Selection and Recruitment

Huzaifah Shafiq(G.L), Rana Kaleem Ullah, Shafi Ur Rehman and Aqeel Mukhtar

DEDICATION

WE DEDICATE THIS REPORT TO OUR BELOVED PARENTS AND KIND TEACHERS.

GROUP MEMBERS:

HUZAIFAH SHAFIQUE (G.L)

AQEEL MUKHTAR

RANA KALEEM ULLAH

SHAFI UR REHMAN

ACKNOWLEDGMENT

WE ARE GREAT FULL TO MANY PEOPLE, ESPECIALLY OUR TEACHER SIR HASSAN DANIAL AND OUR COLLEAGUES WHO HAVE SHARED THEIR INSIGHTS AND EXPERIENCE WITH US. JUST WITH ANY ENDEAVOR, THIS LITERATURE IS THE RESULT OF GREAT EFFORT. WE COULD NOT HAVE PRODUCED IT WITHOUT THE PATIENCE, AND ACTIVE ASSISTANCE OF OUR GROUP FELLOWS.

SIR HASSAN DANIAL IS RESPECTABLE PERSON WHO INSPIRED US TO WRITE AND ANALYZE THIS LITERATURE. PARTICULARLY WE WANT TO ACKNOWLEDGE HIS INSPIRATION. THIS IS THE MATTER OF GREAT SATISFACTION FOR US THAT WITHOUT THE ACTIVE SUPPORT OF OUR TEACHER AND GROUP FELLOWS WE COULD NOT HAVE SUCCEEDED IN MATERIALIZING THIS LITERATURE.

TABLE OF CONTENTS

Recruitment and Selection:-

1 Recruitment.

1.1 Job Analysis, HR Planning and Recruitment ………………………… 8

1.2 Nature of recruitment………………………………………………… 9

1.2.1 Purpose and Importance……………………………… 9

1.3 Factors Governing Recruitment………………………….. 10

1.3.1 External Factors…………………………….………… 10

1.3.2 Internal Factors….…………………………………… 11 1.4 Recruiting Process................................................................................ 11

1.4.1 Recruitment Planning............................................ 12

1.4.2 Technological Sophistication…………………..……… 12

1.5 Internal Recruiting............................................................................ 12

1.5.1 Internal sources/Internal recruitment channels……...…… 13

1.5.2 Job posting and bidding…………………………….............. 13

1.5.3 Departing employees................................................. ……. 14

1.5.4 Present Employees……………………………………… 14

1.5.5 Employee Referral………………………………… …. 15

1.6 External Recruitment……………………………… … 15

1.6.1 External recruiting Channel……………………………. 15

1.6.2 Walk-ins and write-ins………………………………… 16

1.6.3 Professional or Trade Association………….. 16

1.6.4 Advertisements…………………………………… 16

1.6.5 Employment Exchange…………………………… 17

1.6.6 Employment Agencies ………………………… 17

1.6.7 Temporary help and employee leasing………… 17

Companies

1.6.8 State Employment Security Agencies…………… 18

1.6.9 Employee referrals and unsolicited ……………… 19

Application

1.6.10 Campus Recruitment…………………………….. 20

1.6.11 E-Recruiting ……………………………………… 20

1.7 Job Application Blanks…………………………………………………… 21

1.7.1 Searching………………………………………… 21

1.7.2 Screening………………………………………… 21

1.8 Strategic recruitment……………………………………………………….. 21

1.9 Generation X ………………………………………………………… 22

1.9.1 Recruiting and getting best out of ……………. . 23

Generation X

1.10 Evaluation and Control ………………………………………………… 24

1.11 Effectiveness of recruitment methods ……………………………………….. 24

1.11.1 Realistic job preview ……………………………….. 24

1.11.2 Organization Inducement in Recruitment…… 25

1.11.3 Strategic and Human resource plans …………… 25

1.11.4 EEO legislation and affirmative action’s …… 26

Plans

1.11.5 Recruiter Habits……………………………….. 26

1.11.6 Job Requirements ………………………………… 26

Cost

1.12 Compensation Policies………………………………………………………… 28

1.12.1 Employment Status Policies……………………………. 29

1.12.2 Compensation Policies…………………………………. 29

1.12.3 International hiring policies 29

2 MOTIVATION AND RETENSION……………………………………………….. 292.1 Loyalty……………………………………………………………… 302.2 Why do people stay?..................................................................... …. 302.3 Why do people leave?.................................................................... …. 31

2.4 Towards a Strategic Approach to Retention…………………… …. 322.5 Helping Managers to Make the Difference………………………… 32

3 Selection……………………………………………………………………………. 333.1 NATURE OF SELECTION……………….................................... 33

3.1.1 Inputs and Challenges to Selection …………………… ….. 33

3.1.2 Selection as a source of competitive

advantage……………………………………………………………... 34

3.2 ORGANIZATION FOR SELECTION………………….…………… 34

3.3 SELECTION PROCESS……………………………………….......... 34

3.3.1 Environment factors effecting selection….…………. 35

3.4 Employment Application Form…………………………….……… 35

3.4.1 EEOC Requirement…………………………………… 35

3.4.2 Processing……………………………………………… 35

3.4.3 Accuracy of information…………………………… ….. 35

3.4.4 Applicant flow record……………………………… ….. 36

3.5 SELECTION TESTS/ Employment Test…………….……………… 36

3.5.1 Formal testing…………………………………………… 37

3.5.2 Aptitude test ………………………………………… 37

3.5.3 Psychomotor test……………………….………….. 37

3.5.4 Proficiency test………………………………………… 37

3.5.5 Personality Test……………………………………… 37

3.5.6 Polygraph test……………………………………… 38

3.5.7 Graphology ………………………………………… 38

3.5.8 Drug and Aids Test…………………………… 38

3.6 Follow Up Interviews ….…………………………………………… 38

3.6.1 Structured interview…………………………………… 38

3.6.2 Unstructured Interviews……………………………… 38

3.6.3 Stress Interview……………………………………….. 38

3.6.4 Panel Interview…………………………………….… 39

3.6.5 Group Interview………………………………………. 39

3.6.6 Mixed interviews………………………………… 39

3.6.7 Behavioral interviews………………………….. 40

3.7 Problems in Conducting Interviews……………………….… 40

3.8 Conducting Effective Interview……………………………… 40

3.9 Reference checking…………………………………….……. 40

3.10 Medical evaluation………………………………………..… 41

3.11 Physical examination………………………………………… 41

3.12 Making the final selection decision………………………….. 41

References………………………………………………………………………………… 42

1. Recruitment:

Recruitment is a process of attracting a number of people toward a specific job in which specific

qualified employees are selected. Human resource management department manage recruitment

policies in large organizations. Today organization focuses on efficiency and effectiveness in its

tasks (Leap & D.Crino, 1990).

Each organization has a top priority to recruit a right person on job. Human resource planning is

used to process and recruit people to fill a job. Through HR planning organization forecast its

needs and supply of qualified people in present and future and then organization fill its vacancies

successfully (Byars & Rua, 2006).

1.1 Job Analysis, HR Planning and Recruitment:

Job analysis HR planning

Job description

Recruitment

Selection

(Adapted from Byars & Rua, 2006)

In figure relationship is shown between recruitment, HR planning, job analysis and the selection

process. Human resource planning describe about a number of jobs which are being to be filled

by organization. Recruitment attracts people toward a specific job. But question is that what will

be qualification, experience and degree which we need for a job? We can get answer of our

question through job analysisInvalid source specified..

Personal requisition form is used to define why organization hire new person. What are the

reasons of recruitment in the organization? It also describe about job description and

specification. Organizations hire new person on job from inside the organization and sometimes

outside the organization. Both sources have some advantages and disadvantages we discuss it in

detail further (Byars & Rua, 2006).

1.2 Nature of recruitment:

It is the process of getting the job applicant from which the people with right qualification and

skills are selected. Theoretically recruitment process ends when application are received,

practically screening of applications is also done is recruiting, in order to remove those who are

not qualified for job. Actually the whole process of recruiting is described in the term recruiting

(Aswathappa, 2009).

However the student of HRM should be aware of the fact that the process of recruitment is

different from selection process.

1.2.1 Purpose and Importance:

Generally its purpose is to make available the group of qualified applicants for the job. Its

purposes are:

1. Finding out the present and future needs of the firms by job analysis and planning

activities.

2. Getting the huge group of candidates for the job at smallest cost.

3. Increasing the rate of success of selection process by screening the qualified candidates.

4. Reducing the chances that a person once recruited and selected will leave the firm.

To increase the effectiveness of individual and firm in short term and long term.

5. To evaluate the different techniques of recruiting and sources for all kind of job

applications.

Recruitment is the first interaction between the candidate and the company allowing the potential

employees to decide whether to work to for the organization or not. Recruitment process should

be well-planned and organized so that the qualified people could know about the employment

opportunities (Stoops, 1982). It should create a positive image of the organization also providing

all the information about the job, so that the candidate could evaluate his qualification, skill and

interests in accordance to the job opportunity and then applying with full enthusiasm.

(Aswathappa, 2009)

Recruiting process helps the organization in at least 4 ways:

1. Highly qualified candidates are attracted.

2. It ensures that the selected candidate will work in organization for long time.

3. Ensures that cost and benefits taken don’t have much difference.

4. Enables the organization to have diverse work-force.

Poor recruitment process does have negative effects on the firm. Cost is incurred but failing to

get the qualified candidates furthermore making the selection process more complicated.

(Aswathappa, 2009).

1.3 Factors Governing Recruitment:

i. External Factors.

ii. Internal Factors.

1.3.1 External Factors:

In the labor market the supply and demand of a specific skill is very important, if the demand is

very high than the supply that special recruiting efforts would be required.

When the unemployment in a specific area is higher than simpler recruitment techniques could

be used but when the rate of unemployment is low than then special techniques for recruiting

would be required and new recruiting sources are also needed to be explored than (R. Wayne

Mandy, 1981).

For recruitment and selection there are acts which are to be followed. Discrimination in any way

is not allowed is employment process.

For job seekers image of the firm matters a lot. Firm’s image plays a vital role in attracting and

making a pool of qualified candidates because mostly money is not important for many people.

1.3.2 Internal Factors:

While recruiting there are some internal factors which are to be considered. Recruiting policy is

one of the internal recruiting factors. Many firms has the policy of recruiting internally (from

own employees). It is very beneficial because the own employees are familiar about the culture

of the organization, its goals and objectives. (Aswathappa, 2009)

Having part time and temporary employees is another policy but it is less beneficial is attracting

sufficient candidates.

Recruiting the local citizen is also the policy of many multinational organizations. It is helpful

because the local citizen can understand the language and behavior of customers in a better way.

Size of the organization is also one of the internal factors that influence the recruitment process.

For a large firm recruitment process would be much easier than a firm with small number of

employees.

1.4 Recruiting Process:

Nowadays employees could not easily pick candidates that often because many candidates with

excellent skills compete with each other.

Today candidates prefer high reputation and image of industries. For example, competition is

very intense in IT sector because they are appealing towards lot of candidates.

Organization should be flexible for excellent candidates because it creates goodwill amongst

them and the unsuccessful candidates can still favor organization in different areas if they are

treated with respect. Search agencies are used for senior and key positions because their tactics

make sure of the usefulness of candidate in future (Holbeche, 2001).

Recruitment is an expensive process and ineffective recruitment is the main reason behind it. It

consists of many interlinked processes.

1.4.1 Recruitment Planning:

It is the first stage which involves forecasting the possible vacancies, getting the information

about the job and estimating the number and type of application which are to be contacted.

Organization usually plans to attract more applicants than they actually want to hire. It is so

because many of the applicants will not be interested and some would not be qualified enough

for the job. So it is vital to have calculated the number of applicants requires for filling the

vacancies before recruitment. (Aswathappa, 2009)

Secondly type of people means, what are the qualifications and skills that we are wants in the

applicants. These are the information which is mate available through job specification and job

description.

1.4.2 Technological Sophistication:

The second decision which is to be made is which recruitment source is to be opted for

recruiting. Now a day computer has made it possible to recruit on a large level and also to know

about the applicants qualifications nationally and internationally

Advancement is technology has also made possible for job seeker to have an access to many

opportunities. It had also helped the applicants to present themselves in a better way in front or

employer like, by sending videotapes to many companies (Aswathappa, 2009).

1.5 Internal Recruiting:

Term refers to those recruited among the own employees. Internal recruiting sources are referral

by an existing employee or by the retired employees. This process is adopted to reduce cost of

recruitment and is also beneficial is many ways.

1.5.1 Internal sources/Internal recruitment channels:

In internal source organizations recruit people on job from inside the organization. It is the best

source and has lot of advantages, First the organization will be well be known about the stronger

and weak points of its employees and organization will select a right person on job. Organization

can use skill inventory at the beginning of the internal recruitment (Byars & Rua, 2006).

Employee’s performance record is available and organizations can get performance record from

current and previous manager/supervisor through interview. Most reliable and accurate data can

receive from the current employees. This can reduce the chances of wrong decision (Leap &

D.Crino, 1990).

It is not only necessary for organization to know about employees, employees also have much

information about the organization. It might be the possibility that employees have lot of

expectation with the organization and he may dissatisfy when the recruitment is done (Thomas &

Vaught, 2001).

Employees motivated when they promote on higher rank or they have job security. Employees

perform well when they know about that they would be rewarded on best performance. On the

other hand outsider perfume first time in the organization it can produce opposite effect. Internal

recruitment also has some disadvantages, first when you promote the employees on higher rank

then promotion race can start within the organization. It can affect the performance of those

employees who are not promoted. Second inside recruitment can stop innovation in the

organization (Byars & Rua, 2006).

There are two issues in the promotion within organization. First the organization needs that

person who can efficiently manage the progress of the organization. Second the promotion based

on seniority biases employee unions and other stake holders prefer this type of promotion on

unionize jobs (Leap & D.Crino, 1990).

1.5.2 Job posting and bidding:

It is an internal recruitment method in which notice of available job are displayed on the central location

of the organization. Organization provides information about the job by displaying notices and employees

have limited time period to apply on these jobs. Normally notices displayed with these

information qualification, title of the job and salary range. Procedure is same for all employees.

They sent application to the HR department then interview is conducted by the management and

decision is made on their qualification, experience and on other factors (Byars & Rua, 2006).

The main objective is to give confidence to employees to try for the promotions and transfers in

this way HR department can easily fill internal post of the organization and meet workers

personal vision. Lower level positions such as technical, clerical and supervisory are the most

common for job posting (K Devis; B Werther, 1996).

There are some suggestions for job posting and bidding. For job posting eligibility rules should

be developed and well communicates for example there is a rule those employees can apply on

job who work in the organization for more than six months. Selection rules should also display

with notices. Unsuccessful employees who are not acceptable, human resource department

highlight these on bidders. In unionize organization this method is spelled out because they

concern with the seniority to fill the available job (Leap & D.Crino, 1990).

1.5.3 Departing employees:

We often not look at another source of recruiting which is departing employees. Departing

employees mean that workers who are leaving the organization. Departing employees is also a

channel of internal recruiting. Most of the employees leave their organization just because they

cannot do much work or they cannot able to give much time to their families due to lot of work

in the organization. Some employees stay in the organization because they have arranged the

time and responsibilities (K Devis; B Werther, 1996).

1.5.4 Present Employees:

Those candidates, who are already employed by the company, are transferred, promoted or given

extra advantages. This builds good relation (David A. DeCenzo, 1989).shows the sign of faith

and encouragement for the employees. Job repositioning and promotions allows a firm to

reorganize the company and to use the skills even better to the position for which they are

appropriate and to create a vacancy that can be filled with the new and more skillful personal.

1.5.5 Employee Referral:

This mode of employment has a big picture beside it small and undeniable advantage. Allowing

current employees to refer the people either from their friends or somewhere else, getting more

skillful recruit. This process this process reduce the cost of long and expensive process of new

recruitment. However it also has few disadvantages like grouping and increase in demands which

can effectively be handled if processed correctly. This referral can be made by the present

employees or formal employees who know the skill and qualifications required for the job in a

much better way (Aswathappa, 2009).

1.6 External Recruitment:

It is done through outnumbered sources like using electronic and other media through

professional and consultants (Aswathappa, 2009). Organizations have large of external sources

for recruiting the persons. Those organization which are growing quickly and need a skilled,

qualified human power at large scale. These organizations search qualified person from outside

the organization for recruitment (Leap & D.Crino, 1990).

Advantages of external recruitment are that outsider is much talented as compare to inside.

When you recruit persons outside the organization they bring new ideas in the organization. It is

inexpensive and easy method to hire skill workers on job rather to train inside employees.

Disadvantages of external recruitment are that it is more difficult to attract and select a required

person. Employees face problems of adjustment in organization, it can affect their job

performance. Moral problems can appear among the employees who realize themselves a more

qualified person from the selected ones. There are some methods of external recruitment (Byars

& Rua, 2006).

1.6.1External recruiting Channel:

In the organization when jobs are not filled by internal recruiting process then they start another

way which is called external recruiting in this they search outside the organization for new

candidates or new applicants.

1.6.2 Walk-ins and write-ins:

Walk-ins are the applicants who come into the Human Resource department of organization for

the search of jobs (K Devis; B Werther, 1996).

Write-ins are those applicants who send their CVs or written inquiry to department of the

organization. Normally they asked to determine their abilities and experience of past in an

application blank. HR department kept the usable applications until the right vacancy occurs for

that application or application of that candidate become excessively older to consider valid.

Usually after six months, applications become valid for the organization (K Devis; B Werther,

1996).

1.6.3 Professional or Trade Associations:

Those organizations provide replacements or fill in the gaps by providing list compiled through

advertising and gives instant access to the job seekers, who have the right and adequate

qualifications.

1.6.4 Advertisements:

This technique is very effective and used widely. Many organizations over the era have adopted

this type of recruitment technique because of its efficacy and broad exposure to the people

through the electronic and paper media.

The most common method used for recruitment is job advertising. Job ads are placed on news

papers, magazines and publication. Another media for advertising is used TV, radio and

billboards. HR managers ensure that ads include all the information and requirement of the job.

It is true that employee response rate is high in that organization which have good image (Byars

& Rua, 2006).

By this advertising channel, they can easily attract thousands of applicants for one job. Blind ads

are the ads in which the organization who advertising does not mention its name they just

advertise the posts which are vacant in their organization (K Devis; B Werther, 1996).

1.6.5 Employment Exchange:

Employment Exchange Act of 1959 provides a link between the employee and the employer as it

states that vacancies should be notified before they are filled.

1.6.6 Employment Agencies:

Employment agencies help the people for searching jobs. Both public and private agencies have

same function. In U.S there are more than 10,000 agencies working in different cities. Social

security act is passed in US which state that only those unemployed person can receive

compensation that are registered with agencies. These public agencies in US provide free

services to unemployed persons and business organizations (Byars & Rua, 2006).

Private employment agencies have two types. First type of employment agencies recruit high

level posts such as executives, directors etc. In second type agencies recruit low level posts. In

second type customers are normally jobless and they are looking for new job. Individual person

or organization paid fee to the private agencies for its services. Private agencies advertise a job if

employing organization paid a fee (Thomas & Vaught, 2001).

1.6.7 Temporary help and employee leasing companies:

Temporary help is an area of recruitment in which people are hired through employment

agencies. In this agencies are responsible for their pay and benefits of the temporary help.

Different organization gives payment to the agencies just for the services of temporary help.

Economic conditions are free from the use of temporary help. Temporary employees are

available as staff when organization expanded its departments and it is easy for organization to

layoff and recall the temporary employees. Customer companies get their staff on permanent

basis from employee leasing companies. Leasing companies issues paychecks for workers and

they provide many other benefits like care the employee personal problems, ensure workplace

security and other job related benefits. Leasing companies normally provide skilled worker for

long term projects, skilled workers could be engineers or IT specialists (Byars & Rua, 2006).

1.6.8 State Employment Security Agencies

These state employment agencies are control by the by every state government. These agencies also called unemployment office or the employment service. These agencies focus on providing jobs or helping unemployed persons to find jobs for them. Many y8ears these agencies are not working well in their departments just because of they do not have skilled and qualified workers in their HR department as a result it is suffering with poor image (K Devis; B Werther, 1996).

However, governments have to work in HR sector to improve their image among people of their stats (K Devis; B Werther, 1996).

Private placement agencies:

Comprehensive services are providing by the Private Employment Agencies as compared to the other. These agencies exist in urban areas of the state this type of agencies helps the organizations to find skill full candidates or applicants for them. The organizations or unemployed person had to pay fees for their services (K Devis; B Werther, 1996).

Professional search firms:

As compared to the Private placement agencies, these Professional search firms are much more specialized. These search firms provides specific type of employee to the organization, which they ask. Search firms have different and effective approach as compared to the Private placement agencies. Placement agencies attract their candidates by advertisement, but search firms attract their applicants in different and effective manner (K Devis; B Werther, 1996).

Educational institutions:

School, universities colleges another perfect channel of external recruiting. In this HR departments can hire the foreign national. Through their placements services they can provide skilled and experienced workers (K Devis; B Werther, 1996).

Labor Organizations:

Many skilled persons such as plumber electricians, carpenters, labors in construction etc they

join together as job referrals. So these organization also helps HR sector in recruiting (K Devis;

B Werther, 1996).

Military Operations:

In military bases there are many skilled workers such as pilots, welders; persons who are able to

operate heavy equipment are found by the help of this channel (K Devis; B Werther, 1996).

Government-funded and Training Programs:

Many employees do not have many skills to performed complete and significant job for the

organization. This all happened because of downsizing, lack of education and economic failure

that is due to the national and international competition. To reduce the rate of unemployment

among these unemployed persons and gives better and skilled candidates to the organization

Government-funded and training programs are make for different training programs (K Devis; B

Werther, 1996).

Temporary Help Agencies:

Recruits were not provided by Temporary help agencies. Their source is the temporary workers.

These temporary workers just work for the organization for short term period. These agencies are

the better substitute as compared to recruiting because they provide new worker for temporary

basis. This channel provides services when there are vacations or peak seasons (K Devis; B

Werther, 1996).

Leased employees, open house and most important international recruiting are also the effective

channels of external recruiting which helps the human recourse department for attracting the

candidates or applicant for the vacant posts of the organizations (K Devis; B Werther, 1996)

1.6.9 Employee referrals and unsolicited application:

Candidates who are searching for jobs employees refer them to the HR sector. There are many

advantages of employee referrals. Employees who do’ not have enough skills may know others

who have the same skills. Recruits who are new in the organization knows something about the

organization from the employee referrals, in this way referred candidates are attracted more

strongly as compared to the other candidates. Third advantage of the employee referrals is that

friends who are referred by the employees have same abilities and attitude. Even if they have

different work values they always work hard for the organization (K Devis; B Werther, 1996).

Most of the organizations involve in recruitment process of its employees. It could be structured

and unstructured. Those people who are hired subsequently organization give bonuses and

benefits. Another source of recruitment is unsolicited applications. Organization image is

important in it because large number of people apply in good image companies (Byars & Rua,

2006).

1.6.10 Campus Recruitment:

Campus recruitment is done in universities and colleges campuses. Organization conduct initial

interview by sending recruiter in colleges and universities campuses. If campus recruitment is

done through HR department then it is necessary for recruiter to know about the organization and

about concern job, which can help them to use effective interviewing skills. Students part time

work in companies and also go to school. They study in school and work in companies at

different time of the year through cooperative work programmed (Byars & Rua, 2006).

It is the process although expensive but allows the companies to reach the universities and sort

out the students with skills and new ideas and having extraordinary achievements in their collage

carrier in order to fill out the vacancies which would be created in the organization in coming

times (Aswathappa, 2009).

Contractors:

People who are not associated with the company but are hired to do work for a particular task or

amount of time. It reduces the expense and time to maintain permanent workers list.

1.6.11 E-Recruiting:

The growing technology like internet is changing the recruitment process in many ways.

Organizations like Korn/Ferry are providing website based recruitment through different

questionnaires and candidates can place their CV and get information about the organization via

internet. Both parties are opening up to provide best fit. Organizations, which recognize it, have

good chances for better suitable candidates (Holbeche, 2001).

Recruiting through the internet is becoming the most effective and inexpensive method. This also

gives a broad exposure to the people to apply and effective method to screen the people and this

method takes the job across the horizon.

1.7 Job Application Blanks:

HR sector collects the information about the applicants with the help job application blanks. In

this candidate has give basic and some personnel information about him or herself, information

about his education this is because whether his education is good enough for this post,

information about his skills and ability. There are some questions about his work history,

military background and about his past experience hobbies etc. In some application blanks there

is question about references whether he or she has a reference of any for this post. In the end

there is the option of signature in every application blank where applicant or candidate has to

singe and other authorizations has to singe on that blank (K Devis; B Werther, 1996).

1.7.1 Searching:

Recruiting only takes place when line manager verified that there would be a vacancy in coming

future or there is a vacancy needed to be filled. Media which is selected for recruiting is of very

importance a good recruiting media could result in a pool of qualified applicants. So selection of

media for recruiting is very much important (Aswathappa, 2009).

1.7.2 Screening:

It is the process by which under qualified applicants are removed at the early stage. Selection

process starts after the short listing of applicants. Screening is to be done very carefully ensuring

that the potentially good employees are not lost.

1.8 Strategic recruitment:

Recruitment lies within HR cycle of strategies developing current staff is also an important

strategy. Recruitment should bring some skillful workers in the organization instead of filling

gaps. External Recruitment should not eliminate the confidence of internal candidates and it

should have the balance on both internal and external factors (Holbeche, 2001).

Recruitment strategy should have clear purpose instead just replacement. Thresher UK drinks

retailer used different recruitment strategies to successfully change the attitudes and behavior of

staff. They knowingly did external recruitment to bring a different perspective in work force.

They gave different offerings to new comers as a result newcomers change he organization

positively. The main elements of recruitment strategies are following

Understand where the organization is going in the future and what things are needed to

bring a positive change in it.

What is needed to help and support the business strategies of current staff?

What is the total amount of people we have and what are their skills, experiences and

response towards a change.

What are the expectations of current staff in their future development and are these

expectations within limits.

Prediction of both long term and short term future and which kind of skills will be needed

in future

Identify the situations that who should be retained? Who will be leaving the organization

in the future? Who has not the right skills for the job?

External and internal plans about organizations should be fine tuned.

There should be proper infrastructure with well organized hierarchy which should control

the different factors within organization by proper strategic plan (Holbeche, 2001).

1.9 Generation X:

There were not many 18 years old entering the workplaces in 1980, 90s.Today there is no

shortage of youngsters doing job but they are not rewarded as they expect. (Holbeche, 2001).

Generation x means people under the age o thirty. Researchers conducted in UK show that these

young people are motivated by their destinies (Cannon, 1998 cited in Holbeche, 2001).

In UK dramatically 340000 new students have entered in universities for higher education which

are more than double entered in 1996.As the time is moving on from nineteenth century to

twentieth, more people are going towards higher education in UK which brings it closer to

Germany where higher education is indeed a necessary to get a good job (Holbeche, 2001).

In Germany most of the jobs are offered to higher educated people from universities to make a

good use of it but in UK many jobs offered to graduates are mostly the same that were once

offered to school leavers. Employees are recruiting the graduates but imaginary expectations

towards job can leave youngsters disappointed. Researches show that Generation X is facing

unique problems nowadays but these experiences are also shaping up their skills very well

(Holbeche, 2001).

World has become global village and these young people are also making full use of technology

because of the enhancements in it. People from this age group make excessive use of technology

like internet for different uses (Holbeche, 2001).

Generation X has lack of trust in organizations because of unsecure employment and they often

avoid any long term commitments. They expect honesty from their employers for their secure

future but anything short and less attractive will often result in their leaving of organization when

they are most valuable for it (Holbeche, 2001).

Generation X wants to enjoy their work and their personal life. They show good progress in their

area of interest like consumer products and services. Young people want to make money and

they want to control and dominate different factors of their life (Holbeche, 2001).

1.9.1 Recruiting and getting best out of Generation X:

Many young people postpone entering job market and they target beast organizations for their

job. Different plans should be invented to help graduates. Youngsters want to look good in front

of their competitors so they avoid organizations which limit their skills (Holbeche, 2001).

Organizations can shape the skills of youngsters by reexamining their work and giving them

flexibility in different areas. Youngsters want to participate and their ideas should be given

importance in the organization because it is the key to their confidence that will produce

goodwill in them for their particular organizations. Managers should adopt different methods to

encourage youngsters because they are the future if the organization (Holbeche, 2001).

Some organizations assign experienced mentors for youngsters and they both participate in a

project given by company in order to give them knowledge about different tasks. This expertise

is used by organization to good effect in future. All these positive steps can make young people

promising for organization in coming future (Holbeche, 2001).

1.10 Evaluation and Control:

It is necessary to evaluate recruitment process as significant amount has been incurred on

recruiting procedure. These costs normally are incurred on the salaries of the recruiters,

recruitment methods like advertisement, administration of recruitment process and recruiting the

suitable candidate for the process of selection (Ian BeanDwell, 1996)

Recruitment process is evaluated on the following basis.

i. The number of applicants recruited for the selection process.

ii. Achievement of selected candidates.

iii. Cost incurred on the recruitment process.

iv. Feed back on the recruitment like comments on advertisements.

Recruitment methods are evaluated of the following basis.

i. Difference between the people who have inquired and who those finally sent complete

application form.

ii. No of candidate’s shortlisted ad the initial level of selection or recruitment.

iii. Number of recruited candidates.

iv. After half year, the number of selected candidates still works for the organization.

1.11 Effectiveness of recruitment methods:

Organizations design recruitment programs to attract a pool qualified people toward specific job.

Question arises for HR department is that which method of recruitment can supply best talented

persons. Through different studies it is found that employee’s referrals are the best source.

Employee turnover is lower when employees are hired through employee referrals method

(Byars & Rua, 2006).

1.11.1 Realistic job preview:

Companies use realistic job preview for increasing the effectiveness of recruitment method. In

realistic job preview companies provide all positive and negative information of job to job

applicant. But traditionally organization tries to show a good image of organization and job

because organization tries to select a good employee. Sometime new employees have big

expectation with organization. If you do not show a real job image then it can generate

dissatisfaction of employer and high turnover rate in the organization. RJP makes an applicant to

self select out of job, if job is not meet with his expectation. In realistic job preview only those

employees accept job whose expectation match with job and organization (Byars & Rua, 2006).

It provides favorable and unfavorable about the job to the applicant. It also reduces turnover (K

Devis; B Werther, 1996).

1.11.2 Organization Inducement in Recruitment:

Recruitment is used to attract people toward a specific job. Organization inducement means all

positive benefits and feature of the job which is offered by an organization. Three main

inducements are employee compensation, promotion opportunities and image of the organization

(Byars & Rua, 2006).

Salaries, pay increment ratio and entire culture of the organization can attract a number of

people. When organization offers promotion opportunities in the employee job then it attracts

number of people. Finally organization image also influence for attracting applicant towards a

job. Organization image is affected from service and product quality and top management

behavior with lower management (Thomas & Vaught, 2001).

1.11.3 Strategic and Human resource plans:

These tactical plans tell the way or give the suggestions that which type of work or an employee

is required for organization. These types of plans tell the organization that jobs which are

needed should be packed by inside the organization or searching outside of the organization.

Attracting inside the organization is very easy and not expensive it also time saving for the

organization as compared to outside the organization but the collection is very much restricted.

When the organization attracts the candidates outside of the organization then it prove to be

very much effective. These HR tactics helps the recruiters of the organization in selection of

organization’s needs (K Devis; B Werther, 1996).

1.11.4 EEO legislation and affirmative action’s plans:

This equal employment opportunity extract the unfairness in all stages of the employment it

also include recruiting. In US the fifth Circuit Court of Appeals ruse that recruitment only in

exacting educational institutions of confined course. Recruitment introducing in all educational

institutions is not bad but some policies of recruitment could be change. As a result worker may

feel responsible of favoritism because of it policies have a different collision on confined course.

So that recruitment is used to accomplish the predetermine goals of the positive policy (K

Devis; B Werther, 1996).

1.11.5 Recruiter Habits:

Recruiter’s successes in the present or past is due to some routine work. The main advantage of

routines is that we can easily make decisions in less time and give up the similar answers. But

there is also some disadvantages that we can do similar mistakes which we were doing in the

past. Recruiters are always self -forced in form of their routines because 40% of recruiter not

takes training from their organizations in which they were working in the past (K Devis; B

Werther, 1996).

1.11.6 Job Requirements:

What are the requirements of the job? Now a day there is the study by the Committee of

Economic Development that literacy at high level is very much important as compared to the

vocational skills and abilities. Disable workers presents a huge and often unused team of skilled

abilities. HR sector is very interested in applying Americans disabilities act on themselves they

are also working on the improvements in the abilities of the disable person. Few HR sectors

reflect on as follows: (K Devis; B Werther, 1996).

This sector is giving communication devices for the employees who hard to hear and

many of these devices in company journal and want ads of making friendly atmosphere

for the persons hard to hear (K Devis; B Werther, 1996).

For abnormal candidates they are making applications and testing material or devices (K

Devis; B Werther, 1996).

They giving accommodation to them so that they become highly useful for their

organization (K Devis; B Werther, 1996).

Making friendly and respectful environment to them so that they work more confidently

(K Devis; B Werther, 1996).

Recruiting equal opportunity level for the abnormal person and as well as mentioning

publicity for the disable (K Devis; B Werther, 1996).

Disable employees asking referrals from abnormal and normal candidates (K Devis; B

Werther, 1996).

When a candidate joins organization then more help should be provided to it in order to perform

satisfactorily in future and the candidates feels inclined. Recruitment is an expensive process and

ineffective recruitment is the main reason behind it (K Devis; B Werther, 1996).

To select the most practiced and superlative applicant for the betterment of the organization is

common restriction forced on the recruiter. At first this requirement is very logical because

manager wants most practiced and superlative applicant. Never the less this simple demand also

have many problems. Recruiter gets bored if high level of experience is not needed. Cost is also

a problem in the hiring of experienced candidate candidates who have more experience and

potential require more salaries and incentives as compare to the others. Some candidates often

have ten years of experience but they have 1 year of experience by doing same job ten times (K

Devis; B Werther, 1996).

Cost:

Cost is the evenly current problem while attracting the recruits.

Careful HR tactics can reduce the cost and expenses of the firm. So in this way best solution is

used positive HR practice to minimize workers income reduce the demand of recruiting. If we

focus on quality and quantities then we will increase the efficiency and affectivity of recruiting

without bearing to much costs and expenses (K Devis; B Werther, 1996).

Incentives

Inducements may be restricted, as occurs when other workers utilize them, or possibly will they

answer to other restriction faced by recruiter few of the examples are as follows (K Devis; B

Werther, 1996).

Fast food chain

The chain of fast foods have usually elevated incomes to encourage recruiters and retains longer

for workers who are working now a days, instructive support program brought by Burger king in

this employees are mount up to $2000 of guidance credits more than two years (K Devis; B

Werther, 1996).

American bankers insurance

These banks are attracting and retaining the employers by use on premises day care (K Devis; B

Werther, 1996).

1.12 Organizational Policies:

Organizational policies are made because they want to achieve recruiting objectives and benefits of public relationships sometimes these policies are the foundation of limitations some of the policies that effect the recruitment are as follows (K Devis; B Werther, 1996)

Compensation policies Employment status policies International hiring policies

1.12.1Employment Status Policies:

Different companies have different policies in this case the HR departments of the organizations

have 6the policy to hire the worker on temporary bases. Here they make a contract with their

worker that he she will work in this organization for 5years, month’s weeks etc. with this policy

organization can decrease their expenses. Only they give salary when the worker is working or

when he is on contract (K Devis; B Werther, 1996).

1.12.2 Compensation Policies:

These policies are the barriers which recruiter face. In the organizations Human resource

departments decides the amount of salaries of their employees according to their performance in

the organization (K Devis; B Werther, 1996).

1.12.3 International hiring policies:

These policies should be that overseas employees should work with the workers who are

already working in the organization or are nationalized. In this also location expense and other

expenses are reduced just because host-country foreign nationals. For example the people of

western countries are not like to go and work in Saudi Arabia because there is not suitable

environment for them and culture is very much different in this that there are some restrictions

on women. These restrictions often prevent women from doing jobs (K Devis; B Werther, 1996).

2 MOTIVATION AND RETENSION:

Many managers are facing this issue that how to motivate maintain and retain the important

employees in the organization. Human abilities can change with different circumstances and can

effect on employee in different ways (Holbeche, 2001).

2.1 Loyalty:

In past employees were loyal towards their particular job but now there attitudes are changing

and organizations are doing different things to ensure that there important and intellectual

employees stay in the organization. Organizational restricting have influenced negatively on the

employee loyalty (Holbeche, 2001).

Nowadays employees have to take responsibility of their own carriers and they no longer trust on

organizations to shape up there carrier. some people who have worked for a long time in any

organization still believe that their organizations will manage their carriers and they are

frustrated because of their non transferrable skills but people who have transferrable skills and

experience know their importance and role so they don’t trust their employees that easily. these

people are confident and they have their own style of doing work and performing different tasks

no matter what circumstances are for them (Holbeche, 2001).

Increasing power of worker has changed the employee-employer relationship and they are

making unique demands especially in it sector which tremendously relies on few high profile

individuals. Employees are not willing to take risks if they are not guaranteed promotion and

incentives for their performance (Holbeche, 2001).

Now organizations had learned from the important candidates leaving for other jobs that their

employees are their greatest asset. Employees with transferrable skills and experience are

confident that they will get employment so they ask for more from their organization. different

skills and abilities like innovation and customer orientated experience which employees want to

perform in their job are also helping those employees to get employment elsewhere (Holbeche,

2001).

2.2 Why do people stay?

In a management survey people expect to reward by money and recognition by line managers but

some majorities motivated by challenging job. In a recent CBI survey 83 participating UK

companies got figures that 84% employees job satisfaction raised by pay and 78% were

motivated by interesting work. Paying well will help organization recruiting but it will definitely

not help to retain people. This search is supported with force in Roofey Park research of ‘High

Flyers’ in which the main satisfaction for that group was their personal achievements and

milestones not money (Holbeche, 1999 cited in Holbeche, 2001).

Other things, which motivated employees, included variety, autonomy good interpersonal

relationships with in teams. Gaining power at strategic level is also a main source of satisfaction;

special rules and personnel significance are also important retention factors (Holbeche, 2001).

2.3 Why do people leave?

Retention problems can be result of poor management or other problems in organization. If

employees are not well managed they leave organization. In retention strategies the reason

behind people leaving is identified and important information is gathered to take steps

(Holbeche, 2001).

Exit interviews can be helpful for important data gathering. in some organizations researches are

conducted to know that why people are leaving and after gathering information HR and line

managers take important steps to delay people leaving the organization for a while (Holbeche,

2001).

In 1994 and 1996 Roofey Park carried out two surveys and after the second survey 27 percent of

previous group left the organization. Most of the people who left out were juniors and middle

line managemers. People who stayed were

People who are promoted to upper level of organizational hierarchy.

People who were growing job satisfaction, carrier development and other factors in the

job.

People who were doing same job they did not leave but they reached job satisfaction

The last group complained that management is not paying them well but the people who had job

growth had no complaints. However money was not the only factor for the people who left. It

could be their decision to leave (Holbeche, 2001).

Major sources of job satisfaction include the workload limiting personal life and the politics

going within the organization. Good leadership can change the scenario. Researches show that

long working hours affect badly on employees and organization should be flexible because

priorities of workers change by the time (Holbeche, 2001).

However the main factor behind workers leaving the organization is poor management, lack of

promotion and lack of appreciation so managers should be trained.HR professionals instead of

telling employees that they are responsible for their carriers should also concentrate on their

carrier management because people leave if they are not treated up to task. Carrier management

gives hope to employees and encourages them in peak and decline periods (Holbeche, 2001).

2.4 Towards a Strategic Approach to Retention:

HR defines retention responsibilities which are shared between line managers who are

responsible for recruitment and retention. Though retention is very important to prosperity of

business but it is not a strategic issue. Quick fix is used by line managers on the employees who

are leaving the organization while HR tests the pay system whether it is valid or not. Line

managers blame HR that they are bringing back empowerment idea which was there

responsibility. HR then reevaluates to type (Holbeche, 2001).

2.5 Helping Managers to Make the Difference:

Many surveys suggest that the managers play a very vital role on the employees who want to

stay or leave. Offering them incentives or increase in pay can attract employees for a little time

but mainly it’s the motivation and morale building by managers which influence employees to

stay in organization.HR surveys can tell us further about problems and the problem areas and

managers can change their attitude to solve the problem (Holbeche, 2001).

Every manager wants to achieve goals and bring some improvements but some manger can lack

in their skills to manage people properly. Managers should produce guideline to help employees

in different areas and performance appraisals can make a positive impact on employees and their

motivation. Manager should learn continuously and teamwork should be encouraged by manager

for high performance. Manager should set such targets which should be realistic and he should

eliminate the factors that cause frustration among employees. These steps can improve the

performance of employees and motivate them for better work (Holbeche, 2001).

3 Selection:

Selection is a process to choose a person from available candidates, who can perform their work

successfully on job. In selection of the applicants eight steps are used. Selection process starts

when recruiting ends, in many cases of selection manager or supervisor make final decision.

Through the use of valid procedure potential applicants are evaluated by HR department (K

Devis; B Werther, 1996).

In many HR departments the combination of recruitment and selection is called employment

function. The employment manager has the responsibility of employment function in large

organization, but in small organization these duties are performed by HR manager. When proper

selection is not done by the HR department or someone who is responsible for the selection of

the candidates then as a result objectives which were predetermine by the Organization will

difficult to achieve. For the success of organization better selection must be done. If we hire

better employees, organization can also be better (K Devis; B Werther, 1996).

3.1 NATURE OF SELECTION:

Selection is the process of picking the candidates, most appropriate for the job. Here there is a

difference between the process of recruitment and selection, selection enables to reduce the pool

of applicants where the process or recruitment increases the pool by gathering the people who

are willing to do the job or in their own manner of judgment (Aswathappa, 2009).

3.1.1Inputs and Challenges to Selection:

Job analyses, Human resource planning and recruitment are the input on which selection process

is heavily relies. At the same time Work force diversity, international challenges and others

which slows down the activities of HR department are the challenges of selection (K Devis; B

Werther, 1996).

3.1.2 SELECTION AS A SOURCE OF COMPETATIVE ADVANTAGE:

Selection in itself is very expensive method and the predictive outcome of the selection is never

always as one expected. Cost of hiring people to select the most appropriate candidates for the

job is high. Inspire of the high cost the biggest fear or disadvantage is that the candidate chosen

can be an asset or entirely an opposite entity which destroy the company not only economy but

also in the long run with other companies. This error in selection cannot be corrected but can be

managed to some extend but to ensure the minimum false negative rejections company should

compile a panel of most qualified and experienced people for the process of selection

(Aswathappa, 2009).

3.2 ORGANIZATION FOR SELECTION:

Not long ago the process of selection was only dependent on the particular department, or the

person in charge of the section which requires the new recruit. This was most unaffected method

until a central body is created named as HUMAN RESOURSES DEPARTMENT which always

have a pool of applicants for every department and screen them according to their abilities so that

the vacancy is filled with the person who is most appropriate for the job, this department also

gives direct access to the applicant to understand and apply to the right job for which he/she

thinks there knowledge is worth exploring. This reduces the cost for the company and the

decision is made mutually by the company and the new recruit or to attract the more qualified

ones with sweeten and attractive proposals (Aswathappa, 2009).

3.3 SELECTION PROCESS:

It’s a long process from advertising to selection and duration varies accordingly between the

departments and the vacancies. Selection process has series of steps which are using to select a

desire candidate. Screening devices are used to judge that applicant who produces unsatisfactory

results and they eliminated from consideration of job (Byars & Rua, 2006).When applicants pass

through the different steps of selection then the selection procedure is complete. The steps which

used commonly in selection are numerous (K Devis; B Werther, 1996)

3.3.1 ENVIRONMENTAL FACTORS EFFECTING SELECTION:

Selection is effected by internal as well as external environment of the market ,the rates, cost of

production ,difference between supply and demand are the major factors for the determination of

selection environment.

Employees are selected by organization and employers are selected by applicants. It begins

when they visit HRO (K Devis; B Werther, 1996).

3.4 Employment Application Form:

Completing application form is the first step of selection process in which applicant enters basic

job related information which is used in further selection procedure and it can be used to

eliminate unqualified candidates. For example if we need a word processor specialist then we do

not further process the application of those applicants, who don’t know about word processor.

3.4.1EEOC Requirement:

We found through courts and EEOC that female and minorities are rejected from a job because

of these unrelated objects. There are some questions which can eliminate from application form

and from interview as well. Race, color, religion and nationality these are not job related objects

but these questions are not illegal but it can generate discrimination within the organization.

Courts have passed the rule that companies cannot demand candidate arrest and conviction

record. It is unlawful.

3.4.2 Processing:

Human resource department members normally review the application form to determine the

qualification of the applicant. Weighted application form is another processing method in which

different weights are assigned.

3.4.3 Accuracy of information:

The accuracy of information which is given on application formation can be checked through

reference checking.

3.4.4 Applicant flow record:

It is the form in which companies obtain that information from job applicant which could be used

for illegal discrimination.

(Byars & Rua, 2006)

3.4.5 Preliminary interview:

In preliminary interview interviewer check abilities and skills of the job applicant according to

the available in the organization. This interview is conducted after completing application form.

Being good in public relations this process like processes in recruitment allows eliminating or

reducing the applicants who do not fill the expectations of the screening body (Aswathappa,

2009).

3.5 SELECTION TESTS/ Employment Test:

People after being screened and checked for their abilities previously through the different

processes are subjected to final selection tasks in which they are tested by the people of different

fields for their progress and intelligence. They are subjected to the series of tests which enable

the employing body to test the one’s capability to adjust in the working environment, their

expectations from the job and what they have understood of their role in the company there

mental and visual capabilities. These tests basically explore the persons mind and check for their

endurance in the extreme conditions there mental status there capability to solve the problem or

there dealing with the clients. These tests are designed in such a way that it enable the hiring

body to explore all the mental, personality and creative aspects of the one whom they feel to be

the most probable choice for the job (Aswathappa, 2009).

Employment tests are step 2 of the selection. These tests are of different types some tests are

called paper pencil tests some are exercises according to condition of the work. For book keepers

there is a math test and account executive test. Tests are more commonly used for hourly based

jobs because these jobs don not have enough skills and can easily be tested. According to survey,

84% of organizations used HRM test for selecting employees for their organizations. Complex

jobs, HRM jobs and staff jobs are to be tested fairly (K Devis; B Werther, 1996). With the help

of this test we can not only test the abilities and skills but also other screening goals (K Devis; B

Werther, 1996).

17% organizations used drugs screening test on applicants and 12% used those tests on current

workers, while for alcoholism 13% of applicants and 9% of employees were screened. This rate

of test has been increased to 68% (K Devis; B Werther, 1996)

3.5.1 Formal testing: Many types of tests are used to select applicant for a job, some types of

tests are as under

3.5.2 Aptitude test:

Aptitude test is used to measure a person ability to perform and learn a job. In aptitude test,

verbal ability test is used to judge whether a person has word to communicate and he have ability

to plan on the job. Similarly perception test and numerical tests are used to check perception and

numerical calculation of a person (Byars & Rua, 2006).

3.5.3 Psychomotor test:

It measures the person strengths and coordination.

Job knowledge tests:

This test normally judge a person whether he have a knowledge about job or not. It can be in

written or oral form.

3.5.4 Proficiency test:

A sample of work is given to the applicant and employer checks how effectively applicant has

done that given work.

Interest Test:

Interest tests are used to check the interest of applicant. These tests indicate those areas of job in

which applicant have interest.

3.5.5 Personality Test:

This test is used to test ones personality which is highly based on validity and low reliability.

There are two types of personality tests research ink blot test and thematic appreciation tests

(TAT). In research ink blot test a series of varying size and shapes of ink blot cards shown in

front of applicants. Then they ask applicant to answer which ink blot look like them. In TAT

pictures of real life are shown to the applicants than applicant to interpret it. Personality test has

limited uses in selection processes.

3.5.6 Polygraph test:

It is usually know as lie detector which detects physical changes in human body during

answering the questions (Byars & Rua, 2006).

3.5.7 Graphology:

It is known as handwriting analysis. It is analyzing by lines strokes and curves in handwriting.

Generally to aces applicants personality and performance. This test strongly depends on training

and experience of person. Limited number of organization adopts graphology in world but this

trend in increasing throughout the organizations (Byars & Rua, 2006).

3.5.8 Drug and Aids Test:

Organization conducts this test for its current and upcoming employees. Most of the companies

reject the employees with positive result. Employees are also tested for TB and hepatitis (Byars

& Rua, 2006).

3.6 Follow Up Interviews:

Most of the organizations use second interview in which candidates are asked questions relation

to job. Companies use several types of interviews.

3.6.1 Structured interview, in it every question is pre planned. Questions are normally

available in written form in it, predefined questions are asked. Before the interviews these

questions are developed. In structured interview, reliability increases. To all concerned this

process is quit mechanical (K Devis; B Werther, 1996).

3.6.2 Unstructured Interviews, in it random question are interviewer asks open ended

question. In unstructured interviews questions are not predetermined this interviews interviewer

try to make friendly relation hip to check the con fitness of applicant. The results thus obtained

are not reliable (K Devis; B Werther, 1996)

3.6.3 Stress Interview, it is designed to pressurize the applicant, and interviewer assumes the

hostile attitude toward the applicant. It detect highly emotional person. In this format interviewer

put applicant in pressure and stress to make decision that how he can handle the pressure or

stress. This format `was used in World War II to see the applicants behind enemy lines this

format is actually used in Police departments. They asked harsh questions and create unfriendly

environment to check their potential in pressure (K Devis; B Werther, 1996).

3.6.4 Panel Interview, in this two or three interviewer conducts the interview at a same time

with applicant.

3.6.5 Group Interview, Same question is asked to number of candidates at same time.

(Byars&Rua,2006).

After test selection interview is used for further enhancement of selection process, Step 3 is

interview. In it three important and common questions are asked from the interviewee, to seek;

can THE JOB BE DONE BY THE applicant how does the applicant compare with other

applicants? Will he do the job?

Different selection techniques are used in interviews. Exchange of information is used in these

interviews and applicant give the information to other interviewee and interviewer give some

information about employers (K Devis; B Werther, 1996).

There are different types of interviews: individual interviews and group interviews in individual

interviews there is one interviewer and one applicant (K Devis; B Werther, 1996).

But in group interviews there are two or more interviewers and to or more applicants. Different

formats are used in interviews. Like, structured format, unstructured format, mixed, problem

solving a producing stress formats are used in it (K Devis; B Werther, 1996).

3.6.6 Mixed interviews:

In mixed interviews both structured and unstructured questions are asked. For example in

college’s recruiters used mixed interviews format (K Devis; B Werther,1996 ).

3.6.7 Behavioral interviews:

In this format interviewer gives different situations to the applicant top check how he solves it. It

reveals the ability of applicants to solve the problem (K Devis; B Werther, 1996).

3.7 Problems in Conducting Interviews:

Although interview is essential part of selection process. But there are some problems occur in

selection process. Validity and reliability are questionable in most of the interview. Interview can

be influenced by relationship and friendship. One single point of applicant can be impressive to

the interviewer and interviewers’ judgment can be based on that. It is called hallo effect. Over

generalizing is another problem in which candidate cannot perform well according to the job, he

could be under pressure or nervous during interview (Byars & Rua, 2006).

3.8 Conducting Effective Interview:

Problem in interview can be overcome through proper planning. There are some suggestions to

make the interview effective:

1. Interviewer must pay a careful attention. They should learn interviewing skills and they

should thoroughly skilled in interviewing skills.

2. Questions which are asked to the candidates should be planned and room planning must

also be included in it, of making him tensed by arguing with him.

3. Responses which are gained from the candidate should be recorded immediately.

4. Finally interviews’ effectiveness should be evaluated. Interviewers comparing result is

one way of evaluating the interview process.

5. Interviewer should try to ease the applicant instead

(Byars & Rua, 2006)

3.9 Reference checking:

Reference checking can take place in first and second interview. Most of the organizations check

references through telephones. Many organizations cannot give information about previous

employees unless questions are put in writing. Reference check has significance influence by

government legislation (Byars & Rua, 2006). In backgrounds and references they checks

application forms and confirm the information from it. They confirm the record from his

previous job that how was his performance good or bad. They also confirm his education and

criminal records. They can also do external investigation by reference checking firm which they

get more information (K Devis; B Werther, 1996).

3.10 Medical evaluation:

In medical evaluation they test the employees whether he or she is medically or physically fit.

Mostly the military academics take these types of tests. For the selection of military they take

these types of tests because they want a physically fit person in military (K Devis; B Werther,

1996).

Most organizations take blood test to check whether he or she is not suffering from disease

which can affect their other employees. They also take drug test (K Devis; B Werther, 1996)

3.11 Physical examination:

It is the last step of selection processes. Physical examination is not only examining the physical

ability of applicant but it also measure eligibility of job applicant. Most of the organizations give

health information from applicant with application forms. So it reduces the need of physical

examination (Byars & Rua, 2006).

3.12 Making the final selection decision:

Final step in selection process is choosing a right person for a job from number of qualified

person. Final judgment of individual must based on performance of previous selection steps

(Flynn, 2000).

In many organizations HR department is responsible for conducting all steps of selection process

but final decision is made by management of the department with the job opening. In some

organization HR department handle all steps of selection process. HR department also select a

final candidate. Boss is select final candidates in small organization (Byars & Rua, 2006).

Supervisor or top manager takes interviews of the selecting employees (K Devis; B Werther,

1996).

References:

Aswathappa, K. (2009). Human Resource Management. New Dehli: Tata McGraw-Hill Publishing Company Limited.

David A. DeCenzo, S. P. (1989). Human Resource Management. New Dehli: Prentice-Hall of India.

Ian BeanDwell, L. H. (1996). Human Resource Management. Macmillan.

R. Wayne Mandy, R. M. (1981). The Management of Human Resources. The Management of Human Resources, Allyn &Bacon.

Stoops, R. (1982). Recruiting as a Sales Function. Personnel Journal.

Byars, L. L., & Rue L. W. (2006). Human Resource Management. New Yark: McGraw-HILL.

Aswathappa, K. (2009). Human Resource Management. New Dehli: Tata McGraw-Hill Publishing Company Limited.

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