matching what the
supervisor has reason to think the new employee can do with what the job
demands, imposes and offers. It is not easy to match all these factors for a new
associate who is still in many ways an unknown quantity. For this reason, the first
placement usually carries with it the status of probationer.
Both the new employee and the organization are on trial.
4.14 Induction:
There is another reason for effective induction. It helps minimize what might be
called the reality shock some new employees undergo.
This reality shock is caused by the incompatibility between what the employees
expect in their new jobs and the realities they are confronted with the new corner
may expect:
Finally, the purpose of induction is to introduce the new employee and the
organization to each other, to help them become acquainted and to accommodate
each other. The new corner is explained what is expected of him and for this,
there is explained the rules, regulations, policies and procedures that directly
affects him. He is made aware of how his job fits into the overall operation of the
organization, his own duties and responsibilities and to who be should look for
when he has any problem.
First, the new person needs time and a place to report to work.
Second, it is very important that the supervisor or the immediate boss-meet and
welcome the employee to the organization.
Fourth, the departmental orientation can be conducted. This should include a get-
acquainted talk, introduction to the department, explanation of the function of the
department, and job instruction and to who he should look for help when he has
any problem.
i. The significance of the job with all necessary information about it including job
training and job hazards
ii. The company, its history and products, process of production and
major operation involved in his job
iii. Structure of the organization- the geography of the plant and
functions of the various departments
iv. Rules and regulations governing hours of work and overtimes;
safety and accidents prevention, holidays and vacations, methods of reporting,
tardiness absenteeism
v. Employees own department and job and how they fit into the
organization
vi. Many programmes include follow –up interviews at the end of 3 or
6 months with a view to finding out how he knew employee is getting along
vii. Company policies, practices, objectives and regulations
viii. Personnel policy and sources of information
ix. Relations between foremen and personnel department
x. Terms and conditions of service, amenities, and welfare facilities
xi. Social benefits (insurance, incentive plans, pensions, gratuities,
etc.) and recreation services (athletic, social and cultural activities)
xii. Grievance procedure and discipline handling
xiii. Opportunities, promotions, transfers, suggestion schemes and job
stabilization.