Recruitmentandselection

2015

[RECRUITMENT & SELECTION] A project Study Of Human Resource Branch

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In basic idea behind selecting the topic of “Employee Hiring” is to study how employees are hired. Today organizations are coming up with the new techniques of hiring people. Hence to study how the actual process is carried in the organization.

OBJECTIVE OF PROJECT

This project aims the finding out and analyzing the hiring process in the organization. The method of approach adopted for the same, would be as follows: 1. To work out the various steps and procedures involved. 2. To contacts various companies and collect information. 3. To collect the information from the internet.

Research methodology

1. This project will help to get the practical knowledge in employee hiring in the organization. 2. The project will equip us for our future in H. R. M.

Importance and scope

1. Organization did not disclose full information. 2. Data collected in this field are not sufficient.

Limitation

EXECUTIVE SUMMARY

eople form an integral part of the organization. The efficiency and quality of

its people determines the fate of the organization. Hence choice of right

people and placing them at right place becomes essential. Hiring comes at

this point of time in the picture. Hiring is a strategic function for HR department.

Recruitment and selection form the process of hiring the employees. Recruitment is

the systematic process of generating a pool of qualified applicant for

organization job. The process includes the step like HR planning attracting applicant

and screening them. This step is affected by various factors, which can be

internal as well as external. The organization makes use of various methods

and sources for this purpose.

Selection is carried from the screen applicant during the recruitment process. There

is also some specific process is involved. By the way of conducting preliminary

interview and conducting the various test , if required reference check and

further final interview is conducted. During the process there are certain

difficulties and barriers that are to be overcomes.

Different organization adopts different approaches and techniques for their

employees. To know the practical application of the employees hiring process,

the analysis of Social Fun For Development was undertaken.

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1. RECRUITMENT

1.1 INTRODUCTION

People are integral part of any organization today. No organization can run

without its human resources. In today’s highly complex and competitive

situation, choice of right person at the right place has far reaching implications

for an organization’s functioning. Employee well selected and well placed would

not only contribute to the efficient running of the organization but offer

significant potential for future replacement. This hiring is an important function.

The process of hiring begins with human resource planning (HRP) which helps to

determine the number and type of people on organization needs. Job analysis

and job design enables to specify the task and duties of hobs and qualification

expected from prospective job, job analysis, and job design helps to identify the

kind of people required in an organization and hence hiring. It should be noted

that hiring is an ongoing process and not confined to formative stages of an

organization. Employees leave the organization in search of greener pastures,

some retire and some die in the saddle. More importantly an enterprises grows,

diversifies, take over the other units all necessitating hiring of new men and

women. In fact the hiring function stops only when the organization ceases to

exist.

Hiring involves two board activities:-

i) Recruitment

ii) Selection

RECRUITMENT

The word ‘recruitment’ has many meaning and plays an important role. Employees

leave the organization in search of greener pastures- some retire some die in saddle.

The most important thing is that enterprise grows, diversifies, and takes over other

units-all necessitating hiring of new men and women. In fact recruitment functions

stop only when the organization ceases to exist. To understand recruitment in

simple terms it is understood as process of searching for obtaining applications of

job from among from which the right people can be selected. To define recruitment

we can define it formally as it is a process of finding and attracting capable

applicants for employment. The process begins when new recruit are sought and

ends when their application are submitted. The result is a pool of applicants from

which new employees are selected. Theoretically, recruitment process is said to end

with receipt of application in practice the activity extends to the screening applicants

as to eliminate those who are not qualified for job.

1.2 PURPOSE AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job

candidates.

Specifically, the purposes are to:

1. Determine the present and future requirement of the organization in conjunction

with its personnel planning and job analysis activities;

2. Increase the job pool of job candidates at minimum cost;

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

visibly under qualified or job application;

4. Help reduce the probability that job applicants, once recruited selected, will leave

the organization only after a short period of time;

5. Meet the organizations legal and social obligation regarding the composition of its

workforce;

6. Being identifying and preparing potential job applicants who will be appropriate

candidates;

7. Increase organization individual effectiveness in the short term and long term;

8. Evaluate the effectiveness of various recruiting technique and sources for all types

of job applicants.

1.3 FACTORS AFFECTING RECRUITMENT There are a number of factors that affect recruitment. These are broadly classified

into two categories:

1. Internal factors.

2. External factors.

INTERNAL FACTORS

The internal factors also called as “endogenous factors” are the factors within the

organization that affect recruiting personnel in the organization.

Some of these are:-

1. Size of the organization The size of the organization affects the recruitment process. Larger organization

finds recruitment less problematic than organization with smaller in size.

2. Recruiting policy The recruitment policy of the organization i.e. recruiting from internal sources and

external sources also affect the recruitment process. Generally, recruitment through

internal sources is preferred, because own employees know the organization and

they can well fit in to the organization culture.

3. Image of the organization Image of the organization is another factor having its influence on the recruitment

process of the organization. Good image of the organization earned by the number

of overt and covert action by management helps attract potential and complete

candidates. Managerial actions like good public relations, rendering public service

like building roads, public parks, hospitals and schools help earn image or goodwill

for organization. That is why chip companies attract the larger numbers of

application.

4. Image of the job Better remuneration and working conditions are considered the characteristics of

good image of a job. Besides, promotion and carrier development policies of

organization also attract potential candidates.

EXTERNAL FACTORS Like internal factors, there are some factors external to organization, which have

their influence on recruitment process. Some of these are given below:-

1. Demographic factors

As demographics factors are intimately related to human beings, i.e. employees,

these have profound influence on recruitment process. Demographic factors include

age, sex, Literacy, economics status etc.

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2. Labor market

Labor market condition i.e. supply and demand of labor is of particular importance

in affecting recruitment process, if the demand for specific skill is high relative to its

supply is more than for particular skill, recruitment will be relatively easier.

3. Unemployment situation The rate of unemployment is yet another external factor its influence on the

recruitment process. When the employment rate in an area is high, the recruitment

process tends to simpler. The reason is not difficult to seek. The number of

application is expectedly very high which makes easier to attract the best-qualified

applications. The reserve is also true. With low rate of unemployment, recruiting

process tend to become difficult

.

4. Labor laws There are several labor laws and regulations passed by the central and state

governments that govern different type of employment. These cover working

condition, compensation, retirement benefits, safety and health of employee in

industrial undertakings.

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The child Labor Act, 1986; for example prohibits employment of children in certain

employments.

5. Legal consideration Another external factor is legal consideration with regard to employment

reservation of jobs for schedule tribes, and other backward class (OBC) is the

popular examples of such legal consideration.

1.4 INTERNAL SOURCES

Present employees: Promotions and transfer from among the present employees can be good

sources of recruitment. Promotion implies upgrading of an employee to a higher

position carrying higher status, pay and responsibilities. Promotion from among

the present employees is advantageous because the employees promoted are

well acquainted with the organization culture, they get motivated and it is

cheaper also. Promotion from among the person employees also reduces the

requirement of job training. However, the disadvantage lies in limiting the choice

of the few people and denying hiring of outsiders who may be better qualified

and skilled. Furthermore, promotion from among present employees also results

in inbreeding, which creates frustration among those not promoted. Transfer

refers to shifting an employee from one job to another without any change in

the position/post, status and responsibilities. The need for transfer is felt to

provide employees a broader and carried base, which is considered necessary for

promotion. Job rotation involves transfer of employees from one job to another

job on the lateral basis.

Former employees: Former employees are another source of applicant for vacancies to be filled up in

the organization. Retired or retrenched employees may be interested to come

back the company to work on the part time basis. Similarly, some former

employees who had left the organization for any reason, any come back to work.

This source has the advantages of hiring people whose performance is already

known to the organization.

Employee referrals: This is yet another internal source of recruitment. The existing employees refer

to the family members, friends and relatives to the company potential

candidates for the vacancies to be filled up in the organization. This source

serves as the most effective methods of recruiting people in the organizations

because refer to those potential candidates who meet the company requirement

known to them from their own experience. The referred individuals are expected

to be similar in type in the race and sex, for example, to those who are already

working in the organization

Previous applicant: This is considered as internal source in the sense that applications from the

potential candidates are already lying with organization. Sometimes the

organization contacts though mail or messengers these applicants to fill up the

vacancies particularly for unskilled or semiskilled jobs.

EVALUATION OF INTERNAL SOURCES: To evaluate the internal source of recruitment. Obviously, it can be done in

terms of its advantage and disadvantage the same are spelled out as follows:

ADVANTAGES: The advantages of the internal source of recruitment include the following:

o Familiarity with own employees

The organization has more knowledge and familiarity with the strengths and

weaknesses of its own employees than of strange on unknown outsiders.

o Better use of the talent

The policy of internal recruitment also provides an opportunity to the

organization to make a better use of talents internally available and to develop

them further and further.

o Economical recruitment

In case of internal recruitment, the organization does not need to spend much

money, time and effort to locate and attract the potential candidates. Thus,

internal recruitment proves to be economical, or say, inexpensive.

o Improves morale

This method makes employees sure that they would be preferred over the

outsiders as and when they filled up in the organization vacancies.

o A motivator

The promotion through internal recruitment serves as a source of motivation for

the employees to improve their carrier and income. The employees feel that

organization feel that organization is a place where they can build up their life-

long career. Besides, internal recruitment also serves as a means of attracting

and retaining employees in the organization.

DISADVANTAGES: The main drawback associated with the internal recruitment is as follows:

o Limited choice: Internal recruitment limits its choice to the talents available within the

organization. Thus, it denies the tapping of talents available in the vast labor

market outside the organization. Moreover, internal recruitment serves as a

means for “inbreeding”, which is never healthy for the future organizations.

o Discourage competition: In this system, the internal candidates are protected from competition by not

giving opportunity to otherwise competent candidates from outside the

organization. This in turn, develops a tendency among the employees to take the

promotion without showing extra performance.

o Stagnation of skills:

With the feeling that internal candidates will surely get promoted, their skill in

the long run may become stagnant or obsolete. If so, productivity and sufficiency

of the organization, in turn, decreases.

o Creates conflicts:

Conflicts and controversies surface among the internal candidates, whether or

not they deserve promotion.

1.5 EXTERNAL SOURCES External sources of recruitment lie outside the organization, these outnumber

internal sources, and the main ones are listed as follows:

Employment exchanges: It is obligatory for employer to inform about the outcome of selection within 15

days to the employment exchange. Employment exchange is particularly useful

in recruiting blue-collar, white- collar and technical workers.

Employment agencies: In addition to the government agencies, there are number of private agencies

that register candidates for employment and furnish a list of suitable candidates

from the data bank as and when sought by the prospective employer. Generally,

these agencies select personnel for supervisory and the higher levels. The main

function of these agencies is to invite application and short-list the suitable

candidates for the organization. Of course, the representative of the

organization takes the final decision on selection. The employer organizations

derive several advantages through this source. The time saved in this method

can be better utilized elsewhere by the organization. As the organizational

identity remains unknown to the job speakers, it, thus, avoid receiving letters

and attempts to influence.

Advertisement:

This method of recruitment can be used for jobs like clerical, technical, and

managerial. The higher the position in the organization, the more specialized the

skills or the shorter the supply of that resources in the labor market, the more

widely dispersed the advertisement are likely to be. For instance, the search for

a top executive might include advertisements in a national daily like AL-Ahram

newspaper. Some employers/companies advertise their post by giving them post

box number of the name of some recruiting agency. This is done to particular

keep own identity secret to avoid unnecessary correspondence with the

applicants. However the disadvantage of these blind advertisement, i.e., post

box number is that the potential job seekers are the hesitant without unknowing

the image of the organization, on the one hand, and the bad image/ reputation

that the blind advertisement have received because of the organizations that

placed such advertisements without position lying vacant just to know supply of

labor/ workers in the labor market, on the other. While preparing

advertisement, a lot of care has to be taken to make it clear and to the point. It

must ensure that some self-selection among applicant take place and only

qualified applicant responds the advertisement copy should be prepared by

using a four-point guide called AIDA . The letters in the acronym denote that

advertisement should attract Attention, gain Interest, arouse a Desire and result

in Action.

However, not many organizations mention complete detail about job

positions in there advertisement. What happened is that ambiguously

worded and broad-based advertisements may generate a lot irrelevant

application, which would, by necessity, increasing the cost of processing

them.

Professional Associations Very often, recruitment for certain professional and technical positions is

made through professionals association also called ‘Headhunters’. Institute of

Engineers, etc., provide placement service to the members. The professional

associations prepare either list of jobseekers or publish or sponsor journal or

magazines containing advertisements for their member. It is particularly useful

for attracting highly skilled and professional personnel. However, in Egypt, this

is not a very common practice and those few provide such kind service have

not been able to generating a large number of application.

Campus Recruitment This is another source of recruitment. Though campus recruitment is a common

phenomenon particularly in the American organizations, it has made rather

recently. Of late, some organizations have started visiting educational and

training institute/campuses for recruitment purposes. Many Institutes have

regular placement cells / offices to serve liaison between the employer and the

students, in Egypt, this is not a very common practice.

The method of campus recruitment offers certain advantages to the employer

organizations. First, the most of the candidates are available at one place;

second, the interviews are arranged at short notice; third, the teaching is also

met; fourth, it gives them opportunity to sell the organization to a large

students body who would be graduating subsequently. The disadvantages of

this of recruitment are that organizations have to limit their selection to only

“entry’’ positions and they interview the candidates who have similar

education and experience, if at all.

Deputation

Another source of recruitment is deputation I.e., sending an employees to

another organization for the short duration of two to three years. This method

of recruitment is practice in a pretty manner, in the Government department

and public sector organization does not have to incurred the initial cast of

induction and training. However, the disadvantages of this of deputation is

that deputation period of two/three year is not enough for the deputed

employee to provide employee to prove his/her mettle, on the one hand, and

develop commitment with organization to become part of it, on the other.

Word-of-mouth:

Some organizations in Egypt also practice the “word-of-mouth’’ method of

recruitment. In this method , the word is passed around the vacancies or

opening in the organization. Another form of word-of-mouth method of

“employee-pinching’’ i.e., the employee working in another organization is offered

by the rival organization. This method is economic, in terms of both time and

money. Some of the organization maintain a file applications and sent a bio-

data by a job seeker. These serve as a very handy as when there is vacancy in the

organization. The advantage of this method is no cost involved in recruitment.

However, the disadvantages of this method of recruitment are non- availability

of the candidates when needed choice of candidates is restricted to a too small

number.

Raiding or Poaching:

This is another sources of recruitment whereby the rival firm by offering terms

and conditions, try to attract qualified employees to join them. This raiding is a

common feature in the Egyptian organizations specially at communication field.

Besides these, walk-ins, contractors, radio and television, acquisitions and merger,

etc., art some other sources of recruitment used by organization.

EVALUATION OF EXTERNAL SOURCES: Like the internal source of recruitment, external sources are mixed of advantages

and disadvantages

ADVANTAGES:

o Open process

Being a more open process, it is likely to attract a large number of

applicants/application, in turn, widens it option of selection.

o Availability of Talented Candidates:

With the large pool of applicants, it becomes possible for organization to have

talented candidates from the outside. Thus, it introduces new blood in the

organization.

o Opportunity to Select the Best Candidate:

With the large pool of applicants, selection process becomes competitive. This

increases prospects for selection the best candidates.

o Provides healthy competition:

As the external members are supposed to be more trained and efficient. With such a

background, they work with the positive attitude and greater vigor. This helps create

healthy competition and conductive work environment in the organization.

DISADVANTAGES:

However, the external sources of recruitment suffer from certain disadvantages too,

these are:

o Expensive and time consuming:

This method of recruitment is both expensive and time consuming. There is no

guarantee that organization will get good and suitable candidates.

o Unfamiliarity with the Organization:

As candidates some outside the organization, they are not familiar with tasks,

job nature and the international scenario of the organization.

o Discourage the Existing Employee:

Existing employees are not sure to get promotion. This discourages them to do the

hard work. This, in turn, boils down to decreasing productivity of the organization.

1.6 PHILOSOPHIES OF RECRUITMENT The traditional philosophy of recruiting has been to get as many people to

apply for a job as possible. A large number of jobseekers waiting in queues

would make the final selection difficult, often resulting in wrong selection.

Job dissatisfaction and employee turnover are the consequence of this. A

persuasive agreement can be made that matching the needs of the organization

to the needs of the applicants will enhance the effectiveness of the recruitment

process. The result will be a workforce which is likely to stay with the

organization longer and performs at a higher level of effectiveness. Two

approaches are available to bring about match:

Realistic Job Preview (RJP)

Job Compatibility Questionnaire (JCQ)

Realistic Job Previews:

Realistic job preview provides complete job related information , both

positive and negative, to the applicants. The information provided will help

job seekers to evaluate the compatibility among the jobs and their personal

ends before hiring decisions are made. RJPs can result in self selection

process- job applicant can decide where to attend the interviews and tests

for final selection or withdraw them the initial stage. Research on realistic

recruiting shows a lower rate of employee turnover in case of employee

recruited through RJPs, particularly for more complex jobs and higher level

of job satisfaction and performance, at the initial stage of employment.

RJPs are more beneficial for organization hiring at entry level, when there

are unemployment. Otherwise the approach may increase the cost of

recruiting by increase the average time it takes to fill each job.

Job Compatibility Questionnaire:

The job compatibility questionnaire was developed to determine whether

applicant preferences for work match the characteristics of the job. The

JCQ is designed to collect the information on aspect of a job, which has

bearing on employee performance, absenteeism, and turnover and job

satisfaction. The underlying assumption of the JCQ is that greater the

compatibility between an the jobseeker, the greater the profitability of

employee effectiveness and longer the tenure. The JCQ is a 400- item

instrument that measure job factors, which are related to performance,

satisfaction, turnover and absenteeism. Items cover the following job

factors: task requirement, physical environment, customer characteristics,

peer characteristics, leader characteristics, compensation preference, task

variety, job autonomy, physical demands, and work schedule.

1.7 RECRUIMENT PROCESS As stated earlier, recruitment is the process of location, identifying, and attracting capable applications for jobs available in an organization. Accordingly, the recruitment process comprises the following five steps:

Recruitment planning;

Strategy Development;

Searching;

Screening;

Evaluation and Control.

Recruitment Planning:

The first involved in the recruitment process is planning. Hire planning involves

to draft a comprehensive job specification for the vacant position, outline its

major and minor responsibilities; the skills, experience and qualifications

needed; grade and level of pay; starting date; whether temporary or

permanent; and mention of special condition, if any, attached to the job to

be filled.

Strategy Development:

Once it is known how many with what qualification of candidates are

required, the next step involved in this regard is to device a suitable

strategy for recruitment the candidates in the organization. The strategic

considerations to be considered may include issues like whether to prepare

the required candidates themselves or hire it from outside, what type of

recruitment method to be used, what geographical area be considered, for

searching the candidates, which source of recruitment to be practiced, and

what sequence of activities to be followed in recruiting candidates in the

organization.

Searching: This step involves attracting job seeders to the organization. There are broadly

two sources used to attract candidates. These are:

Internal Sources

External Sources.

Screening:

Through some view screening as the starting point of selection, we have

considered it as an integral part of recruitment. The reason being the

selection process starts only after the application have been screened and

short listed. Let it be exemplified with an example. In the Universities,

application is invited for filling the post of Professors. Application received in

respond to invitation, i.e. advertisement are screened and short listed on the

basis of eligibility and suitability. Then only the screened applicant are

invited for seminar presentation and personal interview. The selection

process starts from here, i.e., seminar presentation or interview. Job

specification is invaluable in screening. Applications are screened against the

qualification, knowledge, skills, abilities, interest and experience mentioned in

the job specification. Those who do not qualify are straightway eliminated from

the selection process. The techniques used for screening candidates are varying

depending on the source of supply and method used for recruiting. Preliminary

applications, de-selections tests and screening interviews are common

techniques used for screening the candidates.

Evaluation and control:

Given the considerable involved in the recruitment process, its evaluation and

control is, therefore, imperative. The costs generally incurred in a recruitment

process include:

Salary of recruiters;

Cost of time spent for preparing job analysis, advertisement, etc;

Administrative expenses;

Cost of outsourcing or overtime while vacancies remain unfilled;

Cost incurred in recruiting unsuitable candidates.

In view of above, it is necessary for a prudent employed to try answering certain

questions like:

Whether the recruitment methods are appropriate and valid?

Whether the recruitment process followed in the organization is

effective at all or not?

1.8 METHODS OF RECRUITMENT

Recruitment methods refer to the means by which an organization reaches to

the potential job seeker. It is important to mention that the recruitment methods

are different from the resources of recruitment. The major line of distinction

between the two is that while the former is the means of establishing links

with the prospective candidates, the latter is location where the prospective

employees are available. Dunn and Stephen have broadly classified methods of

recruitment into three categories:

Direct Method;

Indirect Method;

Third Party Method.

Brief descriptions of these are follows:

Direct Method:

In this method, the representatives of the organizations are sent to the

potential candidates in the educational and training institutes. They establish

contacts with the candidates seeking jobs. Person pursuing management,

engineering, medical, etc. programmers are mostly picked up the manner.

Sometimes, some employer firm establishes with professors and solicits

information about student with excellent academic records. Sending the

recruiter to the conventions, seminars, setting up exhibits at fairs and using

mobile office to go to the desired centers are some other methods used

establish direct contact with the job seekers.

Indirect Method;

Indirect methods include advertisements in the newspaper, on the radio and

television, in professional journals, technical magazines, etc. this method is

useful when

Organization does not find suitable candidates to be promoted to fill

up the higher posts,

When the organization want to reach out a vast territory,

When organization wants to fill up scientific, professional and technical

posts.

The experience suggests that the higher the position to be filled up in the

organization, or the skill sought by the sophisticated one, the more widely

dispersed advertisement is likely to be used to reach too many suitable

candidates. Sometimes, many organizations go for what referred to as blind

advertisement in which only Box No. is given and the identity of the

organization is not disclosed. However, organizations with regional or national

repute do not usually use blind advertisements for obvious reasons.

While placing an advertisement to reach to the potential candidates, the

following three points need to borne in mind:

To visualize the type of the applicant one is trying recruit;

To write out a list of the advantages the job will offer;

To decide where to run the advertisement, i.e., newspaper with local,

State, nation-wide and international reach or circulation.

Third Party Method:

These include the use of private employment agencies, management

consultants, professional bodies associations, employee referral or

recommendation, voluntary organization, trade banks, labor contractors, etc.,

to establish contact with the job seekers.

Now, a question arises; which particular method is to be used to recruit

employee in the organization? The answer to it is that it will depend on the policy

of the particular firm, the position of the labor supply, the government

regulations in this regard and agreements with labor organizations.

Notwithstanding, the best recruitment method is to look first within the

organization.

EFFECTIVENESS OF RECRUIITMENT PROGRAMME Though there has so far not been evolved any formula such that makes recruitment

program necessitates having certain attributes such as:

A well – defined recruitment policy.

A proper organizational structure.

A well - laid down procedure for locating potential jobseekers.

A suitable method and technique for tapping and utilizing these

candidates

A continuous assessment of effectiveness of recruitment program and

incorporation of suitable modifications from time to improve the

effectiveness of the program.

An ethically sound fool-proof telling an applicant all about the job and its

position, the firm to enable the candidate to judiciously decide whether or not

to apply and join the firm, if selected.

2. SELECTION

2.1 MEANING AND DEFINATION

Selection is the process of picking individuals (out of the pool of job

applicants) with requisite qualifications and competence to fill jobs in the

organization. A formal definition of Selection is:

“ It is the process of differentiating between applicants in order to identify

those with a greater likelihood of success in a job.’’

Recruitment and selection are the two crucial in the HR process and are often used

interchangeably. There I, however, a fine distinction between the two steps. While

recruitment refers to the process of identifying and encouraging prospective

employees to apply for jobs, selection is concerned with picking the right

candidates from the pool of applicants. Recruitment is said to be positive in its

approach as it seeks to attract as many candidates as possible. Selection, on the

other hand, is negative in its application in as it seeks to eliminate as many

unqualified applicants as possible in order to identify the right candidates.

2.2 ROLE OF SELECTION

The role of selection in an organization’s effectiveness is crucial for at least, two

reasons; first, work performance depends on individuals, the best way to improve

performance is to hire people who have the competence and the willingness to

work. Arguing from the employee’s viewpoint, poor or inappropriate choice can be

demoralizing to the individual concerned (who finds himself or herself in the wrong

job) and de-motivating to the rest of the workforce. Effective selection, therefore,

assumes greater relevance.

Second, cost incurred in recruiting and hiring personnel speaks about volumes of

the selection. Costs of wrong selection are greater.

2.3 STEPS IN SELECTION PROCESS

2.4 ORGANISATION FOR SELECTION

Until recently, the basic hiring process was performed in a rather unplanned

manner in many organizations. In some companies, each department screened and

hired its own employees. Many managers insisted upon selecting their own people

because they were sure no one else could choose employee for them as efficiently

as they themselves could. Not anymore. Selection is now centralized and is handled

by the human resources department.

Ideally, a selection process involves mutual decision-making. The organization

decides whether or not to make a job offer and how attractive the offer should be.

The candidate decides whether or not organization and the fob offer fit his or her

needs and goal. In reality, the selection process is highly one-side. When the job

market is extremely right, several candidates will be applying for a position, and

the organization will use a series of screening devices to hire the candidates it

feels is most suitable. When there is a shortage of qualified workers, or when

the candidate is a highly qualified executive or professional who is being sought

after by several organizations, the organizations will have to sweeten its offer and

come to a quicker decision.

2.5 NEW METHOD OF SELECTION

In recent years, HR specialists have found out new methods of selection. These

approaches are deemed to the alternatives to the traditional methods of selection.

Two intersecting alternatives are participative selection and employee leasing.

Participative selection that subordinates participates in the selection of their co-

workers and supervisors. The idea is that such participation will improve quality,

increase support for the selected supervisors and co-workers, and improve

employee morale. In employee leasing, the client company leases employees from a

third part, not on a temporary basis, but rather ate leased as full-time, long-term

help. An interesting feature of this method is that the client company need not

perform such personnel activities as hiring, compensation or record keeping. The

advantages of employee leasing are significant. The client is relived from many

administrative burdens, as well as the need to employ specialized personnel

employees. Further, employees not recruited by one client are sent to another

client company for employment.

2.6 SELECTION IN EGYPT

Conditions of labor market largely determine the selection process. As is well

known, we have a strange paradox in our country. There is large-scale

unemployment juxtaposed with shortage of skilled labor. ‘No Vacancy’ boards are

seen along with ‘wanted…’ hung on factory gates everywhere’.

Unemployment prevails among people who are unemployable-individuals who

have acquires university degrees but do not possess any specific skills. All the evils

associated with selection –corruption, favoritism and influence- are found in hiring

these people. Selection is obviously, not systematic and times bizarre too.

Selection practices in hiring skilled and managerial personnel are fairly well defined

and systematically practiced. Particularly in hiring managerial personnel and

executives, a lot of professionalism has come in, thanks to the realization that

these individual are difficult to come by and no effort is too excess to attract

them. Specialist agencies to available whose services are retained for hiring

technical and managerial personnel. Merit and not favorite, objectivity and

subjectivity will be the criteria for such selections.

33.. CCAASSEE SSTTUUDDIIEESS 3.1 Techno-Master for Sheet Metal Industry MAN POWER PLANNING

1. The organization manpower is a process of forecasting future recruitment.

2. Development action plans to meet them.

3. Monitoring performance against the plan.

4. A forecast of the capabilities required on a given data in the near future

in the light of the business plans.

5. An inventory of the existing human resources.

6. An analysis of the internal environment and the external scenario and

their influence that are envisaged during the inverting period.

7. A summary of the kinds of action required achieving the desired capabilities.

8. A comprehensive plan to implement these actions.

9. A monitoring schedule and system for ensuring proper progress.

FORECAST OF FUTURE RECRUITMENT This procedure establishes the organization objectives to be achieved by way of

manpower planning. The new techniques, new product lines and / or new facility

which are implemented as part of the organization expiation plans to project the

recruitment of manpower intake for these targets. When these project the

requirements are identified, considerations to be given to internal and external

sources to make the ultimate objectives realistic and attainable. The time frame

should cover between 2-5 years. The HOD (Head of Director) prepares a ‘Staff

Demand Forest’ taking into consideration the organization projected growth vies –a-

vies the exciting departmental strength. This will be forwarded to the HR

Department for future analysis.

Recommendations for Human Resources Objectives are made by the members of

the top Management, (General Manager & above), who will form the decision

making group to authorized manpower requirement and related action plan and

formulate the manpower budget.

1. INVENTORY OF CURRENT RESOURCES: This component establishes the basis for future actions in the plan. The inventory

will cover the number and type of person required with identified job positions and

will take into consideration the educational background, work experience and age

group. Most of the inventory data should be available in the existing personal files.

2. ANALYSIS OF INTERNAL AND EXTERNAL INFLUENCE: The future requirement and current resources should be established before future

actions are determined. Internal and external factor, which may influence the plan

most, are to be identified and analyzed.

This includes, eminent retirement, transfers and promotions and terminations and

other charges that effect the current personal population. On this basis, taking into

consideration the pervious trend, the HR Department prepares a Manpower

turnover statement. Anticipation changes in the external environment that affects

the business any internal change of direction in the business itself.

3. CORPORATE MISSION, OBVJECTIVES, STRATEGIES TACTICE (MOST): Recruitment corporations have started linking their mission, objectives, strategies

and tactics (MOST) to the functions of recruitment and selection. The economic

liberalizations and consequent competition through quality and service necessitated

the companies to search for and attract competent human resources. Corporation

focusing on new business development will have to seek interregnal abilities,

companies planning to withdraw from diversification, must look for pragmatists and

companies chasing growth alliances should employ people comfortable in different

cultural backgrounds. Above all companies must hire for the future anticipation jobs

that may not be in existence yet recruitment managers must focus for attitudes and

approaches that fit the corporate goals and culture.

4. RECRUITMENT POLICY Recruitment policy of any organization is derived from the personal policy of the

same organization. In other words the former is a part of the latter. However,

recruitment policy by itself should take into considerations the government

reservation policy, policy regarding sons of soil etc., personal policies of other

organization regarding merit, internal sources, social responsibilities in absorbing

minority sections, women etc. Recruitment policy is like enriching the organization’s

human resources serving the commodity by absorbing the weaker sections and

disadvantaged people the society, motivation the employees through internal

promotions, improving the employee’s loyalty to the organization by absorbing the

retrenched or laid-off employee or dependents of present former employees etc.

The following factors should be taken into consideration in formulating recruitment

policy they are:-

Government policies.

Personal policies of other completion organizations.

Organization’s personal policies.

Recruitment sources.

Recruitment needs.

Recruitment cost.

Selection criteria and preference etc.

5. IMPLEMENTATION PLAN: Analysis of staff demand forecast vise-a-vise manpower turnover ratio determine

the additional manpower requirement for the projected plan period within

frameworks of the comprehensive plan the line functionaries is responsible for the

amendment to meet operating requirements.

The plan is segmented with identified responsibilities the steps to be taken for

achieving the goal in the required time. This should include succession planning for

personal to move from their present positions to the desired positions in the period

of time. HR department has the major responsibility for co-ordination of the

business. Copies of the sanctioned manpower strength and manpower budget will

be available with the various Hoods and the HR department. Implementation of the

manpower plan entails a variety of control measures to ensure compliance by all

sections of the organization. The control measures include the requisite system

enveloping either number and quality if new incumbents or internal transfer.

Department’s feedback is at specified time period on the progress of

implementation.

6. RECRUITMENT AND SELECTION: The identification of manpower requirements for any particular department will be

carried out by the respective H.O.D. the manpower requisition from will be duly

filled in and signed by the concerned HOD and forwarded to the HR department duly

sectioned and authorized. On receipt of the manpower requisition from, the HR

department will ensure that the vacancy is failed.

The head of the indenting department in co-ordination with the HR department

will decide the mode of recruitment, in case the internal resources of the

organization are to be utilized, an internal search will be carried out within the

organization, if suitable candidates are identified, and the management may resort

to promotion/transfer/re-development/re-allocation to fill the existing vacancy.

In the event of no suitable candidates being located from within the organization

an external search may be undertaken via the under mentioned sources, the in-

house data bank, in which the forced applications of potentially good candidates are

maintained, may be scanned.

The service of a management consultancy service/recruitment agency may be

utilized for location the right candidate an advertisement may be inserted in the

newspapers.

Other means like campus recruitment for junior level requirement and head

hunting for senior level requirements may be restarted to.

When advertisement is placed in the newspaper, the advertisement draft is

prepared by the HR department and is forwarded to the head of director (H.O.D) for

his approval.

The concerned department head screens applications received and a shortlist of

candidates to bed called for interview is prepared. A similar shortlist is also being

prepared in the case of recruitment from sources other than that of newspaper

advertisement. Accordingly call letters for interview are prepared after discussion

with interview panel member on suitable date and time and dispatched to the short

listed candidates. Application blank is sent along-with the cell letter to ensure

completeness of information obtained. Also, a level of uniformity is maintained

regarding the amount of information available on each applicant and this assists in

comprehensive assessment by the interview panel. An interview schedule giving

name of candidate, position applied for and interview date and time is forwarded to

the reception and the interview panel member on the day of interview the same list

is forwarded to the security.

7. THE INTERVIEW PANEL: The interview panel comprises of the head of the concerned department, another

member of the same department and a senior level manager from the HR

department additionally. Every member of the interview panel has to fill in the

interview rating from them are:-

Head of the section, then factory manager (GM), final the head of director (H.O.D).

8. THE INTERVIEW PROCESS AND APPOINTMENT: Subsequent to the interview, the members of the interview panel prepare a

shortlist of candidates, long with rating order. The HR department will forward the

names of short listed candidates to the Director HR for his perusal, discussion and

consultation with the interview panel member to select suitable candidates.

Techno-Master is sheet metal manufacturing company so; its selection process is

quite different from the other manufacturing companies. Selection process is based

on technical knowledge of the candidate.

Main things taken into consideration while selecting the candidate are:-

Basic qualification.

Technical qualification.

Job experience.

Specialized working area.

There normally selection is done in two levels.

Middle and top level selection.

Lower level selection.

Lower level selection:-

For selecting lower level employees such as cad operators, labors, production

seniors etc. the preliminary test is conducted. The candidates who scores higher

marks are called for interview.

In interview many things are asked and decided such as:-

Candidate’s recruitment on temporary basis or contract basis.

Candidate’s to be paid on hourly basis or monthly basis.

Candidate to be sent to abroad for projects.

Candidate’s readiness to work on shifts.

After confirmation of all these things final decision regarding giving appointment

letter is taken and at last letter of appointment is given.

Top level selection:-

While selecting middle or top level employee’s job experience is main element and

interview is given most importance. As top level employee is going to manage

people in the organization his personal skills are also given importance with his

technical knowledge. While selecting top level employees many things are taken into

consideration such as:-

Abilities to understand the people,

Abilities to handle the people,

Abilities to take right decisions,

Abilities to give training to the lower level employees, etc.

Generally top level employees are selected on long period contract basis.

CONCLUSION

Recruitment and selection are getting very much importance these days in the

organization. It is very critical thing to evaluate the human resources.

It is a systematic procedure that involves many activities. The process includes the

step like HR planning attracting applicant and screening them. It is very important

activity as it provides right people in right place at right time. It is not an easy task as

organization’s future is depends on this activity. If suitable employees are selected

which are beneficial to the organization it is at safe side but if decision goes wrong it

can be dangerous to the organization. So it is an activity for which HR department

gets very much importance.

Recruitment and selection procedure and its policies changed as per the

organization.

Its importance also gets changed as the organization changed.

JOB REQUISITION TEMPLATE

Designation:

Number of positions: Location:

Grade/ Cadre: (Highlight the suitable option)

Department:

Reporting to:

Subordinate/s (If any): Who are reporting to the job incumbent?

Reason for requisition: (Highlight the suitable option)

Job Description: (Write a brief summary of the job.)

Skills required for the job: Leadership/ Team orientation/ team building/ presentation/ analysis and problem solving, creative thinking, communication

Qualification:

Previous Experience: (Describe nature of experience)

Salary Range:

Suggested source of candidates:

Any Other Remark:

Position Requisitioned by:

Position Approved by:

INTERVIEW RESPONSE FORM

(To be filled for all Managerial and other key positions by the interviewer)

Kindly spare a couple of minutes to fill the information asked below. This would help us in improving the speed as well as the quality of hiring. 1) What is the status of the candidate a) Shortlisted for the next round.

b) Final selection. c) Waitlisted. d) Rejected.

2) Please list the main reasons why the candidate is shortlisted/waitlisted/rejected

1)

2)

3) 3) - Current Salary (monthly Take home): - Expectations: 4) Any other comments: Name of the Interviewer: Date: Signature: Thank You, HR Department