Prof. Pravin G. Kamthe M.Com, MBA, Mphil, NET(JRF) (Commerce), NET (Management),SET(Commerce), GDC&A

Department of Commerce

Dada Ramchand Bakhru Sindhu Mahavidyalya ,Nagpur

The recruitment and selection

process Employment planning and forecasting

Recruiting: Build a pool of candidates

Applicants complete application forms

Utilize various techniques to identify viable job candidates

Interview final candidates to make final choice

Recruitment

•Recruitment involves searching for and obtaining qualified job

candidates in such numbers that the organization can select the

most appropriate person to fill its job needs.

•In addition to filling job needs, the recruitment activity should

be concerned with satisfying the needs of the job candidates.

•Consequently, recruitment not only attracts individuals to an

organization, but also increases the chance of retaining them

once they are hired.

Internal Sources and Methods of Recruitment

Sources

• promotions

• transfers and relocations

• job rotation

• rehires and recalls

Methods

• job posting

• skills inventories

Job posting: the organization announces position openings through bulletin boards, company publications, and internet/intranet. Some union contracts require job posting to ensure that union members get first choice of new and better positions.

Advantages and Problems with Job Postings

Manual or computerized systematic records listing

employees' education, career and development

interests, languages, special skills, and so on to be

used in forecasting inside candidates for promotion.

HRIS skills inventory should include: Work experience codes: experience within the company Product knowledge: level of familiarity with the employer's

product lines or services as an indication of where the person might be transferred or promoted.

Industry experience: Formal education: Training courses: Foreign language skills: Relocation limitations: Employee's willingness to relocate

and the locales to which he/ she would prefer to go. Career interests: Whether the employee's main qualification

for the work he or she wants to do is experience, knowledge, or interests.

Performance appraisals:

External Sources and Methods of Recruitment

Sources • employee referral programs

• walk-ins

• other companies

• employment agencies

• temporary help agencies

• trade associations and unions

• schools

• foreign nationals

Methods • radio and television

• newspapers and journals

• computerized services

• acquisitions and mergers

• work flow management

Advantages & Disadvantages of Sources of Applicants

INTERNAL SOURCES

• Advantages – Morale

– Better assessment of abilities

– Lower cost for some jobs

– Motivator for good performance

– Have to hire only at entry level

• Disadvantages – Inbreeding

– Possible morale problems of those not promoted

– political? infighting for promotions

– Requires strong management development program

Advantages & Disadvantages of Sources of Applicants

EXTERNAL SOURCES

• Advantages – new blood,new perspectives

– Cheaper than training a professional

– No group of political supporters in organization already

– May bring competitors, secrets, new insights

– Helps meet equal employment

needs

• Disadvantages – May not select

someone who will fit

– May cause morale problems for those internal candidates

– Longer adjustment or orientation time

– May bring in an attitude from pervious

Company.

Succession Planning Succession planning refers to the plans a company makes to fill its most important executive positions.

It includes the following activities:

Analysis of the demand for managers and professionals by company level, function, and skill.

Audit of existing executives and projection of likely future supply from internal and external sources.

Planning of individual career paths based on objective estimates of future needs and drawing on reliable performance appraisals and assessments of potential.

Career counseling undertaken in the context of a realistic understanding of the future needs of the firm, as well as those of the individual.

Accelerated promotions, with development targeted against the future needs of the business.

Performance-related training and development to prepare individuals for future roles as well as current responsibilities.

Planned strategic recruitment not only to fill short-term needs but also to provide people for development to meet future needs.

Selection and Placement

Selection is the process of gathering legally defensible information about job applicants in order to determine who should be hired for long- or short-term positions.

Placement is concerned with matching individual skills, knowledge, abilities, preferences, interests, and personality to a job.

Major selection & Placement issues

How to collect information on job applicant.

How to make selection and placement decision.

How selection can be used to improve the profitability of the company.

Considerations in the Choice of Selection Techniques

•Predictors

–Reliability

–Validity

•Criteria

•Selection decisions in organizations are generally made on the basis of job applicants' predictor scores on various tests. These tests predict how well applicants, if hired, will perform.

•The usefulness of predictors depend on their reliability and validity

Basic Testing Concepts--Validity

Test validity answers the question: "Does this test measure what it's supposed to measure?”

Whether the performance on the test is a valid predictor of subsequent performance on the job? There are two main ways to demonstrate a test's validity, criterion validity and content validity.

Criterion validity -- A type of validity based on showing that scores on the test (predictors) are related to job performance (criterion).

Content validity -- A test that is content valid is one in which the test contains a fair sample of the tasks and skills actually

needed for the job in question.

Validation process consists of five steps:

• Step 1. Analyze the Job: – To define what you mean by "success on the job."

–The standards of success are called criteria.

–You could focus on production-related criteria (quantity, quality, and so on), personnel data (absenteeism, length of service, and so on), or judgments of worker performance by persons like supervisors).

Validation process consists of five steps:

• Step 2. Choose Your Tests : – Choose tests that you think measure the attributes (predictors) important for job success.

–This choice is usually based on experience, previous research, and "best guesses."

Validation process consists of five steps:

•Step 3.Administer Test:

–Concurrent validation: administer the tests to employees presently on the job. You then would compare their test scores with their current performance.

–Predictive validation: the test is administered to applicants before they are hired. After they have been on the job for some time, you measure their performance and compare it to their earlier tests.

Validation process consists of five steps:

•Step 4. Relate Test Scores and Criteria

–To determine the statistical relationship between (1) scores on the test and (2) performance through correlation analysis.

•Step 5. Cross-validation and Revalidation.

–performing steps 3 and 4 on a new sample of employees

Types of Job Applicant Information

•Skills, Knowledge, and abilities

•Personality, interests, and preferences

•Other characteristics –licenses required by law.

–Willingness to travel or work split shifts, weekends.

–Uniform requirements

–Tools required on the job and not provided by the

employer.

Reference • https://aalokagri.blogspot.com/2017/04/recruitment-selection-placement.html

• https://wikieducator.org/Lesson_2.Recruitment_,Selection,and_Placement

• https://www.chrmglobal.com/Replies/3528/1/Recruitment-Selection-

Placement-and-Induction-.html

• https://courses.lumenlearning.com/principlesmanagement/chapter/16-4-

effective-selection-and-placement-strategies/

• https://www.toppr.com/guides/business-management-and-

entrepreneurship/human-resource-management/selection-process/

• https://www.citeman.com/19109-selection-placement-and-induction.html

• https://keydifferences.com/difference-between-recruitment-and-selection.html