RECRUITMENT, SELECTION & PLACEMENT

RECRUITMENT

1. INTRODUCTION: Human Resource Planning helps to determine a) the

number of people and the b) the type of people an organization needs – Job
Analysis and Job Design specify the tasks and duties of jobs and the
qualifications expected from prospective job holders – The logical step is
“Hiring” – Hiring involves two broad groups of activities: a) Recruitment and
Selection.

2. DEFINITION OF RECRUITMENT:

1) “In simple term, recruitment is understood as the process of

searching for and obtaining application for jobs, from among
whom the right people can be selected”.

2) “Recruitment is a process of finding and attracting capable

applicants for employment. The process
begins when new recruits are sought and ends when their
applications are submitted. The result is a pool of applicants from
which new employees are selected”.

3. OBJECTIVES:

a) To determine the present and future requirements.

b) To increase the pool of job candidates of the organization.
c) To help increase the success rate of the selection.
d) To help reduce the probability of leaving the organization.
e) To identify and prepare potential job applicants.
f) To increase organizational and individual effectiveness.
g) To evaluate the effectiveness of various recruiting techniques.

4. FACTORS AFFECTING RECRUITMENT

4.1 EXTERNAL FACTORS:

1. Supply and demand of specific skills in the labour market.

2. Unemployment rate.
3. Conditions of labour market.
4. Political and legal considerations.
5. The company’s image.
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4.2 INTERNAL FACTORS:

1. Recruiting Policy of the organization.

2. Temporary and [part-time employees.
3. Effective Human Resource Planning.
4. Size (more means less)
5. Cost of recruiting.
6. Growth and expansion of the organization.

5. PROCESS OF RECRUTIMENT:

The process comprises of 5 interrelated stages.

5.1 PLANNING: It is translation of likely job vacancies and information

about the nature of these jobs into a set of objectives and targets that
specify the a) number; and the type of applicants to be contacted.
Number of contacts refer to more applicants than an organization will
hire and the type of applicants to be contacted.

5.2 STRATEGY:
a) “Make” or “Buy” employees.
b) Technological sophistication of recruitment and selection devices.
c) Geographic distribution of labour markets consisting job seekers.
d) Sources of recruitment.
e) Sequencing the activities in the recruitment process.

5.3 SEARCHING involves two steps…..

Source Activation: issuance of an employee requisition – well planned
– well developed sources and search methods – leads to flood of
application and / or resources – Applications received must be screened
- Letters of regret to be sent to unsuccessful applicants.
Selling: concerns the communication can do anything to attract
desirable applicants – also careful in overselling – Both “message” and
the “media” deserve attention.

5.4 SCREENIG: to remove who are visibly unqualified for the job – to
save a great deal of time and money – to show fairness for the women
and minorities.

5.5 EVALUATION AND CONTROL: Checking whether recruitment

methods used are valid and recruitment process is effective.

6. SOURCES OF RECRUITMENT:

The sources of recruitment can be broadly classified into two categories:

internal and external. Internal sources refer to the present working force of a
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company. Vacancies other than at the lowest level may be filled by selecting
individuals from amongst the existing employees of the company.

A) EXTERNAL SORUCES:

1) Re-employing former employees.

2) Friends and relatives of the present employees.
3) Applicants at the gate.
4) Collage and technical institutes.
5) Employment exchanges.
6) Advertising the vacancy.
7) Labour union’s recommendations.

ADVANTAGES:

1) New blood brings with it a fresh outlook, originality and new ideas.
Old habits are replaced by new ones and the concern becomes more
dynamic.
2) The field of choice becomes very wide. Hence there is the possibility
of selecting people with rich and varied experience.

DISADVANTAGES:

1) The present employees generally feel frustrated and their morale is

adversely affected.
2) The present employees may lose their sense of security and become
disloyal to the employer.
3) There is a greater turnover of labour.
4) There is deterioration in the employer-employee relationship, resulting
in industrial unrest, strikes and lock-outs.

B) INTERNAL SOURCES:

1) Present permanent employees.

2) Present temporary / casual employees.
3) Retrenchment or retired employees.
4) Dependents of deceased, disabled, retired and present employees.

ADVANTAGES:

1) A sense of security develops among the employees.

2) Employees remain loyal to the organization.
3) People recruited from within the organization do not need induction
training.
4) Employees in the lower levels are encouraged to look forward to rising
to higher positions in the concern.
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5) Labour turnover is reduced.

6) People are motivated to become efficient.
7) Valuable contacts with major suppliers and customers remain intact.
8) A better employer – employee relationship is established.

DISADVANTAGES:

1) This method limits the choice of selection to the few candidates

available within the enterprise.
2) It may encourage favouritism and nepotism.
3) It may lead to “inbreeding” ….resulting in promotion of people who
have developed a respect for the tradition and who have no new ideas f
their own. It is generally the new blood which brings in new ideas.
4) If a concern is extending its activities into new lines, internal
candidates may prove unsuitable for new positions. This may involve
extra expenditure in imparting necessary training to them.

7. TECHNIQUES OF RECRUTIMENT:

1) PROMOTIONS : management’s assurance stimulate employees.

2) TRANSFERS: to be places of their choice give motivation.
3) RECOMMENDATIONS OF THE PRESENT EMPLOYEES: outsiders
can apply through the recommendation of the present employees.
4) SCOUTING: sending representatives to various sources of recruitment
to persuade or stimulate the candidates to apply for jobs.
5) ADVERTISING: candidates get information.

SELECTION

1. INTRODUCTION

Whereas under recruitment the manager identifies the sources for prospective
candidates and stimulates them to apply for various openings in his
organization, under selection he compares their qualifications with the
requirements of a job and eliminates all those who do not stand up to this
comparison.

2. DEFINITION
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“Selection procedure is the system of functions and devices adopted in

a given company to ascertain whether the candidates specifications are
matched with the job specifications and requirements or not”

“Selection is an exercise which involves a series of steps by which

candidates are screened and the most suitable one is chosen to fill the
vacancy in an organization”

3. SIGNIFICANCE

1. The increasing cost of induction and training.

2. Difficulty in terminating a confirmed employee.
3. Heavy loss in quantity and quality of work.
4. May lead to heavy cost later on.
5. Increased labour turnover and absenteeism.
6. The organization’s efficiency will go down.
7. Waste of time, energy and money.

4. STEPS IN SCIENTIFIC SELECTION

1. Receipt of application of candidates.

2. Scrutiny of applications.
3. Preliminary review or preliminary interview.
4. Tests.
5. Cross verification of references.
6. Physical or Medical check up.
7. Interview.
8. Communication of Selection.
9. Final appointment.

5. ADVANTAGES

1. Maximum job satisfaction.

2. Reap maximum wages.
3. Reduction of Labour Turnover.
4. Increase of overall efficiency.
5. Development of good relationship between employer and workers.

PLACEMENT

1. INTRODUCTION
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Once an employee has been selected, he/she should be placed on a suitable

job. Putting the right man at the right job is an important as hiring the right
person. A misplaced employee remains dissatisfied and frustrated

2. DEFINITION

“Placement is the process of assigning a specific job to each one of the

selected candidates”.

“Placement is the determination of the job to which an accepted

candidate is to be assigned, and his/her assignment to that job. It is a
matching of what the supervisor has reason to think he can do with the
job demands. It is a matching of what he imposes in strain, working
conditions), and what he offers in the form of payroll, companionship
with others, promotional possibilities, etc..”

3. ADVANTAGES

1. Reduces employee turnover.

2. Absenteeism.
3. Accident Rates low.
4. Improves morale.

4. CONCLUSION

Thus, putting the right man at the right job is an important as hiring
the right person. A misplaced employee remains dissatisfied and frustrated and
it be a heavy loss for the organization.