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RECRUITMENT

Recruitment has acquired immense importance in todays organizations.

Organizations have realized value of human capital and its role in theirdevelopment. Recruitment is the first step in the process of acquiring and

retaining human resources for an organization.

Going by the experts definition:

According to Byers and Rue, they defined recruitmentasThe

process of seeking and attracting a pool of people from whichqualified candidates for job vacancies can be chosen.

According to Edwin B. Flippo Recruitment is the process of

searching for prospective employees and stimulating them to apply

for jobs in the organization.

Thus in brief it can be said that recruitment is the process of getting

the right kind of people to apply for the vacancies in an organization. The

aim of an effective recruitment program is to attract the best people for the

job and aid the recruiter by making a wide choice available. A good job

description helps in attracting the right kind of candidates for the job.

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FACTORS AFFECTING RECRUITMENT

There are many factors that affect the recruitment program. These factors

can be classified as:

a) ORGANIZATIONAL FACTORS ( INTERNAL FACTORS)

b) ENVIRONMENTAL FACTORS ( EXTERNAL FACTORS)

ORGANIZATIONAL FACTORS-

Several factors influence the success or failure of a recruitment

program:

1. A major factor that determines the success of a recruitment program

is the reputation of the organization. An organizations reputation

depends on its size, area of business, profitability, management, etc.,

in addition to its philosophy and values.

2. The organizational culture and the attitude of its management

towards employees also influence a candidates decision to apply to

an organization.

3. Another factor that contributes to its success is the Geographical

location of the vacant position. Prospective candidates might not be

too eager to work in a remote place unless they belong to that place.

4. The amount of resources allocated also determines the success of a

recruitment drive. This resource allocation is in turn dependent on the

criticality of the vacant position and the time available to fill the

vacancy.

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5. The channels and methods used to advertise the vacancy also

determines the success of recruitment program.

6. The emoluments that the company offers also influence the decision

of a candidate and thereby the success of recruitment program.

ENVIRONMENTAL FACTORS

These are mainly concern with:

1. The situation in the labor market, the demand for manpower, the

demographics, the knowledge and the skill set available, all

determine the response to a recruitment program.

2. The stage of development of the industry to which the organization

belongs.

3. Culture, social attitudes and also impact the effectiveness of a

recruitment program. Eg. A pharma company might attract more

talent than a cigarette manufacturing company, especially in a culturewhich has strong values and traditions.

4. Finally, the law of land and the legal implications involved also play a

role in designing a recruitment program and determining its

effectiveness.

SOURCES OF RECRUITMENT

Different sources of recruitment can be applied, depending on various

factors like the level of positions, number of people required, time available

and the funds allocated for recruitment. These are:

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a) INTERNAL SEARCH- Many organizations try and identify

employees from within the organization, to be groomed to take on

higher responsibilities. This is normally referred to as internal search.

b) EXTERNAL SOURCES- An organization will have a much greater

choice in human resources if it decides to go in for external

recruitment. Some of them are:

i. Advertisements

ii. Employee referrals

iii. Employment agencies

iv. Educational institutions

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PROCESS OF RECRUITMENT

Human Resource Planning

Start implementing theprogram

Select & hire the candidates

Evaluate the program

Identify human resourcerequirements.

Retrench

Determine no., levels andcriticality of vacancies.

Organizationalrecruitment

policyChoose resources and methodsof recruitment

Analyze cost & time involved

Job analysis

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CORPORATE RECRUITMENT: An Art or a Task?

This section primarily focuses on the issues and challenges faced in

corporate recruitment and lays emphasis on the factors that the employees

consider in selecting a company to work for.

Many HR departments hardly view recruitment as a building block of

the organization and pay the price. No doubt, the high supply of

unemployed population provides the employer an ample choice to make,

but at the same time they should not ignore employees values.

It is very easy to copy a technology, infrastructure, advertisement,

distribution channel and what not from the competitors. But the workforce is

the only precious and invaluable asset that cannot be copied. The success

of any organization depends largely on its workforce

In the milieu, people have been caught in these constant corporate

shifts in working out their priorities and react accordingly. Some of these

major changes that can be highlighted are:

Employees directing major level of energy away from career and

corporate, climbing towards family and children- employees look

for job profiles that match their psychological and mental strengths.

The quest for money and attractive job profiles has shifted to the job

profiles, which are suitable to their lifestyle.

Todays fast moving generation is attempting to move towards

self-reliance- With job security a thing of the past a thing of the

past, in this fast moving world of today, the candidates irrespective of

age are ready to take entrepreneurial risks. If unable to start their own

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business then they look for chances to become an important part in

the in the equity participation of the organization they are going to

move into.

Small is appealing- Mergers and acquisitions have the impact onthe employment front. Candidates prefer to choose smaller

companies. Large companies are no longer seen as safe because

candidates fear about lost to future rightsizing.

Keep pace by upgrading oneself on the career front- To keep

pace with changing times; upgrading ones skills is the need of the

hour where innovation and use of new technologies are fast

becoming obsolete. This warrants that the employees must

constantly focus on improving their skills to become multi-skilled and

seek development opportunities to hone their skills regularly.

New opportunity with exit plan in place- Employment contracts are

being worked on and negotiated in more detail. Our parents and

grandparents joined large organizations expecting a life-long career.

But today these expectations do not stand a chance. Hence, the

employees have adapted to their job requirements in line with the

changing circumstances.

Candidates are looking for organizations, which are in tune with

their own value systems- When a candidate is looking for a job;

he/she tends to watch the organizations value system. The positive

corporate image, which motivates its workforce towards good

performance and offers excellent growth opportunity, goes a long way

in developing a healthy and successful organization.

The paradigm shift in the business environment, future growth

prospects, economic and social networking, supply-demand ratio of

employees, is an indicator that Corporate Recruitment is no more a

daily task, but an art to be mastered upon.

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RECRUITING YIELD PYRAMID

The historical arithmetic relationships between recruitment leads and

invitees, invitees and interviews, interviews and offers made, and

offers made and offers accepted

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SELECTION

The next step after recruitment is the selection of candidates for the vacant

positions from among the applicants. Selection is the most important stage

of employment as the concept of the right candidate for the right

position takes its final shape here. As per definition:

The process of choosing the most suitable candidate for a job from

among the available applicants is called selection.

Job analysis and job specifications along with human resource

planning provide the basic requirements, based on which the selection

process has to be designed. Selection process starts with gathering

complete information about the applicant from his/her application form and

ends with inducting the candidate into the organization.

In many cases employment, recruitment and selection are used

interchangeably but in technical terms all three have different meanings. In

fact recruitment and selection together constitute employment.

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ELEMENTS IN A SELECTION PROCESS

STEPS IN RECRUITMENT AND SELECTION PROCESS

ORGANIZATIONAL

OBJECTIVES

JOB DESIGN AND JOB

DESCRIPTION

JOB SPECIFICATIONS

COMPETENCY MODELLING

SELECTION

RECRUITMENT

POLICY

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The recruitment and selection process is a series of hurdles aimed at

selecting the best candidate for the job.

My main area of interest for studying this particular topic of

recruitment and selection was to know that what all a company wants from

a particular applicant before selecting him/her for a particular job. Also my

study tried to focus on the issues and criterias taken by the company

before going for its recruitment and selection program and how is it going to

impact the employees of the company.

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RECRUITMENT

Recruitment is understood as the process of searching for and

obtaining applicants for jobs, from among whom the people can be

selected. A formal definition of recruitment is that it is the process of

finding and attracting capable applicants for employment. The

process begins when their application are submitted.

In simple terms, recruitment is understood as the process of

searching for and obtaining applicants for jobs, from among whom

the right people can be selected.

A formal definition of recruitment is, it is the process of finding and

attracting capable applicants for employment. The process begins

when new recruits are sought and ends when their applications are

submitted. The result is a pool of applicants from which new

employees are selected.

As Yonder and other points out

Recruitment is a process to discover the sources of manpower to

meet the requirements of the staffing schedule and to employee

effective measures for attracting that manpower in adequate numbers

to facilitate effective selection of an efficient working force.

Accordingly, the purpose of recruitment is to locate sources of

manpower to meet job requirements and specifications.

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FILLIP views: - it is a process of searching for prospective

employees and stimulating and encouraging them to apply for jobs in

an organization.

An analysis of these definitions reveals the following features of

recruitment

1. The basic purpose of recruitment is to locate the source required to

meet job requirements and attracting such people to offer them for

employment in the organization

2. Recruitment is a positive function as it seeks to develop a pool of

eligible persons from which most suitable ones can be selected.

3. Recruitment is a two-way process. It takes a recruiter and a recruit,

as recruiter has a choice that to recruit or not similarly the prospective

employee can choose for which organization to apply for a job.

4. Recruitment is a process or a series of activities rather then a singleact or event.

5. Recruitment is an important function as it possible to acquire the

number and type of persons necessary for the continued functioning

of the organization.

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PURPOSE AND IMPORTANCE

The general purposes of recruitment are to provide a pool of

potentially qualified job candidates. Specifically, the purpose is to:-

1. Determine the present and future requirements of the organization

in conjunction with the personnel planning and job analysis activities.

2. Increase the pool of job candidates with minimum cost.

3. Help increase the success rate of the selection process by reducing

the number of obviously, under qualified or overqualified applicants.

4. Help reduce the probability that job applicants, once recruited and

selected, will leave the organization only after a short period of time.

5. Meet the organizations legal and social obligation regarding the

composition of its workforce.

6. Start identifying and preparing potential job applicants who will beappropriate candidate.

7. Increase organization and individual effectiveness in the short and

long term.

8. Evaluate the effectiveness of various recruiting technique and

sources for all type of job applicants.

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Recruitment Process

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The ideal recruitment programme is the one that attracts a relatively

large number of qualified applicants who will survive the screening

process and accept position with the organization, when offered.

Recruitment programmes can miss the ideal in many ways, by failing

to attract an adequate applicant pool, by under/over selling the

organization, or by inadequately screening applicants before they

enter the selection process. Thus, to approach the ideal, individuals

responsible for the recruitment process must know how many and

what type of employees are needed, where and how to look for

individuals with the appropriate qualification and interests, what

inducement to use (or avoid) for various type of applicant groups,

how to distinguish applicants who are unqualified from those who

have a reasonable chance of success, and how to evaluate their

work.

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RECRUITMENT POLICY

Policy is the guidelines for action. Once the policy is laid, down it will

be easy for the manager to work out the plans and programmes andimplement the same without referring to top management often and

seeking their guidance repeatedly. This will save time, effort and

money.

Recruitment policy can be of two type:-

General policy on recruitment express top mgt. Philosophy on

recruitment like equality and fairness in this process.

Specific process on the other hand lay down polices on recruitment

sources like internal or external recruitment procedure like type of

advertisement.

Advantage of recruitment policies are given below:-

1) Provide formal statement of corporate thinking.

2) Establishing consistency in application of polices over a period of

time.

3) Offer guidelines to managers for taking action.

4) Improve communication & secure co-operation from employees.

5) Provide criteria for performance evaluation of persons involved in

recruitment

6) Build employees enthusiasm & loyalty & increase their confidence.

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A good recruitment policy must contain these elements.

Organizations objective:-

Both the short-term and long-term objective are taken intoconsideration as a basic parameter for recruitment decisions and

needs of the personnel-area-wise, job-family-wise.

Identification of the recruitment needs:-

To take decision regarding the balance of the qualitative dimensions

of the recruits i.e. the recruiters should prepare profile for each

category of workers and accordingly work out the man specification

decide the sections, department or branches where they should be

placed and the particulars responsibilities which may be immediately

assigned to them.

Preferred sources of recruitment: -

Which source would be tapped by the by the organization e.g. for

skilled or semi-skilled manual workers. Internal source and

employment exchange preferred, for highly specialized categories

and former, may be utilized.

Criteria of selection and preferences: -

These should be based on conscious though and serious declaration

in other, management may take the unilateral decision.

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The cost of recruitment policy in its broadest sense involves a commitment

by the employees to such general principles as:-

1. To find employ the best qualified person for each job.

2. To retain the best and most promising of those hired.

3. To offer promising opportunities for life time working career.

4. To provide programs and facilities for personnel growth on the job.

Following are the principles of recruitment policy

To find & employ the best qualified person for each job.

To retain the best & the most promising ones.

To offer promising careers and security.

To provide facilities for personal growth on skill and knowledge.

To be compatible with public policies.

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METHODS OF RECRUITMENT

Method of recruitment depends on the source of recruitment most

important of them are:-

Cost

Effectiveness

The method adopted must be such that, it is capable of attracting maximum

number of potential candidates. In addition it must involve optimum cost.

Methods of recruitment may be:-

RECRUITMENT

INTERNAL

SOURCES

EXTERNAL

SOURCES

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a. Internal Sources

b. External Sources

1) Internal Source Search:-

Posted on Bulletin/notice Boards of the organization.

Through memos circulated among the shop supervisor.

Advertisement in the in house employee magazine/bulletins/

handouts.

Others methods like word-of-mouth and / or who-you-know

system.

Perusal of records/ P>C data bank.

2) External Source Search:-

The external source search consists of a number of methods

a) Direct Method - It consists of following

Scouting

Campus recruitment

Casual callers/unsolicited applicants

b) Indirect Method

Advertisement

Employees trade association/clubs

Professional association

Reputed other firm

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c) Third party method

Following are the important third party methods in recruitment

Public employment agencies

Private employment agencies

Placement cells in schools and colleges

Temporary help service

Management consultant

Professional bodies/ association

Computer data bank

Voluntary organization

COMPLEXITY OF THE FUNCTION OF RECRUITMENT

Performing the function of recruitment, i.e. the selection ratio is not as easy

as it seems to be. This is because of hurdles created by the internal factor

and external factors, which influence an organization. The first activity of

recruitment i.e. searching for prospective is affected by many factors like.

Organizational policy regarding filling up of certain percentage of

vacancies by internal candidate.

Local candidates.

Influence of trade union.

Influence of recommendations and nepotism etc.

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SELECTION

The process of choosing the most suitable candidate for a job from amongthe available applicants is called selection. Selection is the most important

stage of employment as the concept of the right candidate for the right

position takes its final shape here.

As Yoder states, The hiring process is of one or many go, no-go

gauges. Candidates are screened by the application of these tools.

Qualified applicants go on to the next hurdle, while the unqualified are

eliminated.

The selection process in an organization depends on the organizations

strategy and objectives, the tasks and responsibility of the job and

qualifications, experience and characteristics required in an individual to

perform these tasks and responsibilities successfully.

ELEMENTS IN SELECTION PROCESS

Organizational objectives

Job design / Job description

Job specification

Competency modeling

Selection

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STEPS IN SELECTION PROCESS

Resumes/CVs Review

Initial Screening Interview

Analysis the application Blank

Conducting Tests and Evaluating Performance

Preliminary Interview

Core and Departmental Interviews

Reference Checks

Job Offer

Medical Examination

Placement

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Factors influencing effectives selection

One of the factors that influence the effectiveness of selection process is

the number of recruits per job or per opening or what is called the

selection ratio the greater the number of recruits per opening in the pool,

the greater will be scope for choosing right and potential persons.

Another factor that influences the process of selection is the character and

ethical standards of the selector. If his ethical standards are high i.e., if he

is not prone to corruption, favoritism or nepotism, then new employees are

like to be selected properly and on merit. But if he is lured by these

considerations, then it would fail the selection process.

The selection process is also affected by the limits and constraints imposed

by the organization or its employment specialist such as the budget

sanctioned reservation policy or any other affirmative program etc.

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SELECTION

Selection is hiring the best candidate from the pool of application. If refers

to the process of offering jobs in one or more applicants/candidates from the

application received through recruitment. In other words, it is the process of

picking the suitable candidates from the pool of job applications to fill various jobs

in the organisaiton.

Selection is the process by which candidates for employment are divided

into classthose who will be offered employment and those who will not.

Selection is a managerial decision making process as to predict which job

applicants will be successful if hired.

Selection is the process of choosing from among the candidates from

within the organization or from the outside, the most suitable person for the

current position or for the future position.

Selection is the process of differenating between applications in order to

identify (and hire) those with a greater like hood of success in a job.

At last we conclude that selection is a process of choosing the most

suitable candidates from applicants for the various jobs in the organization. It

seeks to ensure which applicants will be successful if hired.

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SELECTION PROCESS IN ONGC, DEHRADUN

There is no single universally accepted selection process followed by all

organizations. The selection is likely to vary from organization to organization

depending upon the nature of jobs and organization. Notwithstanding, following

are the steps involved in a standard selection process :

1. Preliminary interview.

2. Application blank.

3. Selection interview.

4. Reference checks.

5. Final selection.

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PRELIMINARY INTERVIEW

The purpose of the preliminary interview is to eliminate unsuitable or

unqualified candidates from the selection process. In screening

unqualified candidate are eliminated on the basis of information given in

the application form, where as preliminary interview rejects misfits for

reasons, which did not appear in the application forms. Due care needs to

be taken to ensure that the weeding out process does not does not lead to

the elimination of desirable candidates. Obviously, preliminary interviews

should be conducted by someone who inspires confidence, who is

genuinely interested in people and whose judgment in the adjudging of

applicants is fairly reliable. Besides, the interviewer should be courteous,

kind and receptive. He/she should not appear brusque or impatient.

APPLICATION BLANKS :

Accordingly, the following data is generally called on from the applicant

through application blank :

a. Biographical Information : It includes name, fathers name, age, sex,

nationality, height, marital status, identification mark and number of

dependents.

b. Educational information : These cover candidates academic qualification,

courses, year of passing, subjects offered, percentage of marks, division,

names of educational institutions, training acquired, scholarship etc.

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c. Work Experience : It includes positions held, name of the employer, nature

of job, salary, duration of various assignments reasons for leaving the

present job, membership of professional bodies, etc.

d. Salary : It refers to the minimum salary acceptable and minimum joining

period required.

e. Extra curricular information : It covers information like participation in

games, level of participation, prizes won, dramas, debates, NSS, NCC,

hobbies etc.

f. References : It includes the name of references who know the character,

work and abilities of the candidate. However, empirical evidences report a

very slight relationship between references and performance measures.

Besides inaccurate facts, this can also be attributed to the referees inability

to assess and describe the candidate, and his limited knowledge about

him.

SELECTION INTERVIEW :

Selection method handled carefully, it can be a powerful technique in

having accurate information of the interviewee otherwise unavailable.

Interview can be defined as an attempt to secure maximum amount of

information from the candidate concerning his/her suitability for the job

under consideration. It tries to achieve an accurate appraisal of the

applicant in terms of his/her educational qualification, training, family

background, previous work experience and judge the applicants certain

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qualities like manner, appearance, conversational ability, meet other

people pleasantly etc.

REFERENCE CHECKS

The reference check as yet another step in the selection process used for

the purpose of verifying information and also obtaining additional feedback

on an application. The candidate is asked to supply two three names of

persons i.e. referees who know him/her personally. Previous employers,

University professors, neighbours and friends can act as references.

However, references are treated as a mere formality and are hardly used

to influence selection decisions.

FINAL SELECTION :

The last step is in the selection process is the final selection of the

candidate for a job . The candidates who have cleared all the above

hurdles are finally selected and a letter of job offer is issued to them. The

job offer i.e., appointment letter contains the details like pay scale,

allowances and other terms and conditions of the job. When he/she reports

for joining, he/she needs to be placed in a particular section or division and

introduced to the job and organization.

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HUMAN RESOURCE IN ONGC, DEHRADUN

Human Resource is a very important asset for the success of an

organization. Every aspect of organizations activities is determined by

the competencies motivation, and general effectiveness of the human

resource of the particular organization. The effective and efficient

management and development of this crucial asset of an organization

is, therefore, a very important factor for the survival and success of an

organization in a fast changing and competitive environment. The

development of human resource by formulating progressive personnel

policies and welfare schemes has always been accorded the highest

priority in ONGC, DEHRADUN . The existing Human Resource

Development Policies, Compensation Package and Welfare Schemes

are rated one of the best in the industry. However, the continuous

review and assessment of the effectiveness of our Human Resource

Development Policies is necessary to meet the challenges of the fast

changing environment and maintaining our leading position in the

industry. It is a big challenges today how to utilize the unlimited

potential of human resource and how to fill in the gap between the

desired and actual level of performance of the employees.

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HR Vision, Mission & Objectives

HR VISION

"To attain organizational excellence by developing and inspiring the

true potential ofcompanys human capital and providing opportunities

for growth, well being and enrichment".

HR MISSION

To create a value and knowledge based organization by inculcating

a culture of learning, innovation and team working and aligning

business priorities with aspiration of employees leading to

development of an empowered, responsive and competent human

capital.

HR OBJECTIVE

To develop and sustain core values.

To develop business leaders for tomorrow.

To provide job contentment through empowerment, accountability

and responsibility.

To build and upgrade competencies through virtual learning,opportunities for growth and providing challenges in the job.

To enhance the quality of life of employees and their family.

To inculcate high understanding of 'Service' to a greater cause.

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HR Strategy

1. To meet challenging demands of the business environment,

focus of the HR Strategy is on change of the employees

mindset.

2. Re-engineering and redeployment for maximizing utilization of HR

potential.

3. To build and upgrade competencies through virtual learning,

opportunities for growth and providing challenges in the job.4. Re-strengthening mutual faith, trust and respect.

5. Inculcating a spirit of learning & enjoying challenges.

6. Developing Human Resource through virtual learning, providing

opportunities for growth, inculcating involvement and exposure to

benchmarking in performance.

Role Of HR

1. Alignment of HR vision with corporate vision.

2. Shift from support group to strategic partner in business operations.

3. HR as a change agent.

4. Enhance productivity and performance by developing employee

competency and potential

5. Developing professional attitude and approach.

6. Developing Global Managers for tomorrow to ensure the role of

global players.

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Measuring HR Performance

HR Parameters have been incorporated in the ONGC, DEHRADUN to

systematically and scientifically evaluate effectiveness of HR Systems,

which enables and facilitates time bound initiatives.

CORE VALUES

A Task Force was constituted to Identify 5 core values in ONGC,

DEHRADUN along with their attributes and desired behavior associated

with them.

S.No Core Values Attributes and Desired Behavior on the

job

1. Sense of

Belonging

Commitment, loyalty, sense of

ownership of the job and company

properties, improvements in personalwork area as a self starter, ensuring

quality in individual work and value

addition.

2. Integrity Personal/Professional integrity by

strictly abiding by rules & regulations,

processing/deciding cases in an

unbiased /dispassionate way, sense of

ethics in behavior

3. Team Spirit Working in groups, trust & openness,

cooperation, communication, sharing

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knowledge and information, collective

learning, target consciousness, cost and

quality consciousness.

4. Discipline Punctuality, work ethics, dress code,

self discipline as model to others ,

enforcing discipline in a fair and firm

manner

5. Social

Responsibility

Caring of society and environment,

projecting a lofty image of ONGC,

DEHRADUN to society

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TRADITIONAL METHODS

1. RANKING METHOD :

It is the oldest and simplest formal systematic method of performance appraisal

in which one employee is compared with all others for the purpose of plucking

them in a simple rank order of worth.

2. PAIRED COMPARISION :

In this method, each employee is compared with other employees on one on

one basis, usually based on one trait only. The rater is provided with a bunch of

slips each containing a pair of names, the rater puts a tick mark against the

employee whom he considers the better of the two. The number of times this

employee is compared as better with others determines this or her final ranking.

3. GRADING METHOD :

In this method certain categories of worth are established in advance and

carefully defined. There can be three category established for employees :

outstanding, satisfactory and unsatisfactory. There can be more than three

grades. Employee performance is compared with grade definitions. The

employees is, then, allocated to the grade that best describes his or her

performance.

4. FORCED DISTRIBUTION METHOD :

This method was evolved by Tiffen to eliminate the central tendency of rating

most of the employees at a higher end of the scale. The method assumes that

employees performance level confirms to a normal statistical distribution, i.e.,

10,20,40,20 and 10 per cent. This is useful for rating a large number of

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employees; job performance and promo ability. It ends o\to eliminate or reduce

bias.

5. FORCED-CHOICE METHOD:

The forced choice method is developed by J.P. Guilfored. It contains a series of

groups of statements, and rather rates how effectively a statement described

each individual being evaluated. Common method of forced choice method

contains two statements, both positive or negative.

6. CHECK-LIST METHOD :

The basic purpose of utilizing check list method is to ease the evaluation burden

upon the rater. In this method a series of statements i.e., questions with their

answers in yes or no are prepared by the HR department. The check list is, then,

presented to the rater to tick appropriate answers relevant to the appraise. Each

question carriers a weightage in relationship to their importance. When the check

list is completed, it is sent to the HR department to prepare the final scores for all

appraises based on all questions. While preparing question, an attempt is made

to determine the degree of consistency of the rater by asking the same question

twice, but in a different manner.

7. CRITICAL INCIDENTS METHOD :

In this method, the rater focuses his or her attention on those key or critical

behaviours that make the difference between performing a job in a noteworthy

manner.

The basis idea behind this rating is to appraise the workers who can perform

their jobs effectively in critical situations. This is so because most people work

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alike in normal situation. The strength of critical incidents method is that it

focuses on beahvirous and thus judges performance rather than personalities.

8. GRAPHIC RATING SCALE METHOD :

In this method, the printed appraisal from is used to appraise each employee.

The form lists traits (such as quality and reliability) and a range of job

performance characteristics (from unsatisfactory to outstanding) for each trait.

The rating is done on the basis of points on the continuum .

9. ESSAY METHOD

Essay method is the simplest one among various appraisal methods available. In

this method, the rater writes a narrative description on an employees strengths,

weaknesses, past performance, potential and suggestions for improvement. Its

positive point is that it is simple in use. It does not require complex formats and

extensive/specific training to complete it.

10. FIELD REVIEW METHOD :

When there is a reason to suspect waters biasdness or his or her rating appears

to be quite higher than others, these are neutralized with the help of a review

process. The review process is usually conducted by the personnel officer in the

HR department. The review process involves the following activities :

a) Identify areas of inter rater disagreement .

b) Help the group arrive at a consensus.

c) Ensure that each rater conceives of the standard similarity.

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MODERN METHODS :

MANAGEMENT BY OBJECTIVES : MBO

The concept of MBO as was conceived by Drucker, can be described as a

process whereby the superior and subordinate managers of an organisaiton

jointly identify its common goals, define each individuals major areas of

responsibility in terms of results expected of him and use these measures a

guides for operating the unit and assessing the contributions of each of its

members.

MBO is not only a method of performance evaluation. It is viewed by the

practicing managers and pedagongues as a philosophy of managerial practice

because it is a method by which managers and subordinates plan, organize,

communicate, control and debate.

BEHAVIOURALLY ANCHORED RATING SCALES : (BARS)

BARS are descriptions of various degrees of behavior with regard to a specific

performance dimesnsion. It combines the benefits of narrative, critical incidents

and quantified ratings by anchoring a quantified scale with specific behavioural

examples of good or poor performance.

BARS method of performance appraisal is considered better than the traditional

ones because it provides advantage like a more accurate gauge, clearer

standards, better feedback, and consistency in evaluation.

ASSESSMENTCENTRES:

An assessment centre is a central location where managers come together to

participate in well designed simulated exercise. They are assessed by senior

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managers supplemented by the psychologists and the HR specialists for 2-3

days. Assessee are asked to participated in asked exercises, work groups

simulations, and role playing which are essential for successful performance of

actual job. Heaving recorded the asessees behavior the raters meet to discuss

their pooled information and observation and based on it, they live their

assessment about the assesee. At the end of the process, feedback in terms of

strengths and weakness, is also provided to the assesees.

COST ACCOUNTING METHOD :

This method evaluates an employees performance from the monetary benefits

the employee yields to his/her organization. This is ascertained by establishing a

relationship between the cost involved in retaining the employee, and the

benefits an organisaiton derives from him/her.