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Support Rec, Sel and Indu

This document outlines the recruitment and selection process for small and medium-scale industries, emphasizing the importance of scientific selection to ensure the right fit for the job. It details the recruitment process, characteristics of a good recruitment policy, and various sources of recruitment, both internal and external. The document also highlights the principles of recruitment and selection, along with the procedure for recruiting personnel to enhance organizational effectiveness.

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0% found this document useful (0 votes)
10 views30 pages

Support Rec, Sel and Indu

This document outlines the recruitment and selection process for small and medium-scale industries, emphasizing the importance of scientific selection to ensure the right fit for the job. It details the recruitment process, characteristics of a good recruitment policy, and various sources of recruitment, both internal and external. The document also highlights the principles of recruitment and selection, along with the procedure for recruiting personnel to enhance organizational effectiveness.

Uploaded by

Vipin Vincent
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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SUPPORT THE RECRUITMENT, SELECTION AND

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.

Recruitment and selection constitutes a staffing function of management.


Scientific selection ensures right man for the right job. For creating a team of
efficient, capable and loyal employees, proper attention needs to be given to
scientific selection of managers and other employees. The conventional approach
of selecting managers in a casual manner is now treated as outdated and is being
replaced by scientific and rational approach, deciding who should hire under the
employment rule of the organisation for the short and long-term interests of the
individual employee and the organisation.

Recruitment and selection is the process of getting human resources into


organizations, departments, sections and jobs use. What might be an even more
useful definition of recruitment is that about the art of discovering and procuring
potential applicants for actual and anticipated vacancies in the organization. This
definition has introduced the concept of ‘art’ which is about the soft skills of
management, some of which might be a natural talent of some managers or
acquired through specialized training. The use of the word ‘discover’ emphasizes
effective recruitment, a process that involves exploration which require
specialized methods and techniques, short of which no ‘discovery’ of potential
people for the job can be made. Usually, recruitment and selection depends on
the organization’s p o l i c y g u i d i n g r e c r u i t m e n t a n d selection.
The basic principle in selection is "right man for the right job" and can be
achieved only through scientific recruitment and selection. This is because the
ability of an organization is determined to a great extent by the ability of its
workforce. The old belief that capital was fundamental to the progress of the
organisation and does not hold good any longer as employers around the world
have begun to believe that a smart workforce is the key to the success of an
organization.

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:

In the words of Flippo, “Recruitment is the process of searching for prospective


employees and stimulating and encouraging them to apply for jobs in the
organisation.”

In short recruitment is the process of searching for prospective employees and


stimulating them for jobs in the organisation, Thus, the recruitment of employees
involves the identification of the sources of personnel, evaluation of different
sources available, selection of a particular source and stimulating the prospective
candidates to apply for the job so that right candidates may be obtained for right
job.

4.2 RECRUITMENT PROCESS:

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:

Graph No. 4.1: shows the process of Recruitment

A recruitment policy

A recruitment organisation

Development of sources of
recruitment

Technique used to tap


there sources

A method of assessing the


recruitment programme

4.3 Characteristics of a Good Recruitment Policy:

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.

4.4 SOURCES OF RECRUITMENT:

It is essential to organization that develops the different sources of recruitment,


when the organization is successful in gathering a large application pool, it can
adopt a rigorous procedure in choosing the best employees without compromising
on quality. However, there is no single combination of resources and methods that
will work well for all organisations.
The various sources of recruitment can be broadly classified into two categories:

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.

Internal Sources: Internal sources of recruitment consist of personnel


already working in the enterprise. Many organizations fill job vacancies
through promotions and transfer of existing staff and it also refers to
filling open jobs with the current employees of the organisation. It is a
process designed to create sufficient interest among the current
employees to cause them to formally indicate an interest I a given
position. The position applied for may represent a promotion, transfer or
even demotion in the organisation.9

Internal sources: The main sources of internal recruitment are as


follows;

1. Present Employee: The most common source of internal


recruitment is through existing employees of organization.
Generally, the organisation maintains the inventories of qualifications to choose
employees for suitable vacancies. The usual method of creating a pool of internal
application through job posting. The evaluate job opportunities relative to their
skill, experience, interests and career goal. Promotions and transfers from
present employees are example of internal sources of recruitnement.10
2. Employees Referrals: It is also a good source of internal recruitment.
Employee develops good prospects for their families and friends by acquainting
them with the advantages of a job with the company furnishing letters of
introduction and even encouraging them to apply. This source is an effective
source of recruiting because many qualified people are reached at a very low cost
to the organisation. A major limitation of employee’s referrals is that the referred
individuals are likely to be similar in type to those who are already working in the
organisation.
3. Former Employees: Former employees are another internal source of
recruitment. Some retired employees may be willing to come back to work on a
part time basis or recommend someone who would be interested in working for
the company. Sometimes people who have left the company for some reason or
the other are willing to come back and work. An advantage of this source is that
the performance of these people is already known.

Merits of Internal Sources: Internal recruitment offers the following


advantages.

a) It keeps employees happy and in high morale.


b) It creates a sense of security among employee.
c) Employees know that they stand the chance of promotion to higher
positions. This induces them to work harder so as to prove their worth.
d) Internal recruitment ensures continuity of employment and
organizational stability.
e) Prospects of transfer to new posts inspire employees to keep on adding
to their knowledge and experience which leads to their development.
f) Filling of vacancies from internal source is quite economical and
convenient. No time and money is to be spent on advertisement, tests and
interview because the knowledge and skill of employees are already known.
There is no need for orientation of employees for preparing them for the new job.

Demerits of Internal sources: Internal recruitment suffers from the


following drawbacks:

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;

1. Advertising: Advertising in newspapers and journals is the most


popular source of recruitment from outside. It is a very convenient and
economical method for different types of personnel. Detailed information can be
given in the advertisement to facilitate self-screening by the candidates. If
necessary, the enterprise can keep its identity secret by giving a post box number.
2. Educational Institutions: Universities, colleges and institutes of
higher education have become a popular source of recruitment of recruitment for
engineers, scientists,. Management trainees, technicians, etc. Business concerns
may hold campus interviews and select students for final interview at their
offices. Universities and institutes generally run placement bureaus to assist in
recruiting students. But educational institutions provide only young and
inexperienced candidates.
3. Personnel Consultants: A consulting firm is a specialized agency
which helps client companies in recruiting personnel. .It serves as an intermediary
between the enterprise and the job- seekers. On a requisition form a client
company, it advertises the vacancy and receives applications. It may pass on the
applications to the client company or may conduct tests and interview of the
candidates, It charges fee from the client company. This source is generally used
for recruiting executives.
4. Jobbers and Contractors: These are sources of recruitment for
unskilled and manual labour. They have close links with towns and villages for
this purpose.
5. Employment Exchanges: Public employment exchanges are important
sources of recruitment of personnel. Job seekers register their names with these
exchanges. Employers notify job vacancies to these exchanges that pass on the
names of suitable candidates to the employers.
6. Leasing: This method is often used by public sectors organizations.
Under it personnel from civil services, defense services and private sector are
employed for specific periods due to shortage of managerial personnel.
7. Unsolicited Applicants: Due to unemployment problem in India
business concerns receive a large number of unsolicited candidates at the main
gate or through mail. Such jobseekers may be considered for causal vacancies or
for preparing a waiting list for future use.

Merit of External sources: The main advantages 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:

a) Danger of Maladjustment: Some candidates chosen from outside may


fail to adjust themselves to new environment. They may be irritable, quarrelsome
or suspicious. They may have to be terminated and replaced.
b) Expensive: Greater time and money have to be spent on advertising,
tests and interviews of external candidates, cost of inductions of new personnel.
c) Heart-burning: External recruitment creates heart-burning and
demoralization among the existing personnel.
d) Sense of Insecurity: Recruitment from outside creates a sense of
insecurity among the present staff. The staff may refuse to co-operate fully with
the enterprise.
4.5 Principles of Recruitment and Selection:

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:

1. Clear Policy of Recruitment: The policy of recruitment must be


definite and clear so that it may be easy to implement the same.
2. Observation of Government Rules and Regulations: Before
formulating the policy of recruitment and selection for the enterprise,
Government rules, and regulations of selection must be
carefully understood and followed, especially with reference to the rules of
reservation, so that no legal complication may arise at later stage.
3. Policy of recruitment in accordance with the objects enterprise:
The recruitment policy of the enterprise must be in accordance with the pre-
determined objectives of the enterprise so that it may help in the achievement of
objectives lf the enterprise.
4. Flexibility: The recruitment policy must be flexible so that necessary
changes may be made in it accordance to the need of the enterprise.
5. Impartiality: The recruitment policy must be such that the fair selection
may be assured. Only the best and capable candidate must be selected on the
basis of merit.
6. 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.
7. Opportunity of development to the employee: The selection policy lf
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 work.
8. Job security: Security of job must be assured to every worker and
employee of the enterprise at the enterprise at the time of his appointment so that
he may contribute his efforts to the achievement of organizational objectives.
4.6 Procedure of Recruitment of Personnel:

Recruitment is marketing tool as well as a social relational exercise. While hiring


people, the organisations are going out into their outside environment and facing
cut throat competition with others for apt candidates. Therefore, it should be
carried out in a manner that retains or increases the image and goodwill of
organisation honest and objective recruitment policies and procedures would
bring the image of the companies into the peak elevation of corporate world.11

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:

1. Acceptance of Application Forms: First of all applications are


invited from the prospective candidates. These applications may be invited
through advertising the vacancies in News Paper, Magazine, Employment
Exchange, School and Colleges, Training Centers, Labour Unions and other
Educational Institutions etc. These applications may be invited on plain paper or
on the prescribed forms which may be issued by the enterprise. The candidates
are advised to give the relevant information in these application forms. These
applications provide a record of qualification, experience etc., of the candidates.
2. Analysis of Application Forms: A date is declared as the last
submitting the application forms. After this date all the applications received for a
post and analyzed in detail. the applications which are incomplete or which do
not meet the requirement of post are set aside and the applicants of remaining
applications are further invited for different tests and interviews etc.
3. Conducting Employment test: The selected candidates, the basis
of their applications are called for employment tests. These tests may be of the
following types:
(i) Intelligence Tests: Intelligence tests are meant to measure
the mental ability of an individual in terms of his memory, vocabulary, reasoning
etc. these tests measure the power of understanding of the candidates. It is a very
common test used in the selection procedure these days.
(ii) Personality Tests: Personality tests aim at testing the nature,
habit, emotion, maturity and temperament of the candidates. These tests are
helpful in deciding the spirit of groupies and feeling of mutual co-operation.
(iii) Aptitude Tests: Aptitude tests are the test which measures the
capacity and potentiality for learning the skills required for the job. These tests
are very helpful in forecasting the success of candidates on a particular job.
(iv) Job Tests: These tests measure the level of efficiency and
skills of the candidates required for a particular job. For example, the candidates
required for the posts of typist may be asked to type some material. By this the
speed test of typing and accuracy in typing may be judged.
(v) Interest Tests: These are designed to evaluate the likings and
disliking of the candidates for different situations and
different occupations. These tests are helpful in determining the jobs suitable to
the individual candidates.

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.

4.7 Meaning of Selection:

Selection is the process of carefully screening the candidates who offer


themselves for appointment so as to choose the most suitable persons for the
jobs that are to be filled. It is the process of matching the qualifications of
candidates with the requirements of jobs to be filled. The recruitment has been
defined by many eminent authors as under:

In the words of Dale Yoder,

“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:

Selection is an important function and it must be performed carefully. If


unsuitable persons are selected, labour absenteeism and turnover will be high.
Such persons will shirk their job and ultimately leave the enterprise. This will
result in wastage of time, energy and money spent in hiring and training them.
The efficiency of the organization will go down. The well-being of an
organization depends greatly on the quality of its managers. Only sound selection
of executives can build up the strong managerial structure of the enterprise. Errors
in selection may prove very costly in future.

Proper selection is very helpful in building up a suitable workforce. If right


people are selected for various jobs, their productivity and efficiency will be high.
Therefore, the basic purpose of the selection process is choosing right type of
candidates to man various positions in the organization. In order to achieve this
purpose, a well-organized selection procedure is required. Each step in the
selection procedure should provide more and more information about the
candidate. Such information will facilitate decision regarding selection.

4.9 Main Principles 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.

4.10 Selection Procedure:


The selection procedure is, concerned with securing relevant information about an
applicant. This information is secured in a number of steps or stages. The
objective of selection process is to determine whether an applicant meets the
qualifications for a specific job and to choose the applicant who is most likely to
perform well in that job.

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.

4.11 Essentials of Selection Procedure:

The selection procedure adopted by an organization is mostly tailor made to meet


its particular needs. The thoroughness of the procedure depends upon three
factors:

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.

The hiring process can be successful, if the following preliminary requirements


are satisfied:

1. Someone should have the authority to hire. This authority comes


from the employment requisition, as developed by an analysis of the work-load
and work force.
2. There must be a sufficient number of applicants from whom the
required number of employees may be selected.
3. There must be some standard or personnel with which a
prospective employee may be compared, i.e. there should be available,
beforehand, a comprehensive job description and job specifications as developed
by a job analysis.

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.

“Placement” may be defined as “the determination of the job to which an


accepted candidate is to be assigned, and his assignment to that job. It is a
matching of what the supervisor has reason to think he can do with the job
demands job requirements; it is a matching of what he imposes (in strain, working
condition), and what he offers in the form of pay roll, companionship with others,
promotional possibilities, etc. A proper placement of a worker reduces employee
turnover, absenteeism and accident rates and improves morale. After selection,
the employee is generally put on a probation period, ranging from one to two
years, after his employment may be regularized, provided that during this period,
his work has been found to be satisfactory. Only in very rare case is the
employee, once placed asked to quit, and even then it is only when there is
something very serious against him or he is found guilty of contained negligence
in the performance of him duties.

4.14 Induction:

Induction is a technique by which a new employee is rehabilitated into the


changed surroundings and introduced to the practices, policies and purposes of
the organization. In other words, it is a welcoming process the idea is to welcome
a newcomer, make him feel at home and generate in him a feeling that his own
job, however small, is meaningful and has significance as a part of the total
organization.

Induction is a welcoming process to make employees feel at home generate in


him a feeling of belongingness to the organization. Induction essentially involves
imparting information on what a new employee is expected to do on the job.

4.15 Objectives of Induction:

When a new-comer joins an organization, he is an utter stranger to the people,


work-place and work environment. He may feel shy insecure and nervous. The
first few days may be anxious and disturbing ones for him. He may have anxiety
caused by not following the usual practices prevalent in the organization, or the
haphazard procedures, and lack of information. These may develop
discouragement, disillusionment or defensive behavior. Induction leads to
reduction of such anxieties and hold colleagues responsible for assisting the new-
comer so that he may feel confident.

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:

i.Opportunities for advancement


ii. Opportunity to be creative and original
iii. Social status and prestige the feeling of doing something important
and the recognition of this by others
iv. Responsibility
v. Opportunities to use special aptitudes and educational background;
vi. Challenge and adventure
vii. Lucrative salary, but when these expectations are often fulfilled
and therefore; result in frustration experiences for new employees, experiences of
which include jobs with low initial challenge, inadequate performance appraisals.
This result is “reality shock”. Orientation can help overcome this problem by
providing for more realistic expectations on the part of new employees and more
understanding on the part of the supervisor.

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.

4.16 Induction Procedure:

An organization has an obligation to make integration of the individual into


the organization as smooth and anxiety-free as possible.
Whether that is achieved through a formal or informal placement orientation
programme depends on the size of the organization and the complexity of the
individual’s new environment. Many organizations develop formal orientation
programmes. These might include a tour of the offices or plant, a talk about the
history of the organization, and short discussion with a representative of the
Personnel Department who will describe the organization’s benefit plans. Other
organizations may utilize an informal orientation programme which might
include being assigned to another senior employee who will not only introduce
the new worker to other workers but show him other things too. The procedure
should basically follow these steps:

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.

Third, administrative work should be completed. Such items as vacations,


probationary period, medical absences, and suggestion systems should be
covered.

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.

Fifth, verbal explanations are supplemented by a wide variety of printed material,


employee hand books, flyers, employee manuals, house- journals, picture stories,
comics and cartoons, pamphlets, etc. along with short guided tour around the
plant.
Orientation programmes usually cover things like employee compensation
benefits, personnel policies, the employee’s daily routine, company organization
and operations and safety measures and regulations. This helps to ensure that the
supervisor has covered all of the necessary orientation steps. It will thus be
answered that orientation is generally provided on the following:

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.

Formal programmes of orientation may be spread over periods of time ranging


from a day to several weeks or even months.

Legislative Framework The legislative and policy framework underpinning


the Workplace Diversity Plan includes:

• Public Service Act 1999

• Racial Discrimination Act 1975

• Sex Discrimination Act 1984

• Australian Human Rights Commission Act 1986

• Disability Discrimination Act 1992

• Age Discrimination Act 2004

• Fair Work Act 2009

• Occupational Health and Safety Act 2004 (Victoria)

• Work Health & safety ACT 2011

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