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Assignment
on
HRM (recruitment &
selection)
SUBMITTED
BY:
Suneet Seth
MBA 1 s t SEM
R.N 430
INTRODUCTION:
Today, in every organisation personnel planning as an
activity is necessary. It is an important part of an
organisation. Human Resource Planning is a vital ingredient
for the success of the organisation in the long run. There
are certain ways that are to be
followed by every organisation, which ensures that it has
right number and kind of people, at the right place and right
time, so that organisation can achieve its planned objective.
The objectives of Human Resource Department
are Human Resource Planning, Recruitment and Selection,
Training and Development, Career planning, Transfer and
Promotion, Risk Management, Performance Appraisal and
so on. Each objective needs special attention and proper
planning and implementation.
For every organisation it is important to have a
right person on a right job. Recruitment and Selection plays
a vital role in this situation. Shortage of skills and the use of
new technology are putting considerable pressure on how
employers go about Recruiting and Selecting staff. First we
will know what is recruitment and selection-
Recruitment and Selection are simultaneous process and
are incomplete without each other. Recruitment and
selection are two of the most important functions of
personnel management. Recruitment precedes selection and
helps in selecting a right candidate. They are important
components of the organisation and are different from each
other
Meaning of Recruitment:
Recruitment means to estimate the available vacancies and
to make
suitable arran gements for their selection and appointment.
Recruitment is understood as
the process of searching for and obtaining applicants for the
jobs, from among whom the
right people can be selected.
In the recruitment, a pool of eligible and interested
candidates is created for selection of most suitable candidates.
Recruitment represents the first contact that a company makes
with potential employees
 Flippo’s definition: “It is a process of searching for prospective
employees and stimulating and encouraging them to apply for jobs in
an organization.”
Need for recruitment:
The need for recruitment may be due to the following reasons /
situation:
a) Vacancies due to promotions, transfer, retirement,
termination, permanent disability,
death and labour turnover.
b) Creation of new vacancies due to the growth, expansion and
diversification of business activities of an enterprise. In
addition, new vacancies are possible due to job specification.
Purpose and importance of Recruitment:
1. Determine the present and future requirements of the
organization on
conjunction with its personnel-planning and job analysis
activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by
reducing
the number of visibly under qualified or overqualified job
applicants.
4. Help reduce the probability that job applicants, once
recruited and
selected, will leave the organization only after a short period
of time.
5. Meet the organization’s legal and social obligations
regarding the
composition of its work force.
6. Begin identifying and preparing potential job applicants who
will be
appropriate candidates.
7. Increase organizational and individual effectiveness in the
short term
and long term.
8. Evaluate the effectiveness of various recruiting techniques
and
sources for all types of job applicants.
Sources of Recruitment
SOURCES OF MANAGERIAL RECRUITMENT
INTERNAL SOURCES
EXTERNAL
SOURCES
1)Promoti on
1)Campus recrui tment
2)Transfers
2) Press advertisement
3) Internal notification
3) Management consultancy
service
(Advertisement)
& private employment
exchanges
4)Retire ment
4) Deputation of personnel or
transfer
From one enterprise to
another
5)Recal l
5) Management training
schemes
6)Former e mpl oyees
6) Walk-ins, write-ins, talk-ins
7) Miscellaneous external sources
Internal
Recruitment Pros and Cons:
The Internal Recruitment can build a strong loyalty with the
organization as the employees have a chance to change their position
after a period of time. The employees are not pressed to look for
opportunities on the external job market.
The Internal Recruitment can be cheaper for the organization and can
save the costs dedicated to the training and induction of new
employees. Also, as the candidate knows the organization, the
possibility of the failure is not a significant issue to the organization.
The Internal Recruitment needs strong management from the HRM
Function, which can lead to the conflicts and the HRM Function has to
have a position to be able to act as a strong facilitator in the conflict
resolution.
The Internal Recruitment can lead to huge issues when the
candidates come from one department. The managers have to have
the right to protect their own interests in the organization as they are
responsible for the smooth operation.
The Internal Recruitment does not bring new skills and competencies
to the organization and
organization with an intensive usage of the internal recruitment can
suffer from the fresh blood.
External Recruitment Pros and Cons:
The External Recruitment brings new people to the organization,
which can be a huge benefit for the organization. The External
Recruitment allows the organization to define the right requirements
and the organization can select the candidate, which suits the
organization best. The external recruitment can be in many situations
quicker solutions, mainly in the situation, when the job market is full of
potential job candidates.
The external recruitment and proper campaign increase the popularity
of the organization on the job
market, which helps to improve the position for further expansion.
On the other hand, the external recruitment is expensive and takes a
lot of energy from the HRM
Function to handle all the job candidates in the selection process.
Meaning of SELECTION:
Selection is defined as the process of differentiating
between applicants in order to
identify (and hire) those with a greater likelihood of success
in a job.
Selection is basically picking an applicant from (a pool of
applicants) who has the
appropriate qualification and competency to do the job.
The difference between recruitment and selection:
Recruitment is identifying n encouraging prospective
employees to apply for a job.
And
Selection is selecting the right candidate from the pool of
applicants.

Selection process starts where recruitment ends

SELECTION PROCESS
Selection is a long process, commencing from the
preliminary interview of the
applicants and ending with the contract of employment.
The following chart gives an idea about selection process: -
External
environment
Internal environment
Preliminary interview
Selection test
Employment interview
Reference and Background
Analysis
Selection decision
Physical examination
Job offer
Employment contract
Evaluation
R
e
j
ect
e
d
A
p
p
l
i
c
a
t
i
o
n
Environment factor affecting selection:
Selection is influenced by several factors. More
prominent among them are supply and demand of specific
skills in the labor market, unemployment rate, labor- market
conditions, legal and political considerations, company’s
image, company’s policy, human resources planning and
cost of hiring. The last three constitute the internal
environment and the remaining form the external
environment of selection process.
STEP 1: -
PRELIMINARY INTERVIEW
The applicants received from job seekers would be
subject to scrutiny so as to eliminate unqualified applicants.
This is usually followed by a preliminary interview the
purpose of which is more or less the same as scrutiny of
application, that is, eliminate of unqualified applicants.
Scrutiny enables the HR specialists to eliminate unqualified
jobseekers based on the information supplied in their
application forms. Preliminary interview, on the other hand,
helps reject misfits for reason, which did not appear in the
application forms. Besides, preliminary interview, often
called ‘courtesy interview’, is a good public relation
exercise.
STEP 2: -
SELECTION TEST:
Job seekers who pass the screening and the
preliminary interview are called for tests. Different types of
tests may be administered, depending on the job and the
company. Generally, tests are used to determine the
applicant’s ability, aptitude and personality.
The following are the type of tests taken:
1). Ability tests:
Assist in determining how well an individual can
perform tasks related to the job. An excellent illustration of
this is the typing tests given to a prospective employer for
secretarial job. Also called as ‘ACHEIVEMENT TESTS’. It is
concerned with what one has accomplished. When applicant
claims to know something, an achievement test is taken to
measure how well they know it. Trade tests are the most
common type of achievement test given. Questions have
been prepared and tested for such trades as asbestos
worker, punch-press operators, electricians and machinists.
2). Aptitude test:
Aptitude tests measure whether an individual’s has the
capacity or latent ability to learn a given job if given
adequate training. The use of aptitude test is advisable
when an applicant has had little or no experience along the
line of the job opening. Aptitudes tests help determine a
person’s potential to learn in a given area. An example of
such test is the general management aptitude tests (GMAT),
which many business students take prior to gaining
admission to a graduate business school programme.
Forms of aptitude test:
1. Mental or intelligence tests
2. Mechanical aptitude tests:
3. Psychomotor or skills tests:
4. Intelligence test:
5. Interest Test:
6. Personality Test:
7. Projective Test:
8. General knowledge Test:
9. Perception Test:
10. Graphology Test:
11. Polygraph Test:
12. Medical Test:
STEP 3: -
INTERVIEW:
The next step in the selection process is an interview.
Interview is formal, in-depth conversation conducted to
evaluate the applicant’s acceptability. It is considered to be
excellent selection device. It is face-to-face exchange of
view, ideas and opinion between the candidates and
interviewers. Basically, interview is nothing but an oral
examination of candidates. Interview can be adapted to
unskilled, skilled, managerial and profession employees.
Types of interview:
Interviews can be of different types. There interviews
employed by the
companies. Following are the various types of interview: -
1)I n f o r m a l I n t e r v i e w :
An informal interview is an oral interview and may take place
anywhere. The employee or the manager or the personnel
manager
may ask a few almost inconsequential questions like name,
place of birth, names of relatives etc. either in their respective
offices or anywhere outside the plant of company.
2)F o r m a l I n t e r v i e w :
Formal interviews may be held in the employment
office by the employment office in a more formal
atmosphere, with the help of well structured questions, the
time and place of the interview will be stipulated by the
employment office.
3)N o n - d i r e c t i v e I n t e r v i e w :
Non-directive interview or unstructured interview is
designed to let the interviewee speak his mind freely. The
interviewer has no formal or directive questions, but his all
attention is to the candidate. He encourages the candidate
to talk by a little prodding whenever he is silent e.g. “Mr.
Ray, please tell us about yourself after you’re graduated
from high school”.
4) Depth Interview:
It is designed to intensely examine the candidate’s
background and thinking and to go into considerable detail
on particular subjects of an important nature and of special
interest to the candidates. For example, if
the candidate says that he is interested in tennis, a series of
questions may be asked to test the depth of understanding
and interest of the candidate. These probing questions must
be asked with tact and through exhaustive analysis; it is
possible to get a good picture of the candidate.
5) Stress Interview:
It is designed to test the candidate and his conduct and
behavior by him under conditions of stress and strain. The
interviewer may start with “Mr. Joseph, we do not think your
qualifications and experience are adequate for this position,’
and watch the reaction of the candidates. A good candidates
will not yield, on the contrary he may substantiate why he is
qualified to handle the job.
6)G r o u p I n t e r v i e w :
It is designed to save busy executive’s time and to see how
the candidates may be brought together in the employment
office and they may be interviewed.
7) Panel Interview:
A panel or interviewing board or selection committee may
interview the candidate, usually in the case of supervisory
and managerial positions. This type of interview pools the
collective judgment and wisdom of the panel in the
assessment of the candidate and also in questioning the
faculties of the candidate.
8) Sequential Interview:
The sequential interview takes the one-to-one a step further
and involves a series of interview, usually utilizing the
strength and knowledgebase of each interviewer, so that
each interviewer can ask questions in relation to his or her
subject area of each candidate, as the candidate moves
from room to room.
9) Structures Interview:
In a structured interview, the interviewer uses preset
standardized questions, which are put to all the
interviewees. This interview is also called as ‘Guided’ or
‘Patterned’ interview. It is useful for valid results, especially
when dealing with the large number of applicants.
10) Unstructured Interview:
It is also known as ‘Unpatterned’ interview, the interview
is largely unplanned and the interviewee does most of the
talking. Unguided interview is advantageous in as much as it
leads to a friendly conversation between the interviewer and
the interviewee and in the process, the later reveals more of
his or her desire and problems.
11) Mixed Interview:
In practice, the interviewer while interviewing the job
seekers uses a blend of structured and structured and
unstructured questions. This approach is called the Mixed
Interview. The structured questions provide a base of
interview more conventional and permit greater insights into
the unique differences between applicants.
12) Dinner Interviews:
These interviews may be structured, informal, or socially
situated, such as in
a restaurant. Decide what to eat quickly, some interviewers
will ask you to
order first (do not appear indecisive). Avoid potentially
messy foods, such as spaghetti. Be prepared for the
conversation to abruptly change from friendly chat to direct
interview questions, however, do not underestimate the
value of casual discussion, some employers place a great
value on it. Be prepared to switch gears rapidly, from fun
talk to business talk.
13) Telephone Interviews:
Have a copy of your resume and any points you want to
remember to say nearby. If you are on your home telephone,
make sure that all roommates or family members are aware
of the interview (no loud stereos, barking dogs etc.). Speak
a bit slower than usual. It is crucial that you convey your
enthusiasm verbally, since the interviewer cannot see your
face. If there are pauses, do not worry; the interviewer is
likely just taking some notes.
STEP 4:
REFERENCE CHECK:
Many employers request names, addresses, and telephone
numbers of references for the purpose of verifying
information and perhaps, gaining additional background
information on an applicant. Although listed on the
application form, references are not usually checked until an
applicant has successfully reached the fourth stage of a
sequential selection process. When the labour market is
very tight, organisations sometimes hire applicants before
checking references. They should chek all the reference of
candidate.
STEP 5:
SELECTION DECISION:
After obtaining information through the preceding steps,
selection decision- the most critical of all the steps- must be
made. The other stages in the selection process have been
used to narrow the number of the candidates. The final
decision has to be made the pool of individuals who pas the
tests, interviews and reference checks.
STEP 6: -
PHYSICAL EXAMINATION:
After the selection decision and before the job offer is made,
the candidate is required to undergo a physical fitness test.
A job offer is, often, contingent upon the candidate being
declared fit after the physical examination. The results of
the medical fitness test are recorded in a statement and are
preserved in the personnel records. There are several
objectives behind a physical test. Obviously, one reason for
a physical test is to detect if the individual carries any
infectious disease. Secondly, the test assists in determining
whether an applicant is physically fit to perform the work.
Thirdly, the physical examination information can be used to
determine if there are certain physical capabilities, which
differentiate successful and less successful employees.
Fourth, medical check-up protects applicants with health
defects from undertaking work that could be detrimental to
them or might otherwise endanger the employer’s property.
STEP 7: -
JOB OFFER:
The next step in the selection process is job offer to those
applicants who have crossed all the previous hurdles. Job
offer is made through a letter of appointed. Such a letter
generally contains a date by which the appointee must
report on duty. The appointee must be given reasonable
time for reporting. Thos is particularly necessary when he or
she is already in employment, in which case the appointee is
required to obtain a relieving certificate from the previous
employer. Again, a new job may require movement to
another city, which means considerable preparation, and
movement of property.
STEP 8: -
CONTRACT OF EMPLOYMENT:
After the job offer has been made and candidates accept the
offer, certain documents need to be executed by the
employer and the candidate. One such document is the
attestation form. This form contains vital details about the
candidate, which are authenticated and attested by him/her.
Attestation form will be a valid record for the future
reference.
STEP 9: -
CONCLUDING THE SELECTION PROCESS:
Contrary to popular perception, the selection process will
not end with executing the employment contract. There is
another step – amore sensitive one reassuring those
candidates who have not selected, not because of any
serious deficiencies in their personality, but because their
profile did not match the requirement of the organisation.
They must be told that those who were selected were done
purely on relative merit.
STEP 10:-
EVALUATION OF SELECTION PROGRAMME:
The broad test of the effectiveness of the selection process
is the quality of the personnel hired. An organisation must
have competent and committed personnel. The selection
process, if properly done, will ensure availability of such
employees. How to evaluate the effectiveness of a selection
programme? A periodic audit is the answer. People who
work independent of HR department must conduct audit. The
table below contains an outline that highlights the areas and
questions to be covered in a systematic evaluation.
So this is the full process of recruitment and
selection which is discussed in the human
resource management.
Selection process of INFOSyS
If we see the steps follow by the INFOSYS during selection process then it is
found that the
selection steps are as below shown by the diagram -
Regarding
Filling the
Application
Form:
They will ask
to Fill an
Application
Form
before the
commencement of the Examination which consists of 4 pages and
regarding our personal
details, like
- Date, Place of Birth
- Blood Group
- Allergies
- Last Major illness / Surgery with specific date
- Eye Vision
- Parent's Details
- Passport Details (If not having, no problem)
A NEW STRATEGY of INFOSYS
( 60-Second Guide to Hiring the Right
People)
0:60 Define the Duties:
To find promising employees, you must first determine what
you want them to do. Carefully consider all direct and
associated responsibilities and incorporate them into a
written job description. Be careful with general titles such as
typist or sales clerk, as they have different meanings to
different people.
0:49 What it Takes to do them :
Fulfilling these responsibilities will require some level of skill
and experience, even if it is an entry-level position. Be
reasonable about your expectations. Setting the bar too high
may limit your available talent pool; setting it too low risks a
flood of applications from those unqualified for the job.
0:37 Make it Worth their While:
Likewise, you don’t want to be overly generous or restrictive
about compensation. State and local chambers of
commerce, employment bureaus and professional
associations can help you determine appropriate wages and
benefits. Scanning descriptions of comparable jobs in the
classified ads and other employment publications will also
provide clues about prevailing wage rates.
0:38 Spread the Word:
How you advertise your job opening depends on who you want
to attract. Some positions are as easy to promote as posting a
“help wanted” sign in your store window or placing an ad in
your local newspaper. For jobs requiring more specialized
skills, consider targeted channels such as trade magazines,
on-line job banks and employment agencies (though these
may require a fee). And don’t overlook sources such as
friends, neighbours, supplier’s customers and present
employees.
0:25 Talk it Over:
Because you have clearly defined the role and requirements,
you should have little difficulty identifying candidates for
interviews. Make sure you schedule them when you have
ample time to review the resume, prepare your questions
and give the candidate your undivided attention. After the
interview, jot down any impressions or key points while
they’re still fresh in your mind. This will be a valuable
reference when it’s time to make a decision.
0:12 Follow-up on Interviews:
You want to believe your candidates are being honest, but
never assume. Contact references to make sure you’re
getting the facts or to clear up any uncertainties.
Professional background checks are a wise investment for
highly sensitive positions, or those that involve handling
substantial amounts of money and valuables.
0:03 you’ve Found them; now keep them:
Now that you’ve hired ideal employees, make sure they stay
with you by providing training and professional development
opportunities. The small business experts at SCORE can
help you craft human resource policies and incentive plans
that will ensure your company remains the small business
employer of choice.
REASONS FOR REJECTION IN THE INTERVIEW (INFOSIS)
1. Poor attitude. Many candidates come across as arrogant. While
employers can afford to
be self-centred, candidates cannot.
2.A pp earan ce. Many candidates do not consider their appearance as
much as they should.
First impressions are quickly made in the first three to five minutes.
(For details regarding
Appearance, refer to the message 'Interview Etiquette' which I had
posted earlier in
"CHETANA-JOBS" group).
3. Lack of research. It's obvious when candidates haven't learned
about the job, company or
industry prior to the interview. Visit the library or use the Internet to
research the company,
then talk with friends, peers and other professionals about the
opportunity before each
meeting.
4. Not having questions to ask. Asking questions shows your interest in
the company and
the position. Prepare a list of intelligent questions in advance.
5. Not readily knowing the answers to interviewers' questions. Anticipate
and rehearse
answers to tough questions about your background, such as recent
termination or an
employment gap. Practicing with your spouse or a friend before the
interview will help you
to frame intelligent responses.
6. Relying too much on resumes. Employees hire people, not paper.
Although a resume can
list qualifications and skills, it's the interview dialogue that will portray
you as a committed,
responsive team player.
7. Too much humility. Being conditioned not to brag, candidates are
sometimes reluctant to
describe their accomplishments. Explaining how you reach difficult or
impressive goals
helps portray you as a committed, responsive team player.
8. Not relating skills to employers' needs. A list of sterling
accomplishments means little if
you can't relate them to a company's requirements. Reiterate your
skills and convince the
employer that you can "do the same for them".
9. Handling salary issues ineptly. Candidates often ask about salary
and benefit packages
too early. If they believe an employer is interested, they may demand
inappropriate amounts
and price themselves out of the jobs. Candidates who ask for too little
undervalue themselves
or appear desperate.
10. Lack of career direction. Job hunters who aren't clear about their
career goals often
can't spot or commit to appropriate opportunities. Not knowing what
you want wastes
everybody's time.
11. Job shopping. Some applicants, particularly those in certain high-
tech, sales and
marketing fields, will admit they're just "shopping" for opportunities and
have little intention
of changing jobs. This wastes time and leaves a bad impression with
employers they may
need to contact in the future.
Sample set of INFOSYS PAPER ON 19th AUGUST 2006
1)In a game of cricket azahar scored 28 less than dravid.and sachin
scored 72 more than
Azahar.the total runs made by Azahar and robin are 94.robin scored
26 more than
zadeja.dravid scored 26 more than robin. What is the score?Make
some equations ..based on
the above datas n solve it…its an easy one..
2) Reema and Mona went to shopping, they had spent half of the
money plus Rs.2 in butcher
shop, then they had gone to xxx spent half of the remaining
+Rs.5.then they went to bakery and spent half of the remaining
amount. Finally Rs.5 was left with them. How many rupees did they
carry.
3) Two train starts from two town for each hour. it takes 5hours to
reach other town. how
many trains does the train come across.
4)XYZ
and
XYZ
+AB
-AB
__________
_______________
C D EF
BGA
Then find the value of X,Y,Z ,G
5)There are five persons in an office in the post of buyer, clerk,
floorwalker, manager, and
cashier. Allen, Benett, Clark, Ewinger, Davis holds the post.
1. Among the 5 two have their lunch time from 11:30- 12:30 and the
rest have it in 12:30
-1:30
2. Mrs Allen and Mrs Benett are sisters.
3. Cashier and floorwalker share their lunch among themselves.
4. Cashier and clerk share Bachelors rooms.
5. Davis and Ewinger doesn't face each other from the day Davis
reported Ewinger to the
Manager when he returned from lunch and found out that Ewinger has
already left for lunch
before time.
6)A couple had triplets - Annie, Fannie and Danny. One of them
broke a drum with flour in
it and there were foot-prints all around the kitchen-floor. The parents
could not tell to whom
those footprints belonged coz all of them wore same shoes. Then they
asked their children
who did it. Annie said "I didn't do it". Fannie said "Danny did it". Danny
said "Fannie is
lying". Only one of them spoke truth while the other 2 were lying.
Whose the culprit?
7)a )1,2,3,5,16,_____?
b) 1,2,3,8,--?,224
8) A man starts from XYZ city and drives a constant speed. After
some time he sees a
milestone with two digits written on it. after he drives for an hour, he
sees another milestone
with the same digits, but in reversed order. After another hour of
journey, he sees another
milestone with original digits but with a zero between them.
What was the speed of his car if milestones show kilometers?
9) A man asked a taxi driver his number to which he replied:
If you divide my taxi no with 2,3,4,5 or 6, it leaves a remainder 1, but it
is completely
divisible by 11. And there’s no other taxi driver in the city having a
smaller number than my
taxi who can say the same.
What was his taxi no??
10) There were less than 500 students in a school. one-third of the
number of students in the
school was a whole number and so were one-fourth , one-fifth and
one-seventh of students in
the school. What's the total no of students in the school?
Engilsh section was there
And then Interview.

recruitment & selection n seletion process of

INFOSYS
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this report is based on recruitment and selection process of org. along with I have taken the
example of INFOSYS how they follow selection process ... (More) this report is based on
recruitment and selection process of org. along with I have taken the example of INFOSYS how
they follow selection process in their org, what r the pattern of interviev n type of question asked
with sapmle papers. over all it is totally for selection n recruitment process (Less)
transfer
regarding
take
employee selection
applications
selection methods
assignment
bakery industry
(more tags)
transfer
regarding
take
employee selection
applications
selection methods
assignment
bakery industry
personnel
activity
steps
(fewer)
Follow
mashakkali
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