c



      

 !"#$%#&'!%#

Once the required number and the kind of human resources are determined, the management has
to find the places where required human resources are/will be available and also work out
strategies for attracting them towards the organization before selecting suitable candidates for
jobs. This process is generally known as recruitment. Some people use the term µrecruitment¶ 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 two terms
are different. 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(i.e., recruited). Formal
definition of recruitment would give clear cut idea about the function of recruitment. Now, we
shall study recruitment in the following lives.

RAJA

(c   ) c

Recruitment is defined as ³a 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 ³the process of searching for prospective employees and
stimulating them to apply for jobs in the organization.´ These definitions can be analyzed by
discussing the processes of recruitment through systems approach.

*+,!#" 

The objectives of recruitment are:

1.? To attract people with multi-dimensional skills and experiences that suit the present and
future organizational strategies,
2.? To induct outsiders with a new perspective to lead the company,
3.? To infuse fresh blood at all levels of the organization,
4.? To develop an organizational culture that attracts competent people to the company,
5.? To search or head hunt/head pouch people whose skills fit the company¶s values,
6.? To devise methodologies for assessing psychological traits,
7.? To seek out non-conventional development grounds of talent,
8.? To search for talent globally and not just within the company,
9.? To design entry pay that competes on quality but not on quantum,
10.?To anticipate and find people for positions that does not exist yet.
 c'-!

The recruitment strategies formulated by the companies include:

1.? .!#-#!#-/ Companies recruit the candidates, employ them, train and
develop them and utilize the human resources of these candidates. This strategy is called
µin-sourcing¶. Companies formulate and implement this strategy when the company¶s
growth is stable.

Some organizations employ and develop the candidates with a view to provide the human
resources to other companies which concentrate on manufacturing, servicing and such other
activities. Some manufacturing and service companies depend for their human resource
requirements on such external organizations whose core business is to provide human resources.
This strategy is called µoutsourcing¶. Most of the IT companies follow this strategy. Even
manufacturing companies also depend on outsourcing for the running the non-core business like
canteens, hospitals, office maintenance, security, house-keeping, plant maintenance etc.
outsourcing strategy is more suitable for both the fast growing and diversifying companies.

1.? )'!'('!c#/ The fast developing IT industry and high technology oriented
industry invariably require vast human resources within the short span of time. The best
strategy to get vast human resources immediately is through internet.

#%&

Recruitment policy of any organization is derived from the HR 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 government¶s reservation policy, policy

Regarding sons of soil etc., HR policies of other organizations regarding merit, internal sources,
social responsibility in absorbing minority sections, women etc. recruitment policy should
commit itself to the organization¶s HR policy like enriching the organization¶s human resources
or serving the community by absorbing the weaker sections and disadvantaged people of the
society, motivating the employees through internal promotions, improving the employee¶s
loyalty to the organization by absorbing the retrenched or laid-of employees or casual/temporary
employees or dependents of present/former employees etc.

'%0,! '%! 

PRINCE SUNDAR RAO

Recruitment practices vary from one organization to another. Some organizations like
commercial banks resort to centralized recruitment while some organizations like the Indian
Railways (for Group III and Group IV positions) resort to decentralized recruitment practices.
HR department at the central office performs all the function of recruitment (discussed earlier) in
case of centralized recruitment and personnel departments at unit level/zonal level perform all
the functions (discussed earlier) of recruitment concerning to the jobs of the respective unit or
zone. Now we shall discuss the merits of centralized recruitment and decentralized recruitment.

!#"'%! 

1.? Average cost of recruitment per candidate/unit should be relatively less due to economies
of scale.
2.? It would have more expertise available to it.
3.? It can ensure broad uniformity among human resources of various units/zones in respect
of education, skill knowledge talent etc.,
4.? It would generally be above malpractices, abuse of powers, favoritism, bias etc.,
5.? It would facilitate interchangeability of staff among various units/zones.
6.? It enables line managers of various units and zones to concentrate on their operational
activities by relieving them from the recruitment functions.
7.? It enables the organization to have centralised selection procedure, promotional and
transfer procedure etc.
8.? It ensures the most effective and suitable placement to candidates.
9.? It enables centralised training programmers which further brings uniformity and
minimizes the average cost of staff.

Despite these advantages of centralised recruitment, some organizations resort to decentralized

recruitment for the following reasons:

!#" '%0 

1.? The unit concerned concentrates only on those sources/places where it normally gets the
suitable candidates. As such, the cost of recruitment would be relatively less.
2.? The unit gets the most suitable candidates as it is well aware of the requirements of the
jobs regarding cultural, traditional, family background aspects, local factors, social
factors etc
3.? Units can recruit candidates as and when they are required without any delay.
4.? The units would enjoy freedom in finding out, developing the sources, in selecting and
employing the techniques to stimulate the candidates.
5.? The unit would relatively enjoy advantage about the availability of information, control
and feedback and various function/processes of recruitment.
6.? The unit would enjoy better familiarity and control over the employees it recruits, rather
than on employees selected by the central recruitment agency.

#c#!#" 
 A number of modem recruitment sources are being used by the corporate sector in
addition to traditional sources. These sources are divided into internal and external. Internal
source include employee referrals.

$%#& "'%!

Present employees are well aware of the qualifications, attitudes, experience and
emotions of their friends and relatives. They are also aware of the job requirements and
organizational culture of their company. As such, they can make preliminary judgment
regarding the match between the job and their friends or relatives.

Hence, the HR managers of various companies depend on the present employees for
reference of the candidates for various jobs. This source reduces the cost and time required for
recruitment. Further, this source enhances the effectiveness 9of recruitment. HR managers offer
various incentives/rewards including cash incentives to the current employees for referring the
best candidates.

The other category of modem sources is external sources.

#1'%!#!%/ Walk in and consult in, head-hunting, body-

shopping, mergers and acquisitions, tele-recruitment and outsourcing.

2'%3./ The busy organizations and the rapid changing companies do not find time
to perform various functions of recruitment. Therefore, they advise the potential candidates to
attend for an interview directly and without a prior application on a specified date, time and at a
specified place. The suitable candidates from among the interviewees will be selected for
appointment after screening the candidates through tests and interviews.

#!%./ The busy and dynamic companies encourage the potential job seekers to
approach them personally and consult them regarding the jobs. The companies select the
suitable candidates from among such candidates through the selection process.

'.4-/ The companies request the professional organizations to search for

the best candidates particularly for the senior executive positions. The professional
organizations search for the most suitable candidates and advise the company regarding the
filling up of the positions. Head-hunters are also called µsearch consultants¶.

, #&!4#$$-/ Professional organizations and the hi-tech training institutes

develop the pool of human resources for the possible employment. The prospective employers
contact these organizations to recruit the candidates. Otherwise, the organizations themselves
approach the prospective employers to place their human resources. These professional and
training institutions are called µbody shoppers¶ and these shopping is also known as employee
leasing activity. The leasing firms employ the people and lease them for the use by various
needy companies for payment of a commission.
,-!5!#!/ Business alliances like acquisitions, mergers, and take-
overs help in getting human resources. In addition, the companies do also have alliances in
sharing their human resources on ad-hoc basis.

It does mean that the company with surplus human resources offers the services of their
employees to other needy organizations.

, . / The technological revolution in telecommunications helped the

organizations to use internet as a source of recruitment. Organizations advertise the job
vacancies through the World Wide Web (www). The job seeders send their applications through
e-mail using the Internet. Alternatively, job seekers place their CVs in the world wide
web/internet, which can be drawn by the prospective employers depending upon their
requirements.

c
 

Selection procedure employs several methods of collecting information about the

candidate¶s qualifications, experience, physical and mental ability, nature and behaviour,
knowledge, aptitude and the like for judging whether a given applicant is suitable or not for the
job. Therefore, the selection procedure is not a single act but is essentially a series of methods or
stages by which different types of information can be secured through various selection
techniques. At each step, facts may come to light which are useful for comparison with the job
requirement and employee specifications.

Steps in Scientific Selection Process

(i) Job Analysis, (ii) Recruitment. (iii) Application Form, (iv) Written Examination, (v)
Preliminary Interview (iv) Business Games (vii) Tests. (viii) Final Interview. (ix) Medical
Examination (x) Reference Checks. (xi) Line Manager¶s Decision. (xii) Job offer (xiii)
Employment.

#*'%&!!/ Job analysis is the basis of selecting the right candidate. Every
organization should finalize the job analysis, job description, job specification and employee
specifications before proceeding to the next stop of selection.

' !#%'/Every company plans for the required number of and kind of
employees for a future date. This is the basis for recruitment function.

/ Recruitment refers to the process of searching for prospective employees and
stimulating then to apply for jobs in an organization. It is the basis for the remaining techniques
of the selection and the latter varies depending upon the former. It develops the applicants¶ pool.

,%#$#" '!!"#c%#/The Company has to select the appropriate candidates

from the applicants¶ pool. The company develops or borrows the appropriate bases/techniques
for screening the candidates in order to select the appropriate candidates for the jobs.
$$%'#(#/ Application Form is also known as ð
ð
ð
The technique of
application bank is traditional and widely accepted for securing information from the prospective
candidates. It can also be used as a device to screen the candidates at the preliminary level.
Many companies formulate their own style of application forms depending upon the requirement
of information based on the size of the company, nature of business activities, type and level f
the job etc. Information is generally required on the following items in the application forms:

(i) Personal background information

(ii) Educational attainments

(iii) Work experiences

(iv) Salary

(v) Personal details and

(vi) References.

2 1''#

The organizations have to conduct written examination for the qualified candidates after
they are screened on the basis of the application blanks so as to measure the candidate¶s ability in
arithmetical calculations, to know the candidates¶attitude towards the job, to measure the
candidates¶aptitute, reasoning, knowledge in various disciplines, general knowledge and English
language.

%'&,6

The preliminary interview is to solicit necessary information from the prospective

applicants and to assess the applicant¶s suitability to the job. This may be conducted by an
assistant in the personnel department. The information thus provided by the candidate may be
related to the job or personal specifications regarding education, experience, salary expected,
aptitude towards the job, age, physical appearance and other physical requirements etc. Thus,
preliminary interview is useful as a process of eliminating the undesirable and unsuitable
candidates. If a candidate satisfied the job requirements regarding most of the areas, he may be
selected for further process.

Preliminary interviews are short and known as stand-up interviews or sizing-up of the
applicants or screening interviews. However, certain required amount of care is to be taken to
ensure that the desirable workers are not eliminated. This interview is also useful to provide the
basic information about the company to the candidate.

!!!7'!/Business games are widely used as a selection technique for selecting

management trainees, executive trainees and managerial personnel at junior, middle and top
management positions. Business games help to evaluate the applicants in the areas of decision-
making identifying the potentialities, handling the situations, problem-solving skills, human
relations skills etc. Participants are placed in a hypothetical work situation and are required to
play the role situations in the game. The hypothesis is that the most successful candidate in the
game will be the most successful one on the job.

7#$ !!!#/ The technique of group discussion is used in order to secure further
information regarding the suitability of the candidate for the job. Group discussion is a method
where groups of the successful applicants are brought around a conference table and are asked to
discuss either a case study or a subject-matter. The candidates in the group are required to
analyses, discuss, find alternative solutions and select the sound solution. A selection panel then
observes the candidates in the areas of initiating the discussion, explaining the problem,
soliciting unrevealing information based on the given information and using common sense,
keenly observing the discussion of others, clarifying controversial issues, influencing others,
speaking effectively, concealing and mediating arguments among the participants and
summarizing or concluding apply. The selection panel, based on its observation, judges the
candidates¶ skill and ability and ranks them according to their merit. In some cases, the selection
panel may also ask the candidates to write the summary of the group discussion in order to know
the candidates¶ writing ability as well.

!/

Psychological tests play a vital role in employee selection. A psychological test is

essentially an objective and standardized measure of sample of behavior from which inferences
about future behavior and performance of the candidate can be drawn.

Objectivity of tests refers to the validity and reliability of the instruments in measuring
the ability of the individuals. Objectivity provides equal opportunity to all the job seekers
without any discrimination against sex, caste etc. standardization of test refers to uniformity of
the total behavior of the prospective employee on the job.

&$!#"!/Tests are classified into five types they are

Aptitude tests

i. Achievement tests

ii. Situational tests

iii. Interest tests

iv. Personality tests and

v. Multidimensional testing.

i. a



/These tests measure whether an individual has the capacity or

latent ability to learn a given job if given adequate training. Aptitudes can be divided into general
and mental ability or intelligence and specific aptitudes such as mechanical, clerical,
manipulative capacity etc.

##'%8# 8/Most of the organizations realized that emotional involvement and

commitment of the employees determine their contribution to the company rather than their
intelligence quotient. As such, emotional quotient (EQ) is used as important criteria in the
employee selection process. EQ is calculated by the using the following formula:

Emotional Age

EQ = ²²²²²²²²² X 100

Actual Age

ii. a 

 
: These tests are conducted when applicants claim to know
something as these tests are concerned with what one has accomplished. These tests are more
useful to measure the value of a specific achievement when an organization wishes to employ
experienced candidates. These tests are classified into: (a) Job knowledge test: and (b) Work
sample test.

1.? c



 This test evaluates a candidate in a similar real life situation. In this test,
the candidate is asked either to cope with the situation or solve critical situations of the
job.
2.? |



 These tests are inventories of the likes and dislikes of candidates in relation
to work, job, occupations, hobbies and recreational activities. The purpose of this test is
to find out whether a candidate is interested or disinterested in the jo for which he is a
candidate and to find out in which area of the job range/occupation the candidate is
interested. The assumption of theis test is that there is a high correlation between the
interest of a candidate in a job and job success. Interst inventories are less faked and they
may not fluctuate after the age of 30.
3.? O
 
 These tests prove deeply to discover clues to an individual¶s value
system, his emotional reactions and maturity and characteristic mood. They are expressed
in such traits like self-confidence, tact, emotional control, optimism, decisiveness,
sociability, conformity, objectivity, patience, fear,distrust, initiative, judgment dominance
of submission, impulsiveness, sympathy, integrity, stability and self-confidence.
4.? Y
 


1.? Cognitive Ability Tests: These tests measure mathematical and verbal abilities. Popularly
known tests of this category include Graduate Record Examination (GRE) and Scholastic
Aptitude Test (SAT).
2.? Wechsler Adult Intelligence Scale: this is a comprehensive test including general
information, arithmetic, similarities, vocabulary, picture completion, picture arrangement,
object assembly and similar items.
3.? Wonderlic Personnel Test: This test includes perceptual, verbal and arithmetic.
 4.? Polygraph Tests: The polygraph is an instrument that records changes in breathing, blood
pressure, pulse and skin response associated with sweating of palms and plots these
reactions on paper.

1.? ›
 
 However, the need for multi-skills is being felt by most of
the companies¶ consequent upon globalization, competitiveness and the consequent
customer-centred strategies. Organization have to develop multi-dimensional testing in
order to find out whether the candidates possess a variety of skills or not, candidate¶s
ability to integrate the multi-skills and potentiality to apply them based on situational and
functional requirement.

|



'ð
terview is usually followed by testing. This is the most essential step in the
process of selection. In this step, the interviewer matches the information obtained about the
candidate thorough various means to the job requirements and to the information obtained
through his own observation during the interview.

  


The types of interviews are:(i) Informal Interview (ii) Formal Interview
(iii) Planned Interview (iv) Patterned Interview (v) Non-directive Interview (vi) Depth Interview
(vii) Stress Interview (viii) Group Interview and (ix) Panel Interview.

O|




||


This is the interview which can be conducted at any place by any
person to secure the basic and non-job related information. the interaction between the candidate
and the personnel manager when the former meets the latter to enquire about the vacancies or
additional particulars in connection with the employment advertisement is an example of
informal interview.



|


In this interview, the candidate in given the freedom to tell about
himself by revealing his knowledge on various items/areas, his background , expectations,
interest etc. Similarly, the interviewer also provides information on various items required by the
candidate.





It is normally the interaction between the candidate and the line executive or
experts on various areas of no knowledge, skill, talent etc. this interview may take various forms
like:

1.? '3-#"#'#,6/This interview is intended to collect the

information which is not available in the application blank and to check that information
 provided in the application blank regarding education, place of domicile, family, health,
interests, hobbies, likes, dislikes and extracurricular activities of the applicant.

#*'#*-,6/This interview aims at testing the candidate¶s job

knowledge about duties, activities, methods of doing the job, critical/problematic areas, methods
of handling those areas etc.

c!!,6/ This Interview aims at testing the candidate¶s job behaviour and
level of withstanding during the period of stress and strain. The interviewer tests the candidate by
putting him under stress and strain by interrupting the applicant from answering, criticising his
opinions, asking questions pertaining to unrelated areas, keeping silent for unduly long periods
after he has finished speaking etc. stress during the middle portion of the interview gives
effective results. Stress interview must be handled with utmost care and skill. This type interview
is often invalid, as the interviewee¶s need for a job and his previous experience in such type of
interviews may inhibit his actual behaviour under such situations.

,7#$ !!!#,6/ There are two methods of conduct-ing group

discussion interviews, viz. group interview method and discussion interview method. All the
candidates are brought into one room, i.e., the interview room and are interviewed one by one
under group interview. This method helps a busy executive to save valuable time and gives a fair
account of the objectivity of the interview to the candidates.

Under the discussion interview method, one topic is given for discussion to the
candidates who assemble in one room and they are asked to discuss the topic in detail. This type
of interview helps the interviewer in appraising certain skills of the candidates like initiative,
interpersonal skills, dynamism, presentation, leading, comprehension, collaboration etc.

Interviewers are at ease in this category of interview because of its informality and
flexibility. But it may fail to cover some significant portions of the candidates¶ background and
skills.

,Formal and Structured Interview: In this type of interview, all the formalities,
procedures like fixing the value, time, panel of interviewers, opening and closing, intimating the
candidates officially etc. are strictly followed arranging and conducting the interview. The course
of the interview is preplanned and structured, in advance, depending on job requirements, the
questions for discussion are structured and experts are allotted different areas and questions to be
asked. There will be very little room for the interviewers to deviate from the questions prepared
in advance in a sequence.

,Panel Interview: A panel of experts interviews each candidate, judges his

performance individually and prepares consolidated judgement. This type of interview is known
as panel interview. Interviews for middle level and senior level managers are normally conducted
by the panel of experts.
,Depth Interview: In this interview, the candidate would be examined extensively in
core areas of job skills and knowledge. Experts test the candidate¶s knowledge in depth. Depth
interviews are conducted for specialist jobs.

Information technology brought significant developments in the selection process of

employees. The vital development is on-line interview.

!#.'3-,6/After the candidates are examined by the experts including the
line managers of the organization in the core areas of the job, the head of the department/section
concerned interviews the candidates once again, mostly through informal discussion. The
interviewer examines the interest of the candidate in the job, organization, reaction/adaptability
to the working conditions, career planning, promotional opportunities, work adjustment and
allotment etc. the Personnel Manager also interviews the candidates with a view to find out his
reaction/acceptance regarding salary, allowances, benefits, promotions, opportunities etc. The
head of the department and the personnel manager exchange the views and then they jointly
inform their decision to the chairman of the interview board, who finally makes the decision
about the candidates¶ performance and their ranks in the interview.

Most of the organizations have realized recently that employees¶ positive attitude matters
much rather than employees¶ skills and knowledge. Employees with positive attitude contribute
much to the organization. Hence the interviewers look for the candidates with the right attitude
while making final decision.

,6#!!/Interview is not a single step. It is a process consisting of several steps. The

major steps are grouped into four categories.

$''#"#4,6/Advance preparation for interview is essential as it

permits focusing its coverage on the vital aspects and it helps the interviewer to remember and
absorb many impressions and facts. The following preparations have to be made by the
organization before starting an interview:

Choose the appropriate types of interviews based on job requirements and the nature
of the interviews discussed earlier.

Identify the knowledge , skill areas to be examined through interviews based on job
requirements.

,Determine the type and number of interviewers: Interviewers should be selected

based on personal characteristics, technical, competence, initiative, common sense, general
smartness, ability to inspire confidence, capacity to work in a team and potential for growth.

Interviewers may be drawn from personnel specialists, line managers concerned,

experts in the discipline concerned from academicians, practitioners and psychologists.

!#"!&4#%#-!!/A number of research studies and observations regarding the
effectiveness of psychologist conclude that:

_ There is a wide variation in the abilities of psychologists as in case of other specialists.

_ The psychologist would be a competent interviewer if he has got knowledge of job

requirements and organizational interests.

__ Psychologists¶ ability as an interviewer is probably higher than non-psychologists, if they

are qualified, experienced and trained.

__ Psychologist would act as an additional source of information rather than a deciding factor.

In view of these observations, psychologists may also be included as a memer of interviewers.

Interviewers may interview the candidates either jointly or separately. A panel interview is
preferable to individual interview. The number of interviewers is to be decided on the basis of
number and nature of areas to be covered by the interview, number of candidates to be
interviewed and the time available for interviewing.

,Review of the information collected in advance through other selection methods,

finding out the validity of those methods, the scores obtained etc. The information available in
the application blank should be thoroughly checked regarding:

? Accuracy and validity.

? Acquainting about the applicant.
? To find out stability, review the number of positions and length of time held in each of
the past jobs.
? Compare the nature of positions in the previous employment with that of proposed
employment.
? Check employee growth with organizational progression in the past employment.
? Find out discharges etc., through unexplained breaks.

%#!-4,6/Closing of the interview is as important as its commencement and it

should end pleasantly. The interviewer may show some signs of the close of the interview at an
appropriate time. Interview results should be evaluated after closing the interview.

'% 1''#

9

 !"#$%#&'!%#
Once the required number and the kind of human resources are determined, the management has
to find the places where required human resources are/will be available and also work out
strategies for attracting them towards the organization before selecting suitable candidates for
jobs. This process is generally known as recruitment. Some people use the term µrecruitment¶ 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 two terms
are different. 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(i.e., recruited). Formal
definition of recruitment would give clear cut idea about the function of recruitment. Now, we
shall study recruitment in the following lives.

(c   ) c

Recruitment is defined as ³a 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 ³the process of searching for prospective employees and
stimulating them to apply for jobs in the organization.´ These definitions can be analyzed by
discussing the processes of recruitment through systems approach.

*+,!#" 

The objectives of recruitment are:

1.? To attract people with multi-dimensional skills and experiences that suit the present and
future organizational strategies,
2.? To induct outsiders with a new perspective to lead the company,
3.? To infuse fresh blood at all levels of the organization,
4.? To develop an organizational culture that attracts competent people to the company,
5.? To search or head hunt/head pouch people whose skills fit the company¶s values,
6.? To devise methodologies for assessing psychological traits,
7.? To seek out non-conventional development grounds of talent,
8.? To search for talent globally and not just within the company,
9.? To design entry pay that competes on quality but not on quantum,
10.?To anticipate and find people for positions that does not exist yet.

c'-!

The recruitment strategies formulated by the companies include:

1.? .!#-#!#-/ Companies recruit the candidates, employ them, train and
develop them and utilize the human resources of these candidates. This strategy is called
 µin-sourcing¶. Companies formulate and implement this strategy when the company¶s
growth is stable.

Some organizations employ and develop the candidates with a view to provide the human
resources to other companies which concentrate on manufacturing, servicing and such other
activities. Some manufacturing and service companies depend for their human resource
requirements on such external organizations whose core business is to provide human resources.
This strategy is called µoutsourcing¶. Most of the IT companies follow this strategy. Even
manufacturing companies also depend on outsourcing for the running the non-core business like
canteens, hospitals, office maintenance, security, house-keeping, plant maintenance etc.
outsourcing strategy is more suitable for both the fast growing and diversifying companies.

1.? )'!'('!c#/ The fast developing IT industry and high technology oriented
industry invariably require vast human resources within the short span of time. The best
strategy to get vast human resources immediately is through internet.

#%&

Recruitment policy of any organization is derived from the HR 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 government¶s reservation policy, policy

Regarding sons of soil etc., HR policies of other organizations regarding merit, internal sources,
social responsibility in absorbing minority sections, women etc. recruitment policy should
commit itself to the organization¶s HR policy like enriching the organization¶s human resources
or serving the community by absorbing the weaker sections and disadvantaged people of the
society, motivating the employees through internal promotions, improving the employee¶s
loyalty to the organization by absorbing the retrenched or laid-of employees or casual/temporary
employees or dependents of present/former employees etc.

'%0,! '%! 

Recruitment practices vary from one organization to another. Some organizations like
commercial banks resort to centralized recruitment while some organizations like the Indian
Railways (for Group III and Group IV positions) resort to decentralized recruitment practices.
HR department at the central office performs all the function of recruitment (discussed earlier) in
case of centralized recruitment and personnel departments at unit level/zonal level perform all
the functions (discussed earlier) of recruitment concerning to the jobs of the respective unit or
zone. Now we shall discuss the merits of centralized recruitment and decentralized recruitment.

!#"'%! 

1.? Average cost of recruitment per candidate/unit should be relatively less due to economies
of scale.
 2.? It would have more expertise available to it.
3.? It can ensure broad uniformity among human resources of various units/zones in respect
of education, skill knowledge talent etc.,
4.? It would generally be above malpractices, abuse of powers, favoritism, bias etc.,
5.? It would facilitate interchangeability of staff among various units/zones.
6.? It enables line managers of various units and zones to concentrate on their operational
activities by relieving them from the recruitment functions.
7.? It enables the organization to have centralised selection procedure, promotional and
transfer procedure etc.
8.? It ensures the most effective and suitable placement to candidates.
9.? It enables centralised training programmers which further brings uniformity and
minimizes the average cost of staff.

Despite these advantages of centralised recruitment, some organizations resort to decentralized

recruitment for the following reasons:

!#" '%0 

1.? The unit concerned concentrates only on those sources/places where it normally gets the
suitable candidates. As such, the cost of recruitment would be relatively less.
2.? The unit gets the most suitable candidates as it is well aware of the requirements of the
jobs regarding cultural, traditional, family background aspects, local factors, social
factors etc
3.? Units can recruit candidates as and when they are required without any delay.
4.? The units would enjoy freedom in finding out, developing the sources, in selecting and
employing the techniques to stimulate the candidates.
5.? The unit would relatively enjoy advantage about the availability of information, control
and feedback and various function/processes of recruitment.
6.? The unit would enjoy better familiarity and control over the employees it recruits, rather
than on employees selected by the central recruitment agency.

#c#!#" 

A number of modem recruitment sources are being used by the corporate sector in
addition to traditional sources. These sources are divided into internal and external. Internal
source include employee referrals.

$%#& "'%!

Present employees are well aware of the qualifications, attitudes, experience and
emotions of their friends and relatives. They are also aware of the job requirements and
organizational culture of their company. As such, they can make preliminary judgment
regarding the match between the job and their friends or relatives.
 Hence, the HR managers of various companies depend on the present employees for
reference of the candidates for various jobs. This source reduces the cost and time required for
recruitment. Further, this source enhances the effectiveness 9of recruitment. HR managers offer
various incentives/rewards including cash incentives to the current employees for referring the
best candidates.

The other category of modem sources is external sources.

#1'%!#!%/ Walk in and consult in, head-hunting, body-

shopping, mergers and acquisitions, tele-recruitment and outsourcing.

2'%3./ The busy organizations and the rapid changing companies do not find time
to perform various functions of recruitment. Therefore, they advise the potential candidates to
attend for an interview directly and without a prior application on a specified date, time and at a
specified place. The suitable candidates from among the interviewees will be selected for
appointment after screening the candidates through tests and interviews.

#!%./ The busy and dynamic companies encourage the potential job seekers to
approach them personally and consult them regarding the jobs. The companies select the
suitable candidates from among such candidates through the selection process.

'.4-/ The companies request the professional organizations to search for

the best candidates particularly for the senior executive positions. The professional
organizations search for the most suitable candidates and advise the company regarding the
filling up of the positions. Head-hunters are also called µsearch consultants¶.

, #&!4#$$-/ Professional organizations and the hi-tech training institutes

develop the pool of human resources for the possible employment. The prospective employers
contact these organizations to recruit the candidates. Otherwise, the organizations themselves
approach the prospective employers to place their human resources. These professional and
training institutions are called µbody shoppers¶ and these shopping is also known as employee
leasing activity. The leasing firms employ the people and lease them for the use by various
needy companies for payment of a commission.

,-!5!#!/ Business alliances like acquisitions, mergers, and take-

overs help in getting human resources. In addition, the companies do also have alliances in
sharing their human resources on ad-hoc basis.

It does mean that the company with surplus human resources offers the services of their
employees to other needy organizations.

, . / The technological revolution in telecommunications helped the

organizations to use internet as a source of recruitment. Organizations advertise the job
vacancies through the World Wide Web (www). The job seeders send their applications through
e-mail using the Internet. Alternatively, job seekers place their CVs in the world wide
web/internet, which can be drawn by the prospective employers depending upon their
requirements.

c
 

Selection procedure employs several methods of collecting information about the

candidate¶s qualifications, experience, physical and mental ability, nature and behaviour,
knowledge, aptitude and the like for judging whether a given applicant is suitable or not for the
job. Therefore, the selection procedure is not a single act but is essentially a series of methods or
stages by which different types of information can be secured through various selection
techniques. At each step, facts may come to light which are useful for comparison with the job
requirement and employee specifications.

Steps in Scientific Selection Process

(i) Job Analysis, (ii) Recruitment. (iii) Application Form, (iv) Written Examination, (v)
Preliminary Interview (iv) Business Games (vii) Tests. (viii) Final Interview. (ix) Medical
Examination (x) Reference Checks. (xi) Line Manager¶s Decision. (xii) Job offer (xiii)
Employment.

#*'%&!!/ Job analysis is the basis of selecting the right candidate. Every
organization should finalize the job analysis, job description, job specification and employee
specifications before proceeding to the next stop of selection.

' !#%'/Every company plans for the required number of and kind of
employees for a future date. This is the basis for recruitment function.

/ Recruitment refers to the process of searching for prospective employees and
stimulating then to apply for jobs in an organization. It is the basis for the remaining techniques
of the selection and the latter varies depending upon the former. It develops the applicants¶ pool.

,%#$#" '!!"#c%#/The Company has to select the appropriate candidates

from the applicants¶ pool. The company develops or borrows the appropriate bases/techniques
for screening the candidates in order to select the appropriate candidates for the jobs.

$$%'#(#/ Application Form is also known as ð
ð
ð

The technique of
application bank is traditional and widely accepted for securing information from the prospective
candidates. It can also be used as a device to screen the candidates at the preliminary level.
Many companies formulate their own style of application forms depending upon the requirement
of information based on the size of the company, nature of business activities, type and level f
the job etc. Information is generally required on the following items in the application forms:

(i) Personal background information

(ii) Educational attainments

(iii) Work experiences

(iv) Salary

(v) Personal details and

(vi) References.

2 1''#

The organizations have to conduct written examination for the qualified candidates after
they are screened on the basis of the application blanks so as to measure the candidate¶s ability in
arithmetical calculations, to know the candidates¶attitude towards the job, to measure the
candidates¶aptitute, reasoning, knowledge in various disciplines, general knowledge and English
language.

%'&,6

The preliminary interview is to solicit necessary information from the prospective

applicants and to assess the applicant¶s suitability to the job. This may be conducted by an
assistant in the personnel department. The information thus provided by the candidate may be
related to the job or personal specifications regarding education, experience, salary expected,
aptitude towards the job, age, physical appearance and other physical requirements etc. Thus,
preliminary interview is useful as a process of eliminating the undesirable and unsuitable
candidates. If a candidate satisfied the job requirements regarding most of the areas, he may be
selected for further process.

Preliminary interviews are short and known as stand-up interviews or sizing-up of the
applicants or screening interviews. However, certain required amount of care is to be taken to
ensure that the desirable workers are not eliminated. This interview is also useful to provide the
basic information about the company to the candidate.

!!!7'!/Business games are widely used as a selection technique for selecting

management trainees, executive trainees and managerial personnel at junior, middle and top
management positions. Business games help to evaluate the applicants in the areas of decision-
making identifying the potentialities, handling the situations, problem-solving skills, human
relations skills etc. Participants are placed in a hypothetical work situation and are required to
play the role situations in the game. The hypothesis is that the most successful candidate in the
game will be the most successful one on the job.

7#$ !!!#/ The technique of group discussion is used in order to secure further
information regarding the suitability of the candidate for the job. Group discussion is a method
where groups of the successful applicants are brought around a conference table and are asked to
discuss either a case study or a subject-matter. The candidates in the group are required to
analyses, discuss, find alternative solutions and select the sound solution. A selection panel then
observes the candidates in the areas of initiating the discussion, explaining the problem,
soliciting unrevealing information based on the given information and using common sense,
keenly observing the discussion of others, clarifying controversial issues, influencing others,
speaking effectively, concealing and mediating arguments among the participants and
summarizing or concluding apply. The selection panel, based on its observation, judges the
candidates¶ skill and ability and ranks them according to their merit. In some cases, the selection
panel may also ask the candidates to write the summary of the group discussion in order to know
the candidates¶ writing ability as well.

!/

Psychological tests play a vital role in employee selection. A psychological test is

essentially an objective and standardized measure of sample of behavior from which inferences
about future behavior and performance of the candidate can be drawn.

Objectivity of tests refers to the validity and reliability of the instruments in measuring
the ability of the individuals. Objectivity provides equal opportunity to all the job seekers
without any discrimination against sex, caste etc. standardization of test refers to uniformity of
the total behavior of the prospective employee on the job.

&$!#"!/Tests are classified into five types they are

Aptitude tests

i. Achievement tests

ii. Situational tests

iii. Interest tests

iv. Personality tests and

v. Multidimensional testing.

i. a



/These tests measure whether an individual has the capacity or

latent ability to learn a given job if given adequate training. Aptitudes can be divided into general
and mental ability or intelligence and specific aptitudes such as mechanical, clerical,
manipulative capacity etc.

##'%8# 8/Most of the organizations realized that emotional involvement and

commitment of the employees determine their contribution to the company rather than their
intelligence quotient. As such, emotional quotient (EQ) is used as important criteria in the
employee selection process. EQ is calculated by the using the following formula:

Emotional Age

EQ = ²²²²²²²²² X 100
 Actual Age

ii. a 

 
: These tests are conducted when applicants claim to know
something as these tests are concerned with what one has accomplished. These tests are more
useful to measure the value of a specific achievement when an organization wishes to employ
experienced candidates. These tests are classified into: (a) Job knowledge test: and (b) Work
sample test.

1.? c



 This test evaluates a candidate in a similar real life situation. In this test,
the candidate is asked either to cope with the situation or solve critical situations of the
job.
2.? |



 These tests are inventories of the likes and dislikes of candidates in relation
to work, job, occupations, hobbies and recreational activities. The purpose of this test is
to find out whether a candidate is interested or disinterested in the jo for which he is a
candidate and to find out in which area of the job range/occupation the candidate is
interested. The assumption of theis test is that there is a high correlation between the
interest of a candidate in a job and job success. Interst inventories are less faked and they
may not fluctuate after the age of 30.
3.? O
 
 These tests prove deeply to discover clues to an individual¶s value
system, his emotional reactions and maturity and characteristic mood. They are expressed
in such traits like self-confidence, tact, emotional control, optimism, decisiveness,
sociability, conformity, objectivity, patience, fear,distrust, initiative, judgment dominance
of submission, impulsiveness, sympathy, integrity, stability and self-confidence.
4.? Y
 


1.? Cognitive Ability Tests: These tests measure mathematical and verbal abilities. Popularly
known tests of this category include Graduate Record Examination (GRE) and Scholastic
Aptitude Test (SAT).
2.? Wechsler Adult Intelligence Scale: this is a comprehensive test including general
information, arithmetic, similarities, vocabulary, picture completion, picture arrangement,
object assembly and similar items.
3.? Wonderlic Personnel Test: This test includes perceptual, verbal and arithmetic.
4.? Polygraph Tests: The polygraph is an instrument that records changes in breathing, blood
pressure, pulse and skin response associated with sweating of palms and plots these
reactions on paper.

1.? ›
 
 However, the need for multi-skills is being felt by most of
the companies¶ consequent upon globalization, competitiveness and the consequent
customer-centred strategies. Organization have to develop multi-dimensional testing in
order to find out whether the candidates possess a variety of skills or not, candidate¶s
ability to integrate the multi-skills and potentiality to apply them based on situational and
functional requirement.

|


'ð
terview is usually followed by testing. This is the most essential step in the
process of selection. In this step, the interviewer matches the information obtained about the
candidate thorough various means to the job requirements and to the information obtained
through his own observation during the interview.

  


The types of interviews are:(i) Informal Interview (ii) Formal Interview
(iii) Planned Interview (iv) Patterned Interview (v) Non-directive Interview (vi) Depth Interview
(vii) Stress Interview (viii) Group Interview and (ix) Panel Interview.

O|




||


This is the interview which can be conducted at any place by any
person to secure the basic and non-job related information. the interaction between the candidate
and the personnel manager when the former meets the latter to enquire about the vacancies or
additional particulars in connection with the employment advertisement is an example of
informal interview.



|


In this interview, the candidate in given the freedom to tell about
himself by revealing his knowledge on various items/areas, his background , expectations,
interest etc. Similarly, the interviewer also provides information on various items required by the
candidate.





It is normally the interaction between the candidate and the line executive or
experts on various areas of no knowledge, skill, talent etc. this interview may take various forms
like:

1.? '3-#"#'#,6/This interview is intended to collect the

information which is not available in the application blank and to check that information
provided in the application blank regarding education, place of domicile, family, health,
interests, hobbies, likes, dislikes and extracurricular activities of the applicant.

#*'#*-,6/This interview aims at testing the candidate¶s job

knowledge about duties, activities, methods of doing the job, critical/problematic areas, methods
of handling those areas etc.

c!!,6/ This Interview aims at testing the candidate¶s job behaviour and
level of withstanding during the period of stress and strain. The interviewer tests the candidate by
putting him under stress and strain by interrupting the applicant from answering, criticising his
opinions, asking questions pertaining to unrelated areas, keeping silent for unduly long periods
after he has finished speaking etc. stress during the middle portion of the interview gives
effective results. Stress interview must be handled with utmost care and skill. This type interview
is often invalid, as the interviewee¶s need for a job and his previous experience in such type of
interviews may inhibit his actual behaviour under such situations.

,7#$ !!!#,6/ There are two methods of conduct-ing group

discussion interviews, viz. group interview method and discussion interview method. All the
candidates are brought into one room, i.e., the interview room and are interviewed one by one
under group interview. This method helps a busy executive to save valuable time and gives a fair
account of the objectivity of the interview to the candidates.

Under the discussion interview method, one topic is given for discussion to the
candidates who assemble in one room and they are asked to discuss the topic in detail. This type
of interview helps the interviewer in appraising certain skills of the candidates like initiative,
interpersonal skills, dynamism, presentation, leading, comprehension, collaboration etc.

Interviewers are at ease in this category of interview because of its informality and
flexibility. But it may fail to cover some significant portions of the candidates¶ background and
skills.

,Formal and Structured Interview: In this type of interview, all the formalities,
procedures like fixing the value, time, panel of interviewers, opening and closing, intimating the
candidates officially etc. are strictly followed arranging and conducting the interview. The course
of the interview is preplanned and structured, in advance, depending on job requirements, the
questions for discussion are structured and experts are allotted different areas and questions to be
asked. There will be very little room for the interviewers to deviate from the questions prepared
in advance in a sequence.

,Panel Interview: A panel of experts interviews each candidate, judges his

performance individually and prepares consolidated judgement. This type of interview is known
as panel interview. Interviews for middle level and senior level managers are normally conducted
by the panel of experts.

,Depth Interview: In this interview, the candidate would be examined extensively in

core areas of job skills and knowledge. Experts test the candidate¶s knowledge in depth. Depth
interviews are conducted for specialist jobs.

Information technology brought significant developments in the selection process of

employees. The vital development is on-line interview.

!#.'3-,6/After the candidates are examined by the experts including the
line managers of the organization in the core areas of the job, the head of the department/section
concerned interviews the candidates once again, mostly through informal discussion. The
interviewer examines the interest of the candidate in the job, organization, reaction/adaptability
to the working conditions, career planning, promotional opportunities, work adjustment and
allotment etc. the Personnel Manager also interviews the candidates with a view to find out his
reaction/acceptance regarding salary, allowances, benefits, promotions, opportunities etc. The
head of the department and the personnel manager exchange the views and then they jointly
inform their decision to the chairman of the interview board, who finally makes the decision
about the candidates¶ performance and their ranks in the interview.

Most of the organizations have realized recently that employees¶ positive attitude matters
much rather than employees¶ skills and knowledge. Employees with positive attitude contribute
much to the organization. Hence the interviewers look for the candidates with the right attitude
while making final decision.

,6#!!/Interview is not a single step. It is a process consisting of several steps. The

major steps are grouped into four categories.

$''#"#4,6/Advance preparation for interview is essential as it

permits focusing its coverage on the vital aspects and it helps the interviewer to remember and
absorb many impressions and facts. The following preparations have to be made by the
organization before starting an interview:

Choose the appropriate types of interviews based on job requirements and the nature
of the interviews discussed earlier.

Identify the knowledge , skill areas to be examined through interviews based on job
requirements.

,Determine the type and number of interviewers: Interviewers should be selected

based on personal characteristics, technical, competence, initiative, common sense, general
smartness, ability to inspire confidence, capacity to work in a team and potential for growth.

Interviewers may be drawn from personnel specialists, line managers concerned,

experts in the discipline concerned from academicians, practitioners and psychologists.


!#"!&4#%#-!!/A number of research studies and observations regarding the
effectiveness of psychologist conclude that:

_ There is a wide variation in the abilities of psychologists as in case of other specialists.

_ The psychologist would be a competent interviewer if he has got knowledge of job

requirements and organizational interests.

__ Psychologists¶ ability as an interviewer is probably higher than non-psychologists, if they

are qualified, experienced and trained.

__ Psychologist would act as an additional source of information rather than a deciding factor.

In view of these observations, psychologists may also be included as a memer of interviewers.

Interviewers may interview the candidates either jointly or separately. A panel interview is
preferable to individual interview. The number of interviewers is to be decided on the basis of
number and nature of areas to be covered by the interview, number of candidates to be
interviewed and the time available for interviewing.

,Review of the information collected in advance through other selection methods,

finding out the validity of those methods, the scores obtained etc. The information available in
the application blank should be thoroughly checked regarding:

? Accuracy and validity.

? Acquainting about the applicant.
? To find out stability, review the number of positions and length of time held in each of
the past jobs.
? Compare the nature of positions in the previous employment with that of proposed
employment.
? Check employee growth with organizational progression in the past employment.
? Find out discharges etc., through unexplained breaks.

%#!-4,6/Closing of the interview is as important as its commencement and it

should end pleasantly. The interviewer may show some signs of the close of the interview at an
appropriate time. Interview results should be evaluated after closing the interview.