creation of human resources

8/8/2019 Creation of Human Resources

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CREATION OF HUMAN RESOURCES

Concept of equal employment opportunity

Employees in an organization have the right to fair treatment in all matters ofemployment. While principles of democracy require equality among the citizens, there is alsoa need to provide equal employment opportunity (EEO) and to undo the effects of pastdiscrimination in employment.

True equal employment opportunity is the absence of actual discrimination, or discriminatory impact in all terms and conditions of employment and it includes

y recruitment, hiring, upgrading, promotion, transfery certification, tenurey layoff, termination, contract non-renewalsy compensation and benefits ly selection for training opportunities

The concept of equal employment opportunity is equal access to the procedure underwhich some office or benefit not available to all is allocated, with stipulations about thefairness of the procedure in view of its purposes. Equal opportunity is the absence ofdiscrimination, as in the workplace, based on race, minority status, color, age, gender,national origin, religion, or mental or physical disability. The three dimensions of equalopportunity correspond to three aspects of fairness i.e., procedural fairness, background

fairness and stakes fairness in competitions for social goods. Procedural fairness reflects aconcern with the basic rules of procedure that govern a competition. Background fairnessreflects a concern that there is a level playing field for all competitors. Stakes fairnessfocuses on the rewards to winners and losers in the competition. The applicants areconsidered for employment solely on the basis of their qualifications and competencies,without regard to their race, color, religion, national origin, citizenship, age, sex, maritalstatus, ancestry, physical or mental disability, medical condition, socio-economic backgroundor sexual orientation.

There is a need to provide equal opportunities to all persons without discrimination.This policy states the organization's position on equal opportunity in all aspects of

employment, including recruitment, training conditions of service, career progression,termination or retirement and acts like a beacon to employees at all levels to act fairly andprevent discrimination. The organisations greatest asset is its employees. It should becommitted to attracting, retaining, and developing the highest quality and most dedicatedwork force possible in today's market. It strives to hire and promote people on the basis oftheir qualifications, performance, and abilities, and is determined to provide a workenvironment free of any form of illegal discrimination both direct and indirect, includingsexual harassment.


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There are a number of acts of parliament in different country that deal withdiscrimination. The following conveys an understanding of these laws

UK Equal pay act 1976, Sex Discrimination Act 1975, Race Relations Act 1976 and2000, Equal Pay Acts 1970 and 1983, Disability Discrimination Act 1995, HumanRights Act 1998, Equality act 2006.

USA Fair employment Act 1941, Civil rights act 1964, 1968 and 1991, AgeDiscrimination Act 1965, Employment Discrimination Act,

Australia Racial Discrimination Act 1975 , Disability Discrimination Act 1992 , Anti-Discrimination Act 1977 (NSW), Racial and Religious Tolerance Act 2001 (Victoria)

Canada Canadian Charter of Rights and Freedoms , Canadian Employment Equity Act ,Canadian Human Rights Act , Ontarians with Disabilities Act , Quebec Charter ofHuman Rights and Freedoms

Law in UK

1. Sex Discrimination Act 1975

The Sex Discrimination Act 1975 (SDA) makes it unlawful to discriminate on grounds of sex ormoral status in recruitment, promotion and training

y Direct sex discrimination occurs when a person of one sex is treated less favourably ongrounds of sex than a person of the other sex would have been treated in the samecircumstances

y Indirect sex discrimination can occur where a requirement or condition is appliedequally to men and women, but the proportion of one sex that can satisfy thecondition is much smaller than the proportion of the other sex.

y The third type of discrimination covered by the Act is victimization. This occurs whenan individual is discriminated against because they have exercised their rights underthe Act

2. Race Relations Act 1976

The Race Relations Act 1976 (RRA) makes it unlawful to discriminate on grounds ofrace, colour, nationality or ethnic or national origin. This Act covers recruitment, promotionand training. The Act covers direct discrimination, indirect discrimination and victimization.Examples of indirect discrimination would include recruiting from sources, which excludeareas of high settlement of minority ethnic groups or insisting on British qualifications. Wordof mouth recruitment in an organization where people from ethnic minority communities areunder-represented would also constitute indirect discrimination.

Section 8 of the Asylum and Immigration Act 1996, deals with the issue of illegalworking and makes it a criminal offence to employ a person who is not entitled to live or workin the United Kingdom.

3. Equal Pay Acts 1970 and 1983


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The Equal Pay Act (1970), amended in 1983 was to eliminate discrimination in paybetween men and women and work of equal value. The Act allows an individual to claim payequal to that received by members of the opposite sex on the grounds that they are doing.

4. Disability Discrimination Act 1995

The employment sections of the Disability Discrimination Act came into effect on 2ndDecember 1996. This Act operates in a similar way to the Race Relations Act and the SexDiscrimination Act, but also places a duty on an employer to make 'reasonable adjustments' topremises or working practices to allow a disabled person to be employed. The definition ofdisability is wide and includes physical disabilities, sensory disabilities (visual or hearingimpairment), learning difficulties, mental health problems as well as progressive conditionssuch as Multiple Sclerosis and Aids.

5. Human Rights Act 1998

The Human Rights Act was incorporated into UK law on 1st October 2000 and is

intended to implement the European Convention on Human Rights in the UK. The enjoymentof the rights and freedoms shall be secured without discrimination on any ground such assex, race, colour, language, religion, political or other opinion, national or social origin,association with a national minority, property, birth or other status.

Laws in India

The Constituent Assembly debates recognized that a section of people in IndianSociety had been denied certain basic rights since ancient times and had therefore remainedeconomically, socially and educationally backward. As a result, this had created widespreaddisparities between them and the rest of the society and a situation had emerged whichunderlined the need for special measures to uplift their status. This understanding is clearly

reflected in the Constitution itself where a chapter under the title Special provisions relatingto certain classes in Part-XVI has been incorporated. Special provisions have also been madefor the Scheduled Castes and Scheduled Tribes in Part-X of the Constitution. The Constitutionprovides for protection and promotion of their social, economic, educational, cultural andpolitical interests to remove the disparities and to bring them on par with other sections ofthe society. In addition, many articles in Parts III, IV, IX, IX- A, Fifth and Sixth Schedule of theConstitution reinforce these arrangements.

Article 14 provide that States shall not deny any person equality before law or the equalprotection of laws within the territory of India. Article 15 operationalises the concept ofequality in a manner which specifically touches upon the conditions of the Scheduled Castesand Scheduled Tribes. It says:

1. The State shall not discriminate against any citizen on grounds only of religion, race,caste, sex, and place of birth or any of them.

2. N o citizen shall, on grounds only of religion, race, caste, sex, place of birth or any ofthem, be subjected to any disability, liability, restriction or condition with regard to -

(a) access to shops, public restaurants, hotels and places of public entertainment;or


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(b) the use of wells, tanks, bathing places, roads and places of public resortmaintained wholly or partly out of State funds or dedicated to the use of thegeneral public.

3. N othing in this article shall prevent the State from making any special provision forwomen and children.

4. N othing in this article or in clause (2) of article 29 shall prevent the State from makingany special provision for the advancement of any socially and educationally backwardclasses of citizens or for the Scheduled Castes and the Scheduled Tribes.

There are various legislations that have been passed in India with a view to curb theimbalance in gender hierarchy and aid in womens empowerment. The constitution of Indiaguarantees various rights for women in this regard in Part III of the Constitution(fundamental rights) and Part IV (Directives Principles of State Policy).

Article 14 states that there shall be equal protection of the law and equality beforethe law which means that the Courts or any Law enforcement agency should not discriminatebetween a man and a woman.

Article 15 guarantees the right against discrimination. The prejudice and bias againstwomen is rampant an issue to be countered by the right to equality, hence the right againstdiscrimination. Article 15(3) talks about the special protection for women.

Article 16 provides the right to equal opportunity in terms of public employmentirrespective of the sex of the person.

Article 19 guarantees freedom of speech and expression; to assemble peaceably andwithout arms; to forms associations and unions; to move freely throughout the territory of

India; to reside and settle in any part of the territory of India; to practise any profession, orto carry on any occupation, trade or business. This fosters the right to equality, by providingthe necessary freedoms needed to live in society.

Article 21 guarantees the right to life, the interpretation which has been broadened toinclude the right to live with dignity.

Article 23 guarantees the right against exploitation. It prohibits traffic in humanbeings.

The Directive Principles of State Policy form Part IV of the Constitution.

Article 38 empowers the state to secure a social order for the promotion of welfare ofthe people. It also states that the state shall strive to eliminate the inequalities to securejustice- social, economic, political.

Article 39 talks about the certain principles of policy that need to be followed by thestate which are securing adequate means of livelihood equally for men and women, equalpay for equal work among men and women, and the health and strength of workers, men andwomen are not abused.


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Affirmative Action

The concept of affirmative action is defined as the steps taken by the government ofany country, in an attempt to create equal opportunities for all minority communities. Inother words, affirmative action aims to increase ethnic or other forms of diversity in the

social sphere of the society. Minorities are provided with benefits in the educational system,job and health programs. The concept of affirmative action has more or less same meaning indifferent countries, however, they are addressed by different terms. In countries like India,affirmative action is called as reservation while in the countries like UK it is called as positivediscrimination. Every country has its own sets of rules and regulations, regarding theimplementation of the affirmative actions.

In the United States, affirmative action refers to policies that take gender, race, orethnicity into account in an attempt to promote equal opportunity and increase ethnicdiversity in workplaces and schools. The focus of such policies ranges from employment andpublic contracting goals, to educational outreach and health programs. The purpose of

affirmative action is to achieve equal opportunity in the workplace. Affirmative action is aprogram of positive efforts to identify and remove all barriers to equal employmentopportunity. The impetus towards affirmative action is twofold: to maximize diversity and itspresumed benefits in all levels of society, and to redress perceived disadvantages due toovert, institutional, or involuntary discrimination. Affirmative action programs thus seek toeven the playing field by actively removing historic preferences and barriers to true equalopportunity.

These are applied to less privileged class in USA like American Indian or AlaskanNative, Asian, Black or African American, Hispanic or Latino, N ative Hawaiian or Other PacificIslander, Women, Persons with Disabilities, Special disabled veterans and Vietnam eraveterans. There are different actions undertaken by USA for affirmative action. Some of these

are :

y Recruitment of a diverse work forcey On-going review and evaluation of the hiring process: job descriptions, examinations,

and selectiony Pre-employment review, at the division level, of all hiring decisions to ensure fair

employment practicesy Monitoring of promotional opportunities for equal accessy Implementing programs and opportunities such as diversity awareness and leadership

training, the Summer Affirmative Action Internship Program equal opportunity,affirmative action and sexual harassment, awareness training, Americans withDisabilities Act training

y Adherence to procedures for fairly investigating and resolving employee complaints ofdiscrimination and harassment

y Development of specific affirmative action labor force goals and hiring objectives


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Reservation for priority categories

Reservation in Indian law provides for a quota system whereby a percentage of postsare reserved in employment in Government and in the public sector units, and in all publicand private educational institutions, except in the religious/ linguistic minority educationalinstitutions in order to mitigate backwardness of the socially and educationally backwardcommunities and the Scheduled Castes and Tribes who do not have adequate representationin these services and institutions. The reservation policy is also extended to the ScheduledCastes and Scheduled Tribes for representation in the Parliament of India.

The Scheme of the Constitution reflects a three-pronged strategy for changing thestatus of Scheduled Castes [and the Scheduled Tribes] based on the traditional social order.This consists of:

(a) Protection: Legal/Regulatory measures for enforcing equality and removingdisabilities; Providing strong punitive action against physical violence inflicted onthem; Eliminating customary arrangements which deeply hurt their dignity and person;Preventing control over fruits of their labour and striking at concentration of economicassets and resources and setting up autonomous watchdog institutions to safeguardinterests, rights and benefits guaranteed to them.

(b) Compensatory discrimination: Enforcement of reservation provisions in public services,representative bodies and educational institutions.

(c) Development: measures to bridge the wide gap between the Scheduled Castes andother communities in their economic conditions and social status, covering allocationof resources and distribution of benefits. This strategy was subsequentlyoperationalised in the State policy and the commitment to this policy has been afeature of Indian State ever since. The policy has been strengthened and revised and

its ambit made wider from time to time. Seats in educational institutions and jobs are reserved based on a variety of criteria.

The quota system sets aside a proportion of all possible positions for members of a specificgroup. Those not belonging to the designated communities can compete only for theremaining positions, while members of the designated communities can compete for allpositions (reserved and open). For example, when 2 out of 10 clerical positions in railways arereserved for ex-servicemen, those who have served in the Army can compete both in theGeneral Category as well as in the specific quota. The central government of India reserves27% of higher education, and individual states may legislate further reservations. Reservationcannot be exceeded 50%, as per the rulings given by the Supreme Court.

Arguments offered by supporters of reservation

Reservations are a political necessity in India because vast influential sections of votingpopulation see reservations as beneficial to themselves. All governments have supportedmaintaining and/or increasing reservations. Reservations are legal and binding. As shownby Gujjar agitations, increasing reservations is also essential for peacekeeping in India.


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Although Reservation schemes do undermine the quality of education but still affirmative,Action schemes are in place in many countries including USA, South Africa, Malaysia,Brazil etc. Affirmative Action programs are beneficial to the under-privileged. The studiessaid that Blacks who enter elite institutions with lower test scores and grades than thoseof whites achieve notable success after graduation. They become more active than their

white classmates in civic and community activities.

Although Reservation schemes do undermine the quality of education but still AffirmativeAction has helped many - if not everyone from under-privileged and/or under-representedcommunities to grow and occupy top positions in the world's leading industries.Reservation in education is not THE solution; it is just one of the many solutions.Reservation is a means to increase representation of hitherto under-represented castegroups and thereby improve diversity on campus.

Although Reservation schemes do undermine the quality of education but still they areneeded to provide social justice to the most marginalized and underprivileged is our dutyand their human right. Reservation will really help these marginalized people to leadsuccessful lives, thus eliminating caste-based discrimination which is still widely prevalentin India especially in the rural areas. (about 60% of Indian population stays in Villages)

Anti-reservationists have made a gross mix-up between brain-drain and reservation. Brain-drain is mainly attributed to the "want" to become more rich very fast. Even if we assumethat reservation could be a fraction of the cause, one must understand that brain-drain isa concept which is meaningless without nationalism, which is separatism from humankindas a whole. If people leave the country whining about reservation, they don't have enoughnationalism and brain-drain does not apply to them.

There concerns among anti-reservationists about meritrocracy and aptly so. Butmeritrocracy is meaningless without equality. First all people must be brought to the samelevel, whether it elevates a section or delevels another, regardless of merit. After that,we can talk about merit. Forward people have never known to go backward due toreservations or lack of "meritrocracy". Reservations have only slowed down the process of"Forward becoming more richer and backward becoming more poorer". In China, peopleare equal by birth. In Japan, everyone is highly qualified, so a qualified man finishes hiswork fast and comes for labour work for which one gets paid more. So, instead of whiningabout reservation, the forward people must be at least happy with the fact that they arewhite-collared throughout their life.

Arguments offered by anti-reservationists

Caste Based Reservation only perpetuates the notion of caste in society, rather thanweakening it as a factor of social consideration, as envisaged by the constitution.Reservation is a tool to meet narrow political ends.


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Allocating quotas is a form of discrimination which is contrary to the right to equality.

The policy of reservation has never been subject to a widespread social or political audit.Before extending reservation to more groups, the entire policy needs to be properlyexamined, and its benefits over a span of nearly 60 years have to be gauged.

Poor people from "forward castes" do not have any social or economical advantage overrich people from backward caste.

Many cite the Mandal Commission report while supporting the idea of reservations.According to the Mandal commission, 52% of the Indians belong to OBC category, whileaccording to National Sample Survey 1999-2000, this figure is only 36% (32% excludingMuslim OBCs).

This policy of the government has already caused increase in brain drain and mayaggravate further. Under graduates and graduates will start moving to foreign universitiesfor higher education.

Recruitment

Recruitment is the process of identifying that the organisation needs to employsomeone up to the point at which application forms for the post have arrived at theorganisation. So it is the process of identifying and attracting potential candidates fromwithin and outside an organization to begin evaluating them for future employment. It isdefines as :

y Recruitment is a process of searching for prospective employees andstimulating and encouraging them to apply for jobs in an organization.

y Recruiting is the discovering of potential applicants for actual or anticipatedorganizational vacancies.

y Recruitment is a process to discover the sources of man power to meet therequirements of the staffing schedule and to employ effective measures ofattracting man power in adequate measures to facilitate effective selection ofan efficient workforce.

Once candidates are identified, an organization can begin the selection process.Selection then consists of the processes involved in choosing from applicants a suitablecandidate to fill a post. This includes collecting, measuring, and evaluating information aboutcandidates qualifications for specified positions. Organizations use these processes toincrease the likelihood of hiring individuals who possess the right skills and abilities to besuccessful at their jobs. Recruiting individuals to fill particular posts within a business can bedone either internally by recruitment within the firm, or externally by recruiting people fromoutside. Better recruitment and selection strategies result in improved organizationaloutcomes. The more effectively organizations recruit and select candidates, the more likelythey are to hire and retain satisfied employees.


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Objectives

The objectives or recruitment are

1. To attract people with multi dimensional skills and experiences that suits thepresent 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 organizations4. To develop an organisation culture that attracts competent people to the

company.5. To search appropriate persons whose skill fits the organisation values.6. To devise methodologies for assessing psychological traits7. To seek out non conventional development grounds for talent.8. To search for talent globally and not just within the country.9. To design entry pay that competes on quality and not on quantum.10. To anticipate and find people for positions that does not exist yet.

P rocess of Recruitment

The process of recruitment aims at increasing the number of applicants and selectingthe suitable candidate, in which the process of recruitment will automatically eliminate theunsuitable candidate. So process of recruitment consists of three sub systems in recruitment.Those are :

(1) Source of recruitment : This is to find out and develop the sources where therequired number and kind of employees are/will be available.

(2) Techniques of recruitment to attract candidates : This is to develop suitabletechniques to attract the suitable candidates and employing the techniques toattract candidates.

(3) Stimulating the conditions to apply : This is to stimulate as many candidates aspossible for the jobs irrespective of the number of candidates required.

Factors affecting recruitment

Recruitment affects by both internal as well as external factors. Below table presents theimportant factors which affect recruitment.

Internal factors External factors1. Employers brand2. Companys pay package3. Quality of work life4. Organizational culture5. Career planning and growth6. Companys size7. Companys products / services8. Companys operation (geographically)9. Companys growth rate10. Role of trade unions11. Cost of recruitment12. Companys name and fame.

1. Socio-economic factors2. Supply & demand factors3. Employment rate4. Labour market conditions5. External like political, legal and

governmental factors.


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The first activity of recruitment i.e., searching for perspective employees are affectedby following factors :

1. Organizational policy, regarding internal recruitment.2. Local conditions (sons of the soil).3. Influence of trade unions.4. Government regulations5. Influence of recommendations, nepotism etc.

The other activity of recruitment is affected by internal factors like1. Working conditions2. Promotional opportunities3. Salary levels, type and extent of benefit.4. Other personal policies and practices.5. Image of the organisation6. Ability and skill of the management to stimulate the candidate.

Sources of recruitment

The source of recruitment is divided into internal sources and external sources.Internal sources i.e., internal recruitment is within the organizational pursuits. The externalsources or external recruitment is outside organizational pursuits.

(1) Internal recruitment

Internal source of recruitment is related to the recruitment of personnel already inthe pay roll of an organization. This enhances the general level of morale of existingemployees and providing to the company more reliable information about the candidate.Among the internal resources, may be included promotion, transfers and the response of theemployees to the notified vacancy. The advantages of internal recruitment are as follows:

1. Absorbing people already acquainted with the organisation culture.2. Having tried and tested people on whom the organisation can depend.3. The organisation is unlikely to be greatly 'disrupted' by someone who is used to

working with others in the organisation.4. Considerable savings can be made. Individuals with inside knowledge of how a business

operates will need shorter periods of training and time for 'fitting in'.5. Internal promotion acts as an incentive to all staff to work harder within the

organisation.6. The services of the employees are recognized with motivation and morale.7. It creates job security and opportunity for advancement and thus reduces turnover.8. It minimizes job training.

Internal sources of recruitment suffer from certain demerits. These are as follows.

y It limits the choice to few employees only.y The likes and dislikes of superiors play an important role in recruitment.y It creates frustration among the unselected employees.y There is risk attached with an outsider who may only be a success 'on paper.y There will be replacement of the person who has been promoted


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(2)External recruitment

The external sources for recruitment lie outside of the organisation & include the following :

(a) Advertisement

y Internal advertising can be drawn for the nascent talent within your ownorganisation.

y Advertise externally through the press or local radio, news paper, tradejournals, magazines.

y Put a card up in the local newsagents or put a jobs page on the WWW.y Put a poster up in the workplace to be seen by the public.

(b) Outside agency

y Use employment exchanges, employment agencies and job centresy Use a head-hunter (recruitment consultant who keeps a book on capable

people and who buys them lunch from time to time for a confidential chatthat "may be beneficial to your future").

y Labour contractors may be used to hire workers.

(c) Campus recruitment

y Built up links with educational institutions for campus selection - schools,colleges, universities.

y Copies of internal vacancy notifications can be sent to different institutesand collect their profile.

y Networking - build up your own list of who is a potential future employee andrecruit via the old boys/girls network. Note the profiles of people

contributing to professional journals and bring them into the network

(d) References

y Keep and sift again through previous applicationsy Ask current employees to nominate people they can recommend.y Respond to unsolicited letters and CVs

(e) Field rips

y An interviewing team may make trips to towns and cities which are known tocontain the kind of employees required.

y We may attend employment fairs.

External recruitment makes it possible to draw upon a wider range of talent, andprovides the opportunity to bring new experience and ideas in to the business. The externalsources of recruitment have the following merits :

1. Fresh talent and skill come to the organisation2. The organisation has a wide range of candidates to choose from a large market.


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3. External source provide requisite type of personnel having required skill & standard.4. N ew employees may try to change the old hobbies5. N ew employees may be selected on the latest terms and conditions of the organisation6. Highly qualified and experienced employees may help to boost the performance of the

organisation

The demerits of external sources of recruitment are as follows :

1. It reduces morale of existing employees because outsiders are preferred to fill upsuperior vacancies.

2. It denies career advancement for existing employees.3. There is risk of faulty selection due to improper valuation.4. The company may end up with someone who proves to be less effective in practice

than they did on paper and in the interview situation.5. Training is essential for outsides as they are not acquainted with the policies and

procedures of organisation.6. It is more costly.

There are potential advantages and disadvantages of internal and external recruitment

Potential advantages Potential disadvantagesInternal y Worker morale and motivation is

enhancedy Organisation has a better

opportunityy to assess knowledge & skills of they candidatey Candidate has existing knowledgey about the organisationy

Less orientation may be needed

y May generate unhealthyy competitiveness for promotions

Additional training may be required Pool of candidates may be restricted Those not selected may feel rejected

y and discontented

External y New ideas and insight New knowledge and experience

y Larger pool of talent to recruit from

y Recruiting and selecting may be morey time-consuming

Longer adjustment period may beneeded

Induction costs may be highery Less opportunity to assess knowledge

& skills

Modern sources and techniques of Recruitment

There are different modern methods of recruitment process used by various corporatehouses in addition to the traditional sources of techniques. These sources are :

1. Walk in2. Consult in3. Head hunting4. Body shopping5. Business alliances6. E-recruitment


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Overview of the Recruitment and Selection process

Vacant post identified and reviewed Decision to fill vacancy made Prepare Job Description Prepare Person Specification Advertise & Prepare Recruitment Information Pack Decide selection panel Receive application forms Short listing by designated selection panel Inform applicants not shortlisted Inform shortlisted candidates about interview dates, date for the selection test (where

applicable) and any other details Take up references of shortlisted candidates Panel preparation for interviews & Conduct selection interviews/tests Make decision to appoint successful candidate Undertake appropriate checks and administrative procedures Inform successful and unsuccessful candidates about the selection decision and

arrange for contract to be issued Successful candidate commences duty

Recruitment of skilled and effective staff is a central workforce development.Recruitment and selection is not only about choosing the most suitable candidate. Therecruitment and selection experience can also impact on the likelihood that a candidate willaccept a job offer and on their subsequent commitment to remaining with the organisation.

Effective recruitment steps

Three steps to develop an effective recruitment process are:

Step 1: Ensure an up-to-date job description which contains information related to: Specific tasks and activities required for a job The knowledge, skills and abilities required for effective performance by

the job incumbent.Step 2: Develop an effective recruitment strategy which considers:

Appropriate sources of recruitment (i.e., advertisements, personalreferrals, employment agencies, direct applications)

Appropriate recruiters (e.g., supervisor or co-worker).Step 3: Evaluate the recruitment strategy to determine its efficacy. For example:

Conduct a cost-benefit analysis in terms of the number of applicantsreferred, interviewed, selected, and hired

Compare the effectiveness of applicants hired from various sources.

Challenges to recruitment of effective staff include

Lack of qualified applicants Inadequate salary packages Lack of resources (including funds) Limited scope for advancement and promotion Lack of job security


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Remoteness of services Stigma attached to working in the field.

Undesirable consequences of poor recruitment

Poor recruitment choices (i.e., poor person-job fit) can have a range of undesirableconsequences for the organisation and the worker including: Higher rates of turnover

Reduced performance effectiveness Lowered job satisfaction Reduced work motivation.

Use of Recruiting Sources

The sources for recruiting is dependent upon the type of skills needed and the levelsof the jobs. The table shows recruiting sources used by skills and levels.

Unskilled &semiskilled

Skilled Professional Managerial

Internal search Internal searchInformal contacts Informal contacts Informal contacts Informal contactsWalk-ins Walk-ins Walk-ins Walk-insPublic employmentAgencies

Public employmentAgencies



Advertisement Advertisement Advertisement AdvertisementPrivate employmentAgencies

Private employmentAgencies

Selection

Selection is a process of hiring the best from the options available. Selection is adeliberate effort of organizations to select a fixed number of personnel from a large numberof applications. So the primary aim of the selection is to choose those persons who are mostlikely to perform their jobs with maximum effectiveness and to remain with the company.Hence, there is always an attempt to find the best candidate for the job.

Selection is defined (by Yoder) as candidates are screened by the employer and theshort listed applicants go on to the next hurdles, while the unqualified ones are eliminated.The selection process is of one or many go-no-go gauges.

Selection P rocedure

The selection procedure is the system of functions and devices adopted in a companyto ascertain whether the candidates specifications are matched with the job specificationsand requirements or not. The selection procedure is focused on discovering knowledge,experience, skills, abilities and personal characteristics of the candidates. During theselection procedures the candidates are interviewed, tested and submitted to standardpsychological instruments.


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The main Objective of a selection procedure is to determine whether an applicantmeets the qualification for a specific job, and then to choose the applicant who is most likelyto perform well in that job. The entire process of selection begins with an initial screeninginterview and concludes with a final employment decision. When a selection policy isformulated, organizational requirement like technical and professional dimensions are kept in

mind.

Steps in selection procedure:

1. Reception of applications or preliminary screening2. Application bank that gives a detail about the applicants background and life history3. A well conducted interview to explore the applicants background4. The physical examination5. Psychological testing that gives an objective look at a candidates suitability for that job6. A reference check7. Final Selection approved by the manager8. Communication of the decision to the candidate.

Therefore the Selection Process can be pictorially represented in a flowchart as below:

Thus the selection process should be planned such that human resource is efficiently used.The right person for the right job and inducting her/him into the organization or departmentsuccessfully is the basic criteria of the entire process.

An overview of selection techniques

Evidence-based best practice for three of the most commonly used selection techniques isoutlined below.

Establishing Selection P rocess Identifying & choosing selectioncriteria

Evaluating information for

assessing applicant Gathering information about

potential employees

Making decision to select or reject Communicating decision


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1. Curriculum vitaes / resumes and written applications

A curriculum vitae (CV) / resume provides valuable information relating to a personsprofessional qualifications and experience. All information in the CV should be verified whereappropriate (e.g., asking applicants to explain gaps in employment history). Requesting jobapplicants to address specific selection criteria (i.e., essential and desirable) can improve theefficiency of reviewing CVs.

2. Conducting interviews

Structured interviews are recommended. A structured interview involves asking eachcandidate the same set of questions and assessing their responses on the basis of pre-determined criteria. Questions and assessment criteria should be based on accurate, updatedjob descriptions. It is also helpful to develop criteria to categorise responses (e.g., asexcellent, good, average and unsatisfactory). An interview panel consisting of arepresentative selection of people may also be helpful. Two common types of structuredinterview questions are:

a. Situational questions ask candidates about hypothetical scenarios that may beencountered in the job and how they would respond in that situation

b. Experienced-based questions focus on specific examples of the candidates prior workexperiences and their responses that are relevant to the job in question.

For example, situational interview questions may include: Your case load has increased to the point of being unmanageable - how would you address this? What would you do if a client did not attend an appointment? You are the team leader and two team members have had an argument with one another about the

way the work tasks should be assigned. How would you handle this? If you disagreed with the work practices of a coworker or team member, how would you deal with

this situation?

A client arrives to a session intoxicated. How would you manage this? A client complains to you that another staff member has acted inappropriately. What would you do? During a counselling session, it becomes apparent that a client has problems to manage that are

beyond your skill level (e.g., mental health issues or abuse). How would you handle this?

Examples of experience-based questions include: Please describe a situation where you had to deal with an aggressive client and outline how

you dealt with this. What were some of the strengths and weaknesses in your approach? Can you give an example of when you had to manage a complex project and describe the

strategies you used to do this?

Developing criteria to assess candidates responsesTo effectively distinguish between candidates, it is recommended that structured questions

are accompanied by a pre-determined scoring key. The scoring key should contain examplesof excellent, good, average, and unsatisfactory answers against which candidates answerscan be compared. Advantages of pre-determined scoring criteria include:

Reduced reliance on interviewers memory or written notesIncreased clarity regarding the criteria against which candidates are assessed (i.e., what is

a good answer?)Consistency of assessment across candidates and between interviewers (if a panel is used).


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3 . Reference checksReferees are useful for identifying past employment problems and clarifying the accuracy ofinformation presented in an interview or CV. Only a small percentage of all reference checksare negative, therefore, it is often difficult to differentiate between candidates on the basisof reference checks alone.

Steps in Selection P rocedure

A wide selection of techniques is available which range from intensive activities, to the morecommonly used interviews and reference checks. However steps commonly followed inselection procedure are as follows :

(a) Application Blank(b) Initial interview of the candidate(c) Employment tests(d) Interviews(e) References check(f) Physical or medical examinations(g) Final interview and induction

(a) Application Blank : An application lank is a traditional, widely accepted device forgetting information from a prospective applicant. The application blank providespreliminary information as well as aid in the interview by indicating area of interestand discussion.

(b) Initial interview of candidate : The probable candidates can be called for preliminaryinterview by the organizations to evaluate and to gather additional information.Preliminary interview may become a necessity, when a large number of candidatesapply for a job.

(c) Employment Tests : Tests are used in the selection procedure for further assessmentof a candidates nature and abilities. These tests can reduce the selection cost byreducing large number of applicants to manageable levels. There are different type oftests present and these are : (1) aptitude test, (2) interest test, (3) intelligence test,(4) performance test or achievement test and (5) personality test.

(d) Interviews : The successful candidates of the employment tests can be called forinterview. The interview consists of interaction between the interviewer and theapplicant. It is an attempt to secure maximum amount of information from thecandidate concerning his suitability of the job under consideration.

(e) Checking references : Checking references is to find out from the past records of thecandidates. However, there are problems like inaccuracy of the assessment by thereferees with limited knowledge or they may be biased to inform. Sometimes,reference checking is taken as a routine or also omitted.

(f) Physical or Medical Examination

: If there is a need, it is applied as a part ofselection procedure. In government and quasi government organizations, gettingmedical tests is a must before reporting for duty. It is also a part of the selectionprocess for all suitable candidates in many organizations.

(g) Final Interview and Induction : The selected candidates will be informed about theorganizations, future prospects, individual responsibilities etc before finally inductedinto the job. After necessary information, the candidate will be appointed byproviding necessary appointment letter with salary structure, pay, terms andconditions as well as service benefits.


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Tests & Interview

The tests are devices, designed to measure traits that a person possesses. The results give us"norms". Test designers and those administering them hope that test outcomes (data) help todetermine capacity to perform a job or predict future job/occupational success.

Designers, suppliers and users of tests say that when administered properly they provide

y A useful additional of information about a candidate - indicators of the rightattainments, intelligence and aptitudes for the post. This supplementary informationcan be compared with that gained from traditional obviously subjective and limitedmethods such as the interview.

y Large number of applications from new graduates for a few posts that use scores froma popular test will weed out candidates in a neutral, impersonal way.

A tester needs

y The full pack of resources and manuals associated with the testy The skill to be able to interpret the result. Interpretation demands an understanding

of the tests limitations and the meaning of the statistical reliability associated withnorm group comparisons.

There are five major types of tests. Those are (a) Aptitude Tests, (b) Achievement Tests, (c)Situational Tests, (d) Interest tests and (e) Personality tests. Some of the important tests aredescribed below.

A. Aptitude Tests

Aptitude tests seek to measure candidate qualities or traits (physical, social,conceptual, analytic, practical). The outcome of the test will aim to assist inpredicting the candidate's capacity (potential) to develop those competences/skillsthat are needed to perform a task/job/role well.

B. Intelligence tests

Aptitude test overlaps with the interest of employers who to seek to test/measureaspects of the intelligence of candidates. Various intelligence tests give an IQ score.They seek to measure a range of intelligence-related capacities for: verbal, numerical,spatial and general reasoning i.e. abilities to perform mental tasks (the outcomes of

cognition).

C. Achievement Tests

These tests are conducted when applicants came to know something as these tests areconcerned with what one has accomplished. These tests are more useful to measurethe value of specific achievement when an organisation wishes to employ experiencedcandidates. These tests can be job knowledge test or work sample test. In this test,


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problem understanding, analysis and synthesis is being tested against a specification.The candidate should be capable of achieving.

D. Situational Tests

Situational test evaluates a candidate in a similar real life situation. In this test, thecandidate is asked either to cope with the situation or solve critical situations of thejob. Some of the situational tests include group discussion. From group discussion, orgroup activities, the behaviour of participants is interpreted as being "creative"(more or less).

E. Interest Tests

These tests are related to likes and dislikes of the candidate in relation to the job,work, occupations, hobbies, and recreational activities. This test analyzes differentinterests and disinterests in the job by the candidate. The assumption is that there is agood correlation between interest of a candidate in a job and job success.

F. P ersonality tests

Personality is socially constructed. Psychometric test researchers have tried tocorrelate "personality types" against job performance. So there is way to measure thepresence of the personality trait then if there is a good correlation with jobperformance then we will be able to predict job performance more reliability.

G. Creativity tests

There is creativity tests on the market designed to "measure" how flexible someone isin reacting to given situations. However, creativity involves imagination, originalityand ability to see new opportunities and relationships. Creative people may not haveoriginal ideas but use the ideas of others organise to bring these ideas into fruition.Can paper based tests reveal these qualities? Can tests involving one right answer dothis?

Interview

The interview is an examination - a face-to-face encounter via which each side seeksto make a decision about the other. The employer is in the dominant position. Even wherethe short-list is very short and the employer is desperate to fill the post - it is unlikely that anapplicant perceived as being a rogue or maverick will be employed. The employer at all timeswill seek to protect their interests. The face-to-face selection interview is the traditionalmethod - yet it is fraught with problems of subjectivity, interpersonal judgment,interpretation and misinterpretation.

The technical and social purposes of the interview are

y For interviewers : to gather further information about candidate competence andqualities. Make a judgment about the person in relation to the job and the job toperson.


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y For applicants : to obtain further information about the job and the employer. Wherethere is a competitive labour market (lots of demanding jobs to be filled but fewcandidates ready to move with the right ability and experience), then the candidatemay not be desperate for the job. Confident candidates will bide their time to find theright job and will come to the interview(s) seeking lots more information.

y Public relations : There is a public relations side to recruitment - certainly forhousehold name and local employers - and that is to treat applicants with respect andcourtesy. Even applicants who are rejected when reflecting need to be able to saythey were treated well, given every opportunity to present themselves to goodadvantage. Every candidate needs to feel they have been treated fairly and equitablyand that the interviewers made their judgments on the basis of objective criteria andwith the fullest information to hand.

J ustification

1. The interview plays key part in differentiating between candidates for the same job2. The interview serves the employing organisation is a social entity. Owners/members

want to determine who they are going to be working with. Selectors have positions ofpower within the organisation. They want to appoint the most competent persontechnically but not someone who will not "fit into the culture".

3. The interview - for candidates who are short-listed - provides a setting in whichdocumented information, test measurements and interpersonal, social value-judgments are made.

4. Factual information is exchanged and clarified by both sides at an interview e.g. whatdid the applicant decide on a specific career move, what expertise do they have on agiven area and what is the evidence for this?

5. The interview brings together data from several sources - application forms orcurriculum vitae, test results, job data. These can be assessed and intangibles - wouldthis person fit into the team. A social meeting is necessary.

6. Applicants want to present themselves rather than be judged mechanically e.g. on thebasis of a clinical test or form

Types of Interview

There are different types of interview. Those are :

(a) Preliminary interview Informal interviewUnstructured interview

(b) Core interview Background information interviewJob and probing interview

Stress interviewGroup discussion interviewFormal and structured interviewPanel interviewDepth interview

(c) Decision making interview


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(a) Preliminary interview : This interview is conducted at any place to secure the basicand non-job related information. Here the candidate is given freedom to interact withthe organisation representative to ask or inform about the information on variousitems or area.

(b) Core interview : It is the interaction between the candidate and the line executive orexperts on various areas of job knowledge, skill, talents etc. The interview may takevarious forms.

(c) Decision making interview : After core interview over, the candidate will face decisionmaking interview with the Production manger, with HR manager to ascertain theinterest of the candidate, towards the organisation, work adjustment, capabilities,emoluments, allowances and facilities. The joint decision of the managers to chairmanor the appointment authority for the performance as well as suitability of thecandidate.

Orientation

Orientation or induction is a technique by which a new employee is rehabilitated into thechanged surroundings and introduced to the practices, policies, and purposes of theorganisation. A formal orientation tries to bridge the information gap of the new employee,who is a stranger to the organisation.

So orientation is required for overcoming employee anxiety, reality shocks and foraccommodating employees. The requirement is because of the following reasons.

y New employee experience a lot of anxiety in an organisation. This is a naturalphenomenon which can be overcome through orientation.

y All employees join an organisation with certain expectations and assumptions.Effective orientation program can help to realize the reality by providing a morerealistic expectation.

y Proper employee orientation helps to accommodate the new employee withexisting employee by developing new acquaintances and understanding of thevarious aspects of the job.

Steps in the Induction Program

The induction program will have the following programs

1. Welcoming the new recruit to the organisation.2. Providing knowledge about the company and its conditions.3. Giving the companys manual to the new recruit.4. Showing different locations and department where the new recruit will work.5. Providing details about various groups and the extent of unionism in the company.6. Giving details about pay, allowances, leave benefits and other fringe benefits.7. Defining the career prospects of the new recruits.


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P romotion

Promotion is a reward for the employees faithfulness and hard work. If there are nochances of promotion for a servant, he will' not work hard. Going up or advancement in rank,status, duties, power, responsibilities and also increase in salary is referred as promotion.Promotion changes the rank, status, designation and salary of an employee. It should beremembered that transfer from one post to another post of the same status or responsibilityis not promotion. Similarly annual increment i.e. annual increase in the same salary scale isalso not promotion. Promotion means change of status as well as pay scale. The definition ofpromotion are as follows :

y A promotion is the transfer of an employee to a job which pays more money or onethat carries some preferred status.

y Promotion is a term which covers a change and calls for greater responsibilities,and usually involves higher pay and better terms and conditions of service andtherefore a higher status or rank

y Promotion is the upward assignment of an individual in an organizations hierarchy,accompanied by increased responsibility, enhanced status and usually with higherincome.

A promotion system serves two fundamental purposes. First, it selects more ableindividuals for positions of greater responsibility (the job assignment or matching function ofthe promotion system) and, secondly, it motivates employees at one level to strive harder toreach the next one.

Types of P romotion

There are different types of promotion and these are as follows :

(1) Limited Promotion : It is the promotion with higher pay within the same occupationalunit on the same job by upgradation.

(2) Dry Promotion : It is the promotion without any pay hike, might be with a new title.(3) Multiple Chain promotion : Multiple chain promotion provide a systematic linking of

each position to several other position. Such promotions identify multi promotionalopportunities.

(4) Up and out promotion : It is the choice to the employee to accept promotion or seekemployment elsewhere.

P rinciples of promotion

Different principles for promotion systems are used in different organizations. Some of theimportant systems are as follows. These may be used as alternatives or in combinations.

1) Principle of Seniority2) Principle of Merit3) Principle of Seniority-cum-Merit4) Principles of promotion by selection 5) Principles of time bound time bound 6) Principles of temporary promotion.


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(1) P rinciple of seniority

Seniority means length of service in a particular post or scale or grade. It is a verysimple principle. The length of service or seniority is the sole basis in making promotions.According to it, one who has longer length of service must get the promotion. The senior mostperson is eligible for promotion first. Seniority based systems promote the candidate (orcandidates) in a manner with either: 1) the most experience in the job, 2) the mostexperience in the organization, or 3) the most experience in the industry. The advantages ofthis principle are as follows.

y The principle of seniority is very simple to apply.y It can be measured quantitatively. y It is most objective.y It leaves no scope for favouritism or nepotism. y It gives respect to age and experience.y It is in accordance with the established practices in society.y A younger person does not become a boss of the older and more experienced

persons.y It is more democratic because it gives a chance of promotion to everybodyirrespective of merit.

y Everybody cannot become meritorious but everybody is bound to become seniorwith the passage of time.

y It is safe for every employee and, therefore, seniority principle is readilyaccepted by the staff as against the merit principle.

y It reduces risk for the organisation to induce new persons. y It offers clear career paths and succession planning, and low turnover in the

promotion process.y When there is little variation in the initial ability of employees, seniority acts

as a useful proxy for performance.

This principle has certain disadvantages also and these are as follows

y Those who are senior are not necessarily fit for promotion.y Mere length of service is not a criterion of fitness.y Experience is gained by a person in the first few years of service, but

afterwards his experience does not increase indefinitely with the length ofservice.

y Seniority and experience are not a rational criteria.y Seniority principle does not ensure that only fittest person will be posted at

higher posts.y Inefficient and conservative persons may get promoted to higher post adversely

affecting the over-all performance of the government services.y Seniority principle is not rational and just.y Hard work, efficiency and initiative of the energetic young persons are not

rewarded.y Physically weak, aged and less energetic persons are promoted to higher

positions where hard work, alertness and energy are required.


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(2) P rinciple of merit

Principle of merit is contrary to the principle of seniority. This principle implies thatthe most meritorious, best qualified and most competent person must be selected forpromotion to the higher post. The principle of merit has the following advantages :

y The able and competent persons only deserve promotions and incompetentpersons should be left behind.

y This principle selects the most suitable person for promotion, energy,initiative.

y Hard work, energy and efficiency are rewarded by merit principle.y This increases efficiency and competitive spirit in the administration.y It motivates the employees at the lower levels to work hard and take interest

in their work.

The drawback of this principle is as follows

y It is difficult to implement objectively.y Merit is a complex concept as it includes intellectual attainment along with

personality, capacity for leadership, strength of character, etc.y It is not easy to measure the merit objectively.y Merit principle of promotion excludes senior and experienced persons from the

competitive chance of improvement.y Experience, seniority and age are set aside by the merit principle.y Older persons cannot compete in the written examination or interviews etc.

against the younger persons.y The administrative experience and skills attained by a person in the service

with the passage of time, is totally neglected by the merit principle.

(3 ) P rinciple of seniority-cum-merit

Both the principles of seniority and of merit have some advantages as well asdrawbacks. In practice, therefore, a third method is adopted where the seniority and meritprinciples are combined for making promotions. Hence, it is considered as best method ofpromotion. A sound management system will pursue a policy of properly balancing these twofactors i.e., seniority and merit. One way to adopt this method is the 'fittest amongst theseniors' is selected for promotions. Another way of combining these two principles is that :the minimum qualification and competence is tested and then all other things being equal thesenior most of them is preferred for promotion. This means the "senior most amongst themeritorious" persons is selected. It is observed that in most of the countries including India,the general pattern of promotion is based on the following lines :

1) Promotions to the higher posts are made on the basis of merit principle only.2) Promotions to middle level posts are made on the basis of seniority-cum-merit

principle.3) Promotions to lower level posts are made on the basis of seniority principle.


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(4) P rinciple of selection

Promotion by selection is a process through which employees are promoted afterundergoing rigorous tests and screening. A committee is usually scrutinized all qualifications,merits, experiences, past records, for the promotion to the next higher cadre. Theemployees will be put under various tests and interviews for this. So no service seniority,better qualification or experience will come into picture.

(5) P rinciple of time bound selection

In this method, employees will be promoted according to the standards of time set forpromotion to the higher cadre subject to the condition that they possess the requisitequalification and experience for the higher cadre post. There may be some internal tests orexaminations but neither seniority nor merit will be considered here for promotion.

(6) P rinciple of temporary promotion

In this case, officers are promoted temporarily if there is any vacancy present inhigher cadre and no suitable candidates are present. There is no guarantee for permanentpromotion to cadre. However, if the progress is satisfactory, then there is scope forpermanent promotion. In some cases, eligible candidates are given temporary promotion forhigher posts with the condition that they will complete everything satisfactorily.

(7) P rinciple of up-or-out systems.

Up-or-out systems (UOS) are commonly found in universities, professional service firms,and the military. In the traditional UOS, candidates are evaluated after a set period of time.The performers above certain performance criteria are promoted while those failing to makethe grade are dismissed from the organization. In theory, the system could also include amiddle group of candidates that are neither promoted nor dismissed but this is seldom seen inpractice.

Transfer

A transfer is a change of the job assignment without any change in responsibility, orstatus or compensation. It might involve change in place also. The transfer may be byorganisation initiated or employee initiated for better activity. Transfer is so defined as

y A lateral shift causing movement of individuals from one position to another withoutinvolving any marked change in duties, responsibilities, skills needed andcompensation.

y A lateral movement of an employee, not involving promotion or demotion, betweendepartments or divisions. A transfer therefore does not involve a material change inresponsibility or compensation.

y A change in assignment, in which the employee moves to another job at the samelevel of responsibility, demanding about the same skill and same level of pay.


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Types of transfer

There are different types of transfers depending on the purpose for which transfers aremade. There are nine types of transfers.

No. Types Characteristics

1 General Followed after a given period of service in a post or in a place It is present in big organizations or government departments

2 Production It is made from one department to another department To provide skilled employee suitable positions or to avoid lay

off

3 Replacement It is replacement of shorter service employee It is affected due to retirement, resignation, death or

dismissal

4 Shift Shifting of workers from one shift to another shift

5 Remedial Replacement of faulty placement or for different kind of workinvolved

6 Versatility Enhance the versatility of the employee for higher jobenlargement or versatile working force.

7 Penal Transfer on punishment for the erring employee

8 Request Transfer on humanitarian grounds with request.

9 Mutual Mutual transfer between two employees on request

Transfer policy

A systematic transfer policy will provide the following guidelines

It should clarify the types and circumstances with conditions under which transfers willbe done.

The appropriate authority should initiate, approve and implement the transfer. The policy will indicate the type of transfer. The policy should indicate the need for the transfer. The policy will indicate, whether it will be in a sub unit, departments, divisions or

between plants or locations. The transferability should examine in terms of job descriptions and responsibility,

specialization, individual background, training and needs. The policy should indicate the pay scale, the wages and perquisites of the transferred

job and if there is any differences. The transfer order should be done with proper communication and the time specified

for the assignment of the new job.


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Separation

Separation means cessation of service of agreement with the organisation. Separationcan be the result of (1) Resignation, (2) Discharge, (3) Dismissal, (4) Retrenchment, (5) Lay off, (6) Golden handshake, (7) Retirement.

No Types Characteristics

1 Resignation Voluntary separation, termination initiated by the employee,voluntary by employee,

2 Discharge Permanent separation due to poor performance, violation ofrules or conduct.

3 Dismissal Termination initiated by the organisation by way ofmisconduct, punishment or long absence, unsatisfactoryperformance, misconduct, want of qualification.

4 Retrenchment Termination of service due to redundancy for economic reasonsin a going concern or due to superfluous workforce.

5 Lay off Failure, refusal or inability of an employer to give employment.Indefinite separation beyond the control of the employer.

6 Goldenhandshake

Retrenchment with a voluntary retirement with a fast lumpsumfor return

7 Retirement Superannuation

Outplacement

Outplacement is a term used to describe the efforts made by adownsizing company to help its redundant employees through the redundancytransition and help them re-orientate to the job market. Downsizing is the conscioususe of permanent personnel reductions in an attempt to improve efficiency and/oreffectiveness . Downsizing is being regarded by management as one of the preferredroutes to turning around declining organizations, cutting cost and improvingorganizational performance. So it is the process of facilitating a terminatedemployee's search for a new job by provision of professional services, such ascounseling, paid for by the former employer. This is usually done by an externalagency or a consultant.


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Although actual outplacement activities vary from one organization toanother, depending on their needs and capabilities, essential activities usuallyinclude r sum preparation instruction, career and personal counseling, and officespace with secretarial assistance and use of telephone and fax. Some organizations

sponsor job fairs and advertise their available employees. The purpose of outplacement activities is to assist separated employees in coping with the pressuresof termination while helping them to seek new employers.

creation of human resources

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