Chapter 1:introduction: 1.1 Recruitment
Chapter 1:introduction: 1.1 Recruitment
1.1 Recruitment
Recruitment is the process that helps in taking decision whether the applicants are
suitable for the fill the vacancy or not. It is clearly in the interest both the organization as
well as applicants. The efficient process of recruitment may be helpful to describea) What resources you want?
b) What resources are available?
c) Where and how can they be found?
Recruitment is a linking function-joining together those with jobs to fill and those
seeking jobs. It is a joining process in that it tries to bring together job seekers and
employer with a view to encourage the former to apply for a job with the latter.
Definitions:
Recruitment is the process of searching for prospective employees and encouraging
them to apply for jobs in an organization.OR
Recruitment is a process to discover the source of manpower to meet recruitment of the
staffing schedule and to employ effective measures in adequate number to facilitate
effective selection of a working force.
1.2SELECTION
The size of the labor market, the image of the company, the place of posting, the nature
of job, the compensation package and a host of other factors influence the manner of
aspirants are likely to respond to the recruiting efforts of the company. Through the
process of recruitment the company tries to locate prospective employees and encourages
them to apply for vacancies at various levels.
Recruiting, thus, provides a pool of applicants for selection. Selection is the process of
choosing the most suitable person out of the applicants. In the selection process, the
candidates are divided in to two parts Those who are suitable for job and those who are
not .It involves rejection of those applicant who are not fit for the job and so something it
is described as negative process.
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Definition:
To select mean to choose. Selection is the process of picking individuals who have
relevant qualifications to fill jobs in an organization. The basic purpose is to choose the
individual who can most successfully perform the job from the pool of qualified
candidates.
Purpose: The purpose of selection is to pick up the most suitable candidate who would
meet the requirements of the job in an organization best, to find out which job applicant
will be successful, if hired. To meet this goal, the company obtains and assesses
information about the applicants in terms of age, qualifications, skills, experience, etc. the
needs of the job are matched with the profile of candidates. The most suitable person is
then picked up after eliminating the unsuitable applicants through successive stages of
selection process. How well an employee is matched to a job is very important because it
is directly affects the amount and quality of employees work. Any mismatched in this
regard can cost an organisation a great deal of money, time and trouble, especially, in
terms of training and operating costs.
In course of time, the employee may find the job distasteful and leave in frustration. He
may even circulate hot news and juicy bits of negative information about the company,
causing incalculable harm to the company in the long run. Effective election, therefore,
demands constant monitoring of the fit between people the job.
the human capital standpoint. Hence, Hiltrop (1996) suggests the managers need to
develop HR practices that are more focused on training in order to achieve competitive
benefits.
Work by Jackson et al. (2009) and Bratton and Gold (1999):
As discussed by Jackson et al. (2009), Human resource management approaches in any
business organization are developed to meet corporate objectives and materialization of
strategic plans via training and development of personnel to attain the ultimate goal of
improving organizational performance as well as profits. The nature of recruitment and
selection for a company that is pursuing HRM approach is influenced by the state of the
labour market and their strength within it. Furthermore, it is necessary for such
companies to monitor how the state of labour market connects with potential recruits via
the projection of an image which will have an effect on and reinforce applicant
expectations. Work of Bratton & Gold (1999) suggest that organizations are now
developing models of the kind of employees they desire to recruit, and to recognize how
far applicants correspond to their models by means of reliable and valid techniques of
selection. Nonetheless, the researchers have also seen that such models, largely derived
from competency frameworks, foster strength in companies by generating the appropriate
knowledge against which the job seekers can be assessed. However, recruitment and
selection are also the initial stages of a dialogue among applications and the company that
shapes the employment relationship (Bratton & Gold 1999). This relationship being the
essence of a company's manpower development, failure to acknowledge the importance
of determining expectation during recruitment and selection can lead to the loss of high
quality job seekers and take the initial stage of the employment relationship so down as to
make the accomplishment of desirable HRM outcomes extremely difficult. In the opinion
of Bratton and Gold (1999), recruitment and selection practices are essential
characteristics of a dialogue driven by the idea of "front-end" loading processes to
develop the social relationship among applicants and an organization. In this relationship,
both parties make decisions throughout the recruitment and selection and it would be
crucial for a company to realize that high-quality job seekers, pulled by their view of the
organization, might be lost at any level unless applications are provided for realistic
organization as well as work description. In view of Jackson et al. (2009) and Bratton &
Gold (1999) applicants have a specific view of expectations about how the company is
going to treat them; recruitment and selection acts as an opportunity to clarify this view.
Furthermore, one technique of developing the view, suggested by Bratton and Gold
(1999), are realistic job previews or RJPs that may take the form of case studies of
employees and their overall work and experiences, the opportunity to "cover" someone at
work, job samples and videos. The main objective of RJPs is to allow for the expectations
of job seekers to become more realistic and practical. RJPs tend to lower initial
expectations regarding work and a company, thereby causing some applications to select
themselves; however RJPs also increase the degree of organization commitment, job
satisfaction, employee performance, appraisal and job survival among job seekers who
can continue into employment (Bratton & Gold 1999) Jackson et al. (2009).
Work by Silzer et al (2010):
However, the process of recruitment does not cease with application of candidature and
selection of the appropriate candidates, but involves sustaining and retaining the
employees that are selected, as stated by Silzer et al. (2010).
Work of Silzer et al. (2010) was largely concerned with Talent management, and through
their work they were successful in resolving issues like whether or not talent is something
one can be born with or is it something that can be acquired through development.
According to Silzer et al (2010), that was a core challenge in designing talent systems,
facing the organization and among the senior management. The only solution to resolve
the concern of attaining efficient talent management was by adopting fully-executable
recruitment techniques. Regardless of a well-drawn practical plan on recruitment and
selection as well as involvement of highly qualified management team, companies
following recruitment processes may face significant obstacles in implementation. As
such, theories of HRM can give insights in the most effective approaches to recruitment
even though companies will have to employ their in house management skills for
applying generic theories across particular organizational contexts. Word conducted by
Silzer et al (2010) described that the primary objective of successful talent strategies is to
create both a case as well as a blueprint for developing the talent strategies within a
dynamic and highly intensive economy wherein acquisition, deployment and preservation
of human capital-talent that matter,, shapes the competitive advantages and success of
many companies (Silzer et al. 2010).
Work by Taher et al. (2000):
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interested in becoming a freelance writer then why not read more about our freelance
writer jobs.Toward that end Taher et al. (2000) carried out a study to critique the valueadded and non-value activities in a recruitment and selection process. The strategic
manpower planning of a company, training and development programme, performance
appraisal, reward system and industrial relations, was also appropriately outlined in the
study. This study was based on the fact that efficient HR planning is an essence of
organization success, which flows naturally into employee recruitment and selection
(Taher et al. 2000). Therefore, demand rather than supply must be the prime focus of the
recruitment and selection process and a greater emphasis must be put on planning,
supervising and control rather than mediation. Extending this principle, a realistic
approach to recruitment and selection process was demonstrated, and the study found that
an organization is efficient only when the value it commands exceeds the price involved
in determining the process of decision making or product. In other words, value-added
and non-value added activities associated with a company's recruitment and selection
process impacts its role in creating motivated and skilled workforce in the country (Taher
et al. 2000). Thus, the study identified the waiting time, inspection time and filing time as
non value added tasks and the cost of advertisement as the only value added activity in
the overall process. Taher et al. (2000) investigated the recruitment and selection section
of Bangladesh Open University. It was found that whenever the recruitment and selection
department of BOU received a recruitment request of new applicants from other sections,
the officials failed to instantly advertise the vacancy in various media. The university had
to follow some long sequential steps prior to doing so. After the vacancy is publicly
advertised, what followed were the bureaucratic formalities and complications together
with inspection and supervision by two departments thereby causing unnecessary waiting
in the recruitment and selection process that eventually increases the cost of recruitment
by keeping the organization's image at stake. The study also witnessed some amount of
repetition taking place at every step of recruitment where the applications of applicants
circulating around too many departments for verifications. This repetitive work tends to
engage unnecessary persons for a single task that results in unnecessary delay in the
decision and unjust wastage of manpower.
After careful consideration of similar problems in the BOU, Taher et al. (2006)
recommended for amending the recruitment process by stating that firstly processes like
job analysis and searching internal and external sources must be followed by direct
advertisement of the post as the HR's own responsibility, and not by any intermediate
officials. This will eliminate the non-value activities. Secondly, Taher et al (2000)
suggested a 'system' to be introduced to ease the respective department to study the
shortlisted candidates, which can be done only by the request of the HR department. A
medical assistance must be sought by BOU in regards to the physical or mental abilities
of applicants for the job function as well as their workers compensation and risk. A
procedure needs to be devised pertaining to the privacy and confidentiality of medical
reports. Thus, this privacy and decrease in noon-value added activity of the medical exam
can be sustained effectively by testing the applicants via contracted medical advisors, or
in-house doctors. Use of a computer based HR system should be installed in BOU to
manage the pool of information about employees and to make the organization to take
just-in-time HR recruitment and selection decisions.
Therefore, any organization is encouraged to development real-time recruitment
strategies that must attempt to generate a pool of appropriately qualified and wellexperienced individuals so as to effectively initiate the selection strategies and decisions.
In essence, the potential applications are encouraged to apply for the open vacancies and
also the relevant departments can engage in recruiting the best candidates to upgrade the
department's performance (Taher et al. 2000).
scooters.
Mahindra Group, the parent company of Mahindra Two Wheelers Limited is amongst the
top 10 industrial houses in India. The US $6.3 billion Mahindra Group has extended its
wings far and wide in different industries and sectors like utility vehicles, tractors,
timeshare business, telecommunication software and rural finance.
Mahindra Two Wheelers Limited (MTWL) is backed by the Mahindra Engineering
Services (MES), the Italy-based design house, engines engineering and Taiwans
Sanyang Industry Company Limited (SYM). Apart from the support of these departments
and the intensive R & D of M&M, the two wheeler manufacturer plans to assume a
significant position in the rapidly growing Indian and global two-wheeler market. The
automaker has its network in countries like USA, Canada, Latin America, Europe, Africa,
Middle East and South Asia.
This two wheeler maker formally entered the two wheeler industry by acquiring with the
successful acquisition of business assets of Kinetic Motor Company Limited (KMCL).
on the other hand, involves movement of employee from a lower level position to
a higher level position accompanied by (usually) changes in duties,
responsibilities, status and value.
2. Job Posting-- Job posting is another way of hiring people from within. In this
method, the organization publicizes job opening on bulletin boards, electronic
method and similar outlets. One of the important advantages of this method is that
it offers a chance to highly qualified applicants working within the company to
look for growth opportunities within the company to look for growth
opportunities within the company without looking for greener pastures outside.
Newspaper Ads: Here it is easy to place job ads without much of a lead time. It
has flexibility in terms of information and can conveniently target a specific
geographic location. On the negative side, newspaper ads tend to attract only
those who are actively seeking employment at that point of time, while some of
the best candidates who are well paid and challenged by their current jobs may
not be aware of such openings.
Television and radio ads: These ads are more likely to each individual who are not
actively seeking employment; they are more likely to stand out distinctly, they
help the organization to target the audience more selectively and they offer
considerable scope for designing ads creatively.
Other Methods:
Gate Hiring and Contractors:- Gate hiring (where job seekers, generally blue
collar employees, present themselves at the factory gate and offer their services
on a daily basis), hiring through contractors, recruiting through word-of-mouth
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publicity are still in use despite the many possibilities for their misuse in the
small scale sector in India.
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Intelligence Tests: These are mental ability tests. They measure the incumbents
learning ability and the ability to understand instructions and make judgments.
The basic objective of such test is to pick up employees who are alert and quick at
learning things so that they can be offered adequate training to improve their
skills for the benefit of the organization. These tests measure several abilities such
as memory, vocabulary, verbal fluency, numerical ability, perception etc. E.g.
Standford-Benet test, Benet Simon Test, The Wechsler Adult Intelligence Scale
are example of standard intelligence test
Aptitude Test: Aptitude test measure an individuals potential to learn certain
skills- clerical, mechanical, mathematical, etc. These tests indicate whether or not
an individual has the capabilities to learn a given job quickly and efficiently. In
order to recruit efficient office staff, aptitude tests are necessary. An aptitude tests
is always administered in combination with other tests like intelligence and
personality tests as it does not measure on-the-job-motivation
Personality Test: Of all test required for selection the personality tests have
generated a lot of heat and controversy. The definition of personality, methods of
measuring personality factors and the relationship between personality factors and
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actual job criteria has been the subject of much discussion. Researchers have also
questioned whether applicants answer all the items truthfully or whether they try
to respond in a socially desirable manner. Regardless of these objections, many
people still consider personality as an important component of job success.
Achievement Tests: These are designed to measure what the applicant can do on
the job currently, i.e., whether the tester actually knows what he or she claims to
know. A typing test tests shows the typing proficiency, a short hand tests
measures the tested ability to take dictation and transcribe, etc. Such proficiency
tests are also known as work sampling test. Work sampling is a selection tests
wherein the job applicants ability to do a small portion of the job is tested. These
tests are of two types; Motor, involving physical manipulations of things (e.g.,
trade tests for carpenters, electricians, plumbers) or Verbal, involving problem
situation that are primarily language-oriented or people oriented( e.g., situational
tests for supervisory jobs). Since work samples are miniature replicas of the actual
job requirements, they are difficult to fake. They offer concrete evidence of the
proficiency of an applicant as against his ability to the job. However, work sample
tests are not cost effective and every candidate has to be tested individually. It is
not easy to develop work samples for each job. Moreover, it is not applicable to
all levels of the organization
Simulation Tests: Simulation exercise is a test which duplicates many of the
activities and problems an employee faces while at work. Such exercises are
commonly used while hiring managers at various levels in an organization. To
assess the potential of a candidate for managerial positions assessment centers are
commonly used.
Assessment Centre: An assessment centre is an extended work sample. It uses
procedures that incorporate group and individual exercises. These exercises are
designed to stimulate the type of work which the candidate will be expected to do.
Initially a small batch of applicants comes to the assessment centre (a separate
room). Their performance in the situational exercise is observed and evaluated by
a team of 6-8 assessors. The assessors judgment on each exercise are complied
and combined to have a summary rating for each candidate being assessed.
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6. Medical Examination: - Applicants who have crossed the above stages ate sent
for a physical examination either to the companys physician or to a medical
officer approved for the purpose.
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On the basis of identified gaps, HR prepares on overall manpower plan which provides
adequate lead time for transfers, retaining, promotions and external hiring. The plan
contains details on:
The final manpower plan prepares. Once completed, it will be put up for approval
by all the department heads and Managing Director.
Details
Date of initiation
__________
JD Code
__________
Position
__________
__________
Location
__________
Region
__________
__________
The manpower request rises through My Single by the hiring managers. Regional
HR managers notify HO-HR and Head-HR while seeking HOD approval.
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Once the vacancy is filled, My Single MRF approval in hard copy along with the
signatures of Head-HR documented in the personnel file for selected candidates.
Head-HR signs the manpower request form once the vacancy is filled.
All requests for a new position must be sent to HR in a Manpower Requisition
Form after approval from the HOD, Human Resource manages the process of
recruitment and selection with inputs from the line function.
D. Sources of recruitment
Internal Recruitment
The company believes in offering opportunities for growth and carrier progression to its
employees; thus each time a requirement arises, internal recruitment is a preferred mode.
For every vacancy arises below level, an option of filling the post initially is considered.
HR places an advertisement on the intranet. The advertisement contains the following
details:
a. Job Profile
b. Education qualifications, Skills, Experience
c. Last date of receiving Applications
d. Contact person in HR
All applications are screened for the eligibility against pre-determined criteria for the
vacancy. HR prepares a list of eligible applicants and seeks approval from the respective
Reporting Manager and Departmental Head. If approval is given, HR sends notification
to the eligible candidates via email. Applicants who are not found eligible are also be
notified as via email.
Eligible candidates undergo a panel interview
If no suitable applicants apply within one week from the date of posting the
advertisement, external recruitment is initial.
External Recruitment:
The vacancies can be filled through the following channels:
Job Portals
Consultants
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Campus Recruitment
Position
1.
Up to Asst. Manager
30 calendar days
2.
Managers
45 calendar days
3.
45 calendar days
4.
GM& Above
60 calendar days
The team spend at least 1 week in searching for the right candidate through
sources
Lead time calculated as follows: Date of receiving come regarding the vacancyDate of candidate signing the LOI & committing a joining date after serving the
notice period.
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that are ranked between 15th and 20th ranks according to the ranking
developed. It is further recommended that by the year 2006-2007.
Recruitment days given: The company gives preference to the Institutes who
are willing to give either day 0, 1 or 2
Positioning of Trainees
E. RECRUITMENT PROCESS
The recruitment process for the Management trainees is as follows:
HR initiates the campus recruitment process by sending the companys literature
to the campus, one month before the proposed date of recruitment. This contains
brochures of the company literature containing information about the company,
the job profile and the remuneration package.
SIEL representatives to the campus include:
HO HR/Regional HR
Regional Manager/Regional Functional Manager
Pre Placement Talks:
HR coordinates with the Placement Cell of short listed Institutes and schedule Pre
Placement talks (PPT)
The HR head and Regional Manager inform the Pre Placement Team. The following
information is carried to the Pre Placement Talks:
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A Pre Placement (PPT) for 30 minutes, covering Honda Siel Cars Corporate
Video, Position Profile and growth chart, Increments, GPMS and Company
policies,
Application Blanks,
4.3SELECTION PROCESS
A. Eligibility Criteria:
The following eligibility criterion is used to short list applicants from various Institutes:
Exercise
Weightage (%)
1.
Group Discussion
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2.
Psychometric Analysis
30
3.
Panel Interview
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D. Letter Of Intent:
Selected candidates are issued a letter of intent on the spot. Appointment letters are
issued upon joining.
Trainee Scheme
Once selected, all the trainees are provided with an HR brochure that lists the details of
the trainee scheme are outlined below:
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Travel:
Management Trainees are provided with AC class Train Fare from home to the company.
Conveyance expenses such as travel (taxi) from the Railway station to the place of
posting etc. are provided.
Accommodation:
Trainees are provided with shared accommodation. Guest House is provided for one
month for outstation candidates.
Training Program:
The training period is for six months. The details are given below:
A three day induction period held for all trainees by the top Management on the
vision, mission and company policies.
All trainees spend one week in each function for a period of .. Weeks.
Trainees undertake 2 projects in 2 other functions than their specialization.
A combined test for all the departments and functions it is prepared by persons
nominated in HO by HODs. It is conducted and evaluated by RHR and sent to
HO-HR.
(JOB ANALYSIS)
JOB DESCRIPTION OF SUMMER GUIDE:
HUMAN RESOURCE PLANNING
CODE: HR/6018
SUMMARY:
RESPONSIBLE
FOR
THE
DESIGN
AND
DUTIES:
1. PREPARE TRAINING CALENDER
2. IDENTIFICATION OF TRAINING NEEDS
3. TRAINING NEED ANALYSIS
4. DESIGNING TRAINING PROGRAM
5. ADMINISTRATION OF TRAINING PROGRAM
6. TRAINING EVALUATION
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The final manpower plan prepares. Once completed, it will be put up for approval
by all the department heads and Managing Director.
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FINDINGS
The human resources are the most important assets of an organization.The success or
failure of an organization is largely dependent on the caliber of the people working
therein. Without positive and creative contributions from people, organizations cannot
progress and prosper. In order to achieve the goals or the activities of an organization,
therefore, they need to recruit people with requisite skills, qualifications and experience.
While doing so, they have to keep the present as well as the future requirements of the
organization in mind.
Recruitment is distinct from Employment and Selection. Once the required number and
kind of human resources are determined, the management has to find the places where
the required human resources are/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
are not 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 (i.e., recruited).Formal definition of recruitment would give clear cut idea about
the function of recruitment.
1.The recruitment the process of searching the candidates for employment and
stimulating them to apply for jobs in the organization WHEREAS selection
involves the series of steps by which the candidates are screened for choosing the
most suitable persons for vacant posts.
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Involvement
Small businesses should include a senior member of the organization during the
recruitment and selection process. If an organization does not have a human resources
department, someone who is responsible for making high-level decisions for the
organization should be involved. This can be accomplished by including a senior member
in the interview process. This provides direct oversight to the process and ensures the
process is being completed to meet the expectations of the organization. Most candidates
who interview will also appreciate the involvement of senior members of the organization
because they feel their contributions will be recognized.
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CONCLUSION
This report has been designed to select the best method of the recruitment and selection
for managing the human resources in the organization. In general there are two methods
of the recruitment such as Internal and External. It is advisable for the organization to
select Internal Method of recruitment for managing the human resources in the
organization. It is very clear that the Internal Recruitment may construct the robust
reliability with the Company as the workers have the opportunity to alter their location
after some point of time. In this essay one example has been given on the YES Bank how
the bank has filled the vacancies with the help of existing employees. The close link
between internal recruitment and HR planning, work analysis, job design and human
resource development has been described. At last, retrenched and retired workers may be
hired to fill the deficiency of the skilled personnel ad work load. Promotions within the
organization make commitment and motivation to the Company. There is relationship
between Internal Recruitment and HR planning because HR planning helps the HR
manager to make sure that the staff in the Company is the right staff to complete the jobs.
The process of the internal recruitment has to be changed by the strict rules and policies
of HR and non clear guidelines for the procedure may bring tension within the Company
as the excellent workers may be easily stolen between different managers and units
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