CHAPTER FOUR

RECRUITMENT,
SELECTION &
ORIENTATION 1
 What is Recruitment?
• Recruitment is the process of finding & attracting
capable applicants for employment. The process
begins when new recruits are sought & ends when
their applications are submitted. The result is a
pool of application from which new employees are
selected.
• Recruitment is a ‘linking function’ - joining
together those with jobs to fill and those seeking
jobs.

2
 Recruitment, Selection,…
Objectives:
After completing this chapter, you should be
able to:
 define recruitment;
 identify the aims of recruitment;
 describe the recruitment process and
recognize the factors that affect recruitment;
 realize the sources of recruitment and their
advantages and disadvantages; 3
 Objectives…
• Define selection;
• Distinguish between recruitment and
selection;
• Identify the selection criteria;
• Discuss the selection process;
• Define induction and orientation and
describe their purposes; and
• Discuss the steps of the induction process.
4
• The aims of recruitment are:
– to obtain qualified employees at minimum
cost & required number
– to reduce the probability that job applicants
once selected would leave shortly
– to use and be seen to use a fair process &
meet legal and social obligations
– to ensure that all recruitment activities
contribute to company goals & a desirable
company image

5
 Recruitment process
1. Human resource department receives requisitions
for recruitment from any department of the
company
2. Locating and developing the sources of required
number and type of employees
3. Developing the techniques to attract the desired
candidates
4. Identifying the prospective employees with
required characteristics
5. Evaluating the effectiveness of recruitment
process
6
 Factors Affecting Recruitment
The internal factors are:
• Wage and salary policies
• Recruiting policy of the organisation
• Promotion and retirement policies
• The age composition of existing working force
• Turnover rates
• The nature of operations involved the kind of personnel
required
• The level and seasonality of operations in question
• Future growth, expansion and reduction programmes
• Human resource planning strategy of the company
7
• The external factors are:
–Supply and demand of specific skills in the
labour market;
–Company’s image perception of the job
seekers about the company.
–Economic factors
–Political and legal factors also exert
restraints in respect of nature and hours of
work for women and children, and allied
employment practices in the enterprise.
8
 Sources of Recruitment
• Internal sources
• Current employees (Job posting) Transfer & promotion
• Referrals from current employees
• Former or retired employees and their family
• Previous Applicants

• Some surveys indicated that up to 90% of many

companies’ management positions are filled
internally. 9
External sources
• Advertisement
• Employment Agencies
• On Campus Recruitment
• Labour Unions
• Gate Hiring

10
Advantages of internal recruitment
• It is less costly in terms of administering the recruitment
process
• Time & costs of training will be less because employees are
familiar with the firm
• Organizations have better knowledge about the internal
candidates
• Enhancement of employee morale & motivation.
• Good performance is rewarded through promotion
Disadvantages of internal recruitment
• It closes the door for skill, talents & experiences from new
individual.
• Moral problems for those not promoted
• It opens a door for bias and fraud in decision making during
recruitment
• Candidates’ current work may be affected
• Politics play greater roles i.e. those who have more political
power would be benefited
11
Advantage of external recruitment
• Benefits of new skill, talents, experiences from new
individual.
• Compliance with reservation policy, internal politics,
fraud and bias become easy
• Scope for resentment & heartburn are avoided.
• The cost of employees will be minimized because
candidates selected in this method will be placed in
the minimum pay scale.
Disadvantages of external recruitment
• It is more expensive & time-consuming.
• Better morale & motivation associated with internal
recruitment is denied.
• Adjustment of new employees takes longer time.
12
 Methods of Recruitment
• Methods of recruitment are different from the sources of
recruitment
• Sources are the locations where prospective
employees are available.
• On the other hand, methods are way of establishing
links with the prospective employees.
• Various methods employed for recruiting include
1. Direct Methods
• Sending of recruiters to colleges and technical schools
2. Indirect Methods
• Most frequently used indirect method is advertisement in
newspapers, journals on the radio & television.
3. Third-Party Methods
• The most frequently used third-party methods are public
and private employment agencies. 13
 Selection
• Selection is the process of picking up individuals (out of
the pool of job applicants) with requisite qualifications
and competence to fill jobs in the organization.
• It is the process of choosing people by obtaining and
assessing information about the applicants (age,
qualification, experience and qualities) with a view of
matching these with the job requirements and picking up
the most suitable candidates.
• Sometimes, it is called a negative process in contrast to
positive program of recruitment
• The objective of the selection decision is to choose the
individual who can most successfully perform the job,
from the pool of qualified candidates. 14
 Difference between Recruitment & Selection
Recruitment
• The basic objective of
recruitment is to attract
maximum number of
candidates so that more
options are available.
• Recruitment is said to be
positive in its approach as it
seeks to attract as many
candidates as possible.
• The outcome of recruitment
is application pool which
becomes input for selection
process.
Selection
• The basic objective of
selection is to choose best out
of the available candidates.
• Selection on the other hand is
negative in its application in
as much as it seeks to
eliminate as many
unqualified applicants as
possible in order to identify
the right candidates.
• The outcome of selection
process is in the form of
finalizing candidates who will
be offered jobs. 15
 Selection criteria
Selection criteria should be expressed in terms of
– Essential – requirements that are critical to successfu
performance in the position without which a person
could not be appointed; and
– Desirable – requirements that would enable the
person to perform at a higher level in the position,
but without which the person could still be
appointed.
It is recommended that the total number of
essential and desirable criteria shall not exceed
10. 16
 The Selection Process
1. Initial Screening of Applications
The application forms or application blank are used
– Biographical Data
– Educational Attainment
– Work Experience
– Salary and Benefits
– Names & addresses of previous employers
– Names & addresses of references, etc.
• Some organisations assign numeric values or weights to
the responses provided by the applicants. This makes the
application form more job related.
• Generally, the items that have a strong relationship to
job performance are given higher scores.
17
2. Selection Tests
Types of tests
• Achievement Test
– When applicants claim to know something, an achievement
test is given to measure how well they know it.
• Intelligence Test
– This aims at testing the mental capacity of a person with
respect to reasoning, word fluency, numbers, memory,
comprehension, picture arrangement, etc.
• Personality Test
– Dimensions of personality such as interpersonal competence,
dominance-submission, extroversion-introversion, self-
confidence, leadership ability, patience, & ambition can be
measured 18
– Aptitude test
• Aptitude test measures the latent or potential
characteristics to do something provided proper
environment and training are provided to the
individuals.
• This test is more valid when the applicants have no
experience or very little experience along the lines
of the jobs.
– Interest Test
• Interest test generally measures interest in outdoor
activities, mechanical, computational, scientific,
persuasive, artistic, literary, musical, clerical, social
services, etc.
19
Advantages of Selection Tests
– Selection tests are standardized & unbiased methods
of soliciting information about the prospective
employees.
– Selection tests can be used to weed out the large
number of candidates who may not be considered for
employment in the organization.
– The tests are able to uncover the qualities and
potentials of prospective employees, which cannot be
known by other methods including personal interview.
Limitations of Selection Tests
– Selection test cannot make a 100% prediction of an
individual’s on the job success.
– If the number of candidates is small, the use of test20is
3. Interviews
• It is an oral examination of candidates for employment
• It is the most important tool in the selection process.
Sample Interview Questions
• Job Related Questions:
– What skills do you bring to this position?
– Can you work 6 a.m. to 3 p.m.?
– What experience have you had that directly relates to this
position?
– Describe any past education or training that relates to this
position.
• Probing Questions:
– What did you like most about your last job?
– What did you like least about your last job?
• General Selection Questions:
– What is your salary/pay requirement?
– When would you be available to start? 21
• Subjects to Avoid
– Marital status
– Children & other dependants
– Religion
– Politics
– Ethnic origins
• How to Ensure Interview Reliability
– Identify job characteristics.
– Write a list of questions based on job characteristics.
– Plan to ask each applicant the same questions.
– Plan to score responses.

22
Problems in the Interview
– Bias
– Favor or select people whom they perceive to be similar to them
– Stereotyping
– Judging someone on the basis of our perception of the group to
which he or she belongs
– Halo Effect
– Drawing a general impression about an individual on the basis of
a single characteristic
– First Impression
– Distort or ignore additional information about an individual to fit
your first impression.
– Cultural Noise
– Contrast 23
4. Reference & Background Checks
• Reference checks can be through formal letters,
telephone conversations
• The usual referees may be
– previous employers,
– persons associated with the educational institutions from
where the candidates have received education,
– or other persons of prominence who may be aware of the
candidates’ behaviour and ability.
• Like the interview, it is good to have a list of questions to
ask a candidate’s former employers. Examples
– How long did you work with this person?
– What were his/her responsibilities?
– What strengths did he/she bring to the job?
– What skills does this person need to work on?
– Would you hire this person again? 24
5. Selection Decision & Prepare a Selection Report
• The final decision has to be made out of applicants who
have passed preliminary screenings, tests, final interviews
& reference checks.
• It is advisable to prepare a selection report that provides
quantifiable reasons for the decisions made.
• A selection report should contain a comparative analysis
of each of the applicants and any areas of concern. Other
information to be provided includes:
• A description of the position and selection criteria.
• Outlines of the process to date.
• How the position was advertised.
• Number of applications received.
• Time and place of interviews.
•
25
How many applicants were interviewed
6. Pre-employment Medical & Physical Examinations
• It is recommended that medical examinations should
only be undertaken for legitimate job-related purposes.
• The reason for requesting the examination should be
clearly stated to prospective employees, preferably
during the course of the selection interview.
• Medical and physical examinations are usually resorted
to by employers as part of the selection process mainly
to;
– Ascertain whether the applicant has a record of physical &
health problems, which can potentially affect his behavior
and performance on the job adversely.
– Know whether the applicant is more sensitive to certain
aspects of work-place environment such as chemicals.
26
7. Job Offer & Contract of Employment
• The company offers employment in the form of an
appointment letter mentioning the post, rank, salary
grade, date by which the candidate should join & other
terms & conditions of employment.
• There is a need to prepare a formal contract of
employment, containing written contractual terms of
employment etc.
• Some firms make a contract of service on judicial paper.
• Usually an appointment is made on probation in the
beginning. The probation period may range from three
months to two years.
• When the work and conduct of the employee is found
satisfactory, he/she may be confirmed.

27
 Orientation/Induction
• Starting a new job is considered to be one of the most
stressful life experiences, therefore a proper induction
process that is sensitive to the anxieties and uncertainties,
as well as the needs of a new employee, is therefore of the
utmost importance.
• Inducting and orienting new employees should be major
concerns for organizations.
• The induction & orientation strategy generally has a
significant impact
– on the length of employment,
– employee dedication to the company,
– on employee motivation and
– support of the corporate mission. 28
 What is Induction and Orientation?
• Induction refers to the process of helping people
make the transition into a new workplace, a new
role, or area of responsibility.
• This may include formal training or instruction
programs that an employee had to complete
before they could start work.
• Orientation is the process of acquainting new
employees with the organization & it is the
informal information giving process that make the
recruit aware of the comfort issues-where the
facilities are, what time lunch is and so forth.
29
• Orientation & induction help the newcomers to
interact freely with employees working at various
levels and learn behaviors that are acceptable.
• Through such formal and informal interaction and
discussion, newcomers begin to understand
– how the department/ company is run,
– who holds power and who does not,
– who is politically active within the department,
– how to behave in the company, what is expected of
them, etc.

30
 Purposes of Orientation & Induction
Purposes of Orientation/Induction for Employers
Productivity Enhancement
• Studies indicate that orientation helps new employees
reach full productivity levels at least two months sooner
than those without effective orientation experiences.
• One construction company has found that emphasizing
safety & instructing new employees in safe work practices
has significantly reduced the number of lost-time injuries
experienced by new employees.

31
Turnover Reduction
• One construction company was able to reduce annual
turnover rates by 40%, and much of the decline was
attributed to more effective orientation of new
employees.
• Corning Glass identified that 70% of the employees rating
orientation highly were likely to stay at least three years.
• Turnover is costly, and if orientation helps reduce
turnover, then it contributes to organizational success.

32
Organizational Overview
• Another purpose of orientation is to inform new
employees about the nature of the organization.
• A general organizational overview might include
– a brief review of the history,
– structure, key executives, purpose,
– products, & services of the organization,
– how the employee’s job fits into the big picture &
– other general information.
• If the employer prepares an annual report, a copy may be
given to a new employee.

33
Purpose of Orientation/Induction for New Employees
• Removes fears; A newcomer is not very sure about what
he is supposed to do. Induction helps a new employee
overcome such fears and perform better on the job.
• The job, its content, policies, rules and regulations.
• The people with whom he is supposed to interact.
• The terms and conditions of employment.
• Favorable Employee Impression; Certainly a good
orientation program creates a favorable impression of the
organization and its work.
• Providing sufficient information about
• when and where to report the first day,
• handling all relevant paperwork efficiently, and
• having personable, efficient people assist the new employee
• These all contribute to creating a favorable impression of
the organization. 34
Act as a valuable source of information;
• Induction serves as a valuable source of information to
new recruits. It clarifies many things through employee
manuals/handbook.
• Informal discussions with colleagues may also clear the
fog surrounding certain issues.
Enhance Interpersonal Acceptance;
• Another purpose of orientation is to ease the employee’s
entry into the work group.

35
 Steps in Induction Programme
I. Welcome to the organization
II. Explain about the company.
III. Show the location, department where the new recruit will work. .
IV. Give the company’s manual to the new recruit.
V. Provide details about various work groups & the extent of
unionism within the company.
VI. Give details about pay, benefits, holidays, leave, etc.
VII. Emphasize the importance of attendance or punctuality.
VIII.Explain about future training opportunities and career prospects.
IX. Clarify doubts, by encouraging the employee to come out with
questions.
X. Take the employee on a guided tour of buildings, facilities, etc.
Hand him over to his supervisor.
36
 Induction Programme Content
The areas covered in employee induction programme may be
stated as follows:
1. About Organizational Issues
– History of the company – Products/services
– Names & titles of key offered
executives. – Overview of production
– Employees’ title and process
department. – Company policy & rules
– Layout of physical – Disciplinary procedures
facilities – Employees’ handbook
– Safety steps
– Probationary period 37
 2. About Employee Benefits
• Pay scales, pay days policy • Recreation, retirement
• Vacations, holidays/leave benefit
policy • Insurance & medical policy
• Attendance policy
• Health, safety & security
policies
• Flextime & telecommuting
policy
• Performance management
policy
• Rest pauses
• Training Avenues 38
3. Introductions 4. About Job duties

– To supervisors – Job location

– To co-workers – Job tasks
– To trainers – Job safety needs
– To employee – Overview of jobs
counselor – Job objectives
– Relationship with
other jobs

39
 Case Study of
“Toyota Motor Manufacturing, USA”
Induction Process
1. Day One;
• The first day begins at 6:30 a.m. with an overview of the
program, a welcome to the company, and a discussion of
the firm’s organization structure & HR department by the
firm’s vice president for HR.
• The vice president devotes about an hour and a half to
discussing Toyota history and culture, and about two hours
to employee benefits.
• Another two hours are then spent discussing Toyota’s
policies about the importance of quality & teamwork. 40
2. Day Two;
• The second day starts with about two hours
devoted to “communication training-the Toyota
Motor Manufacturing way of listening.”
• Here the importance of mutual respect, teamwork,
and open communication is emphasized.
• The rest of the day is then devoted to general
orientation issues.
• These include safety, environmental affairs, the
Toyota production system, and the firm’s library.

41
3. Day Three:
• This day also begins with two-and-a-half to three
hours devoted to communication training, in this
case “making requests and giving feedback.”
• The rest of the day is spent covering matters such as
– Toyota’s problem-solving methods,
– Quality assurance,
– Hazard communications, and
– Safety.

42
4. Day Four:
• Teamwork is stressed in the morning session.
• Topics include teamwork training, Toyota’s
suggestion system, and the Toyota Team Member
Activities Association.
• This session also covers what work teams are
responsible for and how to work together as a
team.
• The afternoon specifically covers fire prevention
and fire extinguishers training.

43
• Employees thus complete the four-day
orientation/induction/socialization process having
been steeped in-and it is hoped converted to—
Toyota’s ideology, in particular its mission of quality
and its values of teamwork, kaizen/ continuous
improvement, and problem solving.
• That is a big step toward winning new employees’
commitment to Toyota and its goals and values.

44