Recruitment, Selection and

Appointment
Module 3
YOU REAP
WHAT
YOU SOW.
 RECRUITMENT
ACTIVITY DESIGNED

TO

ATTRACT

QUALIFIED POOL OF JOB APPLICANTS TO AN

ORGANIZATION
.
 Definition of Recruitment
• According to Edwin Flippo
“ Recruitment is a process of searching for
prospective employees & stimulating them to
apply for jobs in the organization”
Recruitment aims at
 Attracting a large no. of qualified applicants who
are ready to take up the job if its offered
 Offering enough information for unqualified
persons to self-select themselves out
 Objective of Recruitment
• To review the list of objectives of the company
and tries to achieve them by promoting the
company in the minds of public.
• To forecast how many people will be required
in the company.
• To enable the company to advertise itself an
attract talented people.
• To provide different opportunities to procure
human resource.
FACTORS AFFECTING RECRUITEMENT
• INTERNAL FACTORS
• SALARY (PAY PACKAGE OF COMPANY)
• QUALITY OF WORKLIFE
• ORGANIZATIONAL CULTURE
• COMPANY SIZE
• COMPANY PRODUCTS AND SERVICES
• GEOGRAPHIC SPREAD OF COMPANIES OPERATIONS
• COMPANIES GROWTH RATE
• ROLE OF TRADE UNION
• COMPANIES NAME AND FAME.
6
FACTORS AFFECTING RECRUITEMENT
• EXTERNAL FACTORS
• SOCIO ECONOMIC FACTORS
• LABOR MARKET CONDITION
• POLITICAL, LEGAL, GOVT FACTORS
• INFORMATION SYSTEM LIKE EMPLOYMENT
EXCHANGE,TELE RECRUITEMENT(INTERNET)

7
 LinkedIn hiring trend

39% agree quality of hire is the most valuable

metric for performance
32% say employee retention is a top priority over
the next 12 months
59% are investing more in their employer brand
compared to last year
26% consider employee referral programs to be a
long-lasting trend
 LinkedIn hiring trend
28% Finding better ways to source passive
candidates
39% Utilizing social and professional networks
26% Employee referral programs
38% Employer branding
LinkedIn’s annual global recruiting trends report offers a pulse on where
recruitment industry is headed and what are currently the most popular
trends among the HR Departments.

Sources of Quality Hiring 2013

Employee referral program 65%

Internet Job Boards 42%
Recruitment Agencies 42%
Social Professional Network 41%
Internal Hires 23%
College 18%
Recruitment/Company
Website
 Constraints
Poor image of company – nepotism(bias), declining
industry, bad name.
Unattractive jobs- boring, hazardous, tension ridden, lack
growth
Limited budgetary support – budget for recruitment
process
Restrictive policies of government – employment
exchange, reservation
Compensation not matching as per the industry standard
Conservative Internal policies – unions
 Challenges
• Adaptability to globalization – changes taking
place across the globe.
• Lack of motivation – for HR Department
• Process analysis – flexible, adaptive and
responsive to immediate requirement
• Strategic prioritization – review staffing needs
and prioritize the task to meet the change in
market has become a challenge.
 Sources of Recruitment
Internal Sources.
 Retrenched or retired employees
 Dependants of deceased, disabled, retired
and present employees.
 Transfers, Promotions, Demotions.
 Trade Unions/ Referrals
 Sources of Recruitment
External Sources.
1. Professional Agencies
2. Advertisement
3. Employment Exchange
4. Campus Recruitment
5. Casual Applicants /Walk in’s
6. Data Bank
7. Competitors
8. Job Portal
 Alternatives for Recruitment
• Overtime
• Subcontracting
• Temporary Employees
• Employee Leasing
• Outsourcing.
 New Approaches in Recruitment
• Employer Branding – Hire through their own
Web Sites
• E Recruitment – Job Portals, Social Media
sites, Professional networking sites.
 Evaluating Recruitment
Effectiveness
• Quantity of application –
Gross measure of the effect of recruitment
activities with the philosophy that the more
application an organization gets, the more
likely it is to fill its openings with highly
qualified individuals.
Quantity can be evaluated by sources, giving a
gross estimate of the cost effectiveness of
television, advertisement in news paper.
 Evaluating Recruitment
Effectiveness
• Quality of application
Organizations might want to evaluate the
percentage of application that were
considered qualified for the job or that were
actually offered an interview.
Gross measure of impact of recruitment
program and can be analyzed by the source of
application.
 Evaluating Recruitment
Effectiveness
• Time to fill
Most organizations evaluate the time it takes
to fill a position , typically in term of the
number of days from the date the request is
received in HR Dept until new employee
actually report on board.
These data are then compared against goals,
historical averages, benchmark to evalute
recruitment efficiency.
 Evaluating Recruitment
Effectiveness
• Yield Ratio
Recruitment is often evaluated in terms of
yield rates from one stage of process to
another.
what percentage of applicants were
considered qualified for the job?
what percentage qualified passes the initial
screening
etc
Evaluating Recruitment Effectiveness
• Cost per hire –
tracking the average cost to hire employees,
typically by dividing all recruitment related
expenses by the number of actual hires.
• Selection rates –
evaluate no of new hires against the total
number of applicants.
• Acceptance rate – evaluated by number of
applicants that accept the position divided by
the number of applicants that were offered
the position.
 Increase Recruitment Effectiveness
• To increase recruitment effectiveness, HR Manager
should devise:
Applicants tracking system to collect data on
applicants and provide various analysis.
Realistic job preview that provide job candidates
accurate details about the organization and job.
Responsive recruitment process is that in which
applicants receive timely responses on process and
are treated with consideration.
Industries give a thank you card to the candidate
irrespective of whether they are offered job or not
 Recruitment practices in INDIA
• Internal Sources
• Public employment exchange
• Labor contractors
• Casual Labor
• Private employment agencies/consultants
• Campus recruitement.
 SELECTION
Choosing from a pool of
applicants the person
or persons who offer
the greatest
performance potential.
 Selection Test
• Selection tests that help assess a candidate's
ability to perform specific tasks are often
called 'work sample' tests. These types
of tests aim to replicate actual job tasks or
situations to assess if the candidate has the
skills, experience or qualifications to carry out
the work.
 Selection Criteria

Experience and
Formal Education
Past Performance

Personal
Physical
Characteristics and
Characteristics
Personality Type
 Procedure of selection
• Screening the application
• Preliminary Interview
• Application Blank
• Check of references and Background check
• Psychological test
• Group Discussion
• Employment Interview
• Approval
• Physical Examination
Important Steps in the Selection Process

1. Preliminary
Screening/application blank/ interview.

2. Background
and Reference 3. Employment
Checks Tests / GD

6. Physical
4. Employment 5. Selection
Examination
Interview Decision
 The Selection Process
• Screening of Applications –
Based on Job Analysis, the applicants are
shortlisted for the interview.
Biodata consist of demographics and lifestyle
questions that are found to be sound
predictors of job performance.
 The Selection Process

Preliminary Interview
---May be telephonic
interview, online interview etc.
– Involves giving prospective
candidates the information about
the job and organization.
– At the same time collect
information about the
prospective candidate education,
skill, expected salary etc.
 The Selection Process
• Application Blank

Candidates are asked to fill application form to

provide information on range of topics such
as last salary, qualification, reason for wanting
to apply etc.
 The Selection Process
Background Investigation and Reference check :
• Verify information from the application form
• Typical information verified includes:
– former employers
– previous job performance
– education
– legal status to work
– credit references
– criminal records
 The Selection Process

Background Investigation
• Do not always provide an organization with
meaningful information about applicants
• Concerns over the legality of asking for and
providing confidential information about
applicant
• Top employee background providers include
Kroll Background Screening Group, Choice
point, First Advantage.
 The selection process
• Selection test/ Psychological test
– Used to further screen applicants by gathering
additional job-relevant information.
– Common types of employment tests:
• Intelligence
• Aptitude
• Personality
• Job knowledge test
 Aptitude Test
• Measures the incumbents potential to learn
certain skills – clerical, mechanical,
mathematical etc….
• these test indicate the individuals ability to
learn a given job quickly and efficiently
• Aptitude test do not measure on the job
motivation, because of which Aptitude is
administered in combination with other test
like intelligence and personality test.
 Intelligence test
• Mental ability test
• Measure incumbents ability to understand
instruction, make judgment, learning ability.
• Measures several traits of individual such as
memory, vocabulary, verbal fluency, numerical
ability, perception, spatial visualizationetc.
 Personality Test
• Used to measure basic aspects of an
applicants personality such as motivation,
emotional balance, self confidence,
interpersonal behavior, introversion, etc
 Job Knowledge Test
• Measures the job related knowledge of the
candidate.
• Computer language for IT Firms
• Technological Knowledge for Engg industries
• Financial Knowledge for Banks etc…..
 The Selection Process
Employment Tests
• Estimates say 60% of all organizations
use some type of employment tests.
– Performance simulation tests: requires the
applicant to engage in specific job behaviors
necessary for doing the job successfully.
– Work sampling: Job analysis is used to
develop a miniature replica of the job on
which an applicant demonstrates his/her
skills.
 The Selection Process
Employment Tests
– Assessment centers: A series of tests
and exercises, including individual and
group simulation tests, is used to
assess managerial potential or other
complex sets of skills.
– Testing in a global arena: Selection
practices must be adapted to cultures
and regulations of host country.
 The Selection Process
• Group Discussion
Measures candidates social, interactive and
influencing skills.
Topic or a business problem is given for GD
which assess certain job related attributes.
 The Selection Process
Employment Interview
Interviews involve a face-to-face meeting with the
candidate to probe areas not addressed by the
application form or tests
• Two strategies for effective use of interviews:
1. Structuring the interview to be reliable and valid
2. Training managers on best interview techniques
 The Selection Process
Types of Interviews:
• Unstructured interview – each interviewer
forms an independent opinion after asking
different questions.
• Structured interview – an interview in which
the applicant is interviewed sequentially by
several person; each rates the applicant in a
standard form.
 The Selection Process
Types of Interviews:
• Panel Interview – An interview in which a
group of interviewers question the applicant
and then combine their ratings into a final
panel score.
• Mass Interview – A panel interviews several
candidates simultaneously.
• Stress Interviews.
• Job Related Interview.
• Computerized Interview
 The Selection Process
Meal time interview – interviews conducted at
lunch and dinner tables.
This type of interview is conducted when
candidate is to be judged for the
interpersonal skills and social behaviour.
 The Selection Process

Physical Examinations
• Should be required only after a conditional
offer of employment has been made
 Oversees
Recruitment Process
 Selection test of Infosys
• Aptitude Test ( Analytical Thinking and
Arithmetic Reasoning) and
• a test of Communicative English Language.
• The duration of the tests alone will be 90
minutes.
 Selection test of HP
• selection procedure in HP begins with a written test followed
by a technical round, managerial round and lastly completing
with HR interview round.
• Academic Criteria:65 percent throughout(Class X,XII and
B.Tech).
• No backlogs.
• Gap in education upto 1 year.
• ---Apti
• verbal communication and general aptitude
• programming skills and questions based on C, C++ and JAVA
• Computer and networking concepts
 Selection Procedure of HAL
• Selection Process: The company conducts recruitment process
every year to select new candidates. The selection process of
the company consists of 3 rounds. These rounds are as
follows:
• Written Exam
• Technical Interview
• HR Interview
• Academic Criteria:
• Above 60 percent marks in Class X and XII and 60 percent or
more in B.Tech.
• No backlogs are allowed.
• Gap of upto two years is allowed with valid reasons.
 Selection Test of SBI PO
Phase-I : Preliminary Examination: Preliminary Examination consisting of Objective
Tests for 100 marks will be conducted online. This test would be of 1 hour duration
consisting of 3 Sections as follows:

Phase – II:Main Examination: Main Examination will consist of Objective Tests for 200
marks and Descriptive Test for 50 marks. Both the Objective and Descriptive Tests will
be online. Candidates will have to answer Descriptive test by typing on the computer.
Immediately after completion of Objective Test, Descriptive Test will be administered.
(I) Objective Test: The objective test of 3 hours duration consist of 4 Sections for total
200 marks. The objective test will have separate timing for every section. The
candidates are required to qualify in each of the Tests by securing passing marks, to be
decided by the Bank.
Phase – III:Group Exercises (20 marks) & Interview (30 marks)
The aggregate marks of candidates qualifying in both the Objective Tests and
Descriptive Test will be arranged in descending order in each category. Adequate
number of candidates in each category, as decided by the Bank will be called for
Group Exercises and Interview. The qualifying marks in Group Exercises &Interview
will be as decided by the Bank. Candidates qualifying for Group Exercises & Interview
under 'OBC' category would be required to submit OBC certificate containing the 'Non
Creamy layer' clause. Candidates not submitting the OBC certificate containing the
'Non Creamy layer' clause and requesting to be interviewed under General category
will not be entertained. Final Selection
The marks obtained in the Preliminary Examination (Phase-I) will not be
added for the selection and only the marks obtained in Main Examination
(Phase-II), both in Objective Test and Descriptive Test, will be added to the
marks obtained in GE& Interview (Phase-III) for preparation of the final
merit list.
The candidates will have to qualify both in Phase-II and Phase-III
separately. Marks secured by the candidates in the Written Test (out of
250 marks) are converted to out of 75 and marks secured in Group
Exercises & Interview (out of 50 marks) are converted to out of 25. The
final merit list is arrived at after aggregating converted marks of Written
Test and Group Exercises &Interview out of 100 for each category. The
selection will be made from the top merit ranked candidates in each
category.
Results of the candidates who have qualified for Group Exercises &
Interview and the list of candidates finally selected will be made available
on the Bank's website. Final select list will be published in Employment
News/ Rozgar Samachar and also in Bank’s website.
 Meaning of Appointment
• Appointment is an official confirmation
through written letter by the organization
through HR Department to the selected
candidate for the relevant vacancy.
 Significance of Appointment
• Grant a temporary or permanent employment
in an organization.
• Understand the employment terms of
contract for employees.
• Explain org rules and regulations
• To confirm formally the candidate as an
employee of the organization.
• Acts as a base for management employee
relationship.
 Process of Appointment
• Joining Formalities
• Appointment letter
• Induction and Orientation
 Joining Formalities
• Differs from organization to organization.
Interview rating sheet is attached to the
candidate resume along with photo copy of
certificates as well as experience certificates.
Joining format with notion of rules and
regulations of the company.
Employee appointment letter photocopy
should be attached
 Joining Formalities
• Differs from organization to organization.
Total orientation of the company and leave
policies should be signed by the respective
employee
Filled background verification form should be
attached
Employee health checklist which should be
attested by the doctor.
 Joining Formalities
• Differs from organization to organization.
• If it is a bond his original certificates should be
in the file and attested photocopy by HR.
• Total company manual should be given to
know the company mission and vision.
 Induction
• Induction is a process to introduce, welcome
and inform an employee about the
organization, departments and team
members.
• It is a formalization process were an employee
is put at an ease and get acquainted quickly.
 Objective of Induction
• To smooth the preliminary stages when
everything is likely to be strange and
unfamiliar to starter.
• To establish quickly a favorable attitude to the
company in the mind of the new employee so
that he or she is more likely to stay.
• To obtain effective output from the new
employee in the shortest possible time.
• To reduce the likely hood of the employee
leaving quickly.
 Legal aspects of employment contract
• The full name of employer and employee
• The address of the employer
• The place of work
• The title of job or nature of work
• The date the employment started
• If the contract is temporary, the expected duration of the contract
• If the contract of employment is for a fixed term, the details
• Details of rest periods and breaks as required by law
• *The rate of pay or method of calculation of pay
• The pay reference period for the purposes of the National Minimum Wage Act 2000
• *Pay intervals
• *Hours of work
• *That the employee has the right to ask the employer for a written statement of his/her
average hourly rate of pay as provided for in the National Minimum Wage Act 2000
• *Details of paid leave
• *Sick pay and pension (if any)
• *Period of notice to be given by employer or employee
• *Details of any collective agreements that may affect the employee’s terms of employment
 Accenture
• Accenture recently won the ERE Media Award for one of the most
innovative ERPs. Its program has increased new hires from referrals from
14 percent to 32 percent, and employee awareness of the program
jumped from just 20 percent to 99 percent. [8] The uniqueness of their
program lies with the reward the employee receives. Instead of offering
personal financial compensation, Accenture makes a donation to the
charity of the employee’s choice, such as a local elementary school. Their
program also seeks to decrease casual referrals, so the employee is asked
to fill out an online form to explain the skills of the individual they are
referring. The company has also developed a website where current
employees can go to track the progress of referrals. In addition, employee
referral applications are flagged online and fast-tracked through the
process—in fact, every referral is acted upon. As you can see, Accenture
has made their ERP a success through the use of strategic planning in the
recruitment process.
 Sodexo, Mumbai, Pune, Rajasthan,etc.
• In 2007, Sodexo, which provides services such
as food service and facilities management,
started using social media to help spread the
word about their company culture. Since then,
they have saved $300,000 on traditional
recruiting methods. [4] Sodexo’s fifty recruiters
share updates on Twitter about their excellent
company culture. Use of this media has driven
traffic to the careers page on Sodexo’s
website, from 52,000 to 181,000.
Zappos – being purchased by Amazon in
2009
• Many organizations, including Zappos, use
YouTube videos to promote the company.
Within the videos is a link that directs viewers
to the company’s website to apply for a
position in the company.
 Microsoft
• Microsoft, hold events annually to allow
people to network and learn about new
technologies. Microsoft’s Professional
Developer Conference (PDC), usually held in
July, hosts thousands of web developers and
other professionals looking to update their
skills and meet new people.
 Fashion Group International (FGI)

• Fashion Group International (FGI) hosts events

internationally on a weekly basis, which may
allow the opportunity to meet qualified
candidates.
 Internal Mobility
• Movement of Employees from
one position to another position
within a corporation.
• It is a efficient and cost effective
method of talent deployment.
 Transfers

Transfer is change in job

where the new job is
substantially the equal to
the old in terms of pay,
status and responsibility.
 Types of Transfers
• Production Transfer
• Replacement Transfer
• Versatility( adaptability) Transfer
• Shift Transfer
• Personal Transfer
• Precautionary Transfer
• Sectional Transfer
• Departmental Transfer
• Inter Plant Transfer.
 Promotion

Assignment of an
individual to a higher
rank and pay grade
and responsibilities.
 Demotion
Assignment of an individual to a lower
rank and pay grade and
responsibilities.

Basically done to make employee

realize his mistake or for not
performing the current task
successfully.
 Separation
• Employees leaving the organization through
Resignation, Retirement, termination etc is
called Employee Separation.

• Main Part of employees separation is to make

them feel happy while leaving and conduct
the exit interview to get the insights of
Organization.