A

PROJECT REPORT
ON

Recruitment And Selection Process

SUBMITTED TO:-

CENTER FOR MEDIA AND ENTERTAINMENT

GANPAT UNIVERSITY

GUIDED BY: PREPARED BY:

Himanshu Vyas - 10
PRO.Priyanka Batra Rajendrasing - 08

CENTER FOR MANAGEMENT STUDY

AHMEDABAD

ACADEMIC YEAR - 2013-15

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1

PREFACE

As a part of curriculum of MBA-media Sem-II students of GANPAT

UNIVERSITY are required to select the topic for Selection And
Recruitment Process and there by analyze the organization in every
aspect through research and analysis.

The information Selection And Recruitment Process required to make

this project has been collected through sources like, Internet, Website and
all others link which are available through other sources which has been
used for academic purpose only.

Our project report is on Selection And Recruitment Process. This project

includes all the necessary topics of the subject. The project does include the
whole information about management information system.

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  ACKNOWLEDGEMENT

It is He, who is instrumental in all that happens; and

guides us towards the ultimate goal, we just being mere
means. We thank Almighty for his presence in each and
every moment, delivering the outcome which we were
supposed to give.

We heartily thank Prof. PRIYANKA BATRA for

giving us good supervision and support during the
preparation of this topic. We are highly thankful for her
unique tips and minute suggestion that she gave us for
the best curriculum report.

We are highly grateful to the CEMEC-GNU for

providing us the opportunity to make this such practical
work which gives a lot of importance on project from the
beginning, has honed our skills in the practice.

With due sense of respect and gratitude, we

would be more than happy to thank all those who
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believed us, guided and supported at each difficulties and
motivated us. No amount of words written here will
suffice for our sense of gratitude towards all of them.

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 Table of content
SR. PARTICULARS PAGE
NO NO.

Preface

Acknowledgment

1 INTRODUCTION 6

2 Topical and relevant area 8

3 Recruitment Process 10

4 Selection Process 11

5 Effective Recruitment And Section Process 14

6 Validity of selection process 19

7 It’s An Art Or Science 21

8 Review of Literature 22

9 Finding 25

10 Conclusion 26

11 Biblography 27

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INTRODUCTION
Recruitment and selection forms a core part of the central activities
underlying human resource management: namely, the aquisition,
development and reward of workers. It frequently forms an
important part of the work of human resource managers – or
designated specialists within work organisations. However, and
importantly, recruitment and selection decisions are often for good
reason taken by non-specialists, by the line managers. There is,
therefore, an important sense in which it is the responsibility of all
managers, and where human resource departments exist, it may be
that HR managers play more of a supporting advisory role to those
people who will supervise or in other ways work with the new
employee.

If the HRM function is to remain effective, there must be consistently

good levels of teamwork, plus ongoing co-operation and consultation
between line managers and the HR manager.’ This is most definitely
the case in recruitment and selection as specialist HR managers (or
even external consultants) can be an important repository of up-to-
date knowledge and skills, for example on the important legal
dimensions of this area.

Recruitment and selection is often presented as a planned rational

activity,comprising certain sequentially-linked phases within a
process of employee resourcing, which itself may be located within a
wider HR management strategy.Bratton and Gold (2007, p 239)
differentiate the two terms while establishing a clear link between
them in the following way:

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 A) ‘Recruitment is the process of generating a pool of capable people to
apply for employment to an organisation. Selection is the process by
which managers and others use specific instruments to choose from
a pool of applicants a person or persons more likely to succeed in the
job(s), given management goals and legal requirements.’
B) ‘although the two functions are closely connected, each requires a
separate range of skills and expertise, and may in practice be fulfilled
by different staff members. The recruitment activity, but not
normally the selection decision, may be outsourced to an agency. It
makes sense, therefore, to treat each activity separately.

Recruitment and selection, as defined here, can play a pivotally

important role in shaping an organisation’s effectiveness and
performance, if work organisations are able to acquire workers who
already possess relevant knowledge, skills and aptitudes and are also
able to make an accurate prediction regarding their future abilities. If
we accept this premise (which will be questioned to some extent in
this chapter), recruiting and selecting staff in an effective manner can
both avoid undesirable costs – for example those associated with
high staff turnover, poor performance and dissatisfied customers –
and engender a mutually beneficial employment relationship
characterised, wherever possible, by high commitment on both
sides.

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A Topical And Relevant Area
Recruitment and selection is a topical area. While it has always had
the capacity to form a key part of the process of managing and
leading people as a routine part of organisational life, it is suggested
here that recruitment and selection has become ever more
important as organisations increasingly regard their workforce as a
source of competitive advantage. Of course, not all employers
engage with this proposition even at the rhetorical level. However,
there is evidence of increased interest in the utilisation of employee
selection methods which are valid, reliable and fair. For example, it
has been noted that ‘over several decades, work psychology has had
a significant influence on the way people are recruited into jobs,
through rigorous development and evaluation of personnel selection
procedures’. In this chapter we will examine several contemporary
themes in recruitment and selection including what is human as the
competency approach and online recruitment.

Recruitment and selection does not operate in a vacuum, insulated

from wider social trends, so it is very important to keep abreast of
current research. A CIPD annual survey report, Recruitment,
Retention and Turnover (2009d), showed how the financial crisis was
biting in the field of HRM. The survey concluded that half of the
companies surveyed claimed that the recession was having a
negative impact on their employee resourcing budgets and activities.
56 per cent of organisations were focusing more on retaining than
recruiting talent, while four out of ten said that they would recruit
fewer people in the forthcoming year. Interestingly, 72 per cent of
respondents thought that employers would ‘use the downturn’ as an
opportunity to get rid of poor performers and bring about culture
change. These specific findings epitomise the very close link between

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recruitment and selection and the wider social and economic
context.

This aspect of employee resourcing is characterised, however, by

potential difficulties. Many widely-used selection methods – for
example, interviewing – are generally perceived to be unreliable as a
predictor of jobholders’ performance in reality. Thus it is critically
important to obtain a realistic evaluation of the process from all
concerned, including both successful and unsuccessful candidates.
There are ethical issues around selecting ‘appropriate’, and by
implication rejecting ‘inappropriate’, candidates for employment.
Many organisations seek to employ people who will ‘fit in’ with their
organisation’s culture (French et al, 2008) – see also the IKEA case
study below. This may be perfectly understandable. However, it
carries important ethical overtones – for example, whether an
employing organisation should be involved in shaping an individual’s
identity. We put forward the view in this chapter that,
notwithstanding the moral issues and practical difficulties outlined
here, recruitment and selection is one area where it is possible to
distinguish policies and practices associated with critical success
factors and performance differentiators which, in turn, impact on
organisational effectiveness in significant ways.

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RECRUITMENT
A Recruitment Process is an organization-specific model of how the
sourcing of new employees is undertaken. Typically the ownership of
the recruitment process resides within the Human Resources
function, although again this may differ depending on the specific
organizational structure.

A recruitment process can be broken down into respective parts.

Whilst the naming and exact process steps are unique to an
organization, a typical recruiting process may commence with the
identification of a vacancy, then the preparation of a job description,
database sourcing, role marketing, response management, short-
listing, interviews, reference checking, and selection.

The recruitment process itself is the focus of BPO approaches such

as recruitment process outsourcing, where an external service
provider is engaged to deliver the process.

Recruitment Process
Identify vacancy

Prepare job description and person specification

Advertising the vacancy

Managing the response

Short-listing

Arrange interviews

Conducting interview and decision making

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Process of Selection
“Selection is the process of differentiating between applicants in
order to identify and hire those with a greater likelihood of success in
a job.”

Selection means a process by which the qualified personnel can be

chosen from the applicants who have offered their services to the
organisation for employment. The Selection process divides the
candidates for employment into two classes—those who will be
offered employment and those who will be rejected. Thus the
selection process is a negative function because it attempts to
eliminate applicants, leaving only the best to be placed in the
organisation. In the words of Dale Yodev, "Selection is the process in
which candidates for employment are divided into two classes—
those who are to be offered employment and those who are not".

1) Preliminary Interview:
The purpose of preliminary interviews is basically to eliminate
unqualified applications based on information supplied in
application forms. The basic objective is to reject misfits. On
the other hands preliminary interviews is often called a
courtesy interview and is a good public relations exercise.
2) Selection Tests:
Jobseekers who past the preliminary interviews are called for
tests. There are various types of tests conducted depending
upon the jobs and the company. These tests can be Aptitude
Tests, Personality Tests, and Ability Tests and are conducted to
judge how well an individual can perform tasks related to the
job. Besides this there are some other tests also like Interest
Tests (activity preferences), Graphology Test (Handwriting),
Medical Tests, Psychometric Tests etc.
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3) Employment Interview:
The next step in selection is employment interview. Here interview is a
formal and in-depth conversation between applicant’s acceptability. It is
considered to be an excellent selection device. Interviews can be One-
to-One, Panel Interview, or Sequential Interviews. Besides there can be
Structured and Unstructured interviews, Behavioral Interviews, Stress
Interviews.
4) Reference & Background Checks:
Reference checks and background checks are conducted to verify the
information provided by the candidates. Reference checks can be
through formal letters, telephone conversations. However it is merely a
formality and selections decisions are seldom affected by it.
5) Selection Decision:
After obtaining all the information, the most critical step is the selection
decision is to be made. The final decision has to be made out of
applicants who have passed preliminary interviews, tests, final
interviews and reference checks. The views of line managers are
considered generally because it is the line manager who is responsible
for the performance of the new employee.
6) Physical Examination:
After the selection decision is made, the candidate is required to
undergo a physical fitness test. A job offer is often contingent upon the
candidate passing the physical examination.
7) Job Offer:
The next step in selection process is job offer to those applicants who
have crossed all the previous hurdles. It is made by way of letter of
appointment.
8) Final Selectio

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Key Points of Selection Process

 Selection is the process of selecting a qualified person who can

successfully do a job and deliver valuable contributions to
the organization.

 A selection system should depend on job analysis. This ensures

that the selection criteria are job related.

 The requirements for a selection system are knowledge, skills,

abilities, and other characteristics, known as KSAOs.

 Personnel selection systems employ evidence-based practices

to determine the most qualified candidates and involve both
the newly hired and those individuals who can be promoted
from within the organization.

 Two major factors determine the quality of newly hired

employees: predictor validity and selection ratio.

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Effective Recruitment And Selection
We have already referred to the potential importance of recruitment
and selection as an activity. Pilbeam and Corbridge (2006, p 142)
provide a useful overview of potential positive and negative aspects
noting that: ‘The recruitment and selection of employees is
fundamental to the functioning of an organisation, and there are
compelling reasons for getting it right. Inappropriate selection
decisions reduce organisational effectiveness, invalidate reward and
development strategies, are frequently unfair on the individual
recruit and can be distressing for managers who have to deal with
unsuitable employees.’

A) Recognising The Power Of Perception

Perception is defined as the process by which humans receive, organise

and make sense of the information they receive from the outside world
(Buchanan and Huczynski, 2007; French et al, 2008; and Rollinson, 2008).
The quality or accuracy of our perceptions will have a major impact on
our response to a situation. There is much data suggesting that when we
perceive other people – particularly in an artificial and time-constrained
situation like a job interview – we can make key mistakes, sometimes at
a subliminal level. One key to enhancing effectiveness in recruitment
and selection, therefore, lies in an appreciation of some core principles
of interpersonal perception and, in particular, of some common
potential mistakes in this regard.
 Selective perception. Our brains cannot process all of the
information which our senses pick up so we instead select
particular objects – or aspects of people – for attention. We
furthermore attribute positive or negative characteristics to the
stimuli: known as the ‘halo’ and ‘horns’ effect respectively. For
example, an interviewee who has a large coffee stain on their
clothing, but is otherwise well-presented, may have difficulty
creating a positive overall impression despite the fact that it might
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 be that their desire for the new job that resulted in nervousness
and clumsiness.
 Self-centred bias. A recruiter should avoid evaluating a candidate
by reference to himself or herself because this may be irrelevant
to the post in question and run the risks of a ‘clone effect’ in a
changing business environment. The sentence ‘I was like you 15
years ago’ may be damaging in a number of respects and should
not be the basis for employment in most situations.
 Early information bias. We often hear apocryphal stories of
interview panels making very early decisions on candidates’
suitability and spending the remaining time confirming that
decision. Mythical though some of these tales may be, there is a
danger of over-prioritising early events – a candidate who trips
over when entering an interview room may thus genuinely be
putting themselves at a disadvantage.

It should be stressed that these, and other, perceptual errors are not
inevitable and can be overcome. Many HR professionals study
subjects like organisational behaviour as part of their career
qualifications in which they are made aware of the dangers of
inaccurate perception. Nonetheless, it remains the case that an
understanding of this subject area is an important building block to
effective recruitment and selection.

B) Taking A Staged Approach

Much prescriptive writing on recruitment and selection

advocates viewing the process as sequential with distinct and
inter-linked stages. This model is referred to as the resourcing
cycle. The resourcing cycle begins with the identification of a
vacancy and ends when the successful candidate is performing
the job to an acceptable standard: ie post-selection. It is a two-
way process. Organisations are evaluating candidates for a
vacancy, but candidates also observe the organisation as a
prospective employer. Conducting the process in a professional
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and timely manner is necessary for normal effectiveness in
helping to ensure that not only is the ‘best’ candidate attracted
to apply and subsequently accepts the post, but also that
unsuccessful candidates can respect the decision made and
possibly apply for future vacancies, along with other suitable
candidates.
The first step in the recruitment process is to decide that there
is a vacancy to be filled. Increasingly a more strategic and
questioning approach may be taken. If, for example, the
vacancy arises because an employee has left, managers may
take the opportunity to review the work itself and consider
whether it could be undertaken in an alternative way. For
example, could the work be done on a part-time, job-share or
flexi-time basis? Alternatively, could the job could be
automated? The financial services sector in the UK provides
one example of where technological developments have
resulted in both significant job losses and changed patterns of
work since 1990.
On the assumption that a post does need to be filled it will be
necessary to devise specifications. Whether a competency-
based approach (this concept will be defined later in the
chapter) or the more traditional method of formal job
descriptions and person specifications is chosen, a CIPD report
(2007c) notes that specifications need to reflect the duties and
requirements of the job along with the skills, aptitudes,
knowledge, experience, qualifications and personal qualities
that are necessary to perform the job effectively. Consideration
should also be given to how the recruiter intends to measure
and elicit information regarding those skills. Are they essential
to job performance or merely desirable, and can they be
objectively measured?
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C) Attracting Candidates

The next stage in the recruitment cycle is the attraction of

candidates, as one important objective of a recruitment
method is to produce an appropriate number of suitable
candidates within reasonable cost constraints. Pilbeam and
Corbridge (2006, p 151) note that ‘There is no ideal number of
applications and no intrinsic value in attracting a high volume of
candidates.’ Neither is there a single best way to recruit
applicants. Rather the chosen recruitment medium needs to
ensure that there are a sufficient number of suitably qualified
candidates from which to make a selection without being
overwhelmed with large numbers of unsuitable applications.
Using a recruitment agency to find a small number of suitable
candidates, particularly for senior or specialised posts, may
prove a significantly more cost-effective and efficient method
than a major advertising campaign which generates a large
response from unsuitable candidates. The choice of method
will also be influenced by the availability of candidates – that is,
is there likely to be a shortage or surplus of candidates? For
example, in the period around 2005 there was a large pool of
Polish migrant workers wanting to work in Britain, but within
four or five years this had significantly diminished as employers
found some applicants were being more selective, while other
potential Polish workers had returned home after the financial
and economic crisis took hold in the UK after 2008.

D) Selection

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 One of the last stages in recruitment and selection is selection itself,
which includes the choice of methods by which an employer
reduces a short-listed group following the recruitment stage,
leading to an employment decision. For most people, this is the
only visible stage of the resourcing cycle because their experience
of it is likely to be as a subject – or candidate – rather than
involvement in planning the entire process. While recruitment can
be perceived as a positive activity generating an optimum number
of job-seekers, selection is inherently negative in that it will
probably involve rejection of applicants.
It would be prudent to argue that selection decisions should be
based on a range of selection tools as some have poor predictive
job ability. While it is almost inconceivable that employment would
be offered or accepted without a face-to-face encounter, many
organisations still rely almost exclusively on the outcome of
interviews to make selection decisions.
To have any value, interviews should be conducted or supervised by
trained individuals, be structured to follow a previously agreed set
of questions mirroring the person specification or job profile, and
allow candidates the opportunity to ask questions. The interview is
more than a selection device. It is a mechanism that is capable of
communicating information about the job and the organisation
to the candidate, with the aim of giving a realistic job preview,
providing information about the process, and thus can minimise the
risk of job offers being rejected. Organisations seeking high
performance in their selection processes should therefore give
considerable attention to maximising the uses of the interview and,
ideally, combine this method with other psychometric measures
where appropriate.

Validity Of Selection Methods

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It may appear self-evident that organisational decision-makers will
wish to ensure that their recruitment (and in this case) selection
methods are effective. We have already suggested, however, that
making judgements on an individual’s personal characteristics and
suitability for future employment is inherently problematic and that
many ‘normal’ selection methods contain significant flaws. There is
also the question of what is meant by the terms ‘reliability’ and
‘validity’ when applied to recruitment and selection.

Reliability in the context of workforce selection can refer to the

following issues:

a) Temporal or ‘re-test’ stability where the effectiveness of a

selection tool is assessed by consistency of results obtained
over time. An individual could for example complete a
personality inventory or intelligence test at different times over
a period of several years, although in the latter case it would be
important to isolate the impact of repeated practice on results.
b) Consistency – that is, does the test measure what it sets out to?
Some elements of IQ tests have for example been criticised for
emphasising a person’s vocabulary which might in turn be
influenced by their education and general background rather
than by their innate intelligence.

Validity in this area is typically subdivided into the following

aspects:

 Face validity has an emphasis on the acceptability of the

selection measure, including to the candidate himself or
herself. For example, it is possible (although extremely
unlikely) that there is a correlation between a person’s hat
size and his/her job competence. However, you would be
reluctant to measure candidates’ heads as part of their

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 selection due to their probable scepticism at the use of this
measure
 Content validity refers to the nature of the measure and in
particular its adequacy as a tool. For example, the UK driving
test could be criticised for not assessing ability in either night
driving or travelling on motorways.
 Predictive validity centres on linkages between results or
scores on a selection measure and subsequent outcome –
most commonly, job performance at a future point. Here it is
important to identify when the comparison will be made – ie
immediately in the case of a simple job requiring little
training, or more commonly, at an intermediate point,
possibly after a suitable probationary period.

We argue here that validity, along with fairness, should be the

overriding indicator of a selection method for high
performance organisations and that it is important to obtain
sophisticated data on validity in all its forms. Pilbeam and
Corbridge (2006, p 173) provide a summary of the predictive
validity of selection methods based on the findings of various
research studies.

However, they suggest that these validity measures should be

treated with caution because they can be affected by the
performance indicators used, and by the way the tools were applied.
They indicate nonetheless both variability between measures and
some overall degree of uncertainty when predicting future work
performance during the selection process.

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Recruitment and selection: Art or science?
Systematic models of recruitment and selection based on a
resourcing cycle should not necessarily imply that this process is
underpinned by scientific reasoning and method. As we have seen,
Pilbeam and Corbridge note that even the most valid methods fall
some way short of complete predictive validity. Thompson and
McHugh (2009) go further, taking a critical view on the general use
and, in particular, the validity of employee selection methods. In
commenting on the use of personality tests in selection, these
authors state that in utilising such tests employers are essentially
‘clutching at straws’ and on this basis will probably use anything that
will help them make some kind of systematic decision. These authors
identify now discredited selection methods, such as the use of
polygraphs to detect lying and other methods such as astrology,
which are deemed more appropriate in some cultures than in others.
It is indeed important to keep in mind that today’s received wisdom
in the area of recruitment and selection, just as in the management
canon more generally, may be criticised and even widely rejected in
the future.

The process of recruitment and selection continues nonetheless to

be viewed as best carried out via sequential but linked stages of first
gathering a pool of applicants, a screening-out process, followed by
the positive step of actual selection. This apparently logical ordering
of the activities is largely viewed as essential to achieve minimum
thresholds of effectiveness.

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Literature Review
 According to Tesco Workforce planning is vital if a business is
to meet its future demands for staff. It allows a business time
to train existing staff to take on new responsibilities and to
recruit new staff to fill vacancies or to meet skill shortages.
Tesco is a major international company with many job
opportunities, including management, graduate, school leaver
and apprentice posts. Tesco needs to have people with the
right skills and behaviours to support its growth and
development.
Tesco has clear organisational structures, detailed job
descriptions and person specifications. It provides user-friendly
ways of applying for jobs and a consistent approach to
recruitment and selection. This means it can manage its
changing demand for staff.
 According to Windolf (1986), the choice of a particular
recruitment strategy by a firm is specific to the resources
available to the organization at hand and its environmental
dynamics. The labor market power of companies is determined
in relation to local competition and is defined as the degree of
choice a company can exercise in deciding upon a particular
recruitment strategy. Windolf as well argues that the
recruitment process usually begins by defining the profile of
the ideal candidate which implies the applicant who will best fit
the job. Sometimes the profile could be more or less clearly
defined in terms of formal education, sex or age. He points out
that a narrow definition of the ideal candidate in terms of age
30-35, male, native born or otherwise excludes many potential
applicants (women or older workers) who might be capable of
doing the job. It is at these first stages of the recruitment
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 process that discrimination actually begins (ibid). Firms may
advertise the vacancy or they may restrict recruitment to the
internal labor market (ILM) or to friends or relatives of
employees.
 According to Micheal et al., (1979) hold that effectiveness is
easy to understand when it is contrasted with efficiency. They
claim that, effectiveness underscores the long-range continuing
nature of management meanwhile efficiency is considered a
short term measure on how well an organization uses its
resources. Efficiency measures are used to see whether
organizations are meeting their short-term targets in which
case, efficiency is considered a short measure. It compares the
input or cost directly with the output or benefits (cf. Etzoni,
1964). Measuring effectiveness and efficiency raises several
thorny questions. When a company has a goal that is short and
concrete, it is comparatively easy to measure effectiveness. For
example, in cases of two companies, one whose goal is to
construct a canal linking the Red and Mediterranean seas and
another whose goal is to build a tunnel linking Britain and
France, it is true that the former was effective while the latter
was not. If the organizational goal is a continuous one,
measurement is already a problematic, (Etzioni, 1964). This is
the motivation behind the purpose of studying the recruitment
strategy of SO.NA.RA that is likely influenced by several factors
for instance, discrimination and corruption.

 According to Ongori (2010) pointed recruitment and selection

process is the function of human resource management which
brings the human resource in the organization. Bratton and
Gold delineated in 2007, recruitment and selection practices
involve two interconnected and consistent processes. Ofori and

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 Aryeetey (2011) argued recruitment is the process of
generating a pool of applicant to apply for employment to an
organization and selection is the process by which specific tools
are used to choose from a pool of applicants’ the most suitable
one for the job taking into consideration. While Noe et al.,
(2007) defined recruitment as the action taken by the
organization with the primary purpose of identifying and
attracting potential workforce; selection is the process by which
companies decide who will or will not be permitted to work
into organizations.
 Weihrich et al, (2008) pointed that many scholars and
managers identified management is supported by a useful and
clear organization of knowledge; whereas planning, organizing,
staffing, leading and controlling are the main function of
management around which knowledge can be organized.
Staffing or personnel management or human resource
management is the function of management that deals with
people related issue and is defined as “Human Resource
management is the process of acquiring, training, appraising,
and compensating employees, and of attending to their labor
relations, health and safety, and fairness concerns” (Dessler &
Varkkey, 2008). Mathis and Jackson (2010) acknowledged that
among all resources humans are the stick that ties the other
resources of the organization.

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Analysis and Findings

The essence of recruitment and selection is that when it is done

correctly, both recruiter and the newly appointed employees are
benefited. GSK India wants to ensure a powerful combination of skills
and resources through hiring the right people in the right place. It
believes that in order to achieve the company's goal, there must
have efficient and high caliber human resources. The company does
not discriminate against any job seeker and employee on the basis of
race, color, religion, sex, age, national origin or any other factor that
does not pertain to the individual's ability to do the job.

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CONCLUSION

This chapter indicates the key importance of recruitment and

selection in successful people management and leadership. An
awareness of issues and concepts within this area is an important
tool for all those involved with leading, managing and developing
people – even if they are not human resource managers per se. A
recognition of the importance of this aspect of people management
is not new, and ‘success’ in this field has often been linked with the
avoidance of critical failure factors including undesirable levels of
staff turnover and claims of discrimination from unsuccessful job
applicants.

It has been argued here that it is also possible to identify aspects of

recruitment and selection which link with critical success factors in
the 21st century context, differentiating organisational performance
and going some way to delivering employees who can act as
‘thinking performers’. It is proposed, for example, that a
competencies approach focusing on abilities needed to perform a job
well may be preferable to the use of a more traditional matching of
job and person

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BIBLIOGRAPHY
 BOOKS
R. L. Compton
William J. Morrissey,
Alan R. Nankervis,
Bill Morrissey
http://bookboon.com/en/recruitment-and-selection-ebook

 SITES
 http://www.wnc.ac.uk/Documents/About-Us/Working-Here/Recruitment%20and
%20Selection%20Procedure.pdf
 http://www.4children.org.uk/Files/717c411f-1ee6-43be-9c2c-a09b00973da0/2008-
03_Recruitment_Links_2.pdf
 http://www.amazon.com/Recruitment-Selection-Gareth-Roberts/dp/1843981173
 http://www.amazon.com/Recruitment-Selection-Gareth-Roberts/dp/1843981173

 SEARCH ENGINES

 GOOGLE
 YAHOO

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