Selection

Definition

Personnel Selection is the methodical placement of individuals into jobs. Its impact on the organization is realized when employees achieve years or decades of service to the employer. The process of selection follows a methodology to collect information about an individual in order to determine if that individual should be employed. The methodology used should not violate any laws regarding personnel selection.

Job Analysis

A selection procedure has "validity" if a clear relationship can be shown between the selection procedure itself and the job for which the individuals are being selected. Thus, an important part of selection is Job Analysis. A job analysis is usually conducted prior to, and is often used in, the development of the selection procedures. However, a selection procedure may be "validated" after it has been implemented by conducting a job analysis and showing the relationship between the selection procedure and the job.

The process of personnel selection involves collecting information about individuals for the purpose of determining suitability for employment in a particular job. This information is collected using one or more selection devices or methods which are categorized below:

*Interviews
*Personality Tests
*Biographical Data
*Cognitive Ability Tests
*Physical Ability Tests
*Work Samples
*Self Assessments
*AssessmentTest

Recruitment and Selection Tests

Recruitment and Selection Tests

If you are currently applying for a job then the chances are that you will need to sit a recruitment and selection test as part of the process. These tests aim to provide a potential employer with an insight into how well you work with other people, how well you handle stress, and whether you will be able to cope with the intellectual demands of the job.

Recruitment and selection tests are only part of the selection process and you will still be asked to complete an application form, send in a copy of your resume and attend at least one interview. All of these things will tell the employer something about you and help them to choose the most appropriate candidate for the vacancy. Recruitment and selection tests can be split into personality tests and aptitude/ability tests.

The principle behind personality tests is that it is possible to quantify your personality characteristics by asking you about your feelings, thoughts and behavior. Personality has a significant role to play in deciding whether you have the enthusiasm and motivation that the employer is looking for and whether you going to fit in to the organization, in terms of your personality, attitude and general work style?Personality tests can be applied in a straightforward way at the early stages of selection to screen-out candidates who are likely to be unsuitable for the job.

Aptitude and ability tests are designed to assess your intellectual performance. These types of test can be broadly classified onto the groups shown and you may be asked to sit a test which consists only of ‘numerical’ questions or these may form part of a test which consists of questions of different types.

This will depend very much on the job you are applying for. For example, jobs that require you to handle figures on a day to day basis may have a higher proportion of numerical Reasoning Question , whereas tests used for information technology jobs tend to have a higher proportion of abstract reasoning questions.

You may be asked to answer the questions either on paper or using a PC or palm-top, as online testing is becoming increasingly popular. The advantage of online testing is that once the test is completed, an analysis of the results can be calculated straight away. This means that the organization can continue with the selection process with the results ‘in hand’ rather than keep you waiting or send you home and call you back in at a later date. Another advantage is that you can take the test at a recruitment agency or even in your own home. Online testing is particularly suitable for initial screening as it is very cost-effective.

Whichever type of test you are given, the questions are almost always presented in multiple-choice format and have definite correct and incorrect answers. As you proceed through the test, the questions may become more difficult and you will usually find that there are more questions than you can comfortably complete in the time allowed. Very few people manage to finish these tests and the object is simply to give as many correct answers as you can.

Your test score is then compared with the results of a control group which has taken the tests in the past. This control group could consist of other graduates, current job holders or a sample of the population as a whole. Your reasoning skills can then be assessed in relation to this control group and judgments made about your ability.Remember, recruitment and selection tests are only part of the overall assessment procedure. Employers will use them alongside interviews, application forms, academic results and other selection methods, so your test results won't be the only information looked at.

Recruitment & Selection

RECRUITMENT: Recruitment refers to the process of finding possible candidates for a job or function, undertaken by recruiters. It may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Advertising is commonly part of the recruiting process, and can occur through several means: through newspapers, using newspaper dedicated to job advertisement, through professional publication, using advertisements placed in windows, through a job center, through campus interviews, etc. Suitability for a job is typically assessed by looking for skills, e.g. communication skills, typing skills, computer skills. Evidence for skills required for a job may be provided in the form of qualifications (educational or professional), experience in a job requiring the relevant skills or the testimony of references. Employment agencies may also give computerized tests to assess an individual's "off-hand" knowledge of software packages or typing skills. At a more basic level written tests may be given to assess numeracy and literacy. A candidate may also be assessed on the basis of an interview. Sometimes candidates will be requested to provide a résumé (also known as a CV) or to complete an application form to provide this evidence.

SELECTION:Selection is the process used to identify and hire individuals or groups of individuals to fill vacancies within an organization. Often based on an initial job analysis, the ultimate goal of personnel selection is to ensure an adequate return on investment--in other words, to make sure the productivity of the new hire warrants the costs spent on recruiting and training that hire. Several screening methods exist that may be used in personnel selection. Examples include the use of minimum or desired qualifications, resume/application review, oral interviews, work performance measures (e.g., writing samples), and traditional tests (e.g., of job knowledge). The field of personnel selection has a long history and is associated with several fields of research and application, including human resources and industrial psychology.

Key Considerations-Recruitment

1. Justification for Recruitment

Before recruitment begins, the following will be given consideration:

-is it necessary to fill the vacancy?
- does the role require changes in duties and responsibilities?
- is it appropriate to evaluate the grade of the post?
- could the work be accommodated in other ways?
- what terms and conditions are being offered for the post?
- are there any staff ‘at risk’? Staff at risk within the organisation must be given first
consideration for any vacancy prior to an external / internal advertisement being placed.

2. Filling the Vacancy

In order for the recruitment process to commence, the Director of School / Department must gain authorisation, using appropriate documentation. The following documentation must be completed for recruitment to all posts:

* Recruitment Request – HR / Finance Authorisation Form
* Job Description
* Person Specification
* Occupational Health Evaluation Form

3. Advertising

It is normal practice that all vacancies are advertised, both internally within the University, as well as externally. However, where it is considered that existing staff have the prerequisite skills consideration may be given to advertising posts internally only. Staff who have been identified to be ‘at risk’ may be considered for vacant posts prior to internal / external advert if they meet all the essential criteria of the vacancy.

There may be exceptional occasions when the University deems it appropriate to use “search” techniques. Before doing so, the Director of School / Department must secure prior permission from their Executive line manager that “search” is the appropriate method.

4. Enquiries

All enquirers will receive a recruitment information pack detailing the requirements of the post. Wherever possible, this will be provided in electronic format.

5. Selection

Shortlisting

Candidates will only be shortlisted for interview if they meet all the essential criteria defined in the person specification. If the number of candidates meeting the essential criteria is excessive, further selection must be undertaken utilising the desirable criteria to achieve a workable shortlist (suggest no more than 6).

Shortlisting must be undertaken by at least two individuals who are experienced in the recruitment process and who will go on to be involved in the interviewing process.

Interviewing

The interview must be conducted by a panel, the suggested composition of which is detailed in the procedures. All interviews for one post must be conducted by the same panel.

All candidates will be asked a standard format of questions, which will have been decided by the interview panel prior to the interviews. All questions must be related to the job requirements and the candidate’s suitability to undertake the role.

Skills assessment

As part of the selection process, Schools/Departments may wish candidates to partake in a series of skills tests. These tests must be directly related to the role in question and must be measurable against objective criteria. Candidates must be informed of the details in the letter inviting them for interview. Details of any skills tests, including the criteria to be measured and the method of measuring must be provided in advance to HRD.

6. Appointment

The choice of candidate will be determined by the majority view from the formal interview panel. The panel will take account of any other information that will have been generated as part of the selection process. In the case of a tied vote, the Chairs decision will carry.
A formal offer of appointment is to be made / confirmed in writing and will be conditional upon receipt of references which satisfy University requirements, medical assessment, satisfactory evidence of eligibility to work in the UK and other appropriate checks, such as Criminal Records Bureau (CRB), if applicable to the post

7. Confidentiality

All application details are treated with the utmost confidentiality. It is the responsibility of the Director of School / Department (or her/his nominee) to ensure that suitable arrangements are made for confidentiality to be maintained.

8. Documentation

At all stages of the recruitment process, it is the responsibility of the Chair of the panel to ensure that notes are kept detailing the reasons for selection or rejection of candidates. These notes could be called upon as evidence of the fairness of the process, either through an internal assessment or to support an external investigation. The notes should therefore be relevant to, and necessary for the process itself. It should be noted that applicants would normally be entitled to have access to interview notes about them which are retained as part of the record of the interview. All records must be handed to HRD by the Chair of the panel.

9. Feedback

All applicants may receive formal written communication informing them of the status of their application upon request. Feedback will be provided by the Chair of the panel at the request of any applicant at any stage of the recruitment process.

10. Observation

In order to ensure the University’s compliance with both the Recruitment and Selection and Equal Opportunities Policies and Procedures, an Observer may be present at any part of the process from shortlisting through to selection. Observation may be undertaken by an appropriate recognised Trade Union representative or member of Human Resources Department. In addition, an equal opportunities observer may also be present. In order for an individual to become an authorised Observer, they must undertake approved training. However, the Observers do not actively participate in any stage of the proceedings and do not have voting rights for selection.

11. Monitoring

The University will from time to time undertake audit exercises in order to monitor the effectiveness of this policy and its performance against the Equal Opportunities policy.

Recruitment Policy

The recruitment and selection process is of paramount importance in order to recruit staff with the necessary skills and attributes to enable the University to fulfil its corporate aims and objectives. The Recruitment and Selection Policy and Procedures aim to provide clear guidance to managers in relation to both the selection and appointment of staff. This policy promotes and supports good practice for those with responsibility for recruitment.

This policy and procedures aim to achieve the following objectives:

Recruit staff with the appropriate skills, both technical and personal, in order to meet the University’s current and future needs.

To ensure that staff appointed to posts involving teaching responsibilities are qualified to carry out such duties or are working towards an appropriate qualification.

Work to a fair and effective recruitment procedure, which is consistent with employment legislation and the University’s equal opportunities policies and practices.

Develop and enhance the public image of the University, both as an employer and as a quality provider of education and research.

Internal candidates or others personally known to the interview panel must be treated in exactly the same way as all other candidates.

This policy and associated procedures applies to all members of staff other than senior postholders as defined in the Articles of Association.

Additional guidance on the procedures to be followed in the recruitment of atypical and casual staff is provided separately.

Recruiting costs minimization

Companies are not leaving any stone unturned and thereby are spending a lot on resources in the process for getting the huge talent requirements and to get the best of the lot. Recruitment costs are becoming increasingly heavy on the pockets and there is a dire need for them to look for something cheap without compromising on the quality of recruits. And with the rise in costs, they are growing more cautions about recruitment expenditure. There is an age old adage ‘Give and Take’ or ‘you gain some, you lose some’. And this adage seems to be put in practice by many companies.

Organizations are using a host of innovative and at the same time, run-of-the-mill methods to hire employees. But in order to be effective and innovative, the compromise has been settled on the high costs. The hiring costs have shot up manifolds and companies have started to get affected in their P&L accounts. The average recruitment cost per employee can range anywhere between Rs 50,000 to 60lakhs, depending on the position.

So how do companies hire fresh talent? They usually have a host of methods ranging from internal movements where the company advertisers the position within the organization. This method is considered to be very cost effective as the employee is already a cultural fit and the talent stays within the organization. They also advertise in the mainstream press though it is usually as it includes not only the advertising cost but also the cost of processing, screening and interviewing the candidates.

Many other companies have on-campus and off-campus initiatives for hiring fresh graduates. They also use an optimum channel mix strategy for hiring experienced people. The channels of hiring would include in-house technical recruiters using portals and own network, employee referral program, placement consultants etc. Recruitment costs are taking up a major part of the annual budgets of the organizations and are engaging a lot of resources. Companies are working in the direction of reducing these costs so as to save on the costs and allocate funds towards strategic project. The best way to minimize recruitment cost is to make sure the role of consultancy agencies is reduced to the minimum. Recruitment agencies are the best forms of cost effective hiring as one can outsource the ‘headache’ to a specialist firm and only pay on successful completion of the assignment.

Companies are working on reducing the average cost per hire by relying on employee referrals, innovative recruiting mechanisms and reducing the reliance on head-hunters. The average cost per hire is approximately Rs 30,000-40,000. To recruit the best talent along with a faster turnaround time companies are creating a planning schedule for all critical positions and identify people (insiders) for such positions which impact business. In some cases organizations maintain a three great candidate ratio for each position and relevant database. Such initiatives can reduce Recruiting costs.

Companies have devised actions plans which suit their needs best and at the same time cut the recruitment costs without compromising on the quality. Most of the recruitment at senior levels is done through contacts. Recruit through employee referral scheme has become a ‘Right’ feature which helps us in getting the right person for the right job at a very nominal cost spent on recruiting.

Internal referral is the most effective and cheapest mode of recruitment. Employees are encouraged to refer people for different positions. It ensures to attract the best talent and also gives an empowering signal to employees about their engagement within the company.
One of the most cost effective modes of recruitment is the daily walk-in interviews that conducted at company’s offices. This way, recruiters will be able to capture the profiles of a significant number of potential candidates that help the recruitment process. Walk-ins are undoubtedly the best and inexpensive mode of hiring, and it has proved effective in volume hiring opine many HR managers.

Recruiting via the Internet

More and more people are going online to look for jobs. One survey found that on a typical day, more than 4 million people turn to the Web looking for jobs. Employers are therefore making it easy to use their Web sites to hunt for jobs: 71% of the Standard & Poor’s 500 place employment information just one click away from their home pages Job seekers can submit their resumes online at 90% of the Fortune 500 Web sites; however, only about 25% give job seekers the option of completing online applications, although it is the method many applicants prefer, according to one expert.

Some managers use the Internet to search for applicants in reverse. Rather than place their own Internet ads, they do keyword searches on sites such as HotJobs’ resumes database. For example, when the HR manager for one hydraulic products company placed a Sunday ad in his local newspaper, it cost $3,000 and produced about 30 resumes, 10% of which were relevant. By comparison, he found that keyword search of the HotJob database produced 52 resumes, many of which included the necessary industry experience. The HR manager says he could find more qualified candidates by searching for resumes on Internet than posting ads.

Employers list several advantages of internet recruiting. In general the Web is a relatively cost-effective way for firms to publicize openings. For example, Marsha Wheatley, HR director for the Washington, DC based American Crop Protection Association, no longer runs $400 ads in the Washington Post when she’s looking for professionals. Instead, ads on WashingtonPost.com cost only $200. And “instead of a tiny ad that says, ‘ACPA needs an accountant,’ she gets a whole page to describe the job give information about the association, and include a link to their Web site. Furthermore, she estimates that for half the cost of Sunday newspaper ad, she averages nine times as many applicant resumes via the online ad. A newspaper ad might also have a life span of perhaps 10 days, whereas the internet ad may keep attracting applications for 30 days or more. Internet recruiting can also be timelier. Response to electronic job listings may come the day the ad is posted whereas responses to newspaper ads can take a week just to reach an employer (although including a fax response or e-mail address can provide quick responses, too). Employers can also use Internet support tools such as Recruiter Toolbox to create online ads that include prescreening tests, thus further automating the recruiting process. They can also supplement their own Web site ads with a variety of job search sites. Two popular recruitment Web sites are presented.

E-recruiting does have some potential legal pitfalls. For example, since more young people use the internet, automated online application gathering ad screening might mean the employer inadvertently excludes higher numbers of older applicants. Furthermore, the US government’s Office of Federal Contract Compliance Programs requires certain employers to track “applicant flow data”. To do so, the employer needs detailed information regarding applicants, information the online screening software might not provide.

Applicant Tracking: Web based ads often produce so many applicants that most firms are installing applicant tracking systems to support their on and offline recruiting efforts. Well known tracking systems (such as recruitsoft.com, and Itrack-IT solutions) help employers monitor applicants. They also provide several services, including requisitions management for monitoring the firm’s open jobs, applicant data collection for scanning applicant’s data into the system, and reporting to create various recruiting related reports such as cost per hire and hire by source.

Internal Sources For Recruitment

WHY DO ORGANIZATIONS PREFER INTERNAL SOURCES FOR RECRUITMENT

Internal sources include:

a) present permanent employees,

(b) present temporary/casual employees,

(c) retrenched or retired employees,

(d) dependents of deceased, disabled, retired and present employees.

(a)Present Permanent Employees:

Organizations consider the candidates from this source for higher level jobs due to:

1.Availability of most suitable candidates for jobs relatively or equally to the external source,

2.To meet the trade union demands,

3.To the policy of the organization to motivate the present employees.

b)Present Temporary or Casual Employees:

Organizations find this source to fill the vacancies relatively at the lower level owing to the availability of suitable candidates or trade and pressure or in order to motivate them on the present job.

(c)Retrenched or Retired Employees:

Generally a particular organization retrenches the employee due to lay-off. The organization takes the candidates for employment from the retrenched from the retrenched employees due to obligation, trade union pressure and the like. Sometimes the organizations prefer to re-employ their retired employees as a token of their loyalty to the organization or to postpone some inter-personal conflicts for promotion etc.

d)Dependents of Deceased, Disabled, Retired and Present Employees:

Some organizations with a view to developing the commitment and loyalty of not only the employee but also his family members and to build up image provide employment to the dependents of deceased, disabled and present employees. Such organizations find this source as an effective source of recruitment.

Why do organizations prefer Internal Sources?

(a)Internal recruitment can be used as a technique of motivation.
(b)Morale of the employees can be improved.
(c)Suitability of the internal candidates can be judged better than the external candidates as “known devils are better than unknown angels.
(d)Loyalty, commitment, a sense of belongingness, and security of the present employees can be enhanced.
(e)Employees’ psychological needs can be met by providing an opportunity for advancement.
(f)Employees’ economic needs for promotion, higher income can be satisfied.
(g)Cost of selection can be minimized.
(h)Cost of training, induction, orientation, period of adaptability to the organization can be reduced.
(i)Trade unions can be satisfied.
(j)Social responsibility towards employees may be discharged.
(k)Stability of employment can be ensured.

Organizations prefer this source to external source to some extent for the following reasons:

But organizations do not excessively rely on internal source as too much consumption of even sugar tastes bitter. The excessive dependence on this source results in in-breeding, discourages flow of new blood into the organization, organization would become dull and back number without innovations, new ideas, excellence and expertise. Hence, organizations depend on internal source to the extent of motivating and then depend on external sources.

Where are suitable candidates available in required number? How can they be informed about the availability of jobs and about the jobs and organization? Now we deal with first question as the answer to it deals with the sources of recruitment and answer to the second question deals with the techniques of stimulating the prospective candidates (or techniques of recruitment).

Generally, the learners of human resources management may feel that sources and techniques of recruitment are one and the same. But they are different. Sources are those where prospective employees are available like employment exchanges while techniques are those which stimulate the prospective employees to apply for jobs like nomination by employees, advertising, promotion etc. Management has to find out and develop sources of recruitment as early as possible because of high rate of time-lapse.

REFERRALS IN RECRUITMENT

When recruitment is outsourced a single, entry level hire costs a minimum of Rs. 20,000, while this can go over Rs. 50,000 in those with 1-3 years’ experience and even a couple lakhs of rupees in case of senior-level recruits. When the same hiring is routed through employee referrals, the cost comes down by 80%. That’s where referrals – getting employees to recommend their friends—make great financial sense to enterprises.

With the cost of hiring starting to burn deep holes in their pockets, Indian tech corporates are betting high on the ‘Bring your Buddy’ policy.

Indian companies started looking at employee referrals from the end 2001. However, no one was really active till recently. On an average employee referrals account for over 40% of India’s IT hiring and it’s likely to cross 60% in the next couple of years.

Many companies have already put a 40% bar on outsourced hiring, and are busy dishing out attractive bonuses and cash incentives for employees to encourage referrals. Bringing buddies to work fetch employees between Rs. 10,000 to Rs. 50,000 depending on the position, profile and package, of the recruit.

SAP Labs India hired 60% of its 3,000 fresh recruits through referrals as against 30% the previous year. Cisco hires 55% to 60% of employees through referrals in India. Employees are the best means to attract new talent because they understand the culture and psyche of the organization.

HR-global head of TCS says the number of those hired through the employee referral channel has increased in the last two years by almost 175% in the company and expect this to increase further by 50% this year despite a higher recruitment base.

Employee referrals account for around 40% of lateral hiring in Infosys. It’s quality and cost-effective way of hiring said the VP & Head of HR Infosys Technologies.
Referrals reduce costs by over 60% and brought in around 2,000 of Patni’s recruits, of the total recruitment of 4,400.

Wipro Technologies, said employee referrals are also an effective tool to stem the tide of attrition. When friends work together, they are seen to be less likely to leave a company soon. Referrals help culture adaptation and tech familiarity

Recruitment is Distinct From Employment & Selection

Once the required number and kind of human resources are determined, the management has to find the places where required human resources are or 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 ‘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 two terms are not one and 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. Formal definition of recruitment would give clear cut idea about the function of recruitment.

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 “process of searching for prospective employees and stimulating them to apply for jobs in the organization.

Those definitions can be analyzed by discussing the processes of recruitment through systems approach.

Objectives of Recruitment

1.To attract people with multi-dimensional skills and experiences that suits 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 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.

Sub-systems of Recruitment

The recruitment consists of the following sub-functions

1.Finding out and developing the sources where the required number and kind of employees will be available.
2.Developing suitable techniques to attract the desirable candidates.
3.Employing the techniques to attract candidates.
4.Stimulating as many candidates as possible and asking them to apply for jobs irrespective of number of candidates required.

Management has to attract more candidates in order to increase selection ratio(i.e. number of applications per one job vacancy)in order to select the most suitable candidates out of the total candidates. 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 are automatically eliminated. Though, the function of recruitment seems to be easy, a number of factors make performance of recruitment a complex one.

Factors Affecting Recruitment

Both internal and external factors affect recruitment. The external factors include supply of and demand for human resources, employment opportunities and/or unemployment rate, labor market conditions, political, legal requirement and government policies, social factors, information systems etc.

The internal factors include the company’s pay package including salary, fringe benefits and incentives, quality of work life, organizational culture, career planning and growth opportunities, size of the company, company’s product/services, geographical spread of the company’s operations viz., local, national or global, company’s growth rate, Role of Trade Unions and cost of recruitment.

Complexity of the Function of Recruitment

Performing the function of recruitment i.e. increasing the selection ratio is not as easy as it seems to be. This is because of the hurdles created by the internal factors and external factors which influence an organization. The first activity of recruitment i.e. searching for prospective employees is affected by many factors like

1.Organizational policy regarding filling up of certain percentage of vacancies by internal candidates.
2.Local candidates (sons of soil).
.Influence of trade unions;
4.Government regulations regarding reservations of certain number of vacancies to candidates based on community/region/ caste/ sex;
5.Influence of recommendations, nepotism etc. As such, the management is not free to find out or develop the source of desirable candidates and alternatively it has to divert its energies for developing the sources within the limits of those factors though it cannot find suitable candidates for the jobs.

The other activity of recruitment is consequently affected by the internal factors such as:

1.Working conditions ; and
.Promotional opportunities ;
.Salary levels, type and extent of benefits;
.Other personnel policies and practices;
5.Image of the organization;
6.Ability and skill of the management to stimulate the candidates.

It is also affected by external factors like:

1.Personnel policies and practices of various organizations regarding working conditions, salary, benefits, promotional opportunities, employee relations etc.,
2.Career opportunities in other organizations;
.Government regulations.

The degree of complexity of recruitment function can be minimized by formulating sound policies. A few progressive companies in India like Larsen & Toubro, Hindustan Lever, Procter & Gamble and a few others have exemplary policies of recruitment which even International companies are trying to emulate. Of late Indian BPO’s and multinationals have evolved their unique methodologies in fast recruitment and selection processes.

Recruitment and Selection Process

The Recruitment & Selection Process

In the earliest stages of an intervention, recruitment decisions often get made on the basis of who is standing in the right place at the right time with the right look on his/her face. As the situation matures, we have to think more carefully about picking the right people for longer-term roles including middle and senior management. The integrity of the recruitment and selection process helps to ensure sustainability by building a strong and balanced team, demonstrating the organization’s neutrality, promoting its good name and serving as an example for partners. You may find that one of the first roles you need to fulfill is a HR administrator to help achieve these goals.

According to Flippo "Recruitment is the process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organisation"




Here are the major stages in this cycle:

1. Defining the Requirement Decide what vacancy you have. If you need to fill a new role quickly you might find it helpful to adapt one of the models provided here. Task analysis: Draw up a detailed list of tasks that the person will have to do. This helps in determining the qualities and qualifications genuinely required for the job. Job description: produce an outline of the broad responsibilities (rather than detailed tasks) involved in the job. Person specification: decide what skills, experience, qualifications and attributes someone will need to do the job as defined in the task analysis and job description.

2. Attracting applications Your file of previous applicants can be a good place to start. Advertising: phrase your announcement in a way that makes clear what the job involves and the type of person needed. Avoid any stipulations, which could be seen as discriminatory e.g. applying an age restriction, which is not necessary. You can display a notice internally and/or at your gate, in the local newspaper or with a message on the local radio station. Application Form: a well-designed form can elicit information about the person’s ability and willingness to do the job. Do not ask for irrelevant information. Make it clear on the form that applicants should consider the points in the job description and person description when applying. Allow enough space on the form for applicants’ answers, and indicate whether continuation sheets can be used. State clearly on the form the closing date for applications. For senior positions a supporting letter or CV may also be required; if this is the case indicate the kind of information sought. Background information: provide applicants with clear, up-to-date and accurate information about the organization, its work, its priorities and the job. Clearly indicate the closing date for applications and the short listing and interview dates.

3. Selection Select your candidate. Be objective and unbiased. Choose the person who best fits your person specification. Short listing: assess applications on the basis of the person specification (standard forms can be very helpful at this stage). Guard against bias and discrimination -ensure that you select for interview those who match the specifications, regardless of age, sex, race etc, and that the specifications are not themselves discriminatory.

Interviews: Interview your short-listed candidates. Remember that your job is not only to assess the best candidate for the job, but also to create a great impression of your organization. The amount and quality of the information that you establish will be largely due to the effectiveness of your questions. Use open questions (e.g. tell me about…how do you…why did you…talk me through…) and probe from the general to the specific. Avoid any questions, which could be considered discriminatory eg asking only female candidates who looks after their young children. If you think such a question is relevant -ask it of all candidates who have children.

4. Candidate assessments: The interview will provide you with some informationbut check it out before offering a job. Ways in which you could do this include:• Ask the candidate to show you examples of previous work, do a presentation, a case study, some tests or full assessment. Tests can be done before the interview or after the interview. It depends on the number of candidates being interviewed and the type of job. • Taking up references: You must have the specific permission of the applicant to do so, particularly if you wish to contact their current employer. If you need them quickly, try phoning.

5. Making a Job Offer If you think you have found the right candidate, it’s time to make the job-offer. For your successful candidate:


· Prepare and send the appropriate documentation· Make up the employee’s personnel file; and · Arrange the induction plan.

6. Induction It help your new recruit to settle in quickly and become productive as soon apossible.Legal Considerations.All documentation should be in an official language of the country in which you are operating. It is important to consult a local lawyer to ensure that your contracts are compliant with all applicable laws. Now, Let us see a little more in detail how this process can be divided into stages and how best to execute the process.

Recruitment Activities:

• Identify Vacancy


• Prepare Job Description and person Specification


• Advertise


• Managing The Response


• Short-listing
  
• References


• Arrange Interviews


• Conduct The Interview


• Decision Making


• Convey The Decision


• Appointment Action Vacancy is known in two situations (generally):
  

Effective Recruitment

1. Is recruitment process running systematically?
2. Is it based on the job description and manpower planning?
3. Are the line managers happy with the speed and responsiveness of the HRD?
4. Are the line managers happy with the quality of recruitment process?
5. Are the candidates given complete information regarding their jobs at the time of interview?
6. Are the promises made during interview translated into actions later?
7. Do we have any uniform policy for emoluments and appointment levels?
8. Are the candidates interviewed at the scheduled time without any delay?
9. Have we lost any candidates due to delay in sending offer letter?
10.Is the participation from line managers in the recruitment and selection process adequate
11.Is any weightage being given to the qualification and experience of the candidate?

Recruitment (Download)
Recruitment Topic to Download

Recruitment Strategy
Basic Thing for Recruitment
the-changing-role-of-recruitment.doc
recruitment_policy1_1541.doc
recruitment-questionnaire.doc
recruitment-process.doc
recruitment-plan.doc
recruitment.doc
effective-recruitment.doc
flowchart-recruitment.doc