Recruitment is the process of identifying that the organisation needs to employ someone up to

the point at which application forms for the post have arrived at the organisation. Selection then
consists of the processes involved in choosing from applicants a suitable candidate to fill a post.
Training consists of a range of processes involved in making sure that job holders have the right
skills, knowledge and attitudes required to help the organisation to achieve its objectives.
Recruiting individuals to fill particular posts within a business can be done either internally by
recruitment within the firm, or externally by recruiting people from outside.

The advantages of internal recruitment are that:

1. Considerable savings can be made. Individuals with inside knowledge of how a business
operates will need shorter periods of training and time for 'fitting in'.

2. The organisation is unlikely to be greatly 'disrupted' by someone who is used to working with
others in the organisation.

3. Internal promotion acts as an incentive to all staff to work harder within the organisation.

4. From the firm's point of view, the strengths and weaknesses of an insider will have been
assessed. There is always a risk attached to employing an outsider who may only be a success 'on
paper'.

The disadvantages of recruiting from within are that:

1. You will have to replace the person who has been promoted

2. An insider may be less likely to make the essential criticisms required to get the company
working more effectively

3. Promotion of one person in a company may upset someone else.

External recruitment

External recruitment makes it possible to draw upon a wider range of talent, and provides the
opportunity to bring new experience and ideas in to the business. Disadvantages are that it is
more costly and the company may end up with someone who proves to be less effective in
practice than they did on paper and in the interview situation.

There are a number of stages, which can be used to define and set out the nature of particular
jobs for recruitment purposes:

Job analysis is the process of examining jobs in order to identify the key requirements of each
job. A number of important questions need to be explored:
the title of the job
to whom the employee is responsible
for whom the employee is responsible
a simple description of the role and duties of the employee within the organisation.

Job analysis is used in order to:

1. Choose employees either from the ranks of your existing staff or from the recruitment of new
staff.

2. Set out the training requirements of a particular job.

3. Provide information which will help in decision making about the type of equipment and
materials to be employed with the job.

4. Identify and profile the experiences of employees in their work tasks (information which can
be used as evidence for staff development and promotion).

5. Identify areas of risk and danger at work.

6. Help in setting rates of pay for job tasks.

Job analysis can be carried out by direct observation of employees at work, by finding out
information from interviewing job holders, or by referring to documents such as training
manuals. Information can be gleaned directly from the person carrying out a task and/or from
their supervisory staff. Some large organisations specifically employ 'job analysts'. In most
companies, however, job analysis is expected to be part of the general skills of a training or
personnel officer.

Job description

A job description will set out how a particular employee will fit into the organisation. It will
therefore need to set out:
the title of the job
to whom the employee is responsible
for whom the employee is responsible
a simple description of the role and duties of the employee within the organisation.

A job description could be used as a job indicator for applicants for a job. Alternatively, it could
be used as a guideline for an employee and/or his or her line manager as to his or her role and
responsibility within the organisation.

Job specification.

A job specification goes beyond a mere description - in addition, it highlights the mental and
physical attributes required of the job holder. For example, a job specification for a trainee
manager's post in a retail store included the following:

'Managers at all levels would be expected to show responsibility. The company is looking for
people who are tough and talented. They should have a flair for business, know how to sell, and
to work in a team.'

Job analysis, description, and specification can provide useful information to a business in
addition to serving as recruitment instruments. For example, staff appraisal is a means of
monitoring staff performance and is a feature of promotion in modern companies. In some
companies, for example, employees and their immediate line managers discuss personal goals
and targets for the coming time period (e.g. the next six months). The appraisal will then involve
a review of performance during the previous six months, and setting new targets. Job details can
serve as a useful basis for establishing dialogue and targets. Job descriptions can be used as
reference points for arbitrating in disputes as to 'who does what' in a business.Selection involves
procedures to identify the most appropriate candidates to fill posts. An effective selection
procedure will therefore take into consideration the following:
keeping the costs of selection down
making sure that the skills and qualities being sought have been identified,
developing a process for identifying them in candidates
making sure that the candidates selected, will want the job, and will stay with the company.

Keeping the costs of selection down will involve such factors as holding the interviews in a
location, which is accessible to the interviewing panel, and to those being interviewed. The
interviewing panel must have available to them all the necessary documentations, such as
application forms available to study before the interviews take place. A short list must be made
up of suitable candidates, so that the interviews do not have to take place a second time, with
new job advertisements being placed.

The skills required should have been identified through the process of job analysis, description
and specification. It is important then to identify ways of testing whether candidates meet these
requirements. Testing this out may involve:
interviewing candidates
asking them to get involved in simulated work scenarios
asking them to provide samples of previous work
getting them to fill in personality and intelligence tests
giving them real work simulations to test their abilities.
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In today's rapidly changing business environment,
organizations have to respond quickly to
requirements for people. Hence, it is important to
have a well-defined recruitment policy in place,
which can be executed effectively to get the best
fits for the vacant positions. Selecting the wrong
candidate or rejecting the right candidate could
turn out to be costly mistakes for the organization.
Selection is one area where the interference of
external factors is minimal. Hence the HR
department can use its discretion in framing its
selection policy and using various selection tools
for the best results. These caselets discuss the
importance of having an effective recruitment and
selection policy.

They discuss the importance of a good selection process that starts with gathering complete
information about the applicant from his application form and ends with inducting the candidate
into the organization.

1. The process must be easy to understand for the target audience of the Recruitment and
Selection Process. The process is not created for employees of HRM, the process is
developed mainly for the managers in the organization. The managers are the most
important clients of the Recruitment and Selection Process,
2. HRM has to follow the standard defined in the Recruitment and Selection Process. HRM
cannot afford to draw the nice process maps and document flows in the organization and
not to follow them. When HRM does not follow the rules defined, then HRM cannot
expect the managers to define such a process.
3. HRM must be able to get a buy-in from the managers in the organization to use standards
defined and to keep the process consistent. For example the graph illustrates one of the
most common mistakes in the Recruitment and Selection Process. The HRM starts to fill
the vacancy without a clear agreement about the profile and job content of the vacancy to
be filled. This mistake takes a long time to correct and the whole cycle time of the
recruitment gets too long and produces a confusion among all the participants in the
process.
Question 1: How does the organization carry out their Recruitment, Selection, and
Induction/Socialization Process?
Question 2:
How might these processes have changed in the past ten years. If no change has occurred what do you
recommend the company should do?
Question 3:
Why is the employment relationship important in this organization?

Recruitment And Selection

An excellent student affairs staffing program begins with hiring the right people and placing
them in positions with responsibilities that allow them to maximize their skills, knowledge, and
talents in the pursuit of student affairs purposes . . . The first commandment for student affairs
administrators,

Therefore, is to hire the right people.

The second commandment is to do it the right way.”

Winston & Creamer, 1997, p. 123

Recruitment and Selection Policy

Recruitment and selection includes procedures directed to analyze the need and purpose of a
position. He ultimately can select and hire the person that best fits the position. Recruitment and
selection policy should then be directed toward the following objectives:
• Hire the right person.
• Conduct a wide and extensive search of the potential position candidates.
• Recruit staff members who are compatible with the college or university environment and
culture.
• Hire individuals by using a model that focuses on student learning and education of the whole
person.
• Place individuals in positions with responsibilities that will enhance their personal development

What is the socialization process?

Socialization is the process by which children and adults learn from others. We begin learning
from others during the early days of life; and most people continue their social learning all
through life (unless some mental or physical disability slows or stops the learning process).
Sometimes the learning is fun, as when we learn a new sport, art or musical technique from a
friend we like. At other times, social learning is painful, as when we learn not to drive too fast by
receiving a large fine for speeding.
Natural socialization occurs when infants and youngsters explore, play and discover the social
world around them. Planned socialization occurs when other people take actions designed to
teach or train others — from infancy on. Natural socialization is easily seen when looking at the
young of almost any mammalian species (and some birds). Planned socialization is mostly a
human phenomenon; and all through history, people have been making plans for teaching or
training others. Both natural and planned socialization can have good and bad features: It is wise
to learn the best features of both natural and planned socialization and weave them into our lives.
Positive socialization is the type of social learning that is based on pleasurable and exciting
experiences. We tend to like the people who fill our social learning processes with positive
motivation, loving care, and rewarding opportunities. Negative socialization occurs when others
use punishment, harsh criticisms or anger to try to “teach us a lesson;” and often we come to
dislike both negative socialization and the people who impose it on us

 Internal Recruitment Methods

 Be clear about the skills and experience an applicant must possess. Post an open position
internally first to assess whether there are qualified candidates within the organization. Consider
interns, volunteers, temporary workers or consultants who may have been working in a similar
capacity to the open position.

Read more: Recruitment & Selection Methods | eHow.com

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A process of ‘Searching for’ & ‘Obtaining’ Applicants for jobs, ‘From

among Whom Right People’ can be SELECTED

Definition
 

It is the process of finding and attracting applicants for employment. the process begins when
new recruits are sought and ends when their applications are submitted. The result is a pool of
applicants from which new employees are selected…Werther & Davis.

“is the process of searching for prospective employees and stimulating and encouraging them to
apply for jobs in an organization… Flippo.

Recruitment is discovering of potential applicants for actual or anticipated organizational

vacancies… Mamoria.

Factors Governing Recruitment

 

External Forces   Internal Forces

 Supply & Demand   Recruitment policy

Unemployment Rate   HRP

Labor Market Recruitment Size of the Firm

Political-Social   Cost

Sons of Soil   Growth & Expansion

Image    

Recruitment Process

Process Comprises Five Integrated Steps: 1. Planning,  2. Strategy Development,  3. Searching,

4. Screening, 5. Evaluation & Control. An ideal Recruitment Program is one that attracts larger
Number of applicants able to Survive Screening Process & Accept Positions in Orgn.
Recruitment Programs Can Miss the Ideal in many ways by : *Failing to attract adequate pool,
*Under/over selling the Organizatio, *Inadequately screening before entry to selection step. To
approach the Ideal, Recruiters Must Know: *How Many Employees, *What Type of Employees
needed, *Where& How to Look with Appropriate Qualifications & Interests, *What inducement
to use/avoid for applicant groups, *How to distinguish Unqualified from those Probable-
Successful, *How to Evaluate their Work.

1. Planning:   Involves Translating Likely Vacancies & Info on Nature of Jobs into sets of
Objectives/Targets specifying*Number  of Applicants & *Types of Applicants to be contacted.

*Number to be Contacted: Orgn nearly always plan to attract More than they Hire (Some R
Uninterested / Unqualified or Both). Rec-Prog Task reflects the estimate of No. Necessary to Fill
Vacancies with qualified ones. Recruiters Use Yield Ratios (yRs)  = Applicants inputs to outputs
at Specific Decision Points) Example: (Contacts/ Screens 10:1; Screens/ Invites 5:1’
Interviews/Offers 4:3, Offers/ Acceptance)

*Types to be contacted: Type of people to be informed about ‘Openings’ depends on Tasks,

Responsibilities, Qualifications, Experience expected. These are furnished by JD & JS. 

2. Strategy Development:  (Knowing How many & What type of Recruits Needed) Serious
consideration given to: i. ‘Make or Buy’, ii. Technological  Sophistication  of Rec-Selection
Devices, iii.  Where to Look, iv. Sources of recruitment (Internal, External):

i. ‘Make or Buy’ Decision: Orgn to Decide:  *Make = Hire Less Skilled & Invest in Trg-Dev-
Prog OR *Buy = Hire Skilled & Professionals. Bought-Employees begin immediately while
Made-Ones Late-Starters. High Remuneration Demand (Buy) may outweigh Benefits

  

ii. Technological Sophistication: Relates to Methods used in Rec-Selection. Use of Computers

Scan Global Sources & video tapes, help both Employers- Job Seekers in initial Screening.

iii.  Where to Look. Generally Orgn look to National for professional/ managerial, 
Regional/Local for Techiees & Local for Blue-collared.

iv. Sources of recruitment (Internal, External): Refer Figure. Read PTU or Notes from
Aswathappa  [ Pages 137-146, Provided P 133-150].

3. Searching: Once Recruitment Plan & Strategy are worked out, Search Process begins
Search Process Has Two Steps: *Source Activation; *Selling . *Source Activation: Sources
& Search Methods are activated once Employee Requisition Issued & Verified By Line
Managers

If Sources & Method are Well-Planned, Actuation results in Flooded Applications.

Applicant are screened & invited for Interview

. *Selling: It concerns communications. Organization Does the lot to Attract but Control to Over-
Sell  In selling the Orgn, both [Message (advertisement) & Media) deserve Attention.
Effectiveness of any Rec-Advertisement depends on High & low credibility of Media.

 4. Screening: Refers to removal of visibly unqualified. Effective removal, Saves Time &
Money. Ensure Potentially Good Employees  R not Lost, Women/ minorities to meet full
consideration. Techniques to screen vary. Interviews/ Application Blanks screen-out Walk-ins.
Campus Recruiters use Interviews/ Résumés.

5. Evaluation & Control: Recruitments consume several costs (salaries, Mgt & Professionals’
Time, Advertisement/ Agency Fees, Supporting Literature, Recruitment Overheads &
Administration Expenses etc). Evaluation necessary to question if methods are valid & Process is
effective. Statistical Information on Advertisement cost, Recruitment-Process-Time, and
Suitability of candidates in selection process Be Gathered & Evaluated. But these are seldom
done.

Selection

Selection:

While Recruitment refers to process identifying & Encouraging Prospective employees,

Selection is a process of picking individuals (out of the pool of job applicants) with requisite
qualifications & competence to fill jobs in Organisation.  Recruitment Attracts Many But
Selection seeks to eliminate as many Unqualified. The key to employee selection is ‘to chose
those who are most likely to Perform their jobs with max-effectiveness & tend to remain with the
Orgn.
The role is crucial step in HRPr for Two Reasons: 1.To improve Work Performance the best way
is to hire ‘A Willing & A Competent to work’. Inappropriate choice demoralizes the chosen &
de-motivates the rest of Work-force.2. Cost of Rec-Selection is voluminous.  

Definitions
 

“is a process of differentiating between applicants in order to identify ( and hire) those with a
greater likelihood of success in a job”… Stone.

“the hiring process is of one or many ‘go-no-go’ gauges. Candidates are screened by the
employer and the short-listed applicants go on to the next hurdle, while the unqualified are once
eliminated.”…Yoder.

Selection Process (SP)

A long process Begins With Interview of Applicants & Ends with Employment Contract. Figure
Shows Generalized Selection Process. In practice Selection Process Differs among Organizations
& between 2-Different Jobs in same Organization. Selection Procedure for Sr.Managers be a
Long-drawn & Rigorous but it is Simple and Short while hiring Shop-floor  workers.

Env-Factors Affecting Selection

Several factors Affect SP. Most Prominent being ‘Supply & Demand’ of  *Sp-Skills in Labor-
Mkt, *UnEmpl-Rate, *Labor-Mkt Conditions, *Legal-Pol-Conditions, *Coy’s Image [External]
*Coy’s Policy, *HRP, *Hiring Cost [Internal].  

Concluding SP: Contrary to Gen-Perception SP does not end with

executing Empl-Contract. Another Most-sensitive Step is to Reassure the
Not-Selected-ones, not because of their deficiencies in Personalities but
Non-Matching of Profiles with requirements.
 Basis Recruitment Selection

Meaning It is an activity of establishing contact between It is a process of picking up more competent

employers and applicants. and suitable employees.

Objective It encourages large number of Candidates for It attempts at rejecting unsuitable

a job. candidates.

Process It is a simple process. It is a complicated process.

Hurdles The candidates have not to cross over many Many hurdles have to be crossed.
hurdles.

Approach It is a positive approach. It is a negative approach.

Sequence It proceeds selection. It follows recruitment.

Economy It is an economical method. It is an expensive method.

Time Less time is required. More time is required.

Consuming

Importance of Effective Recruitment & Selection

By Rebecca Mazin, eHow Contributor

Hiring a person is easy, but hiring the right person takes more effort and makes a huge difference.
The best employees get the job done, are a pleasure to manage and help the company grow.
Recruitment that focuses on simply hiring warm bodies can cause headaches and unanticipated
problems. The quick hire can require hours of supervision and time spent in discipline, retraining
and, worst case, termination.

Identifiy the Job

1. The recruitment process starts with a clear idea of the job that needs to be filled. This
includes the experience or skills that are needed, education and talents. They may be
tweaked a little if a fabulous person comes along who can be trained, but a list of must-have
skills will start the search. Clear identification of the needs avoids the confusion of a
candidate who thinks he is applying for a job that is different from the one you are
interviewing for.

Use the Best Recruitment Sources

2. More jobs are filled by networking than any other source, so ask around. Go deep: ask
friends, relatives, co-workers and colleagues. Ask association heads and user group
leaders.

After networking and thinking of people that have already been met, choose your advertising
sources carefully. The largest job boards may yield lots of candidates, while niche sites that
cater to a location, profession or industry will generate fewer, more targeted resumes.
Colleges and universities can be great sources for candidates. Career offices work for
recent grads and often provide alumni information and contacts. Many have job posting
resources that can reach a specific audience.

Know the Interview Process

3. Decide who will see the candidate and make sure everyone knows the process. Whether
you plan one interview or five, know this up front. Generally more than one conversation will
be needed to get a good picture of the candidate's strengths. It will also be helpful to meet
someone in a more informal setting. This gives a different perspective.

Prepare for Interviews

4. Don't wait until the interview to review the resume and identify questions to ask the
candidate. Are there any gaps between jobs that need explanation? What details do you
need about specific accomplishments or responsibilities? How does this person handle new
tasks, relationships with others and deadlines? How about other important qualities not
usually reflected in resumes? The least prepared interviewers look at the resume when they
meet the candidate, and begin the conversation by saying, "Tell me about yourself." Avoid
that with advance preparation.

Ask Behavioral-Based Questions

5. Ask candidates for their reaction to a hypothetical situation and you will get a
hypothetical answer. Instead ask candidates, "Tell me about a time when you faced a very
tough deadline and you got the work done." Past behavior is a better predictor of future
 success than imaginary scenarios. This is particularly helpful when characteristics will help
more than direct experience. Customer service, management and leadership and analytical
skills can be demonstrated in all kinds of situations.

Discuss Specific Interview Results

6. When more than one interview is involved, compare notes. Don't accept, "He's a good
guy," or "She'd be a nice addition to the team" as responses. Ask for specific examples to
back up recommendations for a fit. If there are lingering questions after this conversation,
call the candidate in for another interview or a telephone conversation. The additional
interview can be with another person for a new opinion, and to gain further answers.

Check References

7. References will confirm impressions and can provide new information. Don't settle only
for the standard human resources confirmation of dates of employment and rate of pay. Dig
deeper to gain specific examples of skills. Just like behavioral-based questions, ask for
examples of accomplishments. Use all of this information to help make a better hiring
decision.

Main Recruitment Process Steps

The aim of the HRM Function is keeping the recruitment process design as simple as possible.
The HR Recruiters should not forget about this main goal during the design phase of the
recruitment process development.

The recruitment process is simple on the high level, but it contains a lot of interaction among
different participants in the recruitment process. The HRM Function, the line manager and
candidates need to receive and share a lot of information and their interaction is usually the main
issue during the recruitment process.

The main steps of the recruitment process are:

1. Job Design
2. Opening Job Position
3. Collecting Job Resumes
4. Preselection of Job Resumes
5. Job Interviews
6. Job Offer

The job design is the most important part of the recruitment process. The job design is a phase
about design of the job profile and a clear agreement between the line manager and the HRM
Function. The Job Design is about the the agreement about the profile of the ideal job candidate
and the agreement about the skills and competencies, which are essential. The information
gathered can be used during other steps of the recruitment process to speed it up.
The Opening of the Job Position is generally the job of the HR Recruiter. Skilled and
experienced HR Recruiter should decide about the right mix of the recruitment sources to find
the best candidates for the job position. This is another key step in the recruitment process.

The next step is collecting of job resumes and their preselection. This step in the recruitment
process is very important today as many organization lose a lot of time in this step. Today, the
organization cannot wait with the preselection of the job resumes. Generally, this should be the
last step done purely by the HRM Function.

The job interviews are the main step in the recruitment process, which should be clearly designed
and agreed between HRM and the line management. The job interview should discover the job
candidate, who meets the requirements and fits best the corporate culture and the department.

The job offer is the last step of the recruitment process, which is done by the HRM Function, it
finalizes all the other steps and the winner of the job interviews gets the offer from the
organization to join.