Human Resource Management (Module-2) Pages: 56

What Is Human Resource Planning (HRP)?

Human resource planning (HRP) is the continuous process of systematic planning

ahead to achieve optimum use of an organization's most valuable asset—quality
employees. Human resources planning ensures the best fit between employees and
jobs while avoiding manpower shortages or surpluses.

There are four key steps to the HRP process. They include analyzing present
labor supply, forecasting labor demand, balancing projected labor demand with
supply, and supporting organizational goals. HRP is an important investment for
any business as it allows companies to remain both productive and profitable.

Understanding Human Resource Planning

Human resource planning allows companies to plan ahead so they can maintain a
steady supply of skilled employees. That's why it is also referred to as workforce
planning. The process is used to help companies evaluate their needs and to plan
ahead to meet those needs.

Human resource planning needs to be flexible enough to meet short-term staffing

challenges while adapting to changing conditions in the business environment over the
longer term. HRP starts by assessing and auditing the current capacity of human
resources.

Challenges of Human Resource Planning

The challenges to HRP include forces that are always changing, such as employees
getting sick, getting promoted, or going on vacation. HRP ensures there is the best fit
between workers and jobs, avoiding shortages and surpluses in the employee pool.

To satisfy their objectives, HR managers have to make plans to do the following:

 Find and attract skilled employees.

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  Select, train, and reward the best candidates.
 Cope with absences and deal with conflicts.
 Promote employees or let some of them go.

Investing in HRP is one of the most important decisions a company can make. After all,
a company is only as good as its employees, and a high level of employee
engagement can be essential for a company's success. If a company has the best
employees and the best practices in place, it can mean the difference between
sluggishness and productivity, helping to lead a company to profitability.

Steps to Human Resource Planning (Human resource

planning process).
There are four general, broad steps involved in the human resource planning process.
Each step needs to be taken in sequence in order to arrive at the end goal, which is to
develop a strategy that enables the company to successfully find and retain enough
qualified employees to meet the company's needs.

Analyzing Labor Supply

The first step of human resource planning is to identify the company's current human
resources supply. In this step, the HR department studies the strength of the
organization based on the number of employees, their skills, qualifications, positions,
benefits, and performance levels.

Forecasting Labor Demand

The second step requires the company to outline the future of its workforce. Here, the
HR department can consider certain issues like promotions, retirements, layoffs, and
transfers—anything that factors into the future needs of a company. The HR department
can also look at external conditions impacting labor demand, such as new technology
that might increase or decrease the need for workers.

Balancing Labor Demand with Supply

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The third step in the HRP process is forecasting the employment demand. HR creates a
gap analysis that lays out specific needs to narrow the supply of the company's
labor versus future demand. This analysis will often generate a series of questions,
such as:

 Should employees learn new skills?

 Does the company need more managers?
 Do all employees play to their strengths in their current roles?

Developing and Implementing a Plan

The answers to questions from the gap analysis help HR determine how to proceed,
which is the final phase of the HRP process. HR must now take practical steps to
integrate its plan with the rest of the company. The department needs a budget, the
ability to implement the plan, and a collaborative effort with all departments to execute
that plan.

Human Resource Planning – Need and

Importance:
I. Assessing Future Personnel Needs:
Whether it is surplus labour or labour shortage, it gives a picture of
defective planning or absence of planning in an organization. A number of
organizations, especially public sector units (PSUs) in India are facing the
problem of surplus labour.
It is the result of surplus labour that the companies later on offer schemes
like Voluntary Retirement Scheme (VRS) to eliminate surplus staff. Thus, it
is better to plan well about employees in advance. Through HRP, one can
ensure the employment of proper number and type of personnel.

II. Foundation for Other HRM Function

HRP is the first step in all HRM functions. So, HRP provides the essential
information needed for the other HRM functions like recruitment, selection,
training and development, promotion, etc.

III. Coping with Change:

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Changes in the business environment like competition, technology,
government guidelines, global market, etc. bring changes in the nature of
the job. This means changes in the demand of personnel, content of job,
qualification and experience needed. HRP helps the organization in
adjusting to new changes.

IV. Investment Perspective:

As a result of change in the mindset of management, investment in human
resources is viewed as a better concept in the long run success of the
enterprise. Human assets can increase in value as opposed to physical
assets. Thus, HRP is considered important for the proper planning of future
employees.

V. Expansion and Diversification Plans:

During the expansion and diversification drives, more employees at various
levels are needed. Through proper HRP, an organization comes to know
about the exact requirement of personnel in future plans.
VI. Employee Turnover:
Every organization suffers from the small turnover of labour, sometime or
the other. This is high among young graduates in the private sector. This
necessitates again doing manpower planning for further recruiting and
hiring.

VII. Conformity with Government Guidelines:

In order to protect the weaker sections of the society, the Indian
Government has prescribed some norms for organizations to follow. For
example, reservations for SC/ST, BC, physically handicapped, ex-
servicemen, etc. in the jobs. While planning for fresh candidates, HR
manager takes into consideration all the Government guidelines.

VIII. International Expansion Strategies:

International expansion strategies of an organization depend upon HRP.
Under International Human Resource Management (IHRM), HRP becomes
more challenging. An organization may want to fill the foreign subsidiary’s
key positions from its home country employees or from host-country or from
a third country. All this demands very effective HRP.

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IX. Having Highly Talented Manpower Inventory:
Due to changing business environment, jobs have become more challenging
and there is an increasing need for dynamic and ambitious employees to fill
the positions. Efficient HRP is needed for attracting and retaining well
qualified, highly skilled and talented employees.

Human Resource Planning – Objectives:

(i) Proper assessment of human resources needs in future.
(ii) Anticipation of deficient or surplus manpower and taking the corrective
action.
(iii) To create a highly talented workforce in the organization.
(iv) To protect the weaker sections of the society.
(v) To manage the challenges in the organization due to modernization,
restructuring and re-engineering.
(vi) To facilitate the realization of the organization’s objectives by providing
right number and types of personnel.
(vii) To reduce the costs associated with personnel by proper planning.
(viii) To determine the future skill requirements of the organization.
(ix) To plan careers for individual employee.
(x) Providing a better view of HR dimensions to top management.
(xi) Determining the training and development needs of employees.

Human Resource Plan – Factors:

Several factors affect HRP. These factors can be classified into external
factors and internal factors.

External Factors:
i. Government Policies – Policies of the government like labour policy,
industrial relations policy, policy towards reserving certain jobs for different
communities and sons-of the soil, etc. affect the HRP.

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ii. Level of Economic Development – Level of economic development
determines the level of HRD in the country and thereby the supply of human
resources in the future in the country.
iii. Business Environment – External business environmental factors
influence the volume and mix of production and thereby the future demand
for human resources.
iv. Level of Technology – Level of technology determines the kind of human
resources required.
v. International Factors – International factors like the demand for
resources and supply of human resources in various countries.
vi. Outsourcing – Availability of outsourcing facilities with required skills
and knowledge of people reduces the dependency on HRP and vice-versa.

Internal Factors:
i. Company policies and strategies – Company policies and strategies
relating to expansion, diversification, alliances, etc. determines the human
resource demand in terms of quality and quantity.
ii. Human resource policies – Human resources policies of the company
regarding quality of human resource, compensation level, quality of work-
life, etc., influences human resource plan.
iii. Job analysis – Fundamentally, human resource plan is based on job
analysis. Job description and job specification determines the kind of
employees required.
iv. Time horizons – Companies with stable competitive environment can
plan for the long run whereas the firms with unstable competitive
environment can plan for only short- term range.
v. Type and quality of information – Any planning process needs qualitative
and accurate information. This is more so with human resource plan;
strategic, organisational and specific information.
vi. Company’s production operations policy – Company’s policy regarding
how much to produce and how much to buy from outside to prepare a final
product influence the number and kind of people required.

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vii. Trade unions – Influence of trade unions regarding number of working
hours per week, recruitment sources, etc., affect the HRP.

Recruitment
What is recruitment?
Recruitment refers to the process of identifying, attracting, interviewing, selecting, hiring
and onboarding employees. In other words, it involves everything from the identification
of a staffing need to filling it.

Depending on the size of an organization, recruitment is the responsibility of a range of

workers. Larger organizations may have entire teams of recruiters, while others only a
single recruiter. In small outfits, the hiring manager may be responsible for recruiting. In
addition, many organizations outsource recruiting to outside firms. Companies almost
always recruit candidates for new positions via advertisements, job boards, social media
sites, and others. Many companies utilize recruiting software to more effectively and
efficiently source top candidates. Regardless, recruitment typically works in conjunction
with, or as a part of Human Resources.

What is recruiting in HRM?

Human Resource Management, otherwise known as HRM or HR for short, is the
function of people management within an organization. HR is responsible for facilitating
the overall goals of the organization through effective administration of human capital —
focusing on employees as the company's most important asset.

Recruitment is the first step in building an organization's human capital. At a high level,
the goals are to locate and hire the best candidates, on time, and on budget.

What does recruitment involve?

While the recruitment process is unique to each organization, there are 15 essential
steps of the hiring process. We’ve listed them here.

 Identify the hiring need

 Devise a recruitment plan
 Write a job description

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 Advertise the position
 Recruit the position
 Review applications
 Phone Interview/Initial Screening
 Interviews
 Applicant Assessment
 Background Check
 Decision
 Reference Check
 Job offer
 Hiring
 Onboarding
 Sources of recruitment:
 Broadly, there are two main sources of recruitment
 1) Internal sources of recruitment which means recruitment from within the
organization.
 2)External sources of recruitment means recruitment from outside the
organization.
 1) Internal sources of recruitment which means recruitment from within the
organization:
 i) Transfer: it means shifting of employees from one job to another. There is no
drastic change in the pay or status of the employees it generally remains the
same.
 ii) Promotion: it means shifting the employee to higher position with the change
in the pay or status.
 iii) Internal advertisement: it means appointing the employees from within the
organization through advertisement.
 iv) Lent services: it means employing the person for newly started plant in the
organization.
 v) Extension of services: it is extending the service of employees by recruiting
them again.
 vi) Absorption of trainees: those who come in the organization for training
employing them.
 2) External sources of recruitment mean recruitment from outside the
organization:
 i) Advertisement: it is a way to attract number of employees by giving
advertisement in the newspaper.
 ii) Casual callers: the good organizations have a list of casual callers also who
apply them and the organization instead of giving new advertisement give a call
to these casual callers.

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  iii) Employment exchange: it is a good source of recruitment where the
candidates are called with the help of employment exchange.
 iv) Educational institutions: here the company’s go to the educational
institutions from where they select the suitable employees for the job.
 v) Labor union: the organization may select the candidate from the labor union
of the company to satisfy the labors also.
 vi) Recommendation of employees: sometimes the employees working in the
organization also suggest the name of suitable candidate for the appointment.
 vii) Waiting lists: generally the organization s prepares the waiting lists of the
employees. Sometimes the selected candidates failed to join in that case the
waiting list employees are called.
 Thus the above said are the main sources of recruitment of the employees within
the organization and outside the organization which are used by the organization
to employ the employees.

Importance of Recruitment
The following points will help to understand the importance of Recruiting:

1. The process is important to encourage and attract candidates and get ample
amount of application for the job vacancies.
2. It is an effective way to create information pool about the prospective candidates
who are suitable for the talent needs of the organization.
3. It is very important step of planning and analysis about the present and future
manpower requirement of the organization.
4. It bridges the gap between employers and their future employee.
5. It is a less expensive way of gathering information about the talented manpower in
the industry.
6. It helps to improve the selection process by proper sorting of suitable candidate for
the job.
7. It reduces the turnover of employees due to correct matching of candidate
expectations and the rewards offered by the organization.
8. It also helps the organization to meet the social and legal obligation of maintaining
the manpower composition.
9. It determines the appropriate candidates through the different channels of
recruitment.

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10. It helps the organization to create different sources of attracting the right candidate
for the job profile.
Recruitment Steps (Process of recruitment)
The process of recruitment consists of three Major Steps or phases -

a. Before posting job advertisement

b. Selection process
c. Formalities after selection of the candidate.
Here are the common steps of recruiting followed by the HRM department of various
organizations:

1) Preparation- It is step in which the HRM department prepare a frame of ideal

candidate for the vacant position. The skills and competencies required to perform the
job are identified, also a qualification and level of experience required execute the job
responsibilities is determined. Once the framework is ready, the HR identifies the proper
communication channel through which the information about job vacancy can be
conveyed to the suitable candidates.
2) Receive applications- Once the advertisement about the job vacancy is posted
through internal and external source of recruitment, the HR department starts receiving
the applications for the job opening. Most of the time the HR department confirms the
candidate that their application is received by the organization and the further sorting
process is going on. Many companies used application tracking system (ATS) which
helps to automatically communicate with the applicant that their job application is
received and is in process.
3) Selection stage 1: Cancel out unqualified applicants
Here the selection process begins- In this stage the application which are not suitable
for the job are cancel out by the HRM department. The application can be weed out
based on the un-matching qualification or experience of the candidate.

4) Selection stage 2: Arrangement of candidates

The applicants who are matching to the requirement of the job vacancy are then rated
based on their on-paper experience and qualification. The ratings convey how well the

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applicant is fit of the vacant job profile. It is time consuming process and many times
excel sheets are used to sort out the application and rank them based on their suitability
to the job profile.

5) Selection stage 3: Interview rounds

The ranked and selected candidates can called for the interview round. There are
several interview rounds which can vary from 2-6 based on the selection process
adopted by the organization. Mostly the HR round includes the background verification,
personality check and behavioral suitability of the candidate. The manager interview
round is often used to check the actual work suitability of the candidate.

6) Selection stage 4: Future work situation

This is considered as a last round of selection in which a simulated work exercise is
given to the candidate. It includes the question or tasks related to the area of expertise
of the candidate. It provides actual result about the ability of the candidate to perform as
a future employee of the organization.

7) Offer and Joining formalities

Generally 2-3 top selected candidates gets joining offer from the organization. The
joining formalities include the submission of relevant papers and signing the work
contract with the organization. After the documentation formalities the joining date of the
employee is decided and a new recruit joins the organization.

The internal and external factors affecting recruitment of an firm are:

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INTERNAL FACTORS

The internal factors likewise term as endogenous elements are the components inside
the association that impact selecting in the organisation
The internal forces i.e. the factors which can be controlled by the organization are:
1. Recruitment Policy

The recruitment policy of the organization i.e. recruiting from internal sources and
external also affect the recruitment process. The recruitment policy of an organization
determines the destinations or enlistment and gives a structure to usage of recruitment
program.
Factors Affecting Recruitment Policy

 Need of the organization.

 Organizational objectives
 Preferred sources of recruitment.
 Government policies on reservations.
 Personnel policies of the organization and its competitors.
 Recruitment costs and financial implications.
2. Human Resource Planning

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Effective human resource process and procedure helps in fixing the loops present in the
existing manpower of the organization. This also helps to filter the number of employees
to be recruited and what kind qualification and skills they must possess.
3. Size of the Organization

The size of the organization affects the recruitment process. If the organization is
planning to increase its operations and expand its business, it will think of hiring more
personnel, which will handle its operations.
4. Cost involved in recruitment
Recruitment process also count the cost to the employer, thats why organizations try to
employ/outsource the source of recruitment which will be cost effective to the
organization for each candidate.
5. Growth and Expansion

Organization will utilize or consider utilizing more work force in the event that it is
growing in its operations.
EXTERNAL FACTORS

The external forces are the forces which cannot be controlled by the organization. The
major external forces are:
1. Supply and Demand

The availability of manpower both within and outside the organization is an essential
factor in the recruitment process.
2. Labour Market

Employment conditions where the organization is located will effected by the recruiting
efforts of the organization.
3. Goodwill / Image of the organization

Image of the firm is another factor having its effect on the Different government controls
forbidding separation in contracting and work have coordinate effect on enlistment
practices. As taken Example, Govt. of India has the convention of reservation in work
for booked standings/planned clans, physically Disabled and so on. Additionally,
exchange associations have the significant part in enrollment. This limits management
freedom to select those individuals who can be the best performers. This can work as a
potential constraint for recruitment. A company with positive image as an employer able

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 to easier to attract and retain employees than an organization with negative image.
Organisations actions and activities like good public relations, public service like,charity,
contruction and developement roads, public parks, hospitals education and schools
help earn image or goodwill for organization.
4. Political-Social- Legal Environment

Different government controls forbidding separation in contracting and work have

coordinate effect on enlistment practices.
5. Unemployment Rate

The Element that influence the availability of applicants is the economy growth rate . At
the point when the organization isn't making new jobs, there is frequently oversupply of
qualified work which thusly prompts unemployment.
6. Competitors

The recruitment policies and procedure an of the competitors also affect the
recruitment function of the organizations.Time to time the organizations have to change
their recruitment policies and manuals according to the policies being followed by the
competitors.
Recruitment is one of the main departments which place the right candidates to the right
job. The recruiters should identify the best candidates from different sources and job
sites. Recruiters have to identify the problems faced during recruitment and find an
alternative to make work efficiently which can fulfil recruitment goal on time .

The following are the main objectives of recruitment

 To find and employ the best-qualified person for each job.

 To minimize the cost of recruitment.

 To offer promising careers and security.

 To provide facilities for growth and development.

 To retain the best and most promising ones.

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The Purpose of a Job Application Form
What is a job application form, and when is one used? Job application forms
(also called “employment forms”) are part of the formal hiring process companies
sometimes use in order to ensure that they have gathered comprehensive,
accurate data from all applicants.

These forms often request certain information that is not always included on
resumes and CVs, such as professional or personal references, the names of
former supervisors, and/or a complete educational background. If you decide to
submit your resume as a supplement to the job application form, cross-check it
with your application to ensure there are no discrepancies.

Information Required for an Employment

Application
You will generally be required to provide your contact information, your work
history (including companies worked for, positions held, salary, and length of
employment), and your educational background.3

Some companies will also ask you to provide references with your job
application. You may also be asked about your availability for work.

Personal Information

The following is a list of the information you may be asked to provide when you
apply for a job.

 Name
 Address, city, state, zip code
 Phone number
 Email address
 Social security number (state laws regarding providing social security
numbers vary)
 Are you eligible to work in the United States?
 If you are under age eighteen, do you have an employment certificate?
 Have you been convicted of a felony within the last five years? (information
about convictions varies based on state law and may not be legal to ask in
your location)

Education and Experience

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  School(s) attended, degrees, graduation date
 Certifications
 Skills and qualifications
 Grade Point Average (G.P.A.)
 Extracurricular activities where you held a leadership role
 Honor societies

Employment History

 Employer
 Address, phone, email
 Supervisor
 Job title and responsibilities
 Salary
 Starting and ending dates of employment (month, day, year)
 Reason for leaving
 Permission to contact the previous employer

References

 Name
 Job title
 Company
 Address, phone, email

Job Application Form (Sample)

The following is an example of a job application. It also includes the information
you'll be required to input if you apply for a job online.

Instructions: Print clearly in black or blue ink. Answer all questions. Sign and date
the form.

Personal Information

First Name: _____________________________

Middle Name: ___________________________

Last Name: _____________________________

Street Address: __________________________

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City, State, Zip Code: _____________________

Phone Number: _____________________

Email Address: __________________________

Have you ever applied to / worked for [Our Company] before? [ ] Y or [ ] N

If yes, please explain (include date): ________________________

Do you have any friends, relatives, or acquaintances working for [Our

Company]? [ ] Y or [ ] N
If yes, state name & relationship: ________________________________

If hired, would you have transportation to/from work? [ ] Y or [ ] N

Are you over the age of 18? [ ] Y or [ ] N

If you are under the age of 18, do you have an employment/age certificate? [ ] Y
or [ ] N

If hired, would you be able to present evidence of your U.S. citizenship or proof
of your legal right to work in the United States? [ ] Y or [ ] N

Have you been convicted of or pleaded no contest to a felony within the last five
years? [ ] Y or [ ] N

If yes, please describe the crime - state the nature of the crime(s), when and
where convicted, and the disposition (final settlement) of the case:
________________________________________________________________

If hired, are you willing to submit to a controlled substance test? [ ] Y or [ ] N

Position and Availability

Position Applying For: ___________________________

Desired Salary: $________

Are you applying for:

 Temporary work – such as summer or holiday work? [ ] Y or [ ] N

 Regular part-time work? [ ] Y or [ ] N
 Regular full-time work? [ ] Y or [ ] N

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If applying for temporary work, indicate your desired length of employment below:

Start date: ___ / ___ / ___ End date: ____ / ____ / ____

Days/Hours Available

Monday ____
Tuesday ____
Wednesday ____
Thursday ____
Friday ____
Saturday ____
Sunday ____

Hours Available: from _______ to ______

Are you available to work overtime? [ ] Y or [ ] N

If hired, on what date can you start working? ___ / ___ / ___

Are you able to perform the essential functions of the job for which you are
applying, either with / without reasonable accommodation? [ ] Y or [ ] N

If no, describe the functions that cannot be performed:

_____________________________________________________________

Education, Training and Experience

High School:
School Name: ________________________
School Address:________________________
School City, State, Zip:________________________________

Number of years completed: _______________

Did you graduate? [ ] Y or [ ] N
Degree / Diploma earned: _______________

College / University:
School Name: __________________________
School Address:________________________
School City, State, Zip:________________________________

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Number of years completed: ________
Did you graduate? [ ] Y or [ ] N
Degree / Diploma Earned: __________________

Vocational School:
School Name: ________________________
School Address: ______________________
School City, State, Zip: ________________________________

Number of years completed: ________

Did you graduate? [ ] Y or [ ] N
Degree / Diploma earned: __________________

Military:
Branch: ______________________________
Rank in Military:________________________
Total Years of Service: ________
Skills/Duties: __________________________________
Related Details:________________________________

Skills and Qualifications: Licenses, Skills, Training, Awards

_____________________________________________________________

_____________________________________________________________

Do you speak, write or understand any foreign languages? [ ] Y or [ ] N

If yes, list which languages(s) and how fluent you consider yourself to be:
____________________

Employment History

You should be prepared to detail each position for the past five years and
account for any gaps in employment during that period.

Are you currently employed? [ ] Y or [ ] N

If you are currently employed, may we contact your current employer? [ ] Y or [ ]

N

Name of Employer:_____________________________________
Name of Supervisor:____________________________________
Telephone Number:_____________________________________
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Business Type:________________________________________
Address:_____________________________________________
City, State, Zip:________________________________________

Length of Employment (Include Dates): _____________

Salary/Hourly Rate of Pay: ____________

Position & Duties:
_______________________________________________________
Reason for Leaving:
_____________________________________________________

Name of Employer: _____________________________________

Name of Supervisor: ____________________________________

Telephone Number:_____________________________________
Business Type:________________________________________
Address:_____________________________________________
City, State, Zip:________________________________________

Length of Employment (Include Dates): _____________

Salary/Hourly Rate of Pay: ____________

Position & Duties:
_______________________________________________________
Reason for Leaving:
_____________________________________________________

May we contact this employer for references? [ ] Y or [ ] N

Name of Employer:_____________________________________
Name of Supervisor:____________________________________
Telephone Number:_____________________________________
Business Type:________________________________________
Address:_____________________________________________
City, State, Zip:________________________________________

Length of Employment (Include Dates): _____________

Salary/Hourly Rate of Pay: ____________

Position & Duties:
_______________________________________________________

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Reason for Leaving:
_____________________________________________________

May we contact this employer for references? [ ] Y or [ ] N

References

List below three persons who have knowledge of your work performance within
the last four years. Please include professional references only.

Selection
Selection is the process of picking or choosing the right candidate, who is most suitable
for a vacant job position in an organization. In others words, selection can also be
explained as the process of interviewing the candidates and evaluating their qualities,
which are required for a specific job and then choosing the suitable candidate for the
position.

The selection of a right applicant for a vacant position will be an asset to the
organization, which will be helping the organization in reaching its objectives.

Different authors define Selection in different ways. Here is a list of some of the
definitions −

 Employee selection is a process of putting a right applicant on a right job.

 Selection of an employee is a process of choosing the applicants, who have the

qualifications to fill the vacant job in an organization.

 Selection is a process of identifying and hiring the applicants for filling the
vacancies in an organization.

 Employee selection is a process of matching organization’s requirements with

the skills and the qualifications of individuals.

A good selection process will ensure that the organization gets the right set of
employees with the right attitude.

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Difference between Recruitment and Selection

The major differences between Recruitment and Selection are as follows −

Recruitment Selection

Recruitment is defined as the process of Selection is defined as the process of choosing

identifying and making the potential the right candidates for the vacant positions.
candidates to apply for the jobs.

Recruitment is called as a positive Selection is called as a negative process with

process with its approach of attracting as its elimination or rejection of as many
many candidates as possible for the candidates as possible for identifying the right
vacant jobs candidate for the position.

Both recruitment and selection work hand in hand and both play a vital role in the
overall growth of an organization.

Importance of Selection
Selection is an important process because hiring good resources can help increase the
overall performance of the organization. In contrast, if there is bad hire with a bad
selection process, then the work will be affected and the cost incurred for replacing that
bad resource will be high.

The purpose of selection is to choose the most suitable candidate, who can meet the
requirements of the jobs in an organization, who will be a successful applicant. For
meeting the goals of the organization, it is important to evaluate various attributes of
each candidate such as their qualifications, skills, experiences, overall attitude, etc. In
this process, the most suitable candidate is picked after the elimination of the
candidates, who are not suitable for the vacant job.

The organization has to follow a proper selection process or procedure, as a huge

amount of money is spent for hiring a right candidate for a position. If a selection is

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wrong, then the cost incurred in induction and training the wrong candidate will be a
huge loss to the employer in terms of money, effort, and also time. Hence, selection is
very important and the process should be perfect for the betterment of the
organization.

Advantages of Selection
A good selection process offers the following advantages−

 It is cost-effective and reduces a lot of time and effort.

 It helps avoid any biasing while recruiting the right candidate.

 It helps eliminate the candidates who are lacking in knowledge, ability, and
proficiency.

 It provides a guideline to evaluate the candidates further through strict

verification and reference-checking.

 It helps in comparing the different candidates in terms of their capabilities,

knowledge, skills, experience, work attitude, etc.

A good selection process helps in selecting the best candidate for the requirement of a
vacant position in an organization.

Selection Decision

Selection Decision: After obtaining all the information, the most critical step is the selection
decision is to be made. The final decision has to be made out of applicants who have passed
preliminary interviews, tests, final interviews and reference checks

Steps in Selection Process

The selection process typically begins with the preliminary interview; next,
candidates complete the application for employment.

They progress through a series of selection tests, the employment interview,

and reference and background checks. The successful applicant receives a

23
 company physical examination and is employed if the results are
satisfactory.

Several external and internal factors impact the selection process, and the
manager must take them into account in making selection decisions.

Typically selection process consists of the following steps but it is not

necessary that all organization go through all these steps as per the
requirement of the organization some steps can be skipped while performing
the selection process.

1. Initial Screening.
2. Completion of the Application Form.
3. Employment Tests.
4. Job Interview.
5. Conditional Job Offer.
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6. Background Investigation.
7. Medical Examination.
8. Permanent Job Offer.

1. Initial Screening
The selection process often begins with an initial screening of applicants to
remove individuals who obviously do not meet the position requirements.

At this stage, a few straight forward questions are asked. An applicant may
obviously be unqualified to fill the advertised position, but be well qualified
to work in other open positions.

The Purpose of Screening is to decrease the number of applicants being

considered for selection.

Sources utilized in the screening effort

Personal Resume presented with the job application is considered a source of

information that can be used for the initial screening process. It mainly
includes information in the following areas:

 Employment & education history.

 Evaluation of character.
 Evaluation of job performance.

Advantages of Successful Screening

If the screening effort is successful, those applicants that do not meet the
minimum required qualifications will not move to the next stage in the
selection process. Companies utilizing expensive selection procedures put
more effort into screening to reduce costs.

2. Completion of the Application Form

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Application Blank is a formal record of an individual’s application for
employment. The next step in the selection process may involve having the
prospective employee complete an application for employment.

This may be as brief as requiring only an applicant’s name, address, and

telephone number. In general terms, the application form gives a job-
performance-related synopsis of applicants’ life, skills and accomplishments.

The specific type of information may vary from firm to firm and even by job
type within an organization. Application forms are a good way to quickly
collect verifiable and fairly accurate historical data from the candidate.

3. Employment Tests
Personnel testing is a valuable way to measure individual characteristics.

Hundreds of tests have been developed to measure various dimensions of

behavior. The tests measure mental abilities, knowledge, physical abilities,
personality, interest, temperament, and other attitudes and behaviors.

Evidence suggests that the use of tests is becoming more prevalent for
assessing an applicant’s qualifications and potential for success. Tests are
used more in the public sector than in the private sector and in medium-
sized and large companies than in small companies.

Large organizations are likely to have trained specialists to run their testing
programs.

Advantages of using tests

Selection testing can be a reliable and accurate means of selecting qualified

candidates from a pool of applicants.

26
As with all selection procedures, it is important to identify the essential
functions of each job and determine the skills needed to perform them.

Potential Problems using Selection tests

Selection tests may accurately predict an applicant’s ability to perform the

job, but they are less successful in indicating the extent to which the
individual will want to perform it.

Another potential problem, related primarily to personality tests and interest

inventories, has to do with applicant’s honesty. Also, there is the problem of
test anxiety.

Applicants often become quite anxious when confronting yet another hurdle
that might eliminate them from consideration.

4. Job Interview
An interview is a goal-oriented conversation in which the interviewer and
applicant exchange information. The employment interview is especially
significant because the applicants who reach this stage are considered to be
the most promising candidates.

Interview Planning

Interview planning is essential to effective employment interviews.

The physical location of the interview should be both pleasant and private,
providing for a minimum of interruptions. The interviewer should possess a
pleasant personality, empathy and the ability to listen and communicate
effectively.

27
 He or she should become familiar with the applicant’s qualifications by
reviewing the data collected from other selection tools. In preparing for the
interview, a job profile should be developed based on the job description.

Content of the Interview

The specific content of employment interviews varies greatly by an

organization and the level of the job concerned.

1. Occupational experience: Exploring an individual’s occupational

experience requires determining the applicant’s skills, abilities, and
willingness to handle responsibility.
2. Academic achievement: In the absence of significant work experience, a
person’s academic background takes on greater importance.
3. Interpersonal skills: If an individual cannot work well with other
employees, chances for success are slim. This is especially true in today’s
world with increasing emphasis being placed on the use of teams.
4. Personal qualities: Personal qualities normally observed during the
interview include physical appearance, speaking ability, vocabulary, poise,
adaptability, and assertiveness.
5. Organizational fit: A hiring criterion that is not prominently mentioned in
the literature is organizational fit. Organizational fit is ill-defined but refers to
management’s perception of the degree to which the prospective employee
will fit in with, for example, the firm’s culture or value system.

5. Conditional Job Offer

Conditional job offer means a tentative job offer that becomes permanent
after certain conditions are met.

If a job applicant has passed each step of the selection process so far, a
conditional job offer is usually made.

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 In essence, the conditional job offer implies that if everything checks out –
such as passing a certain medical, physical or substance abuse test – the
conditional nature of the job offer will be removed and the offer will be
permanent.

6. Background Investigation
Background Investigation is intended to verify that information on the
application form is correct and accurate.

This step is used to check the accuracy of application form through former
employers and references. Verification of education and legal status to work,
credit history and criminal record are also made.

Personal reference checks may provide additional insight into the

information furnished by the applicant and allow verification of its accuracy.

Past behavior is the best predictor of future behavior. It is important to gain

as much information as possible about past behavior to understand what
kinds of behavior one can expect in the future.

Knowledge about attendance problems, insubordination issues, theft, or

other behavioral problems can certainly help one avoid hiring someone who
is likely to repeat those behaviors.

Background investigations primarily seek data from references supplied by

the applicant including his or her previous employers. The intensity of
background investigations depends on the level of responsibility inherent in
the position to be filled.

Common sources of background information include:

 References are provided by the applicant and are usually very positive.

29
 Former employers should be called to confirm the candidate’s work record
and to obtain their performance appraisal.
 Educational accomplishments can be verified by asking for transcripts.
 Legal status to work.
 Credit references, if job-related.
 Criminal records can be checked by third-party investigators.
 Background checks are conducted by third-party investigators.
 Online searches as simple as “Google” search of a candidate can turn up
information on press releases or news items about a candidate that was left
off the application or resume.

7. Medical/Physical Examination
After the decision has been made to extend a job offer, the next phase of the
selection process involves the completion of a medical/physical examination.

This is an examination to determine an applicant’s physical fitness for

essential job performance.

Typically, a job offer is contingent on successfully passing this examination.

For example, firefighters must perform activities that require a certain

physical condition. Whether it is climbing a ladder, lugging a water-filled
four-inch hose or carrying an injured victim, these individuals must
demonstrate that they are fit for the job.

8. Permanent Job Offer

Individuals who perform successfully in the preceding steps are now
considered eligible to receive the employment offer. The actual hiring
decision should be made by the manager in the department where the
vacancy exists.

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Notification to Candidates

The selection process results should be made known to candidates—

successful and unsuccessful—as soon as possible.

Any delay may result in the firm losing a prime candidate, as top prospects
often have other employment options. As a matter of courtesy and good
public relations, the unsuccessful candidates should also be promptly
notified

Selection Tests – 5 Important Categories of

Selection Test
Tests used in selection can be classified into five categories, namely:
1. Achievement,
2. Aptitude,
3. Interest,
4. Personality and
5. Intelligence tests.
1. Achievement Tests:
Achievement tests measure the job knowledge of the applicants in the areas
such as marketing, HR and economics. When an applicant claims to know
something, an achievement test is given to measure how well he/she knows
it. It is for this reason that achievement tests are also known as proficiency
tests or performance tests.
Achievement tests are a refinement of the work sample technique and are
used to measure what the applicant actually can do and what tasks he/she
can perform right now. Adaptability tests, abstract reasoning tests,
Stanford-Binet Scales, Miller Analogies Test and Purdue test for machinists
and machine operators are some of the examples of such tests.
Trade tests are the most common type of achievement tests given, for
example, in a typing test, matter to be typed is provided to the candidate
and the time taken by the candidate in typing that matter as also the errors

31
made by him/her are noted down, and thus his/her proficiency in typing is
measured.
Similar tests are available in shorthand, calculating machines, operating
calculators, simple mechanical equipment, dictating and transcribing
apparatus.
2. Aptitude Tests:
Aptitude tests are also known as potential ability tests and specific cognitive
tests and are used to measure the latent ability of a candidate to learn a
given job if he/she is given the required training. Aptitude tests have special
significance where the new recruit has little or very less experience along
the lines of the job opening.
Specific aptitude tests have to be designed for jobs that require mechanical,
clerical, musical, academic, linguistic, motor capacities and abilities.
Bennett Test of Mechanical Comprehension and the Stenquist Mechanical
Aptitude Test are some of the examples of popular mechanical aptitude
tests.
Aptitude tests for clerical jobs lay emphasis mainly on arithmetic,
handwriting, spellings, vocabulary, checking and so on. Aptitude tests help
in detecting peculiarities or defects in the applicant’s sensory or intellectual
capacity.
3. Interest Tests:
Interest in a job or task contributes to success on the job. A person
interested in his/her job is likely to do better than one who is indifferent or
uninterested. Interest tests have been designed to discover a person’s field
of interest and to identify the kind of work that will satisfy him/her. They
are in a sense inventories of the likes and dislikes of the people of some
occupations.
Although the interest tests have been mostly standardised, some
organisations have developed tests to suit their own requirements,
especially when there is a continuing demand for a large number of new

32
personnel for a single job. Such developed tests are also known as ‘Tailor-
made Tests’.
Most widely used interest scales are ‘Kuder Preference Record’, ‘Strong
Vocational Interest Blank’, mechanical reasoning tests and so on.
4. Personality Tests:
These tests aim at measuring the basic make-up or characteristics of an
individual. They assess his/her introversion motivation, emotional reactions,
emotional maturity, stability, mood, value system, ability to adjust,
interpersonal relations, self-image, self- confidence, ambition, tact,
optimism, decisiveness, sociability, objectivity, patience, fear, distrust,
suspicion, judgement, dominance, impulsiveness, integrity, stability and so
on. Industrial psychologists usually emphasise the ‘big five’ personality
dimensions as they apply to personnel testing.
Theses dimensions are as follows:
i. Extraversion (sociable, active, energy, zeal and so on)
ii. Emotional stability/neurolism (poor conditions, adjustment, insecurity,
hostility, anxiety and so on)
iii. Agreeableness (trust, caring, gentle and so on)
iv. Conscientiousness (achievement and dependability)
v. Openness to experience (imaginative, unconventional, autonomous).
These are normally conducted for selecting supervisors and higher
executives. These are pen and paper tests.
5. Intelligence Tests:
These tests aim at measuring the general level of intelligence of the appli-
cant. This is done by measuring the IQ of the applicant. In addition to this,
they also measure a range of abilities such as numerical ability, vocabulary,
memory and verbal fluency.

Different Types of Interviews

The Telephone Interview

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Often companies request an initial telephone interview before inviting you in
for a face to face meeting in order to get a better understanding of the type
of candidate you are. The one benefit of this is that you can have your notes
out in front of you. You should do just as much preparation as you would for
a face to face interview, and remember that your first impression is vital.
Some people are better meeting in person than on the phone, so make sure
that you speak confidently, with good pace and try to answer all the
questions that are asked.

The Face-to-Face Interview

This can be a meeting between you and one member of staff or even two
members.

The Panel Interview

These interviews involve a number of people sitting as a panel with one as

chairperson. This type of interview is popular within the public sector.

The Group Interview

Several candidates are present at this type of interview. You will be asked to
interact with each other by usually a group discussion. You might even be
given a task to do as a team, so make sure you speak up and give your
opinion.

The Sequential Interview

These are several interviews in turn with a different interviewer each time.
Usually, each interviewer asks questions to test different sets of

34
competencies. However, if you are asked the same questions, just make sure
you answer each one as fully as the previous time.

The Lunch / Dinner Interview

This type of interview gives the employer a chance to assess your

communication and interpersonal skills as well as your table manners! So
make sure you order wisely ( and make sure you don’t spill your drink (non-
alcoholic of course!).

All these types of interviews can take on different question formats, so once
you’ve checked with your potential employer which type of interview you’ll
be attending, get preparing!

Here’s a list of interview formats that you should prepare your answers for;

Competency Based Interviews

These are structured to reflect the competencies the employer is seeking for
the particular job. These will usually be detailed in the job spec so make sure
you read it through, and have your answers ready for questions such as
“Give me an example of a time you worked as a team to achieve a common
goal.” For more examples of competency based questions click here.

Formal / Informal Interviews

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Some interviews may be very formal, others may be very informal and seem
like just a chat about your interests. However, it is important to remember
that you are still being assessed, and topics should be friendly and clean!

Portfolio Based Interviews

In the design / digital or communications industry it is likely that you will be

asked to take your portfolio along or show it online. Make sure all your work
is up to date without too little or too much. Make sure that your images if in
print are big enough for the interviewer to see properly, and always test your
online portfolio on all Internet browsers before turning up.

The Second Interview

You’ve passed the first interview and you’ve had the call to arrange the
second. Congratulations! But what else is there to prepare for? You did as
much as you could for the first interview! Now is the time to look back and
review. You maybe asked the same questions you were asked before, so
review them and brush up your answers. Review your research about the
company; take a look at the ‘About Us’ section on their website, get to know
their client base, search the latest news on the company and find out what
the company is talking about.

Advantages of Interview:

 A structured interview method is possible to reach a large number

of people at the same time.

36
 A representative sample is possible and questions and answers
can be modelled on such samples and models.

 Questions can be structured and answered in a way that is easy

for the candidates to answer. Hence, a clear perspective and
opinion can be received.

 Less dependency on electronic recording devices. For example:

face to face interviews.

 Moreover, it creates a very little room for any form of confusion or

misinterpretation of the questions asked.

 Interview methods are more personal in nature.

 The candidates feel more confident in answering through such

processes.

 These types of interviews always use a closed set of questions,

hence they are limited in number. This can create a definite
impression about the candidate and hence can be used as a reliable
method for choosing the right candidate.

 Interview methods are great for creating quantitative data. Hence,

they can be more flexible and can be applied to various other
processes.

 Structured interviews are comparatively easier to conduct and

analyse and since they are limited to a group of the population,
they act as a great tool for conducting surveys and data collection.

 A large population base can be reached within a short period of

time through various interview methods.

 Unstructured interview questions can be made more flexible and

adaptive depending on the candidate’s answers.

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  Unstructured interview questions can be used for creating
qualitative data. This gives a chance to the respondent to frame the
answers in their own words. This shows the employer how much
the respondent knows about the whole situation.

 Interview methods also have a deeper validity and originality since

the employer tries to probe through the candidate to get some
valued remarks and information about what they think about the
company and how a third person sees the company as.

 Interview questions also give the employer to know what all

expectations the respondent has towards the company

 The respondent steers the course of the interview in case of a

structured and unstructured interview.

 Try to ask for clarification and other aspects before and allow the
interviewee to steer the direction of the interview.

 Group interviews can make the candidate feel less awkward since
they might feel more comfortable talking in groups rather than
conversing with a single person.

Disadvantages of Interviews:

 Structured interviews are usually non-flexible, and thus new

questions are not usually asked since such interview patterns have
a strict time to follow and have a certain time limit.

 Structured interviews create quantitative data and hence a lack of

detail can be formed. This means the interviewer won’t know why a
candidate behaves this way.

 For unstructured or unplanned interviews, it is difficult to collect

all the necessary data and analysis of such data will take time since

38
 they are less specific and cover more areas and aspects of the
subject.

 Employing interviewers and trainers can be expensive. This can

lead to more capital spent by the company during the recruitment
process. A great way to tackle this is by conducting surveys or
sending out questionnaires to the target audience and the people to
be interviewed.

 Certain skills may be needed to be probed and verified. In this

case, an interview is indispensable. Interviewers have to cross-
check the facts and try to make sure that the candidate is truly
interested and is fully adaptable and talented enough to join the
post.

 Another main disadvantage of interviews is the handling of the

personal information of the candidates. They have to make sure the
personal information of the candidates are kept safe and have to be
ensured that they won’t be misused that easily.

 Group interviewees have to be made sure that they won’t disclose

the private information of the candidate to others. Trust is the
basic factor that needs to be seen by the company and the
organisation should make sure that the recruiters are following the
rules of privacy set by the organisation.

 Group interviews tend to use more open-minded questions that can

deviate the interview from its path and hence can lead to more loss
in time. This also makes it difficult to repeat the questions to the
next candidate. Hence, the interview process tends to be more
biased.

 Group interviews may tend to lack validity as the candidates may

lie to the panel so as to impress them. This can be because of the
peer pressure and the desire to get the job position. Always try to
39
 cross check if all the answers are true and try to point out if you
feel unsure about the candidate’s response. This helps the
interview panel to select the right candidate.
Practical arrangements for an Interview
All members of staff involved in the selection of staff should satisfy themselves that they
are appropriately trained and can comply with the requirements of the recruitment
policy.

As a minimum requirement:

o all staff must have completed the University's online equality and diversity training

o all staff chairing a recruitment panel must have completed the one-day recruitment and
selection training course

Planning the interview

You should also organise a pre-meeting with the interviewers to talk through the
practicalities of the day. It is often consideration of the smaller details that will enable
the interviews to run smoothly and ensure that both the interviewers and candidates are
put at ease. Consider the following:

o Which role will each interviewer take? For example, who will collect the candidate and
bring them to the room?
o Will you all stand or remain seated when the candidates come in? Will you shake their
hands before or after the interview?
o Who will be responsible for each area of questioning and in what order will you run?

o Do you all have a copy of the application forms, person specification and a supply
of interview assessment forms?

On the day
On the day of the interviews take time to visit the interview room and make sure the
furniture is suitably laid out and that any equipment you have booked is set up and

40
ready to use. Think about lighting and ventilation and put any phones in the room on
divert.

If any candidates have made requests for reasonable adjustments, check in advance
that these are in place. It is also worth informing the relevant reception or porters lodge
that you are carrying out interviews so that candidates may be appropriately directed.

Verification of essential qualifications

Where a qualification or professional accreditation is an essential criteria because it is a
fundamental requirement to undertake the role, relevant certificates should be checked
at interview stage by the recruiting department. Examples would include AAT
qualifications for Accountancy, NEBOSH qualifications within Health and Safety, Safety
Certificates within trade roles or membership of the Chartered Institute of Legal
Executives to act as a solicitor.

Top five interview dos and don'ts

It’s no surprise that a strong interview is a determining factor in securing a new position.
The more prepared you are, the more confident you will be - resulting in a better
outcome.

41
To ensure you put your best foot forward we have outlined some common interview
faux pas to avoid when facing the pressure of a job interview.

So, what are the top five things you should always do before or during an interview?

1. Do your homework

Preparation is the first essential step in the interview process, so don’t let yourself down
before it’s even taken place. Researching the company you are meeting with will show
your interest in the business and give you an upper hand. Look at their website and
what’s happening in the news to widen your research and see what the media is saying
about the company. Don’t limit your research to this alone - make sure you research the
background of your interviewers, including their career history and specific
achievements.

2. Make a good first impression

If you're going to a face-to-face interview, plan your trip there, do a trial run if it is at an
unfamiliar location and arrive a few minutes early for the interview. Late arrival for a job
interview is inexcusable. Bring your CV and ensure you know the dates and its specifics
so you can confidently talk through your CV and give examples.

For a video interview, minimise technical issues by testing your video tool the day
before your interview, on the day of your interview, ensure you are set up and ready to
go at least 15 minutes before your scheduled time, in a quiet and comfortable place.
You won't have the luxury of being able to offer a firm handshake or make eye contact
with your interviewer, so the best alternative is for you to smile confidently and appear
interested and engaged.

Looking the part is also important and you can rarely go wrong wearing a well-fitting
suit. The amount of care you take in your presentation is a sign of your interest in the
role and your seriousness in making a good impression.

3. Listen and respond accordingly

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Too often the feedback from clients is that the candidate does not answer the question
in a clear and direct manner. Don’t run circles around the questions, listen and answer
accordingly while using examples from your experience to back it up.

4. Prepare smart, open ended questions to ask the interviewer

Remember that an interview is a two-way street, asking questions will help illustrate
your interest and motivation to succeed in the role and company, as well as get you
noticed and separate you from other candidates. It will also determine if this really is the
opportunity or business you want to join.

5. Sell your strengths and expertise

Make sure that you communicate your strengths to the interviewer in a concise, factual
and sincere manner.

Now you know what you should do, what are the top five things you should not do at an
interview?

1. Don’t speak poorly about your present or former employers

The interviewer will assume you will do this to them if you leave and question your
professionalism. This is a big red flag to anyone interviewing a candidate.

2. Don’t falsify information

Answer questions truthfully and as close to the point as possible. Explain and describe
things about yourself that relate to the position on offer, and truly reflect your past
experience. If you are being probed in an area that is not a strength, be honest and let
your interviewer know you are willing to learn or work on and how you can up skill in this
area. Follow that with strengths you have in another area that you could bring to the
table.

3. Don’t speak over the interviewer

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It is important to be a good listener as well as a good talker. It shows that you are
respectful and have strong interpersonal skills. If you are interviewing via a video
platform remember that there will be a slight time delay, avoid rushing to answer a
question in case your interviewer hasn't finished speaking.

4. Don’t assume it isn’t an interview

Regardless of what interview stage you are at or who you are meeting - it may be over a
coffee, a few drinks or just labelled a final chat - it is still used as an opportunity to
assess your suitability for the potential role.

5. Don’t let any past rejections infringe on future ones

Finding a new job can be taxing, make sure you approach every interview as a new
opportunity and learn from past interview mistakes. If you have several interviews lined
up, try to leave some space between them to ensure you are at your best.

What is a reference check?

Most employers check references as part of the hiring process. Checking references
involves contacting previous employers, supervisors, schools, and so forth to verify key
employment and educational information and learn more about a candidate’s
background, experiences, and skills.

The pros and cons of reference checks

Many experts debate the utility of reference checks. Skeptics argue that reference
checks:

 Do little more than confirm the candidate you’ve already decided to hire.
 Foreclose any real opportunity to uncover “red flags,” since candidates only
submit references that will sing their praises.
 Most companies and hiring managers rarely read reference checks, and many do
not even perform the check themselves.

44
Advocates, on the other hand, insist reference checks are an important final validation,
or warning, about a candidate. Moreover, reference check proponents argue that
reference checks are less about acquiring a thumbs up or thumbs down vote from
previous employers, and more about learning more about a candidate’s strengths and
limitations in order to best support them once they are on the job.

Tips for conducting reference checks

With the latter in mind, here are some tips for ensuring your reference check process is
most beneficial:

 Seek input from the interview team: the interview team may have already
voted to hire a candidate, but there’s more information to glean from the interview
process. Are there any concerns interviewers have about the candidate? Is there
information you wished you knew more about, or would’ve liked to follow up on?
Feedback from the interview team, in this regard, should help shape your
approach to the reference check process.
 Describe the job and ask specific questions pertaining to its
responsibilities: Say something like, “To succeed in this role, you need to be
able to do x, y, and z.” Then, allow the reference to explain how they think the
candidate fits those criteria. This is a far more effective and productive strategy
than asking, for example, “Do you think [candidate] can do x?”
 Ask specific, but open-ended, questions: questions like, “Tell me about
[candidate]” are useless, unless you want a vague answer like, “They’re great!”
Instead, ask for specific examples from their reference, or for further detail on a
project you’re aware of. For example, “We learned [candidate] helped produce
your new website, can you tell me more about their role in that project?”

Reference Check Questions

As outlined above, we recommend you tailor each reference to your organization’s
needs or concerns for a given candidate. With that in mind, it’s useful for organizations

45
to have a template for all prospective hires. Here are a list of common reference check
questions to include in your template:

 Can you verify the job candidate’s employment, job title, pay, and
responsibilities? Why did they leave that job?
 How do you know the job candidate?
 What makes the candidate a good fit for this job?
 If you had the opportunity, would you re-hire this job candidate? Why?
 What are the candidate’s biggest strengths and weaknesses?
 Did the candidate get along with their co-workers and management?
 How did (name) handle conflict? How about pressure? Stress?
 What advice can you give me to successfully manage the job candidate?
 What else do I need to know about the job candidate that I didn’t already ask?
 Who else should I speak to about the candidate that can provide different
insight?

Physical examination in selection process?

Physical examination is carried out to ascertain the physical standards and fitness of the
prospective employees. The practise of physical examination varies a great deal both in
terms of coverage and timing. While many organizations do not carry physical
examinations at all others carry on a very comprehensive basis. Some organizations
only have general check up of the applicants to find the major physical problems, which
may come in a way to affective discharge of duties. In the context of timing also, some
organizations locate the physical examination near the end of the selection process,
other place it relatively early in the process. This later course is generally followed when
there is high demand for the physical fitness.

Selection Decision
After obtaining information through the preceding steps, selection decision –
the most critical of all the steps – must be made. The other stage is
the selection processes have been used to narrow the number of candidates.

46
The final decision has to be made from the pool of individuals who pass the
tests, interviews and reference checks.
The final decision indeed becomes a daunting task when there are a large
number of job seekers lined up for final selection, as has happened to HR
people in infuses. The views of the line manager will be generally considered
in the final selection because it is he/she who is responsible for
the performance of the new employee. The HR manager plays a crucial role
in the final selection.
Job offer
A job offer is an invitation for a potential employee to work in a specific position
for an employer. Job offers typically contain the details of the employment offer,
including salary, benefits, job responsibilities, and the reporting manager's name and
title.
Contract of Employment

Selection is a long process, commencing from the preliminary interview of the

applicants and ending with the contract of employment. In practice, the process differs
among organisations and between two different jobs within the same company.

Establishing a successful recruitment process and clear written employment contracts

for new hires can have a major impact on business. A clear and fair employment contract helps
both you and your new employee understand your obligations to each other.

Evaluation of Selection process

On average 25% of new hires leave their company within the first year of coming on board.
If this is happening in your organisation there may be some alarm bells ringing about the
effectiveness of your recruitment process.

New hire turnover is not rare for organisations today, especially in a highly turbulent and
competitive marketplace. However, when organisations start to lose their top quality candidates
to competitors early in their tenure it is a possible sign that something serious is going wrong.

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Organisational effectiveness depends on the performance of a company’s human capital. To
reduce the risk of employees taking flight organisations need to evaluate their recruitment
strategy.

A comprehensive evaluation of recruitment strategy allows organisations to identify internal

capability and gaps, employee commitment levels and the corresponding cost effectiveness of
that strategy. It provides a basis for improving the recruitment process for future use.

Before companies can evaluate their recruitment strategy they first need to set the criteria against
which it will be measured. Without setting criteria to measure against organisations will struggle
to know how effective their recruitment strategy is.

There are several metrics that organisations can use to evaluate their recruitment process. These
include:

 Cost per hire

 Applicant volume
 Time to fill
 Quality of hire
 Human capital ROI
 Tenure
 Hiring manger and employee attitudes
 Turnover costs
 Career path ratio and more…

Organisations can use some or all of the metrics to measure against depending on their needs and
the driving focus behind recruitment strategy. Four common metrics include:

Cost Per Hire - (Advertising costs + Consultancy Fees + Total Interview Costs/ Total Hires)

Cost per hire measures how much a company is spending on hiring individuals. It helps
organisations to understand how much they are currently spending and if they are using enough
resources.

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It measures the effectiveness of recruitment efforts and helps organisations to understand how
much they are spending per hire and which recruiting sources are working the best. Once the
total cost per hire is known organisation can then plan and set a budget for the future.

Time to Fill – (Total Days to Fill/ Total Hires)

Time to fill analyses the average time it takes to fill a vacancy and uses this to measure the
efficiency of the recruitment process.

The rationale here is that vacant positions cost money and the faster a position is filled the better
the organisation is being served.

Quality of Hire - (Average performance score of headcount within 0-1 years of

services/Average performance rating of total headcount [exc. temp staff])

Tracking performance of new hires against other employees in similar positions, quality of hire
helps to set performance benchmarks and measures the return on investment. Reviewing
performance also identifies training needs and development pathways for employees.

Turnover
The biggest indicator that the recruitment strategy is failing is high turnover of new
hires.Turnover can be measured in two ways:

1.Voluntary - (Total Voluntary Separations [exc. temp staff] within 0-1 years of service/ Total
Headcount [exc. temp staff])

2. Poor Quality Hire Rates - (Total Separation [exc. temp staff] with less than 1 years of
Service/Total New hires [exc. temp staff] within 1 year)

When employees leave within their first year can point to poor hiring decisions. Such voluntary
turnover rates could also be an indicator that an organisation is lacking in benefits, support,
career development opportunities and more. To stay competitive organisations should implement
robust onboarding programs to reduce turnover rates.

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Evaluating your recruitment strategy can sometimes be difficult and time consuming. However,
understanding which methods are delivering results helps pinpoint the policies and recruitment
strategies to adopt in order to secure and retain high performing candidates.

Induction

Once an employee is selected and placed on an appropriate

job, the process of familiarizing him with the job and the
organization is known as induction. Induction is the process
of receiving and welcoming an employee when he first joins
the company and giving him basic information he needs to
settle down quickly and happily and start work.

The induction process is a technique by which the new

employee is rehabilitated into the new organizational
surroundings. This process brings about a sense of
belonging in them. Induction is, thus, the first step in
building a lasting and effective relationship between the
individual and the organization. As a process, induction is
the ‘transformation of an outsider into an insider’.

Major objectives of orientation are to

(1) gain employee commitment,

(2) reduce his or her anxiety,

(3) help him or her understand organization's expectations, and

(4) convey what he or she can expect from the job and the organization.

It is commonly followed by training tailored to specific job positions.

Orientation is the planned introduction of new employees to

their jobs, coworkers, and the organization. However, orientation
should not be a mechanical, one-way process. Because all
employees are different, orientation must incorporate a sensitive

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awareness of the anxieties, uncertainties, and needs of the
individual.

Orientation in one form or another is offered by most employers.

The orientation is meant to educate new employees about the
goals and responsibilities of the position and company, as well as
to answer any questions they may have about HR, benefits and
payroll information.

What are the Orientation Responsibilities?

Orientation requires cooperation between individuals in the HR
unit and other managers and supervisors. In a small organization
without an HR department, such as a machine shop, the new
employee’s supervisor or manager has to take the total
responsibility for orientation. In large organizations, managers
and supervisors, as well as the HR department, should work as a
team in employee orientation.

Purposes of Orientation
Employers have to realize that orientation isn't just a nice gesture
put on by the organization. It serves as an important element of

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the recruitment and retention process. Some key purposes are:
To Reduce Startup Costs Proper orientation can help the
employee get "up to speed" much more quickly, thereby reducing
the costs associated with learning the job.

To Reduce Anxiety Any employee, when put into a new,

strange situation, will experience anxiety that can impede his or
her ability to learn to do the job. Proper orientation helps to
reduce anxiety that results f rom entering into an unknown
situation, and helps provide guidelines f or behavior and conduct,
so the employee doesn't have to experience the stress of
guessing.

To Reduce Employee Turnover

Employee turnover increases as employees feel they are not

valued, or are put in positions where they can't possibly do their
jobs. Orientation shows that the organization values the
employee, and helps provide the tools necessary for succeeding
in the job.

To Save Time For Supervisor & Co-Workers

Simply put, the better the initial orientation, the less likely
supervisors and co-workers will have to spend time teaching the
employee.

To Develop Realistic Job Expectations, Positive Attitudes and

Job Satisfaction It is important that employees learn as soon as
possible what is expected of them, and what to expect from

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others, in addition to learning about the values and attitudes of
the organization. While people can learn from experience, they
will make many mistakes that are unnecessary and potentially
damaging.

Induction vs orientation
Once a new employee is hired in an organization, he/she may have to
undergo certain processes to get introduced to the organization and learn
about its rules and regulations. Induction and orientation are the processes
employed by companies for this purpose. These two terms are interrelated
and are part of an introductory program that is developed to make
employees feel comfortable at the workplace and to obtain the information
they need to work efficiently.

As both the processes occur during the initial days when the employee has
just joined the company, it becomes difficult to differentiate between them.
Induction is essentially the process used to introduce the new employee to
the company and the work setting, while orientation is the process through
which the new employee is provided basic information about the company so
as to inform them about its rules and work policies.
In this article, the two terms will be explained in detail and the differences
between them will be clarified.

Definitions and explanations

Induction
Induction basically refers to welcoming a new employee in the organization.
This process officially introduces a fresh recruit in the organization so that
they formally take charge of their position. In this process, the newcomers
are provided an opportunity to learn about the organization and get to
known their co-workers as well as the workplace.

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The induction process is usually of a short duration and may be carried out
on the day the employee joins the organization. The employee is explained
the main things that he/she needs to know about the organization so that
they can quickly adjust to the new settings. This will help them in achieving
the highest efficiency in the lowest possible time. Through this process, a
favorable first impression is created on the new employees that they are part
of the organization.
In the induction process, the employee is provided an overview of the
company and is explained the organizational hierarchy. The employee may
also be given information about the vision, mission, objectives, values,
norms, policies, clients, company history and dress code of the company.
The new employees are informed about the people they have to report to
and the training that they may have to go through to carry out the rules and
responsibilities allocated to them.The process of induction is in the form of a
presentation, and not training.

Orientation
The orientation process is carried out to assist the new employees in
adjusting to their position, department, responsibilities and the work
environment. This process is more formal in nature and extends over a
longer time period as organizations spend a few weeks or often, even a
month on the orientation of their new employees.

In the orientation period, the employee will be explained about the

assignments allocated to them, their team members and the different
systems and processes of the organization. The new recruit is helped in
becoming familiar with the work setting and the tasks he/she is supposed to
carry out.

The goal of the program is to make the employees feel relaxed at the
workplace by removing anxiety and fear from their minds. When employees
have just joined an organization, it is normal for them to feel apprehensive

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and worried about whether they will be able to effectively execute the tasks
assigned to them. During the orientation process, employees are provided
vital information about the work environment so as to decrease their anxiety.
Any mistakes made by the employees during the orientation period are
considered as part of their learning process. There is a gradual decrease in
the occurrence of these mistakes, and by the end of the orientation period,
the employees become well prepared to handle the complexities of their job
on their own.
Difference between induction and orientation
Some points of difference between induction and orientation are listed
below:

1. Meaning
Induction is the process of welcoming new employees into the organization
and officially making them a part of the organization. Orientation is a more
formal process that occurs after induction and is carried out to help the
employees adjust to their position and the work environment.

2. Duration
Induction is of a shorter duration and is typically carried out on only the day
the employee formally joins the organization. Orientation, however, extends
for longer time periods and may often be carried out for a few weeks.

3. Order
Induction typically occurs first and is followed by orientation.

4. Includes
In the induction process, the employee is introduced to other employees and
the work environment to make them feel at ease in the new setting.
Employees are provided a preview about their jobs and the company so that
they know the kind of people and environment they will be working with. In

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the orientation process, the employees are made familiar with the work
environment, machines, tools and tasks that they are supposed to carry out.

5. Kind of process
The induction process is more like a presentation that is made by the
employer for the employee, i.e. it is a one-way process in which the
employer explains the new recruits about their job. On the other hand,
orientation is more like a training process where the employees are made to
learn about the job. It is a two-way process where both the manager and the
employee interact with one another and with other employees in the
organization.
6. Level of formality
Induction is an informal process, whereas orientation is more formal in
nature.

Induction vs orientation – tabular comparison

INDUCTION VS ORIENTATION

Meaning

The process of introducing new employees and The process of making new employees familiar wit
welcoming them into the organization work environment so that they can adjust to their ne
position and work environment

Duration

Short-duration Long-duration

Order

Occurs first Occurs after induction

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 Includes

Preview of company, organizational hierarchy, policies, Employees are explained about the work processes,
etc. given to the employees team members, tools and equipment they may have
use

Kind of process

One-way process; carried out in the form of a Two-way process; carried out as a training program
presentation

Level of formality

Informal Formal

Types of Employee Orientation

Career-counseling expert John Holland says that personality
(including values, motives, and needs) is one career choice
determinant.

For example, a person with a strong social orientation might be

attracted to careers that entail interpersonal rather than intellectual
or physical activities and to occupations such as social work.

Based on research with his Vocational Preference Test (VPT),

Holland found six basic types of orientations.

1. Realistic Orientation.
2. Investigative Orientation.
3. Social Orientation.
4. Conventional Orientation.
5. Enterprising Orientation.
6. Artistic Orientation

Job orientation process

1. Provide a tour of the workplace.

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2. Review company policies.
3. Wrap up administrative details.
4. Introduce the new employee(s) to co-workers.
5. Explain company history and values.
6. Set up an office or workspace.
7. Make time for on-the-job training and mentoring.

Placement
Placement is a process of assigning a specific job to each of the selected
candidates. It involves assigning a specific rank and responsibility to an individual. It
implies matching the requirements of a job with the qualifications of the candidate.
When the candidate is selected for a particular post and
when he reports to duty, the organization has to place him or her in the job
for which he or she is selected which is being done through placement.
Placement is the act of offering the job to a finally selected candidate. It is
the act of finally assigning the rank and responsibility to an employee,
identifying him with a particular job.

A well placed employee will be an asset to the organization. Proper

placement makes the employee happy and reduces absenteeism and labour
turnover. Proper placement increases morale and efficiency of the
employees and builds a good relation with the employer.

Placement – Importance
1. If the employees are properly placed, they will enjoy their work and
organisation will not have to suffer the problem of employee turnover.
2. If employees don’t like their work, they start making excuses from the job
and remain absent. Effective placement will keep the absenteeism rate low.
3. Morale of workers increases because they get the work of their choice, if
correctly placed.
4. Workers will work attentively and safety of workers will be ensured and
lesser accidents will happen.

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5. Workers will be satisfied with their jobs and there will be no reasons for
disputes, so human relations will improve.
6. Through proper placement, misfit between the job and person can be
avoided.
7. Efficient and effective performance of individual tasks will ensure the
achievement of organisational goals.
8. Productivity i.e., ratio of output to input increases as wastage and
abnormal losses decrease.
Placement should be done keeping into view the job and social,
psychological & emotional needs of person.

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