RECRUITMENT

Meaning:- Recruitment is the process of searching for prospective employees & stimulating them to
apply for jobs in the organisation.

Definition:- Acc. to Yoder “ Recruitment is a process to discover the sources of manpower to meet the
requirements of the staffing schedule & to employ effective measures for attracting the manpower in
adequate number to facilitate effective selection of an efficient working force”.

SOURCES OF RECRUTIMENT (METHODS/TECHNIQUES)

I.INTERNAL SOURCES/METHODS:- Internal methods seeks applicants for positions from those
who are currently employed . it included

i) Promotions & Transfers:-

Promotion , movement of employee from a lower level position to a higher level position accompanied
by (usually) changes in duties, responsibilities, status & values.

Transfer, is an internal movement within the same grade, from one job to another. It may lead to
changes in duties & responsibilities, working condition etc, but not necessarily salary.

ii) Job Posting:- job posting is another way of hiring people from within. In this method, the
organisation publicizes job openings on bulletin boards, electronic media & similar outlets.

iii) Employee Referrals:- Employee referral means using personal contacts to locate job
opportunities. It is a recommendation from a current employee regarding a job applicant. The logic
behind employee referral is that “it takes on to know one”.

II. EXTERNAL SOURECE/METHODS

Every enterprise has to use external sources for recruitment to higher positions when existing employee
are not suitable. More persons are needed when expansions are undertaken . external methods includes

1. Advertisement:- Advertisement is the best method of recruiting personfor higher &

experienced jobs. The advertisements are given in local or national press trade or
professional journals. The requirements of jobs are given in the advertisements. The
prospective candidates evaluate
 HRM IV SEM
BBM

themselves against their requirements f jobs before sending their applications.

Management gets a wider range of candidates for selection.The flood of application
may create difficulties in the process.
2. Direct Recruitment:- Direct recruitment refers to the external source ofrecruitment
where the recruitment of qualified candidates are done by placing a notice of vacancy
on the notice board in the organization. This method of sourcing is also called as
factory gate recruitment, as the blue-collar and technical workers are hired through
this process.
3. Employment Exchanges:-As per the law, for certain job vacancies, it ismandatory that
the organization provides details to the employmentexchange. Employment exchange
is a government entity, where thedetails of the job seekers are stored and given to
the employers forfilling the vacant positions. This external recruitment is helpful in
hiring for unskilled, semi-skilled, and skilled workers.
4. Employment Agencies:-Employment agencies are a good external source of
recruitment. Employment agencies are run by various sectors like private, public, or
government. It provides unskilled, semi-skilled and skilled resources as per the
requirements of the organization. These agencies hold a database of qualified
candidates and organizations can use their services at a cost.
5. Professional Associations:- Professional associations can help an organization in
hiring professional, technical, and managerial personnel, however they specialize in
sourcing mid-level and top-level resources. There are many professional associations
that act as a bridge betweenthe organizations and the job-seekers.
6. Campus Recruitment:-Campus recruitment is an external source ofrecruitment,
where the educational institutions such as colleges anduniversities offers opportunities
for hiring students. In this process, the organizations visit technical, management, and
professional institutions for recruiting students directly for the new positions.
7. Word of Mouth Advertising:-Word of mouth is an intangible way of sourcing the
candidates for filling up the vacant positions. There are many reputed organizations
with good image in the market. Such organizations only need a word-of-mouth
advertising regarding a job vacancy to attract a large number of candidates.
 SELECTION

Meaning:- selection is the process of examining the applicants with regard to their suitability for the
given job or jobs, & choosing the best from the suitable candidates & rejecting the others.

Definition:- Acc. to Dale Yoder, “ Selection is the process in which candidates for employment are
divided into two classes those who are to be offered employment & those who are not. Selection means
a process by which qualified personnel may be chosen from the applicants offering their services to the
organization for employment”.

SELECTION PROCESS/STEPS IN SELECTION

1. Screening of Applicants (Application Blank):- Prospective employeeshave to fill up

some sort of applications forms. These forms have variety of information about the
applicants like their personal bio-data, achievements, experience etc. such information
is used to screen the applicants who are found to be qualified for the consideration of
employment. The information may also be used to keep permanent records of those
persons who are selected. Based on screening of applications, only those candidates are
called for further process foselection that are found to be meeting the job standards of
the organization.
2. Selection Methods/Tests:- Organizations hold different kinds of selection tests to
know more about the candidate or to reject the candidates who cannot be called for
interview etc. selection test normally supplement the information provided in the
application forms, such forms may contain factual information about candidates
selection texts may give information about their aptitude, interest, personality etc,
which cannot be known by the application forms.
3. Interview:- Selection tests are normally allowed by personal interview of the
candidates. The basis idea here is to find out over all suitability of candidates for the
jobs. It also provides opportunity to give relevant information about the organisation
to the candidates. In many cases, interview of preliminary nature can be conducted
before the selection tests.
4. Reference & Background Verification:- many organisation ask the candidates to
provide the names of referees from whom moreinformation about the candidates can
be solicited. Such information may be related to character, working etc. the usual
referees may be previous
 employers, person’s associated with the educational institutions from where the
candidates have received education or other person’s of prominence who may be aware
of the candidates’ behaviours ability.
5. Medical Examinations:- certain jobs require unusual strength to tolerance of hard
working conditions. A physical examination reveals whether or not a candidate
possesses these qualities. It brings out deficiencies not as a basis of rejection but as a
positive aid to selective placement & as indicating restrictions on his transfer to other
positions.
6. Approval by Appropriate Authority or Hiring Decisions:- on the basis of the above
steps suitable candidates are recommended for selection by the selection committee or
personnel department. Though such a committee or personnel department may have
authority to select the candidate finally , often it has staff authority to recommend the
candidates for selection to the appropriate authority.
7. Placement:- After all the formalities are completed the candidates are placed on their
jobs initially on probation basis. The probation period may range from 3 months to 2
years. During this period, they areobserved keenly, & when they complete this period
successfully, they become the permanent employees of the organization.

TYPES OF TESTS/ SLECTION TEST

1. Aptitude Test:- these tests measure whether an individual has the capacity or latent ability to
learn a given job, if given adequate training. Aptitudes can divided into general & mental ability
or intelligence & specific aptitudes such as mechanical, clerical, manipulative capacity etc.
2. Psycho motor Test :- these tests measure abilities like manual dexterity, motorability & eye
hand coordination of candidates. These tests can are useful to select semi-skilled workers &
workers for repetitive operations like packing & watch assembly.
3. Job knowledge Test:- under this test, a candidate is tested in the knowledge of particular
job. For example. If a junior lecturer applies for the job of a senior lecturer in commerce he
may be tested in job knowledge where he is asked question about accountancy principles,
banking law, business management etc.
4. Vocational / Interest Test:- these tests are inventories of the like & dislikes of candidates in
relation to work, job, occupations, hobbies & recreational activities. The purpose of this test is
to find out whether a candidate is interested or disinterested in the job for which he is a
candidate & to find out
 there is high correlation between the interest of a candidate in a job & job success.
5. Personality test:- these tests probe deeply to discover clues to an individual’s value
system, his emotional reactions & maturity & characteristic mood. They are
expressed in such traits like tact, emotional control, optimism, decisiveness,
sociability, conformity, objectivity, patience, fear, distrust, initiative, judgement
dominance or submission, impulsiveness, sympathy, integrity, stability & self
confidence.
Group discussion:- this test administered through the group discussion approach to solve a problem
under which candidate are observed in the areas of initiating, leading, proposing valuable ideas,
conciliating skills, oral communicating skills, coordinating & concluding skills.

HUMAN RESOURCE

PLANNING

Meaning:-

HRP means deciding the number & type of the human resources required for each
job, unit & the total company for a particular future date in order to carry out organisational
activities.

HRP or manpower planning is essentially the process of getting the rightnumber of

qualified people into the right job at the right time. It is a system matching the supply of
people(existing employees & those to be hired or searched for) with openings the
organisation expects over a time frame.

Definition:-Edwin B.Geisler “Manpower planning is the process(including forecasting,

developing, implementing & controlling) by which a firm ensures that is has the right number
of people & the right kind of people, at the right places, at the right time, doing things for
which they are economically useful.

Acc. Bruce P. Coleman “ Manpower planning is the process of determining manpower

requirements in order to carry out the integrated plan of the organisation”.

OBJECTIVES/PURPOSES OF HRP

i. Forecasting Human Requirements:

HRP Human resource planning is essential to determine the future human resource needs in
an organization. In the absence of such a plan, it would be difficult to havethe services of
the right kind of people at the right time.
ii. Effective Management of Change:
Proper planning is required to cope with changes in market conditions, technology products,
and government regulations in an effective way. These changes call for continuous allocation
or reallocation of skills and in the absence of planning there might be under-utilization of
human resource.
iii. Realizing Organizational Goals:
 iv. Promoting Employees:
The database available provides a comprehensive skill repertoire, which facilitates for
decision making as to the promotional opportunities to be made available for the
organization.
v. Effective Utilisation of Human Resource:
This database is also useful for identifying surplus and unutilized human resource and
resources. In times of downsizing or in estimating the cost-benefit analysis of human
resources would add value to the process.
The objective of human resource planning is to maintain and improve the organization’s
ability to achieve its goals by developing strategies that will result in optimum contribution
of human resources.

What is Performance Appraisal?

Performance appraisal is a part of a company’s process of understanding their employees better and
giving them feedback to help them improve their performance. While several employees find
performance appraisal to be unnecessary if done right, it can have several benefits for the organization.
Let us learn more about performance appraisal in HRM.

Performance appraisal in HRM is a process of analyzing an employee’s worth as well as contribution

to the job. Getting an objective evaluation of an employee’s performance will help a company identify
any existing problems in the workplace. This will help the HR department to solve those problems
quickly and with ease.

Definition of Performance Appraisal in HRM

Performance appraisal is a process where the employee’s performance, contributions & skills are
evaluated against his/her job requirements. This provides a uniform platform to measure financial
rewards, selection for promotions, or assignments to important projects for each candidate.

Performance Appraisal in HRM creates a healthy competition between colleagues. It also helps
employees compare and improve upon their skills if needed. Appraisals are usually held annually in
most companies.
How Performance Appraisals Work?

Every company has a different approach to their performance appraisal. Some companies hold an annual
review process, which may have assessment sessions annually, semi-annually, or quarterly.

Some companies also adopt a method of one-on-one check-ins, which are considered less formal than
the annual assessments. Managers are able to provide frequent feedback to their employees in this
system. These check-ins help the employees to periodically check their performance and re-evaluate
their goals if needed. This approach works well on agile and collaborative projects.

Different methods are best suited for different companies. Some organizations also base their appraisals
based on the kind of projects their employees are currently working on.

How Performance Appraisals Work?

Human resources (HR) departments typically create performance appraisals as a tool for employees to
advance in their careers. They give people feedback on how well they are doing in their jobs, ensuring
that they are managing and achieving the goals set for them and assisting them if they fall short.

Performance evaluations assist in determining how to distribute a company's limited budget for giving
out incentives, such as raises and bonuses. In addition, they give businesses a tool to identify the workers
who have made the most contributions to their expansion so that they may appropriately reward their
top performers.

Performance reviews also assist employees and their managers in identifying areas
for improvement and career advancement, as well as in developing a strategy for the employee's
development through extra training and more responsibility
Methods of Performance Appraisals

Performance appraisals come in many forms. Managers and human resources staff responsible for these
appraisals need to choose the best methods based on the size of their organization and what sorts of
responsibilities the employees fulfill.

1. 720-Degree Feedback

You could say that this method doubles what you would get from the 360-degree feedback! The 720-
degree feedback method collects information not only from within the organization but also from the
outside, from customers, investors, suppliers, and other financial-related groups.

2. The Assessment Center Method

This method consists of exercises conducted at the company's designated assessment center, including
computer simulations, discussions, role-playing, and other methods. Employees are evaluated based on
communication skills, confidence, emotional intelligence, mental alertness, and administrative abilities.
The rater observes the proceedings and then evaluates the employee's performance at the end.

3. Behaviorally Anchored Rating Scale (BARS)

This appraisal measures the employee’s performance by comparing it with specific established behavior
examples. Each example has a rating to help collect the data.

4. Checklist Method

This simple method consists of a checklist with a series of questions that have yes/no answers for
different traits.

5. Critical Incidents Method

Critical incidents could be good or bad. In either case, the supervisor takes the employee’s critical
behavior into account.
6. Customer/Client Reviews

This method fits best for employees who offer goods and services to customers. The manager asks
clients and customers for feedback, especially how they perceive the employee and, by extension, the
business.

7. Field Review Method

An HR department or corporate office representative conducts the employee's performance evaluation.

8. Forced Choice Method

This method is usually a series of prepared True/False questions.

9. General Performance Appraisal

This method involves continuous interaction between the manager and the employee, including setting
goals and seeing how they are met.

10. Human Resource Accounting Method

Alternately called the “accounting method” or “cost accounting method,” this method looks at the
monetary value the employee brings to the company. It also includes the company’s cost to retain the
employee.

11. Management By Objective (MBO)

This process involves the employee and manager working as a team to identify goals for the former to
work on. Once the goals are established, both parties discuss the progress the employee is making to
meet those goals. This process concludes with the manager evaluating whether the employee achieved
the goal.

12. Performance Tests and Observations

OBJECTIVES OF HRM
 1) Societal Objectives :-
• To manage human resources in an ethical & socially responsible manner.
• To ensure compliance with legal & ethical standards.
• To minimise the negative impact of societal demands upon the organisation.
2) Organisational Objective:-
• HR department, like any other department in an organisation, should focus
on achieving the goals of the organisation first. If it does not meet this
purpose, the HR department cannot exist in the long run.
• HR department should recognise its role in bringing aboutorganisational
effectiveness.
• HRM is not an end in itself. It is only a means to assist the organisation with
its primary objectives.
3) Functional Objectives:-
• To maintain the HRM departments contribution at a level appropriate tothe
organisation’s needs. Resources are wasted when HRM is either more or
less sophisticated to suit the organisation’s demands.
• The department’s level of service must be tailored to fit the organisation
it serves.
• HRM should employ the skills & abilities of the workforce efficiently. It
should aim at making the people’s strength more productive & beneficial to
the organisation.
• HRM should aim at providing the organisation with well trained & well
motivated employees.
4) Personnel Objectives
• HRM should increase employees job satisfaction to the fullest extent.
• HRM should also meet the self actualisation needs of the employees. It
should stimulate every employee to achieve his potential.
• HRM should assist the employees in achieving their personal goals, at least
in so far as these goals enhance the individual’s contribution to the
organisation.
• HRM should develop & maintain a quality of work life. It makes
employment in the organisation a desirable, personal & social situation.
Organisational performance can never be improved without the quality of
work life.

SCOPE OF HRM

The Scope of Human Resource management into the following aspects

1. The Personnel Aspect

This aspect of HRM is concerned with the manpower planning, recruitment,
selection, placement, induction, transfer, promotion, demotion, termination,training
 & development, layoff & retrenchment, wage & salary administration, incentives,
productivity etc.
2. The Welfare Aspect:-
The welfare aspect is concerned with working conditions & amenities such as
canteens, crèches, rest rooms, lunch rooms, housing, transport, education, medical
help, health & safety, washing facilities recreation & cultural activities etc.
3. The Industrial Aspect:-
This aspect is concerned with employees. It includes union management relations,
joint consultation, negotiating collective bargaining, grievance handling,
disciplinary actions, settlement of industrial disputes etc.

OBJECTIVES OF HRM

5) Societal Objectives :-
• To manage human resources in an ethical & socially responsible manner.
• To ensure compliance with legal & ethical standards.
• To minimise the negative impact of societal demands upon the organisation.
6) Organisational Objective:-
• HR department, like any other department in an organisation, should focus
on achieving the goals of the organisation first. If it does not meet this
purpose, the HR department cannot exist in the long run.
• HR department should recognise its role in bringing aboutorganisational
effectiveness.
• HRM is not an end in itself. It is only a means to assist the organisation with
its primary objectives.
7) Functional Objectives:-
• To maintain the HRM departments contribution at a level appropriate tothe
organisation’s needs. Resources are wasted when HRM is either more or
less sophisticated to suit the organisation’s demands.
• The department’s level of service must be tailored to fit the organisation
it serves.
• HRM should employ the skills & abilities of the workforce efficiently. It
should aim at making the people’s strength more productive & beneficial to
the organisation.
• HRM should aim at providing the organisation with well trained & well
motivated employees.
8) Personnel Objectives
• HRM should increase employees job satisfaction to the fullest extent.
• HRM should also meet the self actualisation needs of the employees. It
should stimulate every employee to achieve his potential.
OBJECTIVES OF HRM
 9) Societal Objectives :-
• To manage human resources in an ethical & socially responsible manner.
• To ensure compliance with legal & ethical standards.
• To minimise the negative impact of societal demands upon the organisation.
10) Organisational Objective:-
• HR department, like any other department in an organisation, should focus
on achieving the goals of the organisation first. If it does not meet this
purpose, the HR department cannot exist in the long run.
• HR department should recognise its role in bringing aboutorganisational
effectiveness.
• HRM is not an end in itself. It is only a means to assist the organisation with
its primary objectives.
11) Functional Objectives:-
• To maintain the HRM departments contribution at a level appropriate tothe
organisation’s needs. Resources are wasted when HRM is either more or
less sophisticated to suit the organisation’s demands.
• The department’s level of service must be tailored to fit the organisation
it serves.
• HRM should employ the skills & abilities of the workforce efficiently. It
should aim at making the people’s strength more productive & beneficial to
the organisation.
• HRM should aim at providing the organisation with well trained & well
motivated employees.
12) Personnel Objectives
• HRM should increase employees job satisfaction to the fullest extent.
• HRM should also meet the self actualisation needs of the employees. It
should stimulate every employee to achieve his potential.
• HUMAN RESOURCE PLANNING
Meaning:-

HRP means deciding the number & type of the human resources required for each job,
unit & the total company for a particular future date in order to carry out organisational
activities.

HRP or manpower planning is essentially the process of getting the right number of
qualified people into the right job at the right time. It is a system matching the supply of
people(existing employees & those to be hired or searched for) with openings the
organisation expects over a time frame.
What is motivation in HRM and its importance?
Sometimes, employees have a negative attitude towards the organisation or work. Motivation helps to
change this negative attitude to a positive attitude through suitable rewards, positive encouragement
and praise for good work. When the workers are motivated they work positively towards the
organisational goals