Final.report.hrm.RECRUITMENT (Autosaved)2

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RESEARCH PROJECT ON RECRUITMENT AND SELECTION.

HUMAN RESOURCE MANAGEMENT Page 1

Contents

ACKNOWLEDGEMENT: ............................................................................................................ 4

INTRODUCTION:...................................................................................................................... 5PURPOSES AND IMPORTANCE:.......................................................................................... 11

SUB-SYSTEMS OF RECRUITMENT: .................................................................................. 13

FACTORS AFFECTING RECRUITMENT:........................................................................... 14

INTERNAL FACTORS-............................................................................................. 14

EXTERNAL FACTORS- ................................................................................................... 14

INDUCEMENTS: ...................................................................................................................... 15

Compensation: .................................................................................................................... 15

Career Opportunities:...................................................................................................... 15

Image or Reputation: ....................................................................................................... 16

CASE EXAMPLE (INDUCEMENTS): ................................................................................ 16

INFOSYS: THE SOFTWARE POWERHOUSE-............................................................. 16

CONSTRAINTS:............................................................................................................... 17

TYPES OF RERCITMENT INDUSTRY: ............................................................................... 18

AGENCY TYPES: ................................................................................................................... 18TRADITIONAL AGENCY-.................................................................................................. 19

HEADHUNTERS-.................................................................................................................. 21

Niche Recruiters- ..................................................................................................................... 22

In-House Recruitment- ........................................................................................................... 23

METHODS OF RECRUITMENT: ........................................................................................... 24

INTERNAL METHODS: .......................................................................................................... 24

Promotions and Transfers-............................................................................................. 24

Job Posting......................................................................................................................... 25

Employee Referrals .......................................................................................................... 26

External (direct) Methods: .................................................................................................... 27

Campus Recruitment: ....................................................................................................... 27


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Indirect methods:-................................................................................................................... 31

Advertisements:-.............................................................................................................. 31

Newspaper Ads: ................................................................................................................ 32

Private Employment Search Firms:-..................................................................................... 34Employment Exchanges:-......................................................................................................... 34

Gate Hiring and Contractors:- ............................................................................................... 35

Unsolicited Applicants / Walk-ins:- ..................................................................................... 36

Alternatives to Recruitment:- ............................................................................................... 36

Evaluation of Alternative Sources........................................................................................ 37

Time lapse data: ........................................................................................................................ 37

Yield ratios:................................................................................................................................ 38Surveys and studies: ................................................................................................................ 39

RECRUITMENT POLICY:........................................................................................................ 40

CENTRALISED V/s DECENTRALISED RECRUITMENT: .............................................. 42

MERITS OF CENTRALISED RECRUITMENT: ................................................................. 43

MERITS OF DECENTRALISED RECRUITMENT: ............................................................ 44

CASE STUDY:-............................................................................................................................ 46

Q.WHICH IS MORE IMPORTANT......................................................................................... 46

RECRUITING OR RETAINING-........................................................................................... 46

ANALYSIS:................................................................................................................................ 48

SOURCES OF RECRUITMENT: ............................................................................................ 49

Internal Sources:- ............................................................................................................ 49

External Sources:- ........................................................................................................... 49

Merits and Demerits of Recruiting people from Within:.............................................. 51

Merits and Demerits of External sources of Recruitment: ........................................... 53

PROCESS OF RECRUITMENT: ............................................................................................. 55

Job Analysis:.............................................................................................................................. 55

Sourcing: ..................................................................................................................................... 56

advertising- ........................................................................................................................ 56

Recruiting research- ........................................................................................................ 56


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Screening And Selection- ............................................................................................... 57

On boarding- ...................................................................................................................... 57

Internet Recruitment And Websites-......................................................................... 58

Job Search Engines- ........................................................................................................ 59 Human Resources- ............................................................................................................ 59

Development- ..................................................................................................................... 60

ADVANTAGESOFOUTSOURCING: ................................................................................. 61

DISADVANTAGES OF OUTSOURCING:....................................................................... 63

SELECTION: ......................................................................................................................... 64

SELECTION IS DIFFERENT FROM RECRUITMENT: ............................................ 66

Purpose:................................................................................................................................... 67SELECTION PROCESS: ...................................................................................................... 69


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ACKNOWLEDGEMENT:

We hereby take the opportunity to thank our Sir Mr.

GHULAM QAMBER for giving us this opportunity to make a research

project on RECRUITMENT AND SELECTION this has been an overallgood learning experience for all of us.

During this project we came to know various insights of the topic. We

would also like to thank all the people who have helped us directly or

indirectly in making this project.

Would hereby like to thank all my group members for their co-

operation and support in making this project a success.


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INTRODUCTION:

Finding the right people is a make-or-break factor for success in

business today. Recruiting the top talent for a job takes time and you

have to attract quality candidates who have the knowledge and skills

needed to help your company grow.

The human resources are the most important assets of an organization.

The success or failure of an organization is largely dependent on the

caliber of the people working there in. Without positive and creative

contributions from people, organizations can not progress and prosper.

In order to achieve the goals or the activities of an organization,

therefore, they need to recruit people with requisite skills, qualificationsand experience. While doing so, they have to keep the present as well as

the future requirements of the organization in mind.

Recruitment is distinct from Employment and Selection. Once the

required number and kind of human resources are determined, the

management has to find the places where the required human resourcesare/will be available and also find the means of attracting them towards

the organization before selecting suitable candidates for jobs. All this

process is generally known as recruitment. Some people use the term


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Recruitment for employment. These two are not one and the same.

Recruitment is only one of the steps in the entire employment process.

Some others use the term recruitment for selection. These are not the

same either. Technically speaking, the function of recruitment precedes

the selection function and it includes only finding, developing the

sources of prospective employees and attracting them to apply for jobs

in an organization, whereas the selection is the process of finding out the

most suitable candidate to the job out of the candidates attracted.


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DEFINITIONS:

Recruitment is defined as, a process to discover the sources of

manpower to meet the requirements of the staffing schedule and to

employ effective measures for attracting that manpower in adequate

numbers to facilitate effective selection of an efficient workforce.

Edwin B. Flippo defined recruitment as the process of searching for

prospective employees and stimulating them to apply for jobs in the

organization. Recruitment is a linking function-joining together those

with jobs to fill and those seeking jobs. It is a joining process in that it

tries to bring together job seekers and employer with a view to

encourage the former to apply for a job with the latter.

In order to attract people for the jobs, the organization must

communicate the position in such a way that job seekers respond. To be

cost effective, the recruitment process should attract qualified applicants

and provide enough information for unqualified persons to self-select

themselves out.


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ANOTHER DEFINITION OFRecruitment:

By definition the set of activities and processes used to legally obtain a

sufficient number of qualified people at the right place and time so that

the people and the organisation can select each other in their own best

short and long term interests.

The process of recruitment does not stop when it commences, it is a

dynamic activity. The purpose of it is to provide an Organization with a

pool of qualified candidates. Its specific purposes are as follows:

To assist augmentation of the success rate of selection process byreducing the numbers of obviously under-qualified and over-

qualified applicants.

To increase Organizational and individual effectiveness in theshort and long term plans

Recruitment is essential for effective Human Resources Management. It

is the heart of the whole HR system in the organization. The

effectiveness of many other HR activities, such as selection and training

depends largely on the quality of new employees attracted through the

recruitment process. Policies should always be reviewed as these are

affected by the changing environment. Management should get specific

training on the process of recruitment to increase their awareness on the

dangers of wrong placement.


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Recruitment methods are wide and varied, it is important that the job is

described correctly and that any personal specifications are stated. Job

recruitment methods can be through job centers, employment

agencies/consultants, headhunting, and local/national newspapers. It is

important that the correct media is chosen to ensure an appropriate

response to the advertised post.


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THREE MAIN STAGES IN RECRUITMENT:-


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PURPOSES AND IMPORTANCE:

The general purpose of recruitment is to provide a pool of

potentially qualified job candidates. Specifically, the purposes are

to.

Determine the present and future requirements of the organizationin conjunction with its personnel-planning and job-analysis

activities.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of the selection process by reducingthe number of visibly, under qualified or overqualified jobapplicants.

Help reduce the probability that job applicants, once recruited andselected, will leave the organization only after a short period of

time.

Begin identifying and preparing potential job applicants who willbe appropriate candidates.


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Induct outsiders with a new perspective to lead the company.

Infuse fresh blood at all levels of the organization.

Develop an organizational culture that attracts competent people tothe company.

Search or head hunt/head pouch people whose skills fit thecompanys values.

Devise methodologies for assessing psychological traits.

Search for talent globally and not just within the company.

Design entry pay that competes on quality but not on quantum.

Anticipate and find people for positions that do not exist yet.

Increase organizational and individual effectiveness in the shortterm and long term.

Evaluate the effectiveness of various recruiting techniques andsources for all types of job applicants.


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SUB-SYSTEMS OF RECRUITMENT:

The recruitment process consists of the following four sub-

functions:-

Finding out and developing the sources where the required numberand kind of employees will be available.

Developing suitable techniques to attract the desirable candidates.Employing the techniques to attract candidates.Stimulating as many candidates as possible and asking them toapply for jobs irrespective of the number of candidates required.

Management has to attract more candidates in order to increase the

selection ratio so that the most suitable candidate can be selected out of

the total candidates available. Recruitment is positive as it aims at

increasing the number of applicants and selection is somewhat negative

as it selects the suitable candidates in which process; the unsuitable

candidates are automatically eliminated. Though, the function of

recruitment seems to be easy, a number of factors make performance of

recruitment a complex one.


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FACTORS AFFECTING RECRUITMENT:

The following are the 2 important factors affecting Recruitment:-

INTERNAL FACTORS-Recruiting policyTemporary and part-time employeesRecruitment of local citizensEngagement of the company in HRPCompanys sizeCost of recruitmentCompanys growth and expansion

EXTERNAL FACTORS-

Supply and Demand factorsUnemployment RateLabor-market conditionsPolitical and legal considerationsSocial factorsEconomic factorsTechnological factors


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INDUCEMENTS:

Organizational inducements are all the positive features and benefits

offered by an organization that serves to attract job applicants to the

organization. Three inducements need specific mention here, they are:-

COMPENSATION:Starting salaries, frequency of pay increases, incentives and fringe

benefits can all serve as inducements to potential employees.

CAREER OPPORTUNITIES:

These help the present employees to grow personally and

professionally and also attract good people to the organization. The

feeling that the company takes care of employee career aspirations

serves as a powerful inducements to potential employees.


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IMAGE OR REPUTATION:

Factors that affect an organisations reputation include its generaltreatment of employees, the nature and quality of its products and

services and its participation in worthwhile social endeavours.

CASE EXAMPLE (INDUCEMENTS):

INFOSYS: THE SOFTWARE POWERHOUSE-

s

Infosys Technologies Limited (ITL), one of the countrys best known

software exporting house, treats its employees as partners and co-

owners. It provides them challenging assignments, allows flexible

working hours, rewards them solely on the basis of performance and

conducts regular training programmes to upgrade their skills. It has an

Employee Stock Option Plan (ESOP) to share its wealth with

employees on the basis of their performance. Even lower level

employees are proud owners of the prized stock worth 25 to 40 lakh

rupees, according to Narayan Murthy, the CEO of ITL. Apart from

increasing shareholder value, ESOP has greatly enhanced the image of

the company in the information technology industry where employee

attrition rates are very high. It is small wonder companies like Procter &

Gamble, Johnson & Johnson, Citibank havereposed their faith in ESOP


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as a way of attracting and retaining talent in a highly competitive

environment.

CONSTRAINTS:

If a firm has a poor image in the market, many of the prospective

candidates may not even apply for vacancies advertised by the firm. If

the job is not attractive, qualified people may not even apply.Any job

that is viewed as boring, hazardous, anxiety producing, low-paying, or

lacking in promotion potential seldom will attract a qualified pool of

applicants. Recruiting efforts require money. Sometimes because of

limited resources, organizations may not like to carry on the recruiting

efforts for long periods of time, this can, ultimately, constrain a

recruiters effort to attract the best person for the job. Governmentpolicies often come in the way of recruiting people as per the rules of the

company or on the basis of merit/seniority, etc.

For example, reservations to specific groups (such as scheduled castes,

scheduled tribes, backward castes, physically handicapped and disabled

persons, ex-servicemen, etc.) have to be observed as per constitutional

provisions while filling up vacancies in government corporations,

departmental undertakings, local bodies, quasi-government

organizations, etc.


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TYPES OF RECRUITMENT INDUSTRY:

Their recruiters aim to channel candidates into the hiring organizations

application process. As a general rule, the agencies are paid by the

companies, not the candidates. David lord of executive search

information services suggests that "...retained search is a management

consulting service. Contingency recruiting is one of many forms of

candidate identification, no more, no less."

AGENCY TYPES:

The recruitment industry has five main types of agencies: employment

agencies, recruitment websites and job search engines, "head-hunters"

for executive and professional recruitment, niche agencies which

specialize in a particular area of staffing and in-house recruitment. The

stages in recruitment include sourcing candidates by advertising or other

methods, and screening and selecting potential candidates using tests or

interviews.
http://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Employment_agency


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TRADITIONAL AGENCY-

Also known as employment agencies, recruitment agencies have

historically had a physical location. A candidate visits a local branch for

a short interview and an assessment before being taken onto the

agencys books. Recruitment consultants then work to match their pool

of candidates to their clients' open positions. Suitable candidates are

short-listed and put forward for an interview with potential employers on

a temporary ("temp") or permanent ("perm") basis.

Compensation to agencies takes several forms, the most

popular:

A contingency fee paid by the company when a recommendedcandidate accepts a job with the client company (typically 20%-

30% based and calculated on the candidates first-year base salary

though fees as low as 12.5% can be found online, which usually

has some form of guarantee (3090 days standard), should the

candidate fail to perform and is terminated within a set period of

time (refundable fully or prorated).
http://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Employment_agency


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An advance payment that serves as a retainer, also paid by thecompany, non-refundable paid in full depending on outcome and

success (eg. 30% up front, 30% in 90 days and the remainder once

a search is completed). This form of compensation is generally

reserved for high level executive search/headhunters.

Hourly compensation for temporary workers and projects. A pre-negotiated hourly fee, in which the agency is paid and pays the

applicant as a consultant for services as a third party. Many

contracts allow a consultant to transition to a full-time status upon

completion of a certain number of hours with or without a

conversion fee.
http://en.wikipedia.org/wiki/Advance_paymenthttp://en.wikipedia.org/wiki/Retainer_agreementhttp://en.wikipedia.org/wiki/Retainer_agreementhttp://en.wikipedia.org/wiki/Advance_payment


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HEADHUNTERS-

A "headhunter" is industry term for a third-party recruiter who seeks out

candidates, often when normal recruitment efforts have failed.

Headhunters are generally considered more aggressive than in-house

recruiters or may have pre-existing industry experience and contacts.

They may use advanced sales techniques, such as initially posing as

clients to gather employee contacts, as well as visiting candidate offices.

They may also purchase expensive lists of names and job titles, but more

often will generate their own lists. They may prepare a candidate for the

interview, help negotiate the salary, and conduct closure to the search.

They are frequently members in good standing of industry trade groups

and associations. Headhunters will often attend trade shows and other

meetings nationally or even internationally that may be attended by

potential candidates and hiring managers.

Headhunters are typically small operations that make high margins on

candidate placements (sometimes more than 30% of the candidates

annual compensation). Due to their higher costs, head-hunters are

usually employed to fill senior management and executive level roles.

Headhunters are also used to recruit very specialized individuals; for

example, in some fields, such as emerging scientific research areas, there

may only be a handful of top-level professionals who are active in the

field. In this case, since there are so few qualified candidates, it makes

more sense to directly recruit them one-by-one, rather than advertise
http://en.wikipedia.org/wiki/Executive_searchhttp://en.wikipedia.org/wiki/Sales_techniqueshttp://en.wikipedia.org/wiki/Sales_techniqueshttp://en.wikipedia.org/wiki/Executive_search


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internationally for candidates. While in-house recruiters tend to attractcandidates for specific jobs, head-hunters will both attract candidates

and actively seek them out as well. To do so, they may network,

cultivate relationships with various companies, maintain large databases,

purchase company directories or candidate lists, and cold call

prospective recruits.

NICHE RECRUITERS-

More and more we are seeing the emergence of specialized firms which

only staff for a very narrow specialty. Because of their focus, these firms

can very often produce superior results due to their ability to channel all

of their resources into networking for a very specific skill set. This

specialization in staffing allows them to offer more jobs for their specific

demographic which in turn attracts more specialized candidates from

that specific demographic over time building large proprietary databases.

These niche firms tend to be more focused on building ongoing

relationships with their candidates as is very common the samecandidates are placed many times throughout their careers.
http://en.wikipedia.org/wiki/Cold_callinghttp://en.wikipedia.org/wiki/Cold_calling


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IN-HOUSE RECRUITMENT-

Larger employers tend to undertake their own in-house recruitment,

using their human resources department, front-line hiring managers and

recruitment personnel who handle targeted functions and populations. In

addition to coordinating with the agencies mentioned above, in-house

recruiters may advertise job vacancies on their own websites, coordinate

internal employee referrals, work with external associations, trade

groups and/or focus on campus graduate recruitment. While job postings

are common, networking is by far the most significant approach when

reaching out to fill positions. Alternatively a large employer may choose

to outsource all or some of their recruitment process (recruitment

process outsourcing).
http://en.wikipedia.org/wiki/Employerhttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Graduate_recruitmenthttp://en.wikipedia.org/wiki/Recruitment_process_outsourcinghttp://en.wikipedia.org/wiki/Recruitment_process_outsourcinghttp://en.wikipedia.org/wiki/Recruitment_process_outsourcinghttp://en.wikipedia.org/wiki/Recruitment_process_outsourcinghttp://en.wikipedia.org/wiki/Graduate_recruitmenthttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Employer


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METHODS OF RECRUITMENT:

The following are the most commonly used methods of recruiting

people.

INTERNAL METHODS:

PROMOTIONS AND TRANSFERS-

This is a method of filling vacancies from within through

transfers and promotions:

A transfer is a lateral movement within the same grade, from one job to

another. It may lead to changes in duties and responsibilities, working

conditions, etc., but not necessarily salary. Promotion, on the other

hand, involves movement of employee from a lower level position to a

higher level position accompanied by (usually) changes in duties,

responsibilities, status and value. Organisations generally prepare badli

lists or a central pool of persons from which vacancies can be filled for

manual jobs. Such persons are usually passed on to various


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departments, depending on internal requirements. If a person remains

on such rolls for 240 days or more, he gets the status of a permanent

employee as per the Industrial Disputes Act and is therefore entitled to

all relevant benefits, including provident fund, gratuity, retrenchment

compensation.

JOB POSTING-

Job posting is another way of hiring people from within. In this method,

the organisation publicises job opening on bulletin boards, electronic

method and similar outlets. One of the important advantages of this

method is that it offers a chance to highly qualified applicants working

within the company to look for growth opportunities within the company

to look for growth opportunities within the company without looking for

greener pastures outside.


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EMPLOYEE REFERRALS-

Employee referral means using personal contacts to locate jobopportunities. It is a recommendation from a current employee

regarding a job applicant. The logic behind employee referral is that it

takes one to know one. Employees working in the organization, in this

case, are encouraged to recommend the names of their friends, working

in other organizations for a possible vacancy in the near future. In fact,

this has become a popular way of recruiting people in the highly

competitive Information Technology industry nowadays. Companies

offer rich rewards also to employees whose recommendations are

accepted after the routine screening and examining process is over

and job offers extended to the suggested candidates. As a goodwill

gestures, companies also consider the names recommended by unions

from time to time.


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EXTERNAL (DIRECT) METHODS:

CAMPUS RECRUITMENT-It is a method of recruiting by visiting and participating in college

campuses and their placement centres. Here the recruiters visit reputed

educational institutions such as IITs, IIMs, colleges and universities with

a view to pick up job aspirants having requisite technical or professional

skills. Job seekers are provided information about the jobs and the

recruiters, in turn, get a snapshot of job seekers through constant

interchange of information with respective institutions.

A preliminary screening is done within the campus and the short

listed students are then subjected to the remainder of the selection

process. In view of the growing demand for young managers, most

reputed organizations (such as Hindustan Lever Ltd., Proctor & Cable,

Citibank, State Bank of India, Tata and Birla group companies) visit

IIMs and IITs regularly and even sponsor certain popular campus

activities with a view to earn goodwill in the job market. Advantages of

this method include: the placement centre helps locate applicants and

provides resumes to organizations; applicants can be prescreened;

applicants will not have to be lured away from a current job and lower

salary expectations. On the negative front, campus recruiting means

hiring people with little or no work experience.


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The organizations will have to offer some kind of training to the

applicants, almost immediately after hiring. It demands careful advance

planning, looking into the placement weeks of various institutions in

different parts of the country. Further, campus recruiting can be costly

for organizations situated in another city (airfare, boarding and lodging

expenses of recruiters, site visit of applicants if allowed, etc.).

If campus recruitment is used, steps should be taken by human resource

department to ensure that recruiters are knowledgeable concerning the

jobs that are to be filled and the organizations and understand and

employ effective interviewing skills.


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Guidelines for campus recruiting: companies using college

campuses as recruitment source should consider the following

guidelines:

Identify the potential candidates early:

The earlier that candidate with top potential can be identified, themore likely the organization will be in a position to attract them.

Employ various means to attract candidates:

These may include providing research grants; consulting

opportunities to faculty members, funding university

infrastructural requirements, internships to students, etc. in the

long run these will enhance the prestige of the company in the eyes

of potential job seekers.


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Use effective recruitment material:

Attractive brochures, films, computer diskettes, followed by

enthusiastic and effective presentations by company officials,

correspondence with placement offices in respective campus in a

friendly waywill help in booting the company image in the eyes

of the applicants. The company must provide detailed information

about the characteristics of entrylevel positions, especially those

that have had a major positive impact on prior applicants

decisions to join the company.

Offer training to campus interviews:

Its better to devote more time and resources to train on campus

interviewers to answer specific jobrelated questions of applicants.

Come out with a competitive offer:

Keep the key job attributes that influence the decisions ofapplicants such as promotional avenues, challenging assignments,

long term income potential, etc., while talking to candidates.


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INDIRECT METHODS:-

ADVERTISEMENTS:-

These include advertisements in newspapers; trade, professional and

technical journals; radio and television; etc. in recent times, this medium

has become just as colourful, lively and imaginative as consumer

advertising. The ads generally give a brief outline of the job

responsibilities, compensation package, prospects in organizations, etc.

this method is appropriate when

a)The organization intends to reach a large target group.b)The organizations want a fairly good number of talented people

who are geographically spread out. To apply for advertised

vacancies lets briefly examine the wide variety of alternatives

available to a company - as far as ads are concerned:


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NEWSPAPER ADS:

Here it is easy to place job ads without much of a lead time. It

has flexibility in terms of information and can conveniently

target a specific geographic location. On the negative side,

newspaper ads tend to attract only those who are actively

seeking employment at that point of time, while some of the

best candidates who are well paid and challenged by their

current jobs may not be aware of such openings. As a result,

the company may be bombarded with applications from a large

number of candidates who are marginally qualified for the job

adding to its administrative burden. To maintain secrecy for

various reasons (avoiding the rush, sending signals to

competitors, cutting down expenses involved in responding toany individual who applies, etc.), large companies with a

national reputation may also go in for blind-box ads in

newspapers, especially for filling lower level positions. In a

blind-box ad there is no identification of the advertising

organization. Job aspirants are asked to respond to a post office

box number or to an employment firm that is acting as an agent

between the job seekers and the organization.


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TELEVISION AND RADIO ADS:

These ads are more likely to each individual who are not

actively seeking employment; they are more likely to stand out

distinctly, they help the organization to target the audience

more selectively and they offer considerable scope for

designing ads creatively. However, these ads are expensive.

Also, because the television or radio is simply seen or heard,

potential candidates may have a tough time remembering the

details, making application difficult.


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Third Party Methods:

PRIVATE EMPLOYMENT SEARCH FIRMS:-

As search firm is a private employment agency that maintains

computerized lists of qualified applicants and supplies these to

employers willing to hire people from the list for a fee. Firms like

Arthur Anderson, Boble and Hewitt, ABC consultants, SB Billimoria,

KPMG; Ferguson Associates offers specialized employment-related

services to corporate houses for a fee, especially for top and middle level

executive vacancies. AT the lower end, a number of search firms

operate providing multifarious services to both recruiters and the

recruitees.

EMPLOYMENT EXCHANGES:-

AS a statutory requirement, companies are also expected to notify

(wherever the Employment Exchanges Act, 1959, applies) their

vacancies through the respective Employment Exchanges, created all

over India for helping unemployed youth, displaced persons, ex-military

personnel, physically handicapped, etc. AS per the Act all employers


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are supposed to notify the vacancies arising in their establishments form

time to timewith certain exemptions to the prescribed employment

exchanges before they are filled. The Act covers all establishments in

public sector and non-agricultural establishments employing 25 or more

workers in the private sector. However, in view of the practical

difficulties involved in implementing the provisions of the Act (such as

filing a quarterly return in respect of their staff strength, vacancies and

shortages, returns showing occupational distribution of their employees,

etc.) many organizations have successfully fought court battles when

they were asked to pick up candidates from among those sponsored by

the employment exchanges.

GATE HIRING AND CONTRACTORS:-

Gate hiring (where job seekers, generally blue collar employees, present

themselves at the factory gate and offer their services on a daily basis),

hiring through contractors, recruiting through word-of-mouth publicity

are still in use despite the many possibilities for their misuse in the

small scale sector in India.


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UNSOLICITED APPLICANTS / WALK-INS:-

Companies generally receive unsolicited applications from job seekers

at various points of time; the number of such applications depends on

economic conditions, the image of the company and the job seekers

perception of the types of jobs that might be available etc. Such

applications are generally kept in a data bank and whenever a suitable

vacancy arises, the company would intimate the candidates to apply

through a formal channel. One important problem with this method is

that job seekers generally apply to number of organizations and when

they are actually required by the organizations, either they are already

employed in other organizations or are not simply interested in the

position.

ALTERNATIVES TO RECRUITMENT:-

Since recruitment and selection costs are high (search process,

interviewing agency fee, etc.) firms these days are trying to look at

alternatives to recruitment especially when market demand for firms

products and services is sluggish. Moreover, once employees are placed

on the payroll, it may be extremely difficult to remove them if their

performance is marginal. Some of the options in this regard may be

listed thus:


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EVALUATION OF ALTERNATIVE SOURCES

Companies have to evaluate the sources of recruiting carefullylookingat cost, time, flexibility, quality and other criteria before earmarking

funds for the recruitment process. They cannot afford to fill all their

vacancies through a particular source.

To facilitate the decision making process in this regard, companies rely

on the following:

TIME LAPSE DATA:

They show the time lag between the dates of requisition for

manpower supply from a department to the actual date of filling

the vacancies in that department. For example, a companys past

experience may indicate that the average number of days from

application to interview is 10, from interview to offer is 7, from

offer to acceptance is 10 and from acceptance to report for work is

15. Therefore, if the company starts the recruitment and selection

process now it would require 42 days before the new employee

joins its ranks. Armed with this information, the length of the time

needed for alternative sources of recruitment can be ascertained

before pinning hopes on a particular source that meets the

recruitment objectives of the company.


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YIELD RATIOS:

These ratios indicate the number of leads / contacts needed to generate

a given number of hires at a point at time. For example, if a company

needs 10 management trainees in the next six months, it has to monitor

past yield ratios in order to find out the number of candidates to be

contacted for this purpose. On the basis of past experience, to continue

the same example, the company finds that to hire 10 trainees, it has to

extend 20 offers. If the interview-to-offer is 3:2, then 30 interviews

must be conducted. If the invitees to interview ratios are 4:3 then, as

many as 40 candidates must be invited. Lastly, if contacts or leads

needed to identify suitable trainees to invite are in 5:1 ratio, then 200

contacts are made.


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SURVEYS AND STUDIES:

Surveys may also be conducted to find out the suitability of a particular

source for certain positions. For example, as pointed out previously,

employee referral has emerged as popular way of hiring people in the

Information Technology industry in recent times in India. Correlation

studies could also be carried out to find out the relationship between

different organizational positions. Before finally identifying the sources

of recruitment, the human resource managers must also look into the

cost or hiring a candidate. The cost per hire can be found out by

dividing the recruitment cost by the number of candidates hired.


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RECRUITMENT POLICY:

Recruitment policy of any organization is derived from the personnel

policy of the same organization. In other words the former is a part of

the latter. However, recruitment policy by itself should take into

consideration the governments reservation policy, policy regarding sons

of soil, etc., personnel policies of other organizations regarding merit,

internal sources, social responsibility in absorbing minority sections,

women, etc. Recruitment policy should commit itself to the

organisations personnel policy like enriching the organisations human

resources or servicing the community by absorbing the retrenched or

laid-off employees or casual/temporary employees or dependents of

present/former employees, etc.

The following factors should be taken into consideration informulating recruitment policy. They are:-

Government policiesPersonnel policies of other competing organizationsOrganizations personnel policiesRecruitment sourcesRecruitment needsRecruitment costSelection criteria and preference


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RECRUITMENT- Matching the of the organization &

applicants

IMPACT OF PERSONNEL POLICIES ON RECRUITMENT POLICIES

Recruitment policies are mostly drawn from personnel policies of the

organization. According to Dale Yoder and Paul D. Standohar, general

personnel policies provide a wide variety of guidelines to be spelt out in

recruitment policy. After formulation of the recruitment policies, the

management has to decide whether to centralize or decentralize the

recruitment function.

INTERNAL

APPLICATIONS

INFORMATION

FLOW

POTENTIAL

APPLICANTS

NEEDS FOR

SUITABLE JOBS

ENVIORMENT

ECONOMIC&SOCIAL

TECHNOLOGICAL ANDPOLITICAL

ORGANIZATION

NEEDS FOR

HIGH

QUALITY

EMPLOYESS


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CENTRALISED V/S DECENTRALISED RECRUITMENT:

Recruitment practices vary from one organization to another. Some

organizations like commercial banks resort to centralized recruitment

while some organizations like the Railway resort to decentralized

recruitment practices. Personnel department at the central office

performs all the functions of recruitment in case of centralised

recruitment and personnel departments at unit level/zonal level perform

all the functions of recruitment concerning to the jobs of the respectiveunit or zone.


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MERITS OF CENTRALISED RECRUITMENT:

Average cost of recruitment per candidate/unit should be relativelyless due to economies of scale.

It would have more expertise available to it.

It can ensure broad uniformity among human resources of variousunits/zones in respect of education, skill, knowledge, talent, etc.

It would generally be above malpractices, abuse of powers,favoritism, bias, etc.

It would facilitate interchangeability of staff among variousunits/zones.

It enables the line managers of various units and zones toconcentrate on their operational activities by relieving them from

the recruiting functions.

It enables the organization to have centralized selection procedure,promotional and transfer procedure, etc.


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It ensures the most effective and suitable placement to candidates.

It enables centralized training programmers which further bringsuniformity and minimizes average cost of staff.

MERITS OF DECENTRALIZED RECRUITMENT:

The unit concerned concentrates only on those sources/placeswhere in normally gets the suitable candidates. As such the cost of

recruitment would be relatively less.

The unit gets most suitable candidates as it is well aware of therequirements of the job regarding culture, traditional, familybackground aspects, local factors, social factors, etc.

Units can recruit candidates as and when they are required withoutany delay.

The units would enjoy freedom in finding out, developing thesources, in selecting and employing the techniques to stimulate the

candidates.


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The unit would relatively enjoy advantage about the availability ofinformation, control and feedback and various functions/processes

of recruitment.

The unit would enjoy better familiarity and control over theemployees it recruits rather than on employees selected by the

central recruitment agency.

Both the systems of recruitment would suffer from their own demerits.

Hence, the management has to weigh both the merits and demerits of

each system before making a final decision about centralizing or

decentralizing the recruitment. Alternatively management may

decentralize the recruitment of certain categories of employees

preferably middle and top level managerial personnel and centralize the

recruitment of other categories of employees preferably lower level

positions in view of the nature of the jobs and suitability of those

systems for those categories of positions. The management has to find

out and develop the sources of recruitment after deciding upon

centralizing or decentralizing the recruitment function.


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CASE STUDY:-

Q.WHICH IS MORE IMPORTANT

RECRUITING OR RETAINING-

Upton Electronics Ltd is an internationally reputed electronics firm. It

attracted employees from internationally reputed institutes and industries

by offering high salaries, perks, etc. It had advertised for the position of

an Electronics engineer some years back. Nearly 150 candidates

working in various electronics firm applied for the job. Mr. Sashidhar,

an Electronics Engineer Graduate from Indian Institute of Technology

with 5 years of working experience in a small electronics firm was

selected among those interviewed. The interview board recommended an

enhancement in his salary by Rs.500 more than his present salary at his

request. He was very happy and was congratulated by his previous

employer for his brilliant interview performance and good luck.

Mr. Sashidhar joined the company with great enthusiasm and also found

his job to be quite comfortable and challenging one. He found that hiscolleagues and superiors were friendly and co-operative. But this didnt

last long. After one year of his service, he slowly learnt about a number

of unpleasant stories about the company, management, the superior-


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subordinate relations, rate of employee turnover, etc. But still he decided

to continue with the promise that he made in the interview. He wanted to

please and change the attitude of management through his performance,

commitment and dedication. Looking at his great contributions and

efforts, the management got the impression that he is well settled will

remain in the company for a long time. After sometime they all started

taking undue advantage of him and overloaded him with multifarious

jobs and thereby ridded over him. As a result, his freedom in deciding

and executing was cut down to size; his colleagues started assigning

their responsibilities to him. Consequently, there were imbalances in his

family, social and organization life.

It was quite surprising to the general manager to see the resignation

letter of Mr. Sashidhar one fine morning. The general manager failed to

convince him to withdraw his resignation. The general manager wanted

to appoint a committee to go into the matter immediately, but dropped

the idea later so that the companys image doesnt get spoiled.


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ANALYSIS:

Thus, from this case study it is clear that retaining is much more

important than recruiting. Whats the use and benefits of recruiting

quality employees if they cannot be retained by the organization in a

proper manner? The purpose of recruitment is fulfilled when the

employees selected from a pool of qualified applicants are retained in

the company by keeping them satisfied in all aspects. They must be

provided with better working conditions, better pay scales, incentives,

recognition, promotion, bonus, flexible working hours, etc. They should

treat the employees as co-owners and partners of the company.


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SOURCES OF RECRUITMENT:

The sources of recruitment may be broadly divided into two categories:

internal sources and external sources. Both have their own merits and

demerits. Lets examine these.

INTERNAL SOURCES:-Persons who are already working in an organization constitute the

internal sources. Retrenched employees, retired employees,

dependents of deceased employees may also constitute the internal

sources. Whenever any vacancy arises, someone from within the

organization is upgraded, transferred, promoted or even demoted.

EXTERNAL SOURCES:-

External sources lie outside an organization. Here the organization can

have the services of:

Employees working in other organizations;Jobs aspirants registered with employment exchanges;Students from reputed educational institutions;


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Candidates referred by unions, friends, relatives and existingemployees;

Candidates forwarded by search firms and contractors;Candidates responding to the advertisements, issued by the

organization;

Unsolicited applications/ walk-ins.


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MERITS AND DEMERITS OF RECRUITING PEOPLE FROM WITHIN:

Merits Demerits

1). Economical: The cost of

recruiting internal candidates is

minimal. No expenses are

incurred on advertising.

2). Suitable: The organization canpick the right candidates having

the requisite skills. The candidate

can choose a right vacancy where

their talents can be fully utilized.

3). Reliable: The organization has

the knowledge about suitability of

a candidate for a position.

Known devils are better than

unknown angels!

4). Satisfying: A policy of

preferring people from within

offers regular promotional

avenues for employees. It

motivates them to work hard and

earn promotions. They will work

1). Limited Choice: The

organization is forced to select

candidates from a limited pool. It

may have to sacrifice quality and

settle down for less qualified

candidates.

2). Inbreeding: It discourages

entry for talented people,

available outside an organization.

Existing employees may fail to

behave in innovative ways and

inject necessary dynamism to

enterprise activities.

3). Inefficiency: Promotions

based on length of service rather

than merit, may prove to be a

blessing for inefficient candidate.They do not work hard and prove

their worth.


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with loyalty commitment and

enthusiasm.

4). Bone of contention:

Recruitment from within may

lead to infighting among

employees aspiring for limited,

higher level positions in an

organization. As years roll by,

the race for premium positions

may end up in a bitter race.


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The merits and demerits of recruiting candidates from outside an

organization may be stated thus:

MERITS AND DEMERITS OF EXTERNAL SOURCES OF RECRUITMENT:

Merits Demerits

1).Wide Choice: The organization

has the freedom to select candidates

from a large pool. Persons with

requisite qualifications could be

picked up.

2).Infection of fresh blood:

People with special skills andknowledge could be hired to stir up

the existing employees and pave the

way for innovative ways of working.

3).Motivational force:It helps in

motivating internal employees to

work hard and compete with external

candidates while seeking career

growth. Such a competitive

atmosphere would help an employee

1).Expenses: Hiring costs could go

up substantially. Tapping

multifarious sources of recruitment is

not an easy task either.

2).Time consuming: It takes time

to advertise, screen, to test and test

and to select suitable employees.Where suitable ones are not

available, the process has to be

repeated.

3).De-motivating: Existing

employees who have put in

considerable service may resist the

process of filling up vacancies from

outside. The feeling that their

services have not been recognized by


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to work to the best of his abilities.

4).Long term benefits: Talented

people could join the ranks, new

ideas could find meaningful

expression, a competitive

atmosphere would compel people to

give out their best and earn rewards,

etc.

the organization, forces then to work

with less enthusiasm and motivation.

4).Uncertainty: There is no

guarantee that the organization

ultimately will be able to hire the

services of suitable candidates. It

may end up hiring someone who

does not fit and who may not be able

to adjust in the new setup.


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PROCESS OF RECRUITMENT:

The process of recruitment contains followings steps and

procedures. Which are as under?

JOB ANALYSIS:

The proper start to a recruitment effort is to perform a job analysis, to

document the actual or intended requirement of the job to be performed.

This information is captured in a job description and provides the

recruitment effort with the boundaries and objectives of the search.

Oftentimes a company will have job descriptions that represent a
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historical collection of tasks performed in the past. These job

descriptions need to be reviewed or updated prior to a recruitment effort

to reflect present day requirements. Starting recruitment with an accurate

job analysis and job description insures the recruitment effort starts off

on a proper track for success.

SOURCING:

Sourcing involves.

ADVERTISING-A common part of the recruiting process, often encompassing multiple

media, such as the internet, general newspapers, job ad newspapers,

professional publications, window advertisements, job centers, and

campus graduate recruitment programs.

RECRUITING RESEARCH-Which is the proactive identification of relevant talent who may not

respond to job postings and other recruitment advertising methods done

in #1.This initial research for so-called passive prospects, also called

name-generation, results in a list of prospects who can then be contacted

to solicit interest, obtain a resume/cv, and be screened (see below)?
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SCREENING AND SELECTION-Suitability for a job is typically assessed by looking for skills, e.g.

communication, typing, and computer skills. Qualifications may be

shown through rsums,job applications, interviews, educational or

professional experience, the testimony of references, or in-house testing,

such as for software knowledge, typing skills, numeracy, and literacy,

through psychological tests or employment testing. Other resume

screening criteria may include length of service, job titles and length oftime at a job. In some countries, employers are legally mandated to

provide equal opportunity in hiring. Business management software is

used by many recruitment agencies to automate the testing process.

Many recruiters and agencies are using an applicant tracking system to

perform many of the filtering tasks, along with software tools for

psychometric testing.

ON BOARDING-"On boarding" is a term which describes the introduction or "induction"

process. A well-planned introduction helps new employees become fully

operational quickly and is often integrated with a new company and

environment. On boarding is included in the recruitment process for

retention purposes. Many companies have on boarding campaigns in
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hopes to retain top talent that is new to the company, campaigns may

last anywhere from 1 week to 6 months.

INTERNET RECRUITMENT AND WEBSITES-Such sites have two main features: job boards and a rsum/curriculum

vitae (CV) database. Job boards allow member companies to post job

vacancies. Alternatively, candidates can upload a rsum to be included

in searches by member companies. Fees are charged for job postings andaccess to search resumes. Since the late 1990s, the recruitment website

has evolved to encompass end-to-end recruitment. Websites capture

candidate details and then pool them in client accessed candidate

management interfaces (also online). Key players in this sector provide

e-recruitment software and services to organizations of all sizes and

within numerous industry sectors, who want to e-enable entirely or

partly their recruitment process in order to improve business

performance.

The online software provided by those who specialize in online

recruitment helps organizations attract, test, recruit, employ and retain

quality staff with a minimal amount of administration. Online

recruitment websites can be very helpful to find candidates that are very

actively looking for work and post their resumes online, but they will not

attract the "passive" candidates who might respond favorably to an
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opportunity that is presented to them through other means. Also, some

candidates who are actively looking to change jobs are hesitant to put

their resumes on the job boards, for fear that their current companies, co-

workers, customers or others might see their resumes.

JOB SEARCH ENGINES-The emergence of meta-search engines, allow job-seekers to search

across multiple websites. Some of these new search engines index andlist the advertisements of traditional job boards. These sites tend to aim

for providing a "one-stop shop" for job-seekers. However, there are

many other job search engines which index pages solely from

employers' websites, choosing to bypass traditional job boards entirely.

These vertical search engines allow job-seekers to find new positions

that may not be advertised on traditional job boards, and online

recruitment websites.

HUMAN RESOURCES-Is a term used to refer to how people are managed by organizations?

The field has moved from a traditionally administrative function to a

strategic one that recognizes the link between talented and engaged

people and organizational success. The field draws upon concepts

developed in industrial/organizational psychology and system theory.
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Human resources have at least two related interpretations depending on

context. The original usage derives from political economy and

economics, where it was traditionally called labor, one of four factors of

production although this perspective is changing as a function of new

and ongoing research into more strategic approaches at national levels.

This first usage is used more in terms of 'human resources development',

and can go beyond just organizations to the level of nations. The more

traditional usage within corporations and businesses refers to the

individuals within a firm or agency, and to the portion of the

organization that deals with hiring, firing, training, and other personnel

issues, typically referred to as 'human resources management'. This

article addresses both definitions.

DEVELOPMENT-The objective of human resources development is to foster human

resourcefulness through enlightened and cohesive policies in education,

training, health and employment at all levels, from corporate to national.

Human resource management's objective, on the other hand, is to

maximize the return on investment from the organization's human

capital and minimize financial risk. It is the responsibility of human

resource managers in a corporate context to conduct these activities in an

effective, legal, fair, and consistent manner. Management is the process
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of getting things done effectively and efficiently with and through other

people to achieve the objective of the organization.

ADVANTAGES OF OUTSOURCING:

Off shoring can give access to professional, expert and high-quality services.

With outsourcing organizations can experience increasedefficiency and productivity in non-core business processes.

Outsourcing can help streamline business operations.

Offshore outsourcing can help save on time, effort, manpower,operating costs and training costs amongst others.

Outsourcing can make organizations more flexible to change.

Organizations can save on investing in the latest technology,software and infrastructure as your outsourcing partner would be

investing in these.


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Outsourcing can assure that business processes are being carriedout efficiently, proficiently and within a fast turnaround time.

By outsourcing, a company can save on management problems asoffshore partners will manage the team who works.

By outsourcing, one can cater to the new and challenging demandsof your customers.

Outsourcing can help organizations to free up its cash flow.

Sharing business risks is possible with outsourcing.

Outsourcing can give an organization a competitive advantage.

Outsourcing can help organizations to cut is operational costs.


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DISADVANTAGESOFOUTSOURCING:

At times, it is more cost-effective to conduct a particular businessprocess, rather than outsourcing it.

While outsourcing services such as payroll processing services andtax preparation services, outsourcing provider will be able to

Access Companys confidential information and hence there is a

threat to security and confidentiality in outsourcing.

Off shoring can create potential redundancies for yourorganization.

The employees may resist change.

Outsourcing provider might not be only providing services for oneorganization. Since provider might be catering to the needs of

several companies, there might be not be complete devotion to the

company.

There can be several disadvantages in outsourcing, such as,renewing contracts, misunderstanding of the contract, lack of

communication, poor quality and delayed services amongst others.


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SELECTION:

Selection can be conceptualized in terms of either choosing the fit

candidates, or rejecting the unfit candidates, or a combination of both.

So, selection process assumes rightly that, there is more number of

candidates than the number of candidates actually selected, where the

candidates are made available through recruitment process.

Selection is a process of choosing the most suitable persons out of all the

participants. In this process, relevant information about applicant is

collected through series of steps so as to evaluate their suitability for the

job to be filled. On other hand, selection is the process of assessing the

candidates by various means and making a choice followed by an offer

of employment.

Selection is a process in employment function which starts immediately

upon receipt of resumes and application letters, the major concern being

reviewing resumes for basic qualifications. A job seeker who does not

meet the required qualifications is not an applicant and should not be

considered. It is a process which should be based on job-related

qualifications including, but not limited to: required or preferred

education; experience; and knowledge, skills, and abilities as identified

in the job description.


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Selection is an important function as no organization can achieve its

goals without selecting the right people, where faulty in selection leads

to wastage of time, money and spoils the environment of an

organization.


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SELECTION IS DIFFERENT FROM RECRUITMENT:

Recruitment involves identifying the sources of manpower and

stimulating them to apply for jobs in the organizations while selection is

the process of choosing the best out of those recruited.

Recruitment differs from selection in terms of process, where it adopts

the process of creating application pool as large as possible; while

selection adopts the process through which more and more candidates

are rejected and fewer candidates are selected or sometime not even asingle candidate is selected.

Recruitment and selection are two inter-linked steps in the process of

manpower acquisition, they differ in term of outcome; where the

outcome for recruitment is application pool which becomes input for

selection process, on the other hand, the outcome of selection process is

in the form of finalizing candidates who will be offered jobs.

The ultimate objectives of both recruitment and selection are to acquire

suitable candidates but their immediate objectives differ, where the basic

objective of recruitment is to attract maximum number of candidates so

that more options are available; the basic objective of selection is to

choose best out of the available candidates.


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Definition:

To select mean to choose. Selection is the process of picking individualswho have relevant qualifications to fill jobs in an organization. The basic

purpose is to choose the individual who can most successfully perform

the job from the pool of qualified candidates.

PURPOSE:

The purpose of selection is to pick up the most suitable candidate who

would meet the requirements of the job in an organization best, to find

out which job applicant will be successful, if hired. To meet this goal,

the company obtains and assesses information about the applicants in

terms of age, qualifications, skills, experience, etc. the needs of the job

are matched with the profile of candidates. The most suitable person is

then picked up after eliminating the unsuitable applicants through

successive stages of selection process. How well an employee is

matched to a job is very important because it is directly affects the

amount and quality of employees work. Any mismatched in this regard

can cost an organization a great deal of money, time and trouble,

especially, in terms of training and operating costs. In course of time, the

employee may find the job distasteful and leave in frustration.


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He may even circulate hot news and juicy bits of negative information

about the company, causing incalculable harm to the company in the

long run. Effective election, therefore, demands constant monitoring of

the fit between people the job.


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SELECTIONPROCESS:

Selection is a process of matching the qualifications of applicants with

the job requirements. It is a process of weeding out unsuitable

candidates and identifying the most suitable candidate. Selection is a

long process, starting from the preliminary interview of

applicants and ending with employment contract.

For example some organisations may give more importance to testing

while others give more emphasis to interviews and reference checks.

Similarly a single brief selection interview might be enough for

applicants for lower level positions, while applicants for managerial jobs

might be interviewed by a number of people.


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Steps in selecting process:

The sequence of steps may also vary from job to job and organization to

organization. Following are the steps in selecting process which are as

under.

RECEPTION

SCREENING INTERVIEW

APPLICATION BLANK

SELECTION TEST

SELECTION INTERVIEW

MEDICAL TEST

REFERENCE CHECKS

HIRING DECSION


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RECEPTION:

A company is known by the people it employs. In order to attract people

with talents, skills and experience a company has to create a favorable

impression on the applicants right from the stage of reception. Whoever

meets the applicant initially should be tactful and able to extend help in a

friendly and courteous way. Employment possibilities must be presented

honestly and clearly. If no jobs are available at that point of time, the

applicant may be asked to call back the personnel department after sometime.

SCREENING INTERVIEW:

A preliminary interview is generally planned by large organizations to

cut the cost of selection by allowing only eligible candidates to gothrough the further stages in selection. A junior executive from the

Personnel Department may elicit responses from the applicants on

important items determining the suitability of an applicant for a job such

as age, education, experience, pay expectations, aptitude, location,

choice etc. this courtesy interview as it is often called helps the

department screen out obvious misfits. If the department finds the

candidate suitable, a prescribed application form is given to the

applicants to fill and submit.


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APPLICATION BLANK:

Application blank or form is one of the most common methods used to

collect information on the various aspects of the applicants academic,

social, demographic, work related background and references. It is a

brief history sheet of employees background, usually containing the

following things:

Personal data (address, sex, telephone number)Marital dataEducational dataEmployment ExperienceExtra-curricular activitiesReferences and Recommendations

Usefulness of Application Blank or Form:

Application blank is highly useful selection tool, in that way it

serves three important purposes:

1. It introduces the candidate to the company in a formal way.2.

It helps the company to have a cross-comparison of the applicants;the company can screen and reject candidates if they fail to meet

the eligibility criteria at this stage itself.

3. It can serve as a basis to initiate a dialogue in the interview.


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SELECTION TESTING:

In this section let examine the selection test or the employment test that

attempts to asses intelligence, abilities, personality trait, performance

simulation tests including work sampling and the tests administered at

Documents

Final.report.hrm.RECRUITMENT (Autosaved)2