pjt rpt. rec sel

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A

PROJECT STUDY REPORT

ON

Training undertaken at

Titled

RECRUITMENT AND SELECTION

Submitted in partial fulfillment for the

Award of degree of

Masters of Human Resource Management

Submitted By: -

Bhawana SharmaMHRM IV SEMESTER

2012-13


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CERTIFICATE

This is to certify that the project report titledAn analytical study of Recruitment & Selection isbased

on an Original Project Study conducted by

Bhawana Sharma of IV semester MHRM Programme

under the Guidance ofProf. V.K. Joshi.

This project is based on original Research and has not

formed basis for the award of any other Degree/Diploma

By Rajasthan University.

(name)

Dean-MHRM


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CERTIFICATE

STUDENT DECLARATION

I hereby declare that the Project Report or the Dissertation

entitled

An analytical study of Recruitment And Selection Process

Undertaken at

Samarpana private ltd.

Under the Guidance of

Mr. Assysh Sharma

General Manager

Samarpana Pvt. Ltd

Jaipur.

Prof.

Faculty Guide

MHRM

Submitted in partial fulfillment of the Requirement for the

award of the Degree ofMaster of Business Administration, to

Rajasthan University Is the result of my own effort and has

not been submitted to any other institution for the award of

any degree

Place JAIPUR


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College nameJaipur

CERTIFICATE

This is to certify that the Dissertation entitled An

analytical study of Recruitment And Selection Process

in Samarpana Pvt Ltd submitted by Bhawana Sharma infulfillment to requirements for the Degree of Masters of

Human Resource Management is based on the results carried

out by her under my guidance and supervision.

JAIPUR Signature

Date:

Prof name

Faculty MHRM


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ACKNOWLEDGEMENT

I am pleased to record my gratitude and sincere thanks to my

guide Prof. V.K. Joshi ,faculty guide, RU,JAIPUR for his

sincere guidance and valuable assistance for completing this

report.

I also take this moment to express my gratitude to Mr.Assysh

Sharma , Samarpana Pvt Ltd..

I am also indebted to my parents and friends for their support

for completing this project successfully.


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TABLE OF CONTENTS

Chapter

No.

Particulars Page

No.

Certificate from the

Organization


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Introduction to HRM

Evolution of HRM

Earlier references: In western countries HRM had its

primitive beginning in 1930s. Not much thought was given on

this subject in particular and no written records or documents

interesting to note HRM concepts was available, in ancient

philosophies of Greek, Indian and Chinese. This is not to

Certificate from the

College

DeclarationAcknowledgement

1 Introduction

2 Company Profile

3 Data Analysis

4 Findings From the

Study5 Suggestions and

Recommendations

6 CONCLUSION


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suggest that industrial establishment and factories system, as it

is known today, existed in ancient Greece, India or china. The

philosophy of managing human being, as a concept was found

developed in ancient literatures in general and in Indian

philosophy in particular.

Personnel functions: Till 1930s, it was not felt necessary to

have a separate discipline of management called Personnel

management. In fact, this job was assigned as part of the

factory manager. Adam Smiths concept of factory was that itconsists of three resources, land, labour and capital. This factory

manager is expected to procure,

Process and peddle labour as one of the resources. The first

time when such a specialist person was used; it was to

maintain a buffer between employer and employee to meet

the legitimate need of employees. However, it is the employer

who decided what is legitimate need of employees. In fact,

the specialist person was more needed to prevent

unionization of employees. This was the case before 1930-s

all over the world.

Environmental Influences on HRM: Since 1930s, certaindevelopments took place, which greatly contributed, to the

evolution and growth of Human Resources Management

(HRM). These developments are given below:

Scientific Management


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Labour MovementsGovernment Regulations.

Need for the Study :

Shortage of skills.Skills and knowledge people are always on short supply.

Alternatively they are too costly to hire from outside. The best

alternative is to improve skill and knowledge of existingemployees.

Technological Obsolescence.Growth of technology takes places very fast. This will render

current technology obsolete in the future. There is a great need

to upgrade technology. This needs suitable training.

Personal Obsolescence.At the time recruitment employees possess a certain of

knowledge and skill. As time passes knowledge becomes

obsolete, unless it is updated by proper training. This happens

because of changes taking place in product technology,

production methods, procurement of better machines, setting upof modern production lines, introduction of modern method of

supervision and information processing through MIS and EDO..

Organization Obsolescence.


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Modern management has introduced a number of innovative

steps in functions of management like planning, organizing,

controlling, coordinating and directing. Organization which is

impervious to such changes is bound to fail and become

obsolete.

Upgrading Ability of Threshold workers.Public policy provides reservation to disadvantaged sections of

the society like handicapped, minorities and dependents of

deceased workers etc. All these are threshold workers havingless than minimum prescribed level of knowledge and skill.

They require extensive training to bring them up to the

minimum level of performance standard.

Coercive training by government.In order to provide better employability chances of unemployed

youth, certain governments taken initiative to mobilize

resources available at pubic/government and private sectors to

outside candidates. One such example is the Apprentice

Training conducted by govt. of India. A part of expenditureincurred for this by private sectors are reimbursed by

government.

Human capital


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The latest thinking is to treat employees as human capital.

The expenditure involved is training and developments are now

being considered as an investment.

Scope of Human Resource Management

The Scope of HRM is in deed fast. All major activities in

the working life of worker from time of his entry in an

organization until he / she leaves, come under the preview of

HRM. Specifically, the activities included are Human Resource

planning, Job analysis and design, Recruitment, Selection,

Orientation and placement, Training and development,

Performance appraisal and Job evaluation, employee and

executive remuneration and communication, employee welfare,

safety and health, industrial relations and the like.

HRM is becoming a specialized branch giving rise to a number

of specialized areas like :Staffing

Welfare and Safety

Wages and Salary Administration

Training and Development


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Labour Relations

Scope of HRM

Human Resource Management in PCS :

Personnel/Human Resource of an undertaking is its important

constituent.

Efficiency, Profitability and in fact the very existence of the

undertaking will depend on this constituents. Co-operation and

dedication in performance on the part of its personnel ends in

the accomplishment of its objectives. Therefore human resource

is of immense importance since it involves matters such as

identifying, placing, evaluating, and developing individuals at

work and maintaining effective multilateral communication

Nature of Human

Resource

ManagementProspectsof HRM

Industrial

Relations

Human Resource

Management

Employee andexecutive

Remuneration

Employee hiring

Employee Maintenance Employee Motivation


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systems. Human resources along with financial and material

resources contribute to production of goods and services in an

organization.. In short HRM may be defined as the art of

procuring, developing and maintaining competent workforce to

achieve the goals of an organization in an effective and efficient

manner.

Objectives of the HRM are to secure the following: -

1. Industrial peace: This is secured by excellent unionmanagement relations, healthy inter-personal relationships, and

promoting participative management style and good industrial

and labour relations.

2. Achieve High Productivity: The underlying objective brings

to increase the quantity or volume of the product or service

for a given input, productivity improvement programme is very

significant in a competitive environment.

3. Better quality of working life of employees: This involves

both intrinsic and extrinsic factors connected with work.

4. Obtain and sustain competitive advantage through

empowerment : continuous improvement and innovative stepsbeing the two essential ingredients to achieve and sustain

competitive advantage, todays industries

are knowledge based and skill intensive.

5. Cordial relationship between the employer and employees.


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6. Personnel research functions.

7. Proper orientation and introduction to the new employees.

BACKGROUND SCENARIO

William James of Harvard University estimated that

employees could retain their jobs by working at a mere 20-30

percent of their potential. His research led him to believe that if

these same employees were properly motivated, they could

work at 80-90% of their capabilities. Behavioral science

concepts like motivation and enhanced productivity could wellbe used for such improvements in employee output. Training

could be one of the means used to achieve such improvements

through the effective and efficient use of learning resources.

Training and development has been considered an integral

part of any organization since the industrial revolution era.

From training imparted to improve mass production to now

training employees on soft skills and attitudinal change, training

industry has come a long way today. In fact most training

companies are expecting the market to double by the year 2007,

which just means that the Indian training industry seems to havecome of age.

Organization and individual should develop and progress

simultaneously for the their survival and attainment of mutual


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goals. So, every modern management has to develop the

organization through human resource development. Employee

training is the most important sub-system of human resources

development. Training is a specialized function and one of the

fundamental operative functions for human resources

management.

The market is unofficially estimated to be anywhere

between Rs 3000 crores and Rs 6000 crores. What is surprisingis that the Indian companies. Perception regarding corporate

training seems to have undergone a sea-change in the past two

years, with most companies realizing it to be an integral part of

enhancing productivity of its personnel. While MNC.s with

their global standards of training are the harbingers of corporate

training culture in India, the bug seems to have bitten most

companies aiming at increasing their efficiency.

According to Ms Pallavi Jha, Managing Director, Walchand

Capital and Dale Carnegi Training India, "The Indian training

industry is estimated at approximately Rs 3,000 crores perannum. The NFO study states that over a third of this is in the

area of behavior and soft skills development. With the

exponential boom in the services sector and the emergence of a

full-fledged consumer-driven market, human resources have


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become the key assets, which organizations cannot ignore. With

soft skills training gaining so much momentum, it.s imperative

to understand if it serving the right purpose or not. With this

background, I plan to research if training indeed is proving to be

effective in the behavioral area.

The following steps must form the basis of any training activity:

Determine the training needs and objectives.

Translate them into programs that meet the needs of theselected trainees.

Evaluate the results.

There are few generalizations about training that can help the

practitioner. Training should be seen as a long term investment

in human resources using the equation given below:

Performance = ability (x) motivation

Training can have an impact on both these factors. It can

heighten the skills and abilities of the employees and their

motivation by increasing their sense of commitment and

encouraging them to develop and use new skills. It is a powerfultool that can have a major impact on both employee

productivity and morale, if properly used.


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1. RECRUITMENT

1.1 INTRODUCTION

People are integral part of any organization today. No

organization can run without its human resources. In todays

highly complex and competitive situation, choice of right

person at the right place has far reaching implications for an


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organizations functioning. Employee well selected and well

placed would not only contribute to the efficient running of

the organization but offer significant potential for future

replacement. This hiring is an important function. The

process of hiring begins with human resource planning

(HRP) which helps to determine the number and type of

people on organization needs. Job analysis and job design

enables to specify the task and duties of hobs and

qualification expected from prospective job HRP, jobanalysis, hob design helps to identify the kind of people

required in an organization and hence hiring. It should be

noted that hiring is an ongoing process and not confined to

formative stages of an organization. Employees leave the

organization in search of greener pastures, some retire and

some die in the saddle. More importantly an enterprises

grows, diversifies, take over the other units all necessitating

hiring of new men and women. In fact the hiring function

stops only when the organization ceases to exist.

Hiring involves two board activities:-i) Recruitmentii) Selection


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RECRUITMENT

The word recruitment has many meaning and plays an

important role. Employees leave the organization in search ofgreener pastures- some retire some die in saddle. The most

important thing is that enterprise grows, diversifies, and takes

over other units-all necessitating hiring of new men and women.

In fact recruitment functions stop only when the organization

ceases to exist. To understand recruitment in simple terms it is

understood as process of searching for obtaining applications of

job from among from whom the right people can be selected.

To define recruitment we can define it formally as it is a process

of finding and attracting capable applicants for employment.

The process begins when new recruit are sought and ends when

their application are submitted. The result is a pool of applicants

from which new employees are selected. Theoretically,

recruitment process is said to end with receipt of application in

practice the activity extends to the screening applicants as to

eliminate those who are not qualified for job.

1.2 PURPOSE AND IMPORTANCE

The general purpose of recruitment is to provide a pool of

potentially qualified job candidates.


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Specifically, the purposes are to:

1. Determine the present and future requirement of the

organization in conjunction with its personnel planning and job

analysis activities;

2. Increase the job pool of job candidates at minimum cost;

3. Help increase the success rate of the selection process by

reducing the number visibly under qualified or job application;

4. Help reduce the probability that job applicants, once recruited

selected, will leave the organization only after a short period of

time;

5. Meet the organizations legal and social obligation regarding

the composition of its workforce;

6. Being identifying and preparing potential job applicants whowill be appropriate candidates;

7. Increase organization individual effectiveness in the short

term and long term;


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8. Evaluate the effectiveness of various recruiting technique and

sources for all types of job applicants.

1.3 FACTORS AFFECTING RECRUITMENT

There are a number of factors that affect recruitment. These are

broadly classified into

two categories:

1.Internal factors2.External factors

INTERNAL FACTORS

The internal factors also called as endogenous factors are the

factors within the organization that affect recruiting personnel inthe organization.

Some of these are:-


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Size of the organization

The size of the organization affects the recruitment process.

Larger organization finds recruitment less problematic thanorganization with smaller in size.

Recruiting policy

The recruitment policy of the organization i.e. recruiting from

internal sources and external sources also affect the recruitment

process. Generally, recruitment through internal sources is

preferred, because own employees know the organization and

they can well fit in to the organization culture.

Image of the organization

Image of the organization is another factor having its influence

on the recruitment process of the organization. Good image of

the organization earned by the number of overt and covert

action by management helps attract potential and complete

candidates. Managerial actions like good public relations,

rendering public service like building roads, public parks,

hospitals and schools help earn image or goodwill for

organization. That is why chip companies attract the larger

numbers of application.

Image of the job


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Better remuneration and working conditions are considered the

characteristics of good image of a job. Besides, promotion and

carrier development policies of organization also attract

potential candidates.

EXTERNAL FACTORS

Like internal factors, there are some factors external to

organization, which have their influence on recruitment process.

Some of these are given below:-

Demographic factors

As demographics factors are intimately related to human

beings, i.e. employees, these have profound influence on

recruitment process. Demographic factors include age, sex,

Literacy, economics status etc

.

Labor market

Labor market condition I.e. supply and demand of labor is of

particular importance in affecting recruitment process. E.g. if

the demand for specific skill is high relative to its supply is


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more than for particular skill, recruitment will be relatively

easier.

Unemployment situation

The rate of unemployment is yet another external factor its

influence on the recruitment process. When the employment

rate in an area is high, the recruitment process tends to simpler.

The reason is not difficult to seek. The number of application is

expectedly very high which makes easier to attract the best-

qualified applications. The reserve is also true. With low rate of

unemployment, recruiting process tend to become difficult

.

Labor laws

There are several labor laws and regulations passed by the

central and state governments that govern different type of

employment. These cover working condition, compensation,

retirement benefits, safety and health of employee in industrial

undertakings.

The child Labour Act,1986; for example prohibits employment

of children in certain employments.

Similarly several other acts such as the Employment Exchange

Act,1958; The Apprentice Act, 1961; the Factory Act,1948; and

The Mines Act, 1952 deal with recruitment.


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Legal consideration

Another external factor is legal consideration with regard to

employment reservation of jobs for schedule tribes, and other

backward class (OBC) is the popular examples of such legal

consideration. The supreme court of India has given its verdict

in favor of 50 per cent of jobs and seats. This is so in case

admission in the educational institutions also.

1.4 INTERNAL SOURCES

Present employees:

Promotions and transfer from among the present employees

can be good sources of recruitment. Promotion implies

upgrading of an employee to a higher position carrying

higher status, pay and responsibilities. Promotion from

among the present employees is advantageous because the

employees promoted are well acquainted with the

organization culture, they get motivated and it is cheaper

also. Promotion from among the person employees also

reduces the requirement of job training. However, the

disadvantage lies in limiting the choice of the few people and


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denying hiring of outsiders who may be better qualified and

skilled. Furthermore, promotion from among present

employees also results in inbreeding, which creates

frustration among those not promoted. Transfer refers to

shifting an employee from one job to another without any

change in the position/post, status and responsibilities. The

need for transfer is felt to provide employees a broader and

carried base, which is considered necessary for promotion.

Job rotation involves transfer of employees from one job toanother job on the lateral basis.

Former employees:

Former employees are another source of applicant for

vacancies to be filled up in the organization. Retired or

retrenched employees may be interested to e come back the

company to work on the part time basis. Similarly, some

former employees who had left the organization for any

reason, any come back to work. This source has the

advantages of hiring people whose performance is already

known to the organization.

Employee referrals:

This is yet another internal source of recruitment. The

existing employees refer to the family members, friends and


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relatives to the company potential candidates for the

vacancies to be filled up in the organization. This source

serves as the most effective methods of recruiting people in

the organizations because refer to those potential candidates

who meet the company requirement known to them from

their own experience. The referred individuals are expected

to be similar in type in the of race and sex, for example, to

those who are already working in the organization

Previous applicant:

This is considered as internal source in the sense that

applications from the potential candidates are already lying

with organization. Sometimes the organization contacts

though mail or messengers these applicants to fill up the

vacancies particularly for unskilled or semiskilled jobs.

EVALUATION OF INTERNAL SOURCES:

Let us, evaluate the internal source of recruitment.

Obviously, it can be done in terms of its advantage and

disadvantage the same are spelled out as follows:

ADVANTAGES:

The advantages of the internal source of recruitment include

the following:


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Familiarity with own employees:

The organization has more knowledge and familiarity with

the strengths and weaknesses of its own employees than of

strange on unknown outsiders.

Better use of the talent:

The policy of internal recruitment also provides an

opportunity to the organization to make a better use of talents

internally available and to develop them further and further.

Economical recruitment:

In case of internal recruitment, the organization does not

need to spend much money, time and effort to locate and

attract the potential candidates. Thus, internal recruitment

proves to be economical, or say, inexpensive.

Improves morale:

This method makes employees sure that they would be

preferred over the outsiders as and when they filled up in the

organization vacancies.

A motivator:

The promotion through internal recruitment serves as a

source of motivation for the employees to improve their


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carrier and income. The employees feel that organization feel

that organization is a place where they can build up their life-

long career. Besides, internal recruitment also serves as a

means of attracting and retaining employees in the

organization.


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DISADVANTAGES:

The main drawback associated with the internal recruitment is as

follows:

Limited choice:

Internal recruitment limits its choice to the talents available within

the organization. Thus, it denies the tapping of talents available in

the vast labor market outside the organization. Moreover, internal

recruitment serves as a means for inbreeding, which is neverhealthy for the future organizations.

Discourage competition:

In this system, the internal candidates are protected from

competition by not giving opportunity to otherwise competentcandidates from outside the organization. This in turn, develops a

tendency among the employees to take the promotion without

showing extra performance.

Stagnation of skills:

With the feeling that internal candidates will surely get promoted,

their skill in the

long run may become stagnant or obsolete. If so, productivity and

sufficiency of

the organization, in turn, decreases.


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Creates conflicts:

Conflicts and controversies surface among the internal candidates,

whether or not they deserve promotion.

1.5 EXTERNAL SOURCES

External sources of recruitment lie outside the organization. These

outnumber internal sources. The main ones are listed as follows:

Employment exchanges:

The national commission labor (1969) observed in its report that inthe pre-independence era, the main source of labor war rural areas

surrounding the industries. Immediately after independence,

national employment services were established to bring employer

and job seeker together. In response to it, the compulsory

notification of vacancies act of 1959 (Commonly called

employment exchange act) was instituted which become operative

in 1960.the main functions of these employment exchanges with

the branches in most cities are registration of job seeker and tier

placement in the notified vacancies. It is obligatory for employer to

inform about the outcome of selection within 15 days to the


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employment exchange. Employment exchange is particularly

useful in recruiting blue-collar, white- collar and technical workers.

Employment agencies:

In addition to the government agencies, there are number of

private agencies that register candidates for employment and

furnish a list of suitable candidates from the data bank as and when

sought by the prospective employer. Generally, these agenciesselect personnel for supervisory and the higher levels. The main

function of these agencies is to invite application and short-list the

suitable candidates for the organization. Of course, the

representative of the organization takes the final decision on

selection. The employer organizations derive several advantages

through this source. The time saved in this method can be better

utilized elsewhere by the organization. As the organizational

identity remains unknown to the job speakers, it, thus, avoid

receiving letters and attempts to influence.

Advertisement:

This method of recruitment can be used for jobs like clerical,

technical, and managerial. The higher the position in the

organization, the more specialized the skills or the shorter the

supply of that resources in the labour market, the more widely


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dispersed the advertisement are likely to be. For instance, the

search for a top executive might include advertisements in a

national daily like the Hindu. Some employers/companies advertise

their post by giving them post box number of the name of some

recruiting agency. This is done to particular keep own identity

secret to avoid unnecessary correspondence with the applicants.

However the disadvantage of these blind advertisement, i.e., post

box number is that the potential job seekers are the hesitant without

unknowing the image of the organization, on the one hand, and the

bad image/ reputation that the blind advertisement have received

because of the organizations that placed such advertisements

without position lying vacant just to know supply of labor/ workers

in the labor market, on the other. While preparing advertisement, a

lot of care has to be taken to make it clear and to the point. It mustensure that some self-selection among applicant take place and

only qualified applicant responds the advertisement copy should be

prepared by using a four-point guide called AIDA . The letters in

the acronym denote that advertisement should attract Attention,

gain Interest, arouse a Desire and result in action.

However, not many organizations mention complete detail

about job positions in there advertisement. What happened is

that ambiguously worded and broad-based advertisements may

generate a lot irrelevant application, which would, by

necessity, increasing the cost of processing them.


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Professional Associations

Very often, recruitment for certain professional and technical

positions is made through professionals association also called

Headhunters. Institute of Engineers, All India Management

Association, etc., provide placement service to the members. The

professional associations prepare either list of jobseekers or

publish or sponsor journal or magazines containing

advertisements for their member. It is particularly useful forattracting highly skilled and professional personnel. However,

in India, this is not a very common practice and those few

provide such kind service have not been able to generating a

large number of application.

Campus Recruitment

This is another source of recruitment. Though campus recruitment

is a common phenomenon particularly in the American

organizations, it has made rather recently. Of late, some

organizations such as HLL, HCL, L&T, Citibank, CadburyANZ Grind lays, etc., in India have started visiting educational

and training institute/ campuses for recruitment purposes. Many

Institutes have regular placement cells / offices to serve liaison

between the employer and the students. Tezpur Central University

has one Deputy Director (Training and Placement) for purpose

of campus recruitment and placement.


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The method of campus recruitment offers certain advantages to the

employer organizations. First, the most of the candidates are

available at one place; second, the interviews are arranged at

short notice; third, the teaching is also met; fourth, it gives

them opportunity to sell the organization to a large students

body who would be graduating subsequently. The disadvantages

of this of recruitment are that organizations have to limit their

selection to only entry positions and they interview the

candidates who have similar education and experience, if at all.

Deputation

Another source of recruitment is deputation I.e., sending an

employees to another organization for the short duration of two to

three years. This method of recruitment is practice in a pretty

manner, in the Government department and public sector

organization does not have to incurred the initial cast of

induction and training. However, the disadvantages of this of

deputation is that deputation period of two/three year is not

enough for the deputed employee to provide employee to prove

his/her mettle, on the one hand, and develop commitment with

organization to become part of it, on the other.


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Word-of-mouth:

Some organizations in India also practice the word-of-mouth

method of recruitment. In this method , the word is passed around

the vacancies or opening in the organization. Another from of

word-of-mouth method of employee-pinching i.e., the employee

working

In another organization is offered by the rival organization. This

method is economic, in terms of both time and money. Some of the

organization maintain a file applications and sent a bio-data by a

job seeker. These serve as a very handy as when there is vacancy in

the organization. The advantage of this method is no cost involved inrecruitment. However, the disadvantages of this method of

recruitment are non- availability of the candidates when needed

choice of candidates is restricted to a too small number.


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Raiding or Poaching:

This is another sources of recruitment whereby the rival firm by

offering terms and conditions, try to attract qualified employees to

join the. This raiding is a common feature in the Indian

organizations. For instance, service executive of HMT left to join

Titan Watch Company, so also exodus of pilot from Indian Airlines

to join the private air taxi operator. In fact, raiding has become

challenge for the human resource manager.

Besides these, walk - ins, contractors, radio and television,

acquisitions and merger, etc., art some other sources of

recruitment used by organization.


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EVALUATION OF EXTERNAL SOURCES:

Like the internal source of recruitment, external sources are mixed of

advantages and disadvantages

ADVANTAGES:-

Open process

Being a more open process, it is likely to attract a large number of

applicants/application. The, in turn, widens it option of selection.

Availability of Talented Candidates:-

With the large pool of applicants, it becomes possible for organization

to have talented candidates from the outside. Thus, it introduces new

blood in the organization.

Opportunity to Select the Best Candidate;

With the large pool of applicants, selection process becomes

competitive. This increases prospects for selection the best

candidates.

Provides healthy competition:

As the external members are supposed to be more trained and

efficient. With such a background, they work with the positive


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attitude and greater vigor. This helps create healthy competition and

conductive work environment in the organization.

DISADVANTAGES:

However, the external sources of recruitment suffer from certain

disadvantages too, these are:

Expensive and time consuming:

This method of recruitment is both expensive and time consuming.

There is no guarantee that organization will get good and suitable

candidates.

Unfamiliarity with the Organization:

As candidates some outside the organization, they are not familiarwith tasks, job nature and the international scenario of the

organization.

Discourage the Existing Employee:

Existing employees are not sure to get promotion. This discouragesthem to do the hard work. This, in turn, boils down to decreasing

productivity of the organization.


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1.6 PHILOSOPHIES OF RECRUITMENT

The traditional philosophy of recruiting has been to get as

many people to apply for a job as possible. A large number

of jobseekers waiting in queues would make the final

selection difficult, often resulting in wrong selection. Job

dissatisfaction and employee turnover are the consequence of this.

A persuasive agreement can be made that matching the needs of

the organization to the needs of the applicants will enhance the

effectiveness of the recruitment process. The result will be a

workforce which is likely to stay with the organization longer and

performs at a higher level of effectiveness. Two approaches are

available to bring about match. They are:

Realistic Job Preview (RJP)Job Compatibility Questionnaire (JCQ)

Realistic Job Previews:

Realistic job preview provides complete job related

information , both positive and negative, to the applicants. The

information provided will help job seekers to evaluate the

compatibility among the jobs and their personal ends before

hiring decisions are made. RJPs can result in self selection


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process- job applicant can decide where to attend the

interviews and tests for final selection or withdraw them the

initial stage. Research on realistic recruiting shows a lower

rate of employee turnover incase of employee recruited through

RJPs, particularly for more complex jobs and higher level of

job satisfaction and performance, at the initial stage of

employment. RJPs are more beneficial for organization hiring

at entry level, when there are unemployment. Otherwise the

approach may increase the cost of recruiting by increase the

average time it takes to fill each job.

Job Compatibility Questionnaire-

The job compatibility questionnaire was developed to

determine whether applicant preferences for work match the

characteristics of the job. The JCQ is designed to collect the

information on aspect of a job, which has bearing on

employee performance, absenteeism, and turnover and job

satisfaction. The underlying assumption of the JQC is that

greater the compatibility between an the jobseeker, the greater

the profitability of employee effectiveness and longer the

tenure. The JCQ is a 400- item instrument that measure job

factors, which are related to performance, satisfaction,

turnover and absenteeism. Items cover the following job


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factors: task requirement, physical environment, customer

characteristics, peer characteristics, leader characteristics,

compensation preference, task variety, job autonomy, physical

demands, and work schedule.


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1.7 RECRUIMENT PROCESS

As stated earlier, recruitment is the process of location,

identifying, and attracting capable applications for jobs

available in an organization. Accordingly, the recruitment

process comprises the following five steps:

Recruitment planning; Strategy Development; Searching; Screening; Evaluation and Control.

Recruitment Planning: -

The first involved in the recruitment process is planning. Hire,

planning involves to draft a comprehensive job specification for the

vacant position, outline its major and minor responsibilities; the

skills, experience and qualifications needed; grade and level of

pay; starting date; whether temporary or permanent; and

mention of special condition, if any, attached to the job to be

filled.

Strategy Development:-


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Once it is known how many with what qualification of

candidates are required, the next step involved in this regard

is to device a suitable strategy for recruitment the candidates

in the organization. The strategic considerations to be

considered may include issues like whether to prepare the

required candidates themselves or hire it from outside, what

type of recruitment method to be used, what geographical area

be considered, for searching the candidates, which source of

recruitment to be practiced, and

what sequence of activities to be followed in recruiting

candidates in the organization.

Searching:-

This step involves attracting job seeders to the organization. There

are broadly two sources used to attract candidates. These are:

Internal SourcesExternal Sources.

Screening:-

Through some view screening as the starting point of

selection, we have considered it as an integral part of


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recruitment. The reason being the selection process starts only

after the application have been screened and short listed. Let

it be exemplified with an example. In the Universities, application

is invited for filling the post of Professors. Application received in

respond to invitation, i.e. advertisement are screened and short

listed on the basis of eligibility and suitability. Then, only

the screened applicant are invited for seminar presentation and

personal interview. The selection process starts from here, i.e.,

seminar presentation or interview. Job specification is invaluable n

screening. Applications are screened against the qualification,

knowledge, skills, abilities, interest and experience mentioned in

the job specification. Those who do not qualify are straightway

eliminated from the selection process. The techniques used for

screening candidates are vary depending on the source of supplyand method used for recruiting. Preliminary applications, de-

selections tests and screening interviews are common techniques

used for screening the candidates.

Evaluation and control:-

Given the considerable involved in the recruitment process, its

evaluation and control is, therefore, imperative. The costs generally

incurred in a recruitment process include:


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Salary of recruiters; Cost of time spent for preparing job analysis,

advertisement, etc;

Administrative expenses; Cost of outsourcing or overtime while vacancies remain

unfilled;

Cost incurred in recruiting unsuitable candidates.

In view of above, it is necessary for a prudent employed to try

answering certain questions like:

Whether the recruitment methods are appropriate and valid? Whether the recruitment process followed in the

organization is effective at all or not?


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1.8 METHODS OF RECRUITMENT

Recruitment methods refer to the means by which an organization

reaches to the potential job seeker. It is important to mention that

the recruitment methods are different from the resources of

recruitment. The major line of distinction between the two is that

while the former is the means of establishing links with the

prospective candidates, the latter is location where the

prospective employees are available. Dunn and Stephen havebroadly classified methods of recruitment into three categories.

These are;

Direct Method;Indirect Method;Third Party Method.

Brief descriptions of these are follows:

Direct Method:

In this method, the representatives of the organizations are sent to

the potential candidates in the educational and training institutes.

They establish contacts with the candidates seeking jobs. Person

pursuing management, engineering, medical, etc. programmers are

mostly picked up the manner.


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Sometimes, some employer firm establishes with professors and

solicits information about student with excellent academic

records. Sending the recruiter to the conventions, seminars,

setting up exhibits at fairs and using mobile office to go to

the desired centers are some other methods used establish direct

contact with the job seekers.

Indirect Method;

Indirect methods include advertisements in the newspaper, on

the radio and television, in professional journals, technical

magazines, etc. this method is useful when Organization dose notfind suitable candidates to be promoted to fill up the higher posts,

When the organization want to reach out a vast territory, and When

organization wants to fill up scientific, professional and technical

posts.

The experience suggests that the higher the position to be filled

up in the organization, or the skill sought by the sophisticated

one, the more widely dispersed advertisement is likely to be used

to reach too many suitable candidates. Sometimes, many

organizations go for what referred to as blind advertisement in

which only Box No. is given and the identity of the

organization is not disclosed. However, organizations with


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regional or national repute do not usually use blind advertisements

for obvious reasons.

While placing an advertisement to reach to the potential

candidates, the following three points need to borne in mind:

To visualize the type of the applicant one is trying recruit;

To write out a list of the advantages the job will offer;

To decide where to run the advertisement , i.e., newspaper with

local, state, nation-wide and international reach or circulation.

Third Party Method:

These include the use of private employment agencies,

management consultants, professional bodies pr associations,employee referral or recommendation, voluntary organization,

trade banks, labor contractors, etc., to establish contact with the

job seekers.

Now, a question arises; which particular method is to be used to

recruit employee in the organization? The answer to it is that it will

depend on the policy of the particular firm, the position of the

labor supply, the government regulations in this regard and

agreements with labor organizations. Notwithstanding, the best

recruitment method is to look first within the organization.


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EFFECTIVENESS OF RECRUIITMENT PROGRAMME

Though there has so far not been evolved any formula such that

makes recruitment programme necessitates having certain attributes

such as:

A welldefined recruitment policy.

A proper organizational structure.

A well - laid down procedure for locating potential

jobseekers.

A suitable method and technique for tapping and utilizing

these candidates

A continuous assessment of effectiveness of recruitment programme

and incorporation of suitable modifications from time to improve

the effectiveness of the programme.

An ethically sound fool-proof telling an applicant all about the

job and its position, the firm to enable the candidate to

judiciously decide whether or not to apply and join the firm, if

selected.


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2. SELECTION

2.1 MEANING AND DEFINATION

Selection is the process of picking individuals (out of the

pool of job applicants) with requisite qualifications and competence

to fill jobs in the organization. A formal definition of Selection is:-

It is the process of differentiating between applicants

in order to identify (and here) those with a greater likelihoodof success in a job.

Recruitment and selection are the two crucial in the HR process and

are often used interchangeably. There I, however, a fine distinction

between the two steps. While recruitment refers to the process of

identifying and encouraging prospective employees to apply forjobs, selection is concerned with picking the right candidates from

the pool of applicants. Recruitment is said to be positive in its

approach as it seeks to attract as many candidates as possible.

Selection, on the other hand, is negative in its application in as it

seeks to eliminate as many unqualified applicants as possible in

order to identify the right candidates.


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2.2 ROLE OF SELECTION

The role of selection in an organizations effectiveness is crucial

for at least, two reasons; first, work performance depends on

individuals. The best way to improve performance is to hire people

who have the competence and the willingness to work. Arguing from

the employees viewpoint, poor or inappropriate choice can be

demoralizing to the individual concerned (who finds himself or

herself in the wrong job) and de-motivating to the rest of theworkforce. Effective selection, therefore, assumes greater relevance.

Second, cost incurred in recruiting and hiring personnel speaks

about volumes of the selection. Costs of wrong selection are greater.

2.3 STEPS IN SELECTION PROCESS


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Company profile

Products

Summary findings and suggestions

Questionnaire and bibliography.

pjt rpt. rec sel

Documents

Transcript of pjt rpt. rec sel