shah mahmood hr practices

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A PROJECT REPORT ON

Study of Recruiting & Selection

Practices in NGOs in AfghanistanA Case Study of the

Swedish Committee for Afghanistan (SCA)

BY

SHAH MAHMOOD

Term: C, BBA EveningReg #: 302-061114

(2006 2010)

Submitted to


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Name of Discipline

Name of Supervisor Signature of Supervisor

Name of Head of the department Signature of Head of the department

Name of vice Chancellor Signature of Vice Chancellor

Thesis Approval Form

The undersigned certify that they have read the following thesis and are satisfied with the overall exam

performance, and recommend the thesis to the Faculty of business Administration for acceptance:

Study of Recruiting & Selection Practices in NGOs in

Afghanistan

Submitted By: SHAH MAHMOOD Registration #: 302-061114

Bachelor of Business Administration (BBA)

___________________________________

______________________________ ______________________________

_____________________________ ______________________________

______________________________ ______________________________

_______________________

Date

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Declaration Form

I Shah Mahmood

Son of Abdul Salam

Registration # 302-061114

Discipline BBA

Candidate of Bachelor of Business Administration (BBA) at the Kardan Institute of Higher

Education Kabul, Afghanistan do hereby declare that the thesis Study of Recruiting& Selection Practices in NGOs in Afghanistan submitted by me in partialfulfillment of BBA (HONS) degree, is my work, and has not been submitted or published

earlier. I also solemnly declare that it shall not, in future, be submitted by me for obtainingany other degree from this or any other university or institution.

4th April, 2010 Signature of Candidate

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Acknowledgment

First of all I would thank Almighty ALLAH who has guided me the way for a bright future.

It is not possible to prepare a project report without the assistance & encouragement of

other people. This one is certainly no exception.

On the very outset of this report, I would like to extend my sincere & heartfelt

obligation towards all the personages. Without their active guidance, help, cooperation &

encouragement, I would not have made headway in the project.

I would like to express my sincere thanks to Swedish Committee for Afghanistan

(SCA) who gave me the opportunity to work with such an esteemed organization.

I owe profound sense of regards & gratitude towards (Manager - HR) who has

Continuously guided me & supported in all the tasks by giving me valuable insight into

issues like the meaning of HR practices, its uses, objectives and tools as well as steps

to be considered in developing and studying g an organizational structure.

I owe debt of gratitude to SCA management who have given me enough support

& cooperation to me by finding time from their hectic schedule. I also thank them for

guiding me, clearing the doubts & advising me in the right time to make this project a real

learning experience. I am thankful to the entire employees at SCA for their cooperation

during writing this project.

I would like to acknowledge the help provided by my teacher to make this project a success.My teacher Mr. Mohammad Sultan provided guidance and learning at every step of the

project, which helped me, a lot in the questioning, data collection and preparation of this

report. He always gave full energy and showed willingness in my project.

I am also thankful to my parents who accommodated me during those long hours of work in

my project development and all the friends and colleagues who equally encouraged me.

Thanking you:

Shah Mahmood

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Executive Summary

The importance of personnel management is being increasingly realized in Governmental,

non-governmental, industrial and non-industrial organization both in Afghanistan and

abroad. The realization has come about because of increasing complexity of the tasks of

managers and administrators. Today, in every organization personnel planning as an activity

is necessary. It is an important part of an organization. Human Resource Planning is a vital

ingredient for the success of the organization in the long run. There are certain ways that are

to be followed by every organization, which ensures that it has right number and kind of

people, at the right place and right time, so that organization can achieve its planned

objective. The objectives of human resource department are human resource planning,

recruitment and selection, training and development, career planning, transfer and promotion,

risk management, performance appraisal and so on. Each objective needs special attention

and proper planning and implementation.

For every organization it is important to have a right person on a right job. Recruitment and

selection plays a vital role in this situation. Shortage of skills and the use of new technology

are putting considerable pressure on how employers go about recruiting and selecting staff. It

is recommended to carry out a strategic analysis of recruitment and selection procedure.

In most organizations the problems of getting the competent and relevant people, retaining

them, keeping up their motivation and morale, and helping them to both continuouslygrow and contribute their best to the organizations, are now viewed as the most critical

problems. So with this reference the project titled has been conducted, based on the primary

research in Swedish Committee for Afghanistan (SCA), and literature review and secondary

data from various sources. Division has been prepared to get a better insight into the

management practices adopted by SCA with reference to HR Policies prepared by the HR

department in organization. With reference to this context, this project is been prepared to

put a light on recruitment and selection process. This project includes meaning and definition

of recruitment and selection, need and purpose of recruitment, evaluation of recruitment

process, recruitment tips, sources of Recruitment through which an organization gets suitable

application, , right manpower, job analysis, which gives an idea about the requirement of the

job. Next is Selection process, which includes steps of selection, types of test, and types of

interview.

Table of Contentsiv


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Thesis Approval Form......................................................................................................i

Declaration Form.............................................................................................................ii

Acknowledgment.............................................................................................................iii

Executive Summary........................................................................................................iv

1. CHAPTER 1 INTRODUCTION............................................................................1

1.1 Introduction................................................................................................................11.2 Research Question......................................................................................................3

1.3 Objective of the Project.............................................................................................3

1.4 Limitation of the Study..............................................................................................4

1.5 Significance of the Study............................................................................................5

1.6 Scheme of the study....................................................................................................5

2. CHPTER 2 LETRATURE RIVIEW......................................................................6

2.1 Managing and Definition of Human Resource Management.................................6

2.1.1 Characteristics of Human Resource Management................................................7

2.1.2 Objectives of Human Resource Management.......................................................8

2.1.3 Functions of Human Resource Management........................................................92.1.4 Human Resource Management Environment......................................................12

2.1.5 Functional Areas/ Scope of Human Resource Management...............................14

2.2 RECRUIMENT AND SELECTION......................................................................14

2.2.1 Human Resource Planning..................................................................................14

2.2.2 Meaning of Human Resource Planning ..............................................................15

2.2.3 Strategies for Manpower Planning......................................................................15

2.2.4 Reasons for Human Resource Planning..............................................................16

2.3 The HR Planning Process........................................................................................162.3.1 Situation analysis and Environmental scanning..................................................17

2.3.2 Forecasting future demand for employees ........................................................17

2.3.3 Analysis of the supply of current Employees......................................................17

2.3.4 Action decisions in Human Resource Planning..................................................17

Variances.........................................................................................................................19

End 19

If surplus.......................................................................................................................19

If Shortage....................................................................................................................19

Layoff, Redundancy, Termination...............................................................................19

End 19

End 19

2.4 Job Analysis..............................................................................................................19

2.4.1 Job Description...................................................................................................20

2.4.2 Job Specification.................................................................................................20

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2.4.3 Purpose and Uses of Job Analysis.......................................................................20

2.4.4 Steps in Job Analysis process..............................................................................22

2.5 Recruitment..............................................................................................................24

2.5.1 Objectives of recruitment....................................................................................28

2.5.2 Factors affecting Recruitment.............................................................................29

2.5.3 Sources of Recruitment.......................................................................................31

Form Manpower Addition Plan....................................................................................33

Identify Campuses to Recruit on..................................................................................33

Conduct pre-placement Tasks ......................................................................................34

Check application form of candidates..........................................................................34

Cross check for inconsistencies....................................................................................34

Make job offers............................................................................................................34

2.5.4 Modern sources or techniques of Recruitment....................................................35

2.6 SELECTION.............................................................................................................37

2.6.1 Selection Procedure.............................................................................................37

2.6.2 Application Form ...............................................................................................38

2.6.3 Written Examination: .........................................................................................38

2.6.4 Preliminary Interview .........................................................................................38

2.6.5 Group Discussions ..............................................................................................39

2.6.6 Tests.....................................................................................................................39

2.6.7 Interview (Mutual exploration)...........................................................................41

2.6.8 Types of Interview...............................................................................................41

2.6.9 Reference Checks ...............................................................................................44

2.6.10 Medical Examination .......................................................................................44

2.6.11 Job Offer: ..........................................................................................................44

3 CHAPTER 3 METHDOLOGY OF THE STUDY.............................................45

3.1 Target Population.....................................................................................................45

3.2 Sampling Technique ................................................................................................45

3.3 Sample Size...............................................................................................................453.4 Procedure..................................................................................................................45

3.5 Time Frame...............................................................................................................45

3.6 Research Tools..........................................................................................................45

3.6.1 Primary Data........................................................................................................45

3.6.2 Secondary Data....................................................................................................46

3.7 Data Presentation.....................................................................................................46

4. CHAPTER 4 ANALYSIS AND FINDINGS........................................................46

4.1 Recruiting and Selection Process at SCA...............................................................46vi


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47

4.1.2 Vacancies.............................................................................................................47

4.1.3 Vacancy Announcements....................................................................................47

4.1.4 Receiving of Applications...................................................................................48

4.2 Selection.....................................................................................................................48

4.2.1 Processing of Applications..................................................................................48

4.2.2 Employment Committee......................................................................................48

4.2.3 Sifting of CVS/ Rsums..................................................................................49

4.2.4 Written Exams.....................................................................................................52

4.2.5 Interview..............................................................................................................52

4.2.6 Practical Preparation for Interview......................................................................53

4.2.7 Candidates Expenses..........................................................................................534.2.8 Final Selection.....................................................................................................54

4.2.9 References...........................................................................................................54

4.2.10 Medical Check-up.............................................................................................55

4.2.11 Job Offer............................................................................................................55

4.2.12 Employment Contract........................................................................................55

4.3 Staff Induction & Mentorship.................................................................................56

4.3.1 The main objectives of Induction at SCA...........................................................57

4.4 Findings.....................................................................................................................615. CHAPTER 5 CONCLUSION AND RECOMMENDATIONS .........................62

5.1 Conclusion.................................................................................................................62

5.2 Recommendations....................................................................................................63

5.3 References.................................................................................................................65

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1. CHAPTER 1 INTRODUCTION

1.1 Introduction

With arrival into the final semester of (BBA), the researcher enthusiastically started waiting

for the time to come to undergo a project. Being a student of Management specialization, theresearcher was very much interested to write something about NGOs in Afghanistan which

are involved in development sector. As per the researcher interest and guidance of respected

supervisor, the researcher started his project on Non Government Organization usually called

NGO.

The NGOs sector is playing an increasingly larger role in providing social services to poor

rural and urban communities of the country. These nonprofit development organizations

from formal to non formal schools, to hospital to health care centers, to homes and

emergency services, to community micro-creditors and neighborhood associations, and many

more reflect a keen desire for brining about a social renewal change but they also face major

challenges in doing so.

During this project, the researcher found that Swedish Committee for Afghanistan (SCA) is a

learning organization; where currently he is working as Human Resource Senior Officer. I

saw how do the organization cope and tackle crucial situations at challenging moments. It

was a great chance to explore human minds and human behaviors. SCAs staff is supportive

and cooperative. I tried my level best to incorporate the entire and fundamental aspects of my

learning in the recruitment and selection practices, of Human Resource section of SCA in the

project report.

Recruitment and selection are two of the most important functions of personnel management.

Recruitment precedes selection and helps in selecting a right candidate.

Recruitment is a process to discover the sources of manpower to meet the requirement of the

staffing schedule and to employ effective measures for attracting that manpower in adequate

numbers to facilitate effective selection of efficient personnel.

Staffing is one basic function of management. All managers have responsibility of staffing

function by selecting the chief executive and even the foremen and supervisors have a

staffing responsibility when they select the rank and file workers. However, the personnel

manager and his personnel department is mainly concerned with the staffing function.

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Every organization needs to look after recruitment and selection in the initial period and

thereafter as and when additional manpower is required due to expansion and development

of business activities.

Right person for the right job is the basic principle in recruitment and selection. Ever

organization should give attention to the selection of its manpower, especially its managers.

The operative manpower is equally important and essential for the orderly working of an

enterprise. Every business organization/ unit needs manpower for carrying different business

activities smoothly and efficiently, and for this recruitment and selection of suitable

candidates is essential. Human resource management in an organization will not be possible

if unsuitable persons are selected and employment in a business unit.

The success of any organization or business depends as much on appropriate, effective, well-

communicated, HR and business practices as it depends on meeting the requirements of

mandated laws and regulations. In fact, good planning and the development of effective

practices make regulatory compliance much easier.

HR practices helps in increasing the productivity and quality, and to gain the competitive

advantage of a workforce strategically aligned with the organizations goals and objectives.

The best practices in the management of human resources are the ones which optimize a

workforce so that it can not only get work done, but also ensure a greater level of

efficiency, timeliness and quality as it accomplishes increases productivity overall.

Hence the job of the best practices human resources firm is to make sure that these benefits

and pay scales meet the companys budget while remaining attractive and competitive

enough to pull in the very best talent possible. We should know that these figures put the

organization in a good light while also presenting themselves as engaging and competitive

for companys recruitment efforts.

The main objective of HR Practices is to differentiate the organization from its competitors

by effective and efficient HR Practices. By following this, the organization does its whole

work process. The objective of HR Practices is to increase productivity and quality, and to

gain the competitive advantage of a workforce strategically aligned with the organizations

goals and objectives.

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1.2 Research Question

To study and understand what is the current recruiting and selection practices at SCA? What

are the possible flaws and recommending ways to improve there practices

1.3 Objective of the ProjectAs we know the whole function of HR department depends upon the HR Practices of the

organization. The HR management is done according to the HR Practices of the company.

Which things to be done and which things should not be done depend upon this only. It also

helps the organization to achieve the target of the organization.

So the study of the Recruiting & Selection Practices means basically the brief study of all

the steps involved in the process and which is carried out by the organizations. I believe the

HR Practices especially the recruitment and selection process is a fundamental and essential

activity of an organization, which helps the organization to achieve the goal of the

organization.

All NGOs are having their recruiting and selection process, but the company who is having

the best, is the most successful organization among its competitors. So the company can get

success within its competitors by applying best, and effective HR Practices.

The main objective of the project is:

o Understanding of the non-profit civil society organizations that are moving beyond,

concentrating on relief related activities.

o To provide a backdrop of requirements and concerns leading to the formation of

Human Resource activities in SCA.

o To understand the recruitment and selection practices in NGOs followed

o To understand how the organization would achieve its goals by having and

implementing good recruiting and selection practices.

o To understand the work culture of NGOs.

HR function is very important in every organization. It helps the organization to manage not

only the people of the organization but to manage all the working processes in it also. The

HR department is a strategic partner for the organizations management. The HR department

is a key player in organizational changes.

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HR has a prominent role in creating a bridge that links the employees with the organization

and vice versa, working in a consultative manner and developing the Human Resource

processes.

Recruiting people and further developing their skills are two of the major functions of HR

that are essential for achieving the organizations objectives. In this regard it is important to

ensure that the right professional people are assigned to the right jobs, and that relevant

training programs are provided to maximize the input of every employee.

Fundamental to the HRM policy is a focus on equal opportunity and non discrimination. This

should be reflected in recruitment, work environment, training and career development

opportunity.

At present, HR at NGOs has a direct service function role mainly engaged in staffing,

training and development, motivation and maintenance of the staff members.

Another focus in NGOs HR departments work is an ambition to create a participatory,

transparent and a good work atmosphere in a multicultural environment.

As a Sum we can define HR as follow:

o HRM is concerned with the people dimensions in management. Since every

organization is made up of people, acquiring their services, developing their skills,

motivating them to higher levels of performance and ensuring that they continue to

maintain their commitment to the organization are essential for achieving

organizational objectives.

o HRM is planning, organizing, directing and controlling, development, compensation,

integration, maintenance and separation of human resources to the end so that

individual, organizational and social objectives are accomplished.

1.4 Limitation of the Study

SCA is running four major programs, its working area covers almost the programs in the

fields of Disability, Education, Health, and Rural Development, and so I just confined myself

to the activities of HR section. The information regarding the programs is not in detail

because of the vast activities of the programs implemented by SCA.

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The time factor is also a major reason for the limitation, as I am the economic supporter of

my family, with it was a short span of time to analyze the activities in depth. There are many

other NGOs also working on the same approaches, so I just confined my self with SCA. It

was not possible to state or collect data about the rest of the NGOs. However an analysis

about the overall operations and activities of the Recruitment & Selection Practices is made

The other major constraint was, the contradiction between the opinions of managers and

other staff during the interview

1.5 Significance of the Study

The task performed and accomplished will benefit all the students in general and particularly

Human Recourse students. Further the management SCA and the NGOs can also use the

information, which will guide them in their course of duty and supervision.

1.6 Scheme of the study

The research report has been divided into five chapters regarding different topics

o Chapter 1: covers the overview and background of the study in order to create an

interest of the readers to further continue the study. Limitation of the study is also

included in this chapter

o Chapter 2: is specified for literature review

o Chapter 3: comprises research methodology and design

o Chapter 4: covers the analysis in which the recruiting and selection practices in SCA

is discussed

o Chapter 5: this chapter contains the discussion, conclusion, and recommendations of

the researcher

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2. CHPTER 2 LETRATURE RIVIEW

2.1 Managing and Definition of Human Resource Management

Human Resource Management means:

The management of human resources is viewed as a system in which participants seeks toattain both individuals of group goals.

If an analysis is made of this definition it will be seen that personnel management involves

procedures and practices through which human resources are managed (i.e. organized and

directed) towards the attainment of the individual, social and organizational goals. By

controlling and effectively using manpower resources, management tries to produce goods

and services for the society.

Definitions:

Human Resource Management involves all management decisions and practices that directly

affect or influence the people, or human resources, who work for the Organization. An

organizations employees enable an Organization to achieve its goals, and the management

of these human resources is critical to an organizations success.

According to Process Systems View Human Resource Management means:

The systematic planning, development, and control of a network of inter related processesaffecting and involving all members of an Organization.

Key Terms used in this definition:

Process: Process is an identifiable flow of interrelated events moving towards some goal,

consequence and end. An example of the human resource management is the staffing

process, a flow of events that results in the continuous filling of positions within the

Organization. These events include such activities as recruiting applicants, making hiring

decisions, and managing career transitions such as transfers and promotions.

o Flow: Flow implies movement through time and in the direction of a result

o Inter-related: implies interaction within the process and between events

o Goal and Consequence (Purpose): suggest a human objective

o Events: are activities, happenings or change

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o End: implies some conclusion or consequence that may not necessarily be sought or

planned by man.

System: System is a particular set of procedures or devices designed to control a process in a

predictable way e.g. Staffing System of the Organization.

As a process HR practice includes:

1) Human Resource Planning

2) Job and Work Design

3) Staffing

4) Training and Development

5) Performance Appraisal and Review

6) Compensation and Reward

7) Employee protection and representation

8) Organization Improvement

Human Resource Management is the planning, organizing, directing and controlling of the

procurement, development, compensation, integration, maintenance and separation of human

resources to the end that individual, organizational and societal objectives are

accomplished."1

This definition is a comprehensive and covers both the management functions and the

operative functions. The purpose of all these functions is to assist in the accomplishment of

basic objectives.

2.1.1 Characteristics of Human Resource Management

1) Human Resource Management is concerned with managing people at work. It covers

all levels of personnel, including blue collared employees and white collared

employees;

2) It is concerned with employees, both as individuals as well as group

3) Human Resource Management is concerned with helping the employees to develop

their potentialities and capacities to the maximum possible extent, so that they may

derive great satisfaction from their jobs

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4) It is a major part of the general management function and has roots and branches

extending throughout and beyond each Organization

5) Human Resource Management is of a continuous nature

6) Human Resource Management attempts at getting the willing co-operation of the

people for the attainment of the desired goals.

HRM can be of full value to an Organization only when it is consistently throughout out and

applied at all levels and to all management functions; in corporate policies, in the systems,

procedures and in employment practices, etc. this integrative aspect of HRM is, therefore, of

vital importance.

2.1.2 Objectives of Human Resource Management

Objectives are pre-determined ends or goals at which individual or group activity in an

Organization is aimed. Objectives can be divided in to two parts:

Primary Objectives:

1) HRMs main goal is the creation of a workforce with the ability and motivation to

accomplish the basic organizational goals;

2) They relate to the satisfaction of the personal objectives of the members of an

Organization through monetary and non monetary devices;3) They relate to the satisfaction of community and social objectives, such as serving the

customers honestly, promoting a higher standard of living in the community, bringing

comfort and happiness to the society, protecting women and children and providing

for aged personnel;

4) To utilize human resource effectively;

Employee

Relations

Employee

Relations

Industrial

Relations

Industrial

Relations

Personnel

Administration

Personnel

Administration

HRMHRM

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5) To establish and maintain a productive and self respecting relationship among all

members of an Organization;

6) To establish and maintain an adequate organizational structure;

7) To bring about maximum individual development of the members of an

Organization;

8) to maintain a high morale and better human relations inside an Organization by

sustaining and improving the conditions which have been established so that

employees may stick to their jobs for a longer period;

Secondary Objectives

The secondary objectives aim at achieving the primary objectives economically, efficiently

and effectively.

2.1.3 Functions of Human Resource Management

According to different authors HRM functions can be divided in to different categories.

Some of the categories are as follows:

1. General and Specific functions;

2. Personnel administration and Industrial relations functions.

3. Managerial and Operative functions

1) General and Specific functions

A) General Functions:

o To conduct personnel research

o To assist in the programs of personnel administration

o To develop appraisal plans

o To launch education and training programs

o To develop a competent work force

o To establish and administer varied personnel services delegated to personnel

department

B) Specific Functions:

o Employment

o Safety

o Wage and salary

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o Benefit Schemes

o Community relations and

o Advice and counseling the employees

2) Personnel Administration and Industrial Relations Functions

A) Personnel Administration:

These functions relate to the function of managing people from the lower to the upper level

of the Organization and embraces policy determination as well as implementation of policies

by the personnel at the lower levels;

B) Industrial Relations Functions

These functions relate to interactions between the management and the representatives of the

unions. Such functions involve all activities of employer employee relationship, such as

Organization of the union members, negotiations of contracts, collective bargaining,

grievance handling, disciplinary actions, arbitration etc- the purpose of all these being to

prevent conflict between two parties.

3) Managerial and Operative Functions

A) Managerial Functions

Management is Personnel administration. It is the development of the people and not the

direction of the things. Managing people is the heart and essence of being a manager. Thus, a

Human Resource Manager is a manager and as such he performs the basic functions of

management.

Inputs

Human and

EconomicResources

interacting

withenvironment

al changes

Planning

Determination

of short to

long range

plans to

Organizing

Development

of the

organization.

structure

Directing

Stimulation

andmotivation of

Organization

personnelaccording to

predetermined

lans

Controlling

Assurance that

directed actionis taking place

according to

predeterminedplans.

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Feedback of significant deviations from planned performance

B) Operative Functions

These functions are concerned with the activities specifically dealing with procuring,

developing, compensating and maintaining an efficient work force. These functions are also

known as service functions.

o Procurement Function

o Development function

o Compensating function

o Integrating function

o Maintenance function

Functions of Personnel Office/ Personnel Management

Functions of Personnel Office

Outputs

Goods and

services needed

by theorganization

customers

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Managerial Functions Operative Functions

PlanningOrganizing Directing Controlling

Employment HRD Compensation Human Relations Placement

H R P

Recruitment

Selection

Induction

Performance appraisal

Wages

Mgt development

Career planning

Job evaluation

Wages & salary

Quality circles

Motivation

Morale

Organization change &

development

2.1.4 Human Resource Management Environment

HR manager cant perform his/ her job in a vacuum as a number of environmental factors

affect the HRM. In fact, these factors influence the Organization through human resources.Environment (with special reference to Human Resource Management): means the

totality of all factors, which influence both the Organization and HRM sub system.

Environmental Scanning of HRM

External environment

TechnologicalMarketing

Government & Legal Customers

Organization Politics Production

Political Trade Unions

Finance Organization Structure

Economic Social & Religious

The environment furnishes the macro context and the Organization is the micro unit. The

external environment is comprised of those factors, which affect an organizations human

resources from outside the Organization. Important among them are:

Economic

Social

HRM

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Political

Governmental

Legal

Technological

Manpower in the country

Tradition and culture

Customers

Other organizations

Trade Unions in other organizations

Internal Environment

The internal environment also affects the job of a personnel manager. The internalenvironmental factors include Organization objectives, policies, organizational structure, and

the functional areas of the Organization with which the personnel manager works

continuously like finance, marketing and production. Impact of internal environment factors

is profound as they frequently and closely interact with HRM function in an Organization.

External Environment

The influence of external environment on HRM is also equally important, though the severity

is comparatively less. People are essentially self-managing. In other words, while people

manage other resources, they manage personnel. People themselves decide about the nature,

time, and place of their employment. And people react to the changing conditions and to the

techniques of management unlike money, material and machine. The changes includes in the

external environment are:

Technological obsolescence;

Cultural and social changes;

Changes in the policies of government

Politics and the like

With the result, the work environment changes thereby affecting their productivity level.

Considering the complexities and the challenges in the HRM now and in near future

management has to develop sophisticated techniques and efficient specialists to among the

personnel on sound lines

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2.1.5 Functional Areas/ Scope of Human Resource Management

1) Organizational planning, development and task specification

2) Staffing and Employment

3) Training and Development

4) Compensation, Wage and Salary administration

5) Motivation and Incentives

6) Employee services and Benefits

7) Employee records

8) Labor and Industrial Relations

9) Personnel Research and Personnel Audit

2.2 RECRUIMENT AND SELECTION

2.2.1 Human Resource Planning

Planning has been visualized as a thought proper to action, embracing a scheme of action

involving the determination of the strengths and weaknesses in the choice of the best course

of action from the standpoint of strategy and programs.

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The term Plan is defined as a forecast of future attainment and forms a written statement of

what will be the outcome of this action specifying a time period ranging from one year to

five years.

2.2.2 Meaning of Human Resource Planning

It is the process used by organizations for assessing the supply and demand for future human

resources. In addition, an effective HR plan also provides the mechanisms that will be used

to eliminate any gaps that may be exist between supply and demand. Thus HR planning is

process that is used to determine the number of employees to be recruited in to the

organization or the phased out of it.

Human Resource Planning as a process involving the following activities:

1. Forecasting of future human resource requirements

2. Task of inventorying present resources and assessing the extent to which these resources

are optimally utilized

3. Anticipation of human resources problem

4. Planning of necessary human resource program

2.2.3 Strategies for Manpower Planning

Manpower planning involves the application of a set of 9 strategies

1) Collect, maintain and interpret relevant information regarding human resources

2) Report periodically manpower objectives, requirements and existing employment and

allied features of manpower

3) Develop procedures and techniques to determine the requirements of different types

of manpower over a period of time from the standpoint of organizational goals and

modify these goals, if they make unrealistic demands for human resources

4) Develop measures of manpower utilization as a component of forecasts of manpower

requirements along with if possible- independent validation

5) Employ- if suitable- techniques leading to effective allocation of work with a view to

improving manpower utilization;

6) Conduct research to determine factors hampering the contribution of the individuals

and groups to the organization with a view to modifying or removing these handicaps

7) Develop and employ methods of economic assessment of human resources reflecting

its features as income generator and cost and accordingly improving the quality of

decisions influencing manpower

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8) Evaluate the procurement, promotion and retention of the effective human resources

in the context of the forecast requirements of the enterprise; &

9) Analyze the dynamic process of recruitment, promotion and loss to the organization

and control these processes and organization structure with a view to encouraging the

maximum individual and group performance without involving excessive costs.

2.2.4 Reasons for Human Resource Planning

All organizations perform human resource planning, either formally or informally. The major

reasons for employment planning are:

1) More effective and efficient use of human resources

Human resources planning should precede all other HRM activities. Careful analysis

of all HRM activities shows that their effectiveness and efficiency, which result in

increased productivity, depend on human resource planning.

2) More satisfied and better developed employees

Employees who work for organizations that use good human resource planning

systems have a better chance to participate in planning their own careers and to share

in training and development experiences. Thus they are likely to feel their talents are

important to the employer, and they have a better chance to utilize those talents;

3) More effective equal employment opportunity planning

The govt. has increased its demands for equal employment opportunities. In sum,

effective human resource planning ensures that HRM activities and program will be

built on a foundation of good planning. Proper planning should cut down on the

number of surprises that occurs involving human resource availability, placement and

orientation.

2.3 The HR Planning Process

HR Planning involves four distinct phases or stages

1) Situation analysis or environmental scanning;

2) Forecasting human resource records

3) Human resource supply analysis

4) Action plan development

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2.3.1 Situation analysis and Environmental scanning

The first stage in HR Planning is where the HRM function and strategic planning initially

interact. The strategic plan must adapt to environmental circumstances, and the HRM

function is one of the primary mechanisms that an organization can use during the adaptation

process. For e.g. rapid changes in the technological environment can force an organization to

quickly identify and hire employees with new skills that previously werent needed by the

organization.

Without an effective HR plan to support the recruitment and selection function in the

organization, it will be impossible to move fast enough to stay competitive. Thus,

organizations are becoming more dependent on an ability to gather relevant information

about their environment and to react to this information.

2.3.2 Forecasting future demand for employees

The next phase of an effective HR Planning process is estimating not only how many but

what kinds of employees will be needed in the future. Forecasting yields these advanced

estimates or calculations of the organizations staffing requirement. Although there are many

quantitative tools to help with forecasting, it isa process that involves a great deal of human

judgment. In addition, many successful HR planners also rely heavily on their gut instincts

about future conditions. For e.g. planners at Unilever attribute much of their global successes

to such instincts.

2.3.3 Analysis of the supply of current Employees

The third phase of HR Planning id designed to answer the question How many and what

kind of employees do I currently have in terms of the skills and training necessary for the

future? It should be obvious that this phase of HR Planning involves much more that simply

counting the number of current employees in the organization.

The major tool used to assess the current supply of employees is the Skill Inventory. It is a

list of names, certain characteristics and skills of the people working for the organization. It

provides a way to acquire these data and makes them available where needed in an efficient

manner.

2.3.4 Action decisions in Human Resource Planning

After the HR Planning system has analyzed both the supply of and demands for future

workers, these two forecasts are compared to determine what, if any, action should be taken.

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Whenever there is a discrepancy between these two estimates, the organization needs to

choose a course of action for elimination the gap.

No matter how good the HR Planning system is, an exact match between supply and demand

forecasts is rare. Even when overall estimates are similar, there are frequently important gaps

in certain subgroups. These data become inputs to facilitate decisions about training,

promotion, demotion and similar decisions.

Action decisions with a shortage of employees

When employment specialists comparing demand to supply find the supply of workers is less

than the demand, several possibilities are open to the organization. If the shortage is small

and employees are willing to work overtime, it can be filled with present employees. If there

is shortage of highly skilled employees, training and promotions of present employees,

together with the recruitment of lower skilled workers, are possibilities.

Action decisions in surplus conditions

When comparison of employee demand and supply indicates a surplus, the alternative

solutions include attrition, early retirements, demotions, layoffs, and terminations. Employee

decisions in surplus conditions are some of the most difficult decisions managers must make,

because the employees who are considered surplus are seldom responsible for the conditions

leading to the surplus. A shortage of raw material such as fuel or a poorly designed or

marketed product can cause an organization to have a surplus of employees.

Human Resource Planning Process

Strategic Management Human Resource Human ResourceDecisions Demand Supply

Technological Forecasts

Economic Forecasts

Market Forecasts

Organizational Planning

Investment Planning

Annual Operating Plans

Annual Employment

Requirements

Numbers

Skills

Occupational Categories

Existing Employment

Inventory

After Application of

Expected Loss and Attrition

rates

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Comparison

If None

In short, Human Resource Planning is a process by which the management of an

organization ensures that it has the right number and kind of people at the right places and at

the right times to successfully achieve its overall objectives. Human Resource planning

differs from Manpower Planning in the sense that the former is primarily concerned with the

human aspects of people, the latter mainly concentrates on the power of the people.

2.4 Job Analysis

Job Analysis is one of the most important functions of Human Resource Manager.

Performance Appraisal, Job Designing, Personnel selection, employee training, career

development and planning are among the many activities that depends upon the information

gathered in the job analysis.

Job Analysis is a written record of actual requirements of the job activities.

Definitions:

Job Analysis is the process of determining and reporting pertinent information relating to

the nature of a specific job (Bayers and Rue)

It is the determination of tasks, which comprise the job of the skills, knowledge, abilities, and

responsibilities required of the holder for the successful job performance. Putting it in other

words it is the process of getting information about the job incumbents skills, education and

training to carry out the job effectively and terms on time for completion, performance

standard.

Variances End

If surplus

Layoff, Redundancy,

Termination

End

If Shortage

Overtime, Part time

workers, Hiring

End

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It is procedure by which pertinent information is obtained about a job, i.e. it is detailed and

systematic study of information relating to the operations and responsibilities of a specific

job.

A job analysis results in two important documents:

Job Description;

Job Specification.

2.4.1 Job Description

Job description is written record of the duties, responsibilities and requirements of particular

jobs. It is concerned with the job itself and not with the work. It is a statement describing the

job in such terms as its title, location, duties, working conditions and hazards. In other words,

it tells us What to be done, and how it is to be done and why. It is a standard of function, in

that it defines the appropriate and authorized contents of a job.

2.4.2 Job Specification

Job specification is a standard of personnel and designates the qualities required for an

acceptable performance. It is a written record of the requirements sought in an individual

worker for a given job. In other words, it refers to a summary of the personnel characteristics

required for a job. It is a statement of the minimum acceptable human qualities necessary for

the proper performance of a job.

2.4.3 Purpose and Uses of Job Analysis

Job Analysis is not useful but an essential part of organizational strategies to serve the

following purposes:

o Organization and Manpower Planning

o Recruitment and Selection

o Wage and Salary Administration

o Job Re-Engineering

o Employee Training and Management Development

o Performance Appraisal

o Health and Safety

o Employee Orientation

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o Utilizing Personnel

1) Organization and Manpower Planning: It is helpful in organization planning, for it

defines labor needs in concrete terms and coordinates the activities of the work force,

and clearly divides duties and responsibilities;

2) Recruitment and Selection: By indicating the specific job requirements of each job

(i.e. the skills and knowledge), it provides a realistic basis for the hiring, training,

placement, transfer and promotion of personnel. Basically, the goal is to match the

job requirements with a workers aptitude, abilities and interests. It also helps in

charting the channels of promotion and in showing lateral lines of transfer;

3) Wage and Salary Administration: By indicating the qualification required for doing

a specified job and the risks and hazards involved in its performance, it helps in

salary and wage administration. Job analysis is used as a foundation for job

evaluation;

4) Job Re-Engineering: Job Analysis provides information, which enables us to change

jobs in order to permit their being managed by personnel with specific characteristics

and qualification.

5) Employee Training and Management Development: Job Analysis provides the

necessary information to the management of training and development programmes.

It helps to determine the content and subject matter of in training courses. It alsohelps in checking application information, interviewing, weighing test results, and in

checking references.

6) Performance Appraisal: It helps in establishing clear cut standards which may be

compared with the actual contribution of each individual;

7) Health and Safety: It provides an opportunity for identifying hazardous conditions

and unhealthy environmental factors so that corrective measures may b taken to

minimize and avoid the possibility of accidents.

8) Employee Orientation: Effective job orientation cannot be accomplished without a

clear understanding of the job requirements. The duties and responsibilities of a job

must be clearly defined before a new employee can be taught how to perform the job.

9) Utilizing Personnel: Job Analysis information can help both employees and

managers, pinpoint the root of a problem if employee functions are not adequate.

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In sum, it may be noted that job analysis is a systematic procedure for securing and

reporting the information, which defines a specific job.

2.4.4 Steps in Job Analysis process

The major steps to be followed in carrying out job analysis in an organization can be

described as follows:

Contents of Job Analysis

Develo a ob s ecification

Develo a ob descri tion

Collection of ob anal sis data

Review & U date of information

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Step 1: Studying job vis a vis the organization:

Review the available background information through organization workflow or process

charts. Studies the job inter relationships. Often, a restructuring, down sizing, merger, or

rapid growth will initiate this review.

Step 2: Selection of uses of job analysis information:

Be selective regarding the future uses of job analysis. The employee or the manager may

request a job analysis to determine the appropriate compensation, but they also be interested

in formally documenting changes in recruitment, placement and training for a particular job.

Step 3:Identify the job to be analyzed:

It is always advisable to choose flow representative and key positions for job analysis, thus

avoiding unnecessary time and financial expenditure.

Step 4: collection of Job Analysis data:

Manager should consider using a number of different methods of data collection because it is

unlikely that any one method will provide all the necessary information needed. Three of the

most popular form of data collection is:

o Observation of tasks and behavior with the job incumbent i.e. both physical and

mental activities

o Interviews

o Questionnaires and checklists

Step 5: Develop a Job Description:

Highlight the major tasks, pertaining to effective job performance through the written

description;

Identif the ob to be anal zed

Selection of uses of ob anal sis information

Stud in ob vis a vis the or anization

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Step 6: Develop a Job Specification:

Transcript the information obtained after step 4 highlights what personal qualities, trait,

skills, and background is necessary for optimal job performance.

Job Performance

Observation Degree of

Interview interactionCritical incident technique with personal

Data Collection methods Questionnaires

Diary methodTraining material

Dictionary of occupation

Step 7: Review and update of information:

If no major changes have occurred in the organization, then a complete review of all jobs

should be performed every three years.

A job Analysis provides the following information:

1. Job Identification

2. Significant characteristics of a job

3. What the typical worker does

4. Which materials and equipment of a worker uses

5. How a job is performed

6. Required personnel attributes

7. Job relationship

It is obvious from the foregoing that a job analysis is usually a clear indication of a job

description and job specification.

2.5 Recruitment

Successful human resource planning should identify our human resource needs. Once we

know these needs, we still want to do something about meeting them. The next step in the

acquisition function, therefore, is recruitment. This activity makes it possible for us to

acquire the number and types of people necessary to ensure the continued operation of the

organization.

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Recruitingis the discovering of potential candidates for actual or anticipated organizational

vacancies or from other perspective, it is a linking activity- bringing together those with jobs

to fill and those seeking jobs.

Recruitment a process to discover the sources of manpower to meet the requirements of the

staffing schedule and to employ effective measures for attracting that manpower in adequate

numbers to facilitate effective selection of an efficient working force (Yoder & others)

OR

It is a process of searching for prospective employees and stimulating and encouraging them

to apply for jobs in an organization. It is often termed positive in that it stimulates people to

apply for jobs to increase the hiring ratio (i.e. number) of applicants for a job. (Flippo)

If we technically discuss, the function of recruitment precedes the selection function and it

includes only finding, developing the sources of prospective employees and attracting them to

apply for jobs in an organization, whereas the selection is the process of finding out the most

suitable candidate to the job out of the candidates attracted (recruited).

One of the most important decisions for many recruiters or people in positions who have to

recruit is to find the best candidates for the jobs they have.

It is a very costly exercise to recruit and destructive if the wrong candidates are found. Since

one is dealing with humans, and all humans being different, this makes this challenge even

more hard but very rewarding.

Careful planning and implementation of a well-structured recruitment campaign is the main

way todays managers and human resource teams can hope to find the best.

Analyzing the position

Before you can even attempt to recruit you need to review the job in question. The objective

being to get enough information on the skills and knowledge that is required to perform the

job. Here are a few suggestions for you to ponder and act on:

Take a close look at the official job description, paying attention to established performance

standards

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Consider the environment in which the job is performed. Are there any special skills

required? E.g. A sales position will require somebody with strong interpersonal and

questioning skills.

Determine the product produced by the job and what is requires ensuring consistent quality

of that product

Examine future business plans for the organization. One of my colleagues joined a

company and within 6 months was asked to relocate. He was also told his job role would

slightly change to more office base work rather than field work. However, at the time of

interview he was not told this, hence he left.

Always get the supervisors input into the position

Talk with others who interact with the person who runs the position

If possible, talk to those who ran the job in the past. What skills they feel are required to

perform the job.

The above technique is known as introspective investigation. By doing this we gather the

required information for hiring. There are no shortcuts, but if you we serious about matching

the right person for the right job, we must invest time at the initial stages of the process

leading to fruitful results.

Once we have finished our investigations, we need to now list our skills and competencies

we have found. Split these up into groups to make it easier for yourselves.

(a) Technical Competencies

(b) Functional Skills

(c) Self Management Skills

(d) Interpersonal Skills

(e) Requirements of Corporate Culture

(a) Technical Competencies

Includes things like certificates, degrees, licenses, experience and so on, for example an

accountant may need a business degree and human resources manager may need personnel

management degree.

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(b) Functional Skills

Skills that are required to help function effectively on the job; below are some common

examples of functional skills:

Communication Management Analysis Supervision

Leadership Delegation listening ability Independence

Risk taking Attention to detail Judgment Initiative

Resilience Flexibility Adaptability Innovation

Negotiation Planning Training Sales ability

Stress Mgt Team work Presentations Motivating

The functions required in organizations vary depending on the job. For example a sales

executive position may require someone with above average communication skills as well as

being very well organized.

Remember, these skills can be learnt. In fact, when recruiting, one has to bear in mind, can

the candidate whose skills may not fit the bill, attain these skills over a specific period of

time through training and courses.

(c) Self Management Skills

Self-management refers to personal characteristics that enhance ones ability to do the job.

We might want to look at some of the following:

Creativity Appearance Ethics Competence Loyalty

Accountability Reliability Popularity Honesty

Helpfulness

Unlike functional skills, self-management skills are acquired over a period of time and often

have been rooted at a young age. Self-management skills are an important part of the overall

hiring.

(d) Interpersonal Skills

These are people skills. How people get along with others, including how they

communicate, a very important concern for all of us recruiters out there.

Good interpersonal skills include:

Ability to respect others

To be empathetic and caring

To listen attentively and respond accordingly

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To maintain objectively and refrain from emotionalism

And to communicate accurately and appropriately

People with the above skills enjoy interacting with people. They recognize conflict to be

natural and normal. They will be ready to deal with conflict head on and find it a challenge.

Interpersonal skills are extremely helpful in any position. For some jobs, it is critical. For

someone like the bean counter, who sits in the corner of the office counting money all day

long with minimal human interaction it will not be. However, going back to the sales

executive, who is at the forefront of creating a positive company image as well as trying to

sell companys products day in day it is vital.

(e) Corporate Culture

Consider other organizational cultural factors. Every organization has a unique culture. A

manager was recruited to manage the customer service team. He was inclined towards

wearing suits. To cut a long story short, he did not see eye to eye with his staff and them with

him, therefore left. A costly experience in every sense of the word

Another cultural expectation may be that the candidate is expected to join in the voluntary

work schemes. Candidates who do not seem to conform to the culture, will not last long and

before you know will be an outcast. Like it or not, thats the way it is! Therefore, the

organizational culture is sacred and it must be taken into account when hiring a new recruit.2.5.1 Objectives of recruitment

o To attract people with multi dimensional skills and experience that suit the present

and future organizational strategies;

o To induct outsiders with a new perspective to lead the company

o To infuse fresh blood at all levels of the Organization

o To develop an organizational culture that attracts competent people to the company

o

To search or head hunt/ head pouch people whose skills fit the companys values;o To devise methodologies for assessing psychological traits

o To seek out non-conventional development grounds of talent

o To search for talent globally and not just with in the company

o To design entry pay that competes on quality but not on quantum

o To anticipate and find people for positions that does not exist yet

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2.5.2 Factors affecting Recruitment

The numbers of factors that affect recruitment are broadly classified in to two categories:

1) Internal Factors

2) External Factors

External Factors: The external factors include supply of and demand for human resources,

employment opportunities and /or unemployment rate, labor market conditions, political and

legal requirement and govt. Policies, social factors, information systems etc.

External factors:

o Socio Economic factors

o Supply and Demand factors

o Employment Rate

o Labor Market Conditions

Recruiting and other Human Resource Management Activities

Which Provides New

Employees for

HR

Planning Recruiting

Job

Applications Selection

Orientation

Training &Development;

Etc.

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o Political, Legal and Governmental factors

o Information Systems

Internal Factors:The internal factors include the companys pay package including salary,

fringe benefits and incentives, quality of work life, organizational culture, career planning,

growth opportunities, size of the company, companys product and services, companys

growth rate, role of trade unions and cost of recruitment.

Internal factors:

o Companys Pay Package

o Quality of Work-life

o Organizational Culture

o Career Planning and Growth

o Organizations Size

o

Companys Products and Serviceso Geographical Spread of the Companys Operations

o Companys Growth Rate

o Role of Trade Unions

o Cost of Recruitment

o Organizations Name and Fame.

External Environmental Influences

The Union

Government Requirements,

regulations and laws

Economic Conditions

Composition of the labor force

Location of the Organization.

Internal Environmental Influences

Strategy

Goals

Organizational Culture

Nature of the Task

Work Group

Leaders Style and Experience

HRM activities:

Equal employment opportunities

Job analysis

Recruitment

Planning

Selection

Training and development

Career planning and development

Benefits and services

Discipline

Labor relations

People

Abilities

Attitudes

Preferences

Motivation

Effectiveness Criteria

Performance

Satisfaction

Absenteeism

Turnover

Scrap rates

Grievance rates

Accident rates

Organization EndResults

Competitive Products

Competitive Services 30


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2.5.3 Sources of Recruitment

Recruitment is more likely to achieve its objectives if recruiting sources reflect the type of position to

be filled. Sources are those where prospective employees are available like employment exchanges

while techniques are those, which stimulate the prospective employees to apply for jobs like

nomination by employees, advertising, promotion etc. Certain recruiting sources are more effective

than others for filling certain types of jobs are.

The sources of recruitment are broadly classified in to two sources

o Internal sources

o External sources

Internal Sources:

The sources within organizational pursuits it includes:

a) Present permanent employees

b) Present temporary/ casual employees

c) Retrenched or retired employees

d) Dependents or deceased, disabled, retired and present employees

e) Promotions

f) Transfers

Present Permanent Employees:

Organizations consider the candidates from this source for higher-level jobs due to: (1)

availability of most suitable candidates for jobs relatively or equally to the external source,

(2) to meet the trade unions demands; (3) to the policy of the Organization to motivate the

present employees.

Present temporary or casual employees:

Organizations find this source to fill the vacancies relatively at lower levels owing to the

availability of suitable candidates or trade and pressures or in order to motivate them on

the present job.

Retrenched or Retired employees:

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Generally a particular Organization retrenches the employees due to lay-off. The

Organization takes of the candidates for employment from the retrenched employees due

to obligation, trade union pressure and the like. Sometimes the organizations prefer to re

employ their retired employees as a token of their loyalty to the Organization or to

postpone some inter personal conflicts for promotion etc.

Dependents of Deceased, Disabled, Retired and Present Employees:

Some organizations with a view to developing the commitment and loyalty of build up

image provide employment to the dependent(s) of deceased, disabled and present

employees. Such organizations find this source as an effective source of recruitment.

Promotions:

Most of the internal candidates would be stimulated to take up higher responsibilities and

express their willingness to be engaged in the higher level jobs if management gives them

the assurance that they will be promoted to the next higher level.

Transfers:

Employees will be stimulated to work in the new sections or places if management wishes

to transfer them to the places of their choice.

Why do organizations prefer Internal Source?

o Internal recruitment can be used as a technique of motivation

o Morale of the employees can be improved

o Suitability of the internal candidates can be judged better than the external candidates

as known devils are better than unknown angles

o Loyalty, commitment, a sense of belongings and security of the present employees

can be enhanced

o Employees psychological needs can be met by providing an opportunity for

advancement

o Employees economic needs for promotion, higher income can be satisfied

o Cost of selection can be minimized;

o Cost of training, induction, orientation, period of adaptability to the Organization can

be reduced

o Social responsibility towards employees may be discharged

o Stability of employment can be ensured

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o It often leads to inbreeding and discouraging new blood from entering in an

Organization

o There are possibilities that internal source may dry up, and it may be difficult to

find the requisite personnel from within an Organization

o Since the learner does not know more than the lecturer does, no innovations worth

the name can be made. Therefore, on jobs which require original thinking (such as

advertising, style designing and basic research), this practice is not followed

o As promotion is based on seniority, the danger is that really capable hands may not

be chosen. The likes and dislikes of the management may also play an important role

in the selection of personnel

External Sources

External Sources are those sources, which are outside the organizational pursuits. These

sources include:

o Campus Recruitment

o Private Employment Agencies/ Consultants

o Public Employment Exchanges

o Professional Associations

o Data Banks

o Casual Applications

o Similar Organizationso Trade Unions

o Advertisements

o Employee Referrals

Campus Recruitment:

Different types of organizations like industries, business firms, and service

organizations, social or religious organizations can get inexperienced candidates of

different types from various educational institutions like colleges and universities

imparting education in science, commerce, arts, engineering and technology,

agriculture. Medicines from the training institutes Most of the universities and institutes

imparting technical education in various disciplines provide facilities for campus

recruitment and selection.

Process of Campus Recruitment

Form Manpower Addition Plan Identify Campuses toRecruit on

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Employment Agencies:

These agencies or consultants perform the recruitment function on the behalf of a client

company by charging fee. Line mangers are relieved from recruitment functions so they can

concentrate on their operational activities and recruitment functions are entrusted to a private

agency or consultants. These agencies are also calledExecutive Search Companies.

Public Employment Agencies:

The govt. set up Public Employment exchanges in the country to provide information about

vacancies to the candidates and to help the organizations in finding out suitable candidates.

Public sector and private sector industries have to depend on public employment exchanges

for the specified vacancies.

Professional Organizations:

Professional organizations maintain complete data of their members and provide the same to

various organizations on requisition. They also act as anexchange between their members

and recruiting firms in exchanging information, clarifying doubts etc.

Data Banks:

The management can collect the bio data of the candidate from different sources like

employment exchanges, educational Training Institutes; candidates etc. and feed them in the

Conduct pre-placement Tasks Secure place in the queue on

each campus

Check application form of candidates

Conduct written test for

knowledge

Interview intensively for

competence

Cross check for inconsistencies Identify suitable candidates

Make job offers

Advice through

final yearsspecialization

Stay in touch with those who

accept

Provide support

to ease stress

Continue

informalinteraction

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computer. It will become another source and the company can get the particulars as and

when they need.

Casual Applicant:

Depending upon the image of the Organization, its prompt response, participation of the

Organization in the local activities, level of unemployment, candidates apply casually for the

jobs through mail or hand over the applications in Personnel Department. This would be a

suitable source for temporary and lower level jobs.

Trade Unions:

Generally, unemployed or underemployed persons or employees seeking change in

employment put a word to the trade union leader with a view to getting suitable employment

due to latters intimacy with management.

Similar Organizations:

Generally, experienced candidates are available in organizations producing similar products

or are engaged in similar business. The management can get most suitable candidates from

this source. This would be the most effective source for executive positions and for newly

established organizations or diversifies or expanded organizations.

Advertising:

Advertising is widely accepted technique of recruitment, though it mostly provides one-way

communication. It provides the candidates in different sources, the information about the job

and company and stimulates them to apply for jobs. It includes advertising through different

media like newspapers, magazines of all kinds, radios, television etc.

Employee referrals:

Friends and relatives of present employees are also a good source from which employees

may be drawn. When the labor market is very tight, large employers frequently offer their

employees bonuses or prizes for any referrals that are hired and stay with the company for a

specific length of time.

2.5.4 Modern sources or techniques of Recruitment

o Walk In

o Consult In

o Head Hunting

o Body shopping

o Tele Recruitment

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o Business Alliances

Walk In

The busy organizations and the rapid changing companies do not find time to perform

various functions of recruitment. Therefore, they advise the potential candidates to attend for

an interview directly and without a prior application on a specified place. The suitable

candidates among the interviewees will be selected for appointment after screening the

candidates through tests and interviews.

Consult In

The busy organizations encourage the potential job seekers to approach them personally and

consult them regarding the jobs. The companiesselect the suitable candidates from among

such candidates through the selection process.

Head Hunting

The companies request the professional organizations to search for the best candidates

particularly for the senior executive positions. The professional organizations search for the

most suitable candidates and advise the company regarding the filling up of the positions.

Headhunters are also called search consultants.

Body shoppingProfessional organizations and the hi-tech training institutes develop the pool of human

resources for the possible employment. The prospective employers contact these

organizations to recruit the candidates. Otherwise, the organizations themselves approach the

prospective employees to place their human resources. These institutions are called body

shoppers and these activities are known as body shopping.

Business Alliances

Business alliances like acquisitions, mergers, and takeovers help in getting human resources.

In addition, the companies do also have alliances in sharing their human resources on ad-hoc

basis.

Tele Recruitment

The technological revolution in the Tele communication helped the organizations to use

Internet as a source of recruitment. Organizations advertise the vacancies through the World

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Wide Web (www) Internet. The job seekers send their applications through e-mail or

Internet.

2.6 SELECTION

Selection procedure is concerned with securing relevant information about an applicant. The

objective of the selection decision is to choose the individual who can most successfully

perform the job from the pool of qualified candidates.

OR

The selection procedure is the system of functions and devices adopted in a given company

to ascertain whether the candidates specifications are matched with the job specifications

and requirements or not.

The selection procedure cannot be effective until and unless:

1) Recruitments of the job to be filled, have been clearly specified (Job analysis, etc.

2) Employee specifications (physical, mental, social, behavioral, etc.) have been clearly

specified;

3) Candidates for screening have been attracted.

2.6.1 Selection Procedure

There is no standard selection process that can be followed by all organizations in all the

areas. Organizations may follow different selection techniques or methods depending upon

the size of the company, nature of the business, kind and numbers of persons to be employed,

government regulations to be followed etc.

Selection Process

Application Form

Written Examination

Preliminary Interview

Group Discussion

Tests

Final Interview

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2.6.2 Application Form

Also known as application blank, this technique is widely accepted for securing information

from the prospective candidates. It can also be used as a device to screen the candidates at

the preliminary stage. Information is generally required on the following items in the

application forms:

a) Personal background information

b) Educational attainments

c) Work experiences

d) Salary

e) Personal details

f) References

2.6.3 Written Examination:

The organizations have to conduct examination for the qualified candidates after they are

screened on the basis of the application blanks so as to measures the candidates ability in

arithmetical calculations, to know the candidates attitude towards the job, to measure the

candidates aptitude, reasoning, knowledge in various disciplines, general knowledge and

English language.

2.6.4 Preliminary Interview

The Preliminary interview is to solicit necessary in formation from the prospective applicants

and to assess the applicants suitability to the job. This step is useful as a process of

eliminating the undesirable and unsuitable candidates.

Temporary Job Offer

Reference Checks

Medical Examination

Job Offer

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2.6.5 Group Discussions

The technique of group discussion is used in order to secure further information regarding

the suitability of the candidates for the j

shah mahmood hr practices

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