INTRODUCTION
•
Recruitment
and selection are the process of locating and encouraging potential applicants
to apply for existing or anticipated job openings. Certain influences restrain
(the freedom of) managers while choosing a recruiting source such as: image of
the company, attractiveness of the job, internal policies, budgeting support,
government policies etc.
•
Companies
generally rely on time lapse data, yield ratios, surveys etc., to evaluate the sources
of recruiting carefully.
WHAT IS RECRUITMENT?
•
Recruitment is the process of locating and encouraging
potential applicants to apply for existing or anticipated job openings. It is
actually a linking function, joining together those with jobs to fill and those
seeking jobs. Recruitment, logically, aims at
• (i) attracting a
large number of qualified applicants who are ready to take up the job if it's
offered and
• (ii) offering enough
information for unqualified persons to self-select themselves out (for example,
the recruitment ad of a foreign bank may invite applications from chartered
accountants who have cleared the CA examination in the first attempt only).
Constraints and Challenges
• In actual practice,
it is always not easy to find and select a suitable candidate for a job
opening. The recruiter’s choice of a communication medium (e.g. advertising in
a trade journal read by the prospective candidate) may not be appropriate. Some
of the bright candidates may begin to view the vacancy as not in line with
their current expectations (e.g. challenging work, excellent rewards, flexible
schedules and so on).
• The most suitable
ones may not have been motivated to apply due to several other constraints.
• l Poor image: If the
image of a firm is perceived to be low (due to factors such as operating in a
declining industry, earning a bad name because of environmental pollution, poor
quality products, nepotism, insider trading allegations against promoters
etc.), the likelihood of attracting a large number of qualified applicants is
reduced.
• l Unattractive job:
If the job to be filled is not very attractive, most prospective candidates may
turn indifferent and may not even apply. This is especially true in case of
jobs that are dull, boring, anxiety producing, devoid of career growth
opportunities and generally do not reward performance in a proper way. (e.g.,
jobs in departmental undertakings such as Railways, Post and Telegraphs, public
sector banks and Insurance companies failing to attract talent from premier
management institutes.)
• l Conservative
internal policies: A policy of filling vacancies through internal
promotions based on seniority, experience, job knowledge etc. may often come in
the way of searching for qualified hands in the broader job market in an
unbiased way. Likewise, in firms where powerful unions exist, managers may be
compelled to pick up candidates with questionable merit, based on issues such
as caste, race, religion, region, nepotism, friendship etc.
• l Limited
budgetary support : Recruiting efforts require money. Sometimes because
of limited resources, organisations may not like to carry on the recruiting
efforts for long periods of time. This can, ultimately, constrain a recruiter’s
efforts to attract the best person for the job.
• l Restrictive
policies of government: Governmental policies often come in the way of
recruiting people as per the rules for company or on the basis of
merit/seniority, etc.
• For example,
reservations for special groups (such as scheduled castes, scheduled tribes,
backward classes, physically handicapped and disabled persons, ex-servicemen,
etc.) have to be observed as per Constitutional provisions while filling up
vacancies in government corporations, departmental undertakings, local bodies,
quasi- government organizations, etc.
Selection Process
• The selection process
is a series of steps through which applicants pass.
• i. Preliminary
Reception: Selection starts with a visit to the HRM office or with a
written request for an application. If an applicant appears in person, an
impromptu preliminary interview may be granted as a courtesy, simply as a
matter of good public relations.
• ii. Employment Tests:
Employment tests are devices that assess the probable match between applicants
and job requirements. When tests are used for these positions, however, they
often are a simulation of real-life situations.
EMPLOYMENT PLANNING
AND FORECASTING
• The basic purpose of
having a human resource plan is to have an accurate estimate of the number of
employees required, with matching skill requirements to meet organizational
objectives.
• It provides information about the manner in
which existing personnel are employed, the kind of skills required for
different categories of jobs and human resource requirements over a period of
time in relation to organizational objectives. It would also give an indication
of the lead time that is available to select and train the required number of
additional manpower.
• More specifically, HR
planning is required to meet the following objectives:
• i. Forecast personnel
requirements: HR planning is essential to determine the future manpower needs
in an organization. In the absence of such a plan, it would be difficult to
have the services of right kind of people at the right time.
• ii. Cope with
changes: HR planning is required to cope with changes in market conditions,
technology, products and government regulations in an effective way. These
changes may often require the services of people with the requisite technical
knowledge and training. In the absence of an HR plan, we may not be in a position
to enlist their services in time.
• iii. Use existing
manpower productively: By keeping an inventory of existing personnel in an
enterprise by skill, level, training, educational qualifications, work
experience, it will be possible to use the existing resources more usefully in
relation to the job requirements. This also helps in decreasing wage and salary
costs in the long run.
• iv. Promote employees
in a systematic manner: HR planning provides useful information on the basis of
which management decides on the promotion of eligible personnel in the
organization. In the absence of an HR plan, it may be difficult to ensure
regular promotions to competent people on a justifiable basis.
• a. Test Validation:
For a test to be relied upon, it should be valid. Validity means that the test
scores have a significant correlation to job performance or to some other
relevant criterion.
• b. Testing Tools:
There is a wide variety of employment tests. But each type of test has only
limited usefulness. The exact purpose of a test, its design, its direction for
administration and its applications are recorded in the test manual, which
should be reviewed before a test is used.
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