Recruitment and Selection Recruitment and Selection

Theoretically speaking, Recruitment and Selection are 2 separate functions.

Recruitment deals with the forming a pool of applicants for a particular job, whereas
Selection deals with finding the best one of the lot.
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"n simple terms, recruitment is understood as the process of searching for and
obtaining applicants for jobs, from among whom the right people can be selected.
formal definition of recruitment is'
It is the process of finding and attracting capable applicants for
employment. The process begins when new recruits are sought and ends
when their applications are submitted. The result is a pool of applicants
from which new employees are selected.
PURPOSES AND IMPORTANCE

The general purpose of recruitment is to pro(ide a pool of potentially )ualified job
candidates. Specifically, the purposes are to'
$etermine the present and future re)uirements of the organi*ation in conjunction
with its personnel planning and job analysis acti(ities
"ncrease the pool of job candidates at minimum cost
+elp increase the success rate of the selection process by reducing the number of
(isibly, under )ualified or o(er)ualified job applicants
+elp reduce the probability that job applicants, once recruited and selected, will
lea(e the organi*ation only after a short period of time
Meet the organi*ations legal and social obligations regarding the composition of
its workforce
,egin identifying and preparing potential job applicants who will be appropriate
candidates
"ncrease organi*ational and indi(idual effecti(eness in the short term and long
term
E(aluate the effecti(eness of (arious recruiting techni)ues and sources for all
types of job applicants
Recruitment represents the first contact that a company makes with potential
employees. "t is through recruitment that many indi(iduals will come to know a
company, and e(entually decide whether they wish to work for it. well-planned
and well-managed recruiting effort will result in high-)uality applicants, whereas,
a hapha*ard and piecemeal effort will result in mediocre ones. +igh-)uality
employees cannot be selected when better candidates do not know of job
openings, are not interested in working for the company, and do not apply. The
recruitment process should inform )ualified indi(iduals about employment
opportunities, create a positi(e image of the company, pro(ide enough
information about the jobs so that applicants can make comparisons with their
)ualifications and interests, and generate enthusiasm among the best candidates
so that they will apply for the (acant positions.
RECRUITMENT PLANNING
The first stage in the recruitment process is Recruitment .lanning.
.lanning in(ol(es ht e translation of likely job (acancies and information about the
nature of these jobs into a set of objecti(es or targets that specify the
(i) !umber and
(ii) Type of applicants to be contacted.
Number Of Contacts
&rganisations, nearly always, plan to attract more applicants than they will hire.
Some of those contacted will be uninterested, un)ualified, or both. Each time a
recruitment programme is contemplated, one task is to estimate the number of applicants
necessary to fill all (acancies with )ualified people.
/ompanies calculate yield ratios 0yRs1, which e2press the relationship of applicant
inputs to outputs at (arious decision points. %or e2ample, assume that an organisation
attempting to recruit sales people ran a series of newspaper ad(ertisements. The
ad(ertisement generated resumes from 2333 applicants, of which 233 were judged to be
potentially )ualified 0yR 4 53'51. &f these 233, 63 attended the inter(iew for final
selection 0yR 4 7'51. &f these 63, 83 were actually )ualified and offered jobs 0yR 4 6'819
and of the 83, 23 accepted 0yR 4 8'21. "n this case, the o(erall yR is 533'5. Thus, a
re)uirement of 83 hires, during a specified period, would mean a recruitment target of
8333.
The yRs must be used with circumspection. !o yRs will be a(ailable for recruiting
employees for the first time, or for recruiting sources or methods that ha(e not been tried.
Recruiters in such cases ha(e to depend upon their counterparts in other organisations or
make their own guesses.
Type Of Applicants to be contacted
This refers to the type of people to be informed about job openings. The type of
people depends on the tasks and responsibilities in(ol(ed and the )ualifications and
e2perience e2pected. These details are a(ailable through job description and job
specification.
EVALUATION AND CONTROL OF RECRUITMENT
E(aluation and control is necessary as considerable costs are incurred in the
recruitment process. The costs generally incurred are'
Salaries for recruiters.
Management and professional time spent on preparing job description, job
specifications, ad(ertisements, agency liaison, and so forth.
The cost of ad(ertisements of other recruitment methods, that is, agency fees.
/ost of producing supporti(e literature.
Recruitment o(erheads and administrati(e e2penses.
/osts of o(ertime and outsourcing while the (acancies remain unfilled.
/ost of recruiting unsuitable candidates for the selection process.
:uestions should always be asked as to whether the recruitment methods used are
(alid and whether the recruitment process itself is effecti(e.
Statistical information on the cost of ad(ertisements, time taken for the process,
and the suitability of the candidates for consideration in the selection process should be
gathered and e(aluated. +owe(er, e2ercises seem to be seldom carried out in practise.
Evaluation of Recruitment Process
The recruitment process has the objecti(e of searching for and obtaining
applications from job-seekers in sufficient numbers and )uality. ;eeping this objecti(e in
mind, the e(aluation might include'
Return rate of applications sent out.
!umber of suitable candidates for selection.
Retention and performance of the candidates selected.
/ost of the recruitment process.
Time lapsed data.
/omments on image projected.
Evaluation of Recruitment Methods
The e(aluation of recruitment methods might include'
!umber of initial en)uiries recei(ed which resulted in completed application
forms.
!umber of candidates at (arious stages of the recruitment and selection process,
especially those short listed.
!umber of candidates recruited.
!umber of candidates retained in the organisation after si2 months.
Philoo!h" o# Recruitin$%
The traditional philosophy of recruiting has been to get as many people to apply
for a job as possible. large number of jobseekers waiting in )ueues would make the
final selection difficult, often resulting in wrong selections. <ob dissatisfaction and
employee turno(er are the conse)uences of this.
persuasi(e agreement can be made that matching the needs of the organisation to
the needs of the applicants will enhance the effecti(eness of the recruitment process. The
result will be a workforce which is likely to stay with the organisation longer and
performs a higher le(el of effecti(eness. Two approaches are a(ailable to bring about this
match.
5. Realistic <ob .re(iews 0R<.1'
R<. pro(ide complete job-related information, both positi(e and negati(e,
to the applicants. The information pro(ided will help jobseekers to e(aluate the
compatibility among the jobs and their personal ends before hiring decisions are
made. R<.=s can result in self-selection process - job applicants can decide
whether to attend the inter(iews and test for final selection or withdraw
themsel(es in the initial stage. The following table contracts some of the
outcomes that can de(elop from traditional and realistic job pre(iews.
Research on realistic recruiting shows a lower rate of employee turno(er in
case of employees recruited through R<.=s, particularly for more comple2 jobs
and higher le(els of job satisfaction and performance, at the initial stages of
employment. R<.=s are more beneficial for organisations hiring at the entry le(el.,
when there are innumerable applicants per position, and under conditions of
relati(ely low employment. &therwise, the approach may increase the cost of
recruiting by increasing the a(erage time it takes to fill each job.
2. <ob /ompatibility :uestionnaire 0</:1'
</: was de(eloped to determine whether an applicant=s preferences for work
match the characteristics of the job. The </: is designed to collect information on all
aspects of a job, which ha(e a bearing on employee performance, absenteeism,
turno(er and job satisfaction. The underlying assumption of the </: is that the
greater the compatibility between an applicant=s preferences for a job and the
probability f employee effecti(eness and longer the tenure.
The </: is a 633-tem instrument that measures job factors that are related to
performance, satisfaction, turno(er and absenteeism. "tems co(er the following job
factors' task re)uirements, physical en(ironment, customer characteristics, peer
characteristics, leader characteristics, compensation preferences, task (ariety, job
Traditional
Procedures
High rate of job ofer
acceptance
Set initial job
expectations too
high
Work experience
belies expectations
Job may or may not
be attractive
depending on
individual needs
Job is typically
viewed as attractive
Work experience
confrms
expectations
Some accept, some
reject job ofer
Set job expectations
realistically
Realistic
Procedures
Lower job survival,
dissatisfaction,
frequent thoughts of
quitting
Higher job survival,
satisfaction, no
thoughts of quitting
autonomy, physical demands, and work schedule.
The </: is administered to jobseekers who are (ery familiar with either a
specific position to be filled and>or a target job under study. Respondents are asked to
indicate the e2tent to which each </: item is descripti(e of the job or position under
study.
Recruitment !roce
Recruitment is a process of finding and attracting capable applicants for
employment. The process begins when new recruits are sought and ends when their
applications are submitted. The result is a pool of applicants from which new employees
are selected. well-planned and well-managed recruiting effort will result in high )uality
applicants, whereas a hapha*ard and piecemeal effort will result in a mediocre once.
Se(eral factors such as e2ternal factors like supply an demand unemployment rate, labour
markets and political and legal considerations, internal factors like recruiting policy, si*e,
cost of recruiting etc go(ern the recruiting process.
The process comprises of 7 inter related stages' -
5. .lanning
2. Strategy de(elopment
8. Searching
6. Screening
7. E(aluation and control
I Plannin$
The first stage in recruitment process is planning. .lanning in(ol(es
translation of likely job (acancies and information about the nature of these jobs
into a set of objecti(es or targets that specify the number and the type of applicants
to be contacted.
!umber of contacts' organisations always plan to attract more applicants
than they plan to hire. Some of those contacted will be uninterested un)ualified or
both. Each time a recruitment process is contemplated, one task is to estimate the
number of applicants necessary to fill all the (acancies with )ualified people.
Type of contacts' this refers to the type of people to be informed about the
job openings. The types of people depend on the tasks and responsibilities
in(ol(ed and the )ualifications and e2perience e2pected. These details are
a(ailable through job description and job specification.
II Strate$" de&elo!ment
&nce it is known how many and what type of recruits are re)uired,
consideration needs to be gi(en to make or buy employees, technical
sophistication of recruitment and selection de(ices, geographic distribution of
labour markets comprising job seekers, sources of recruitment, and se)uencing the
acti(ities in the recruitment process.
Make or buy refers to hire less skilled employees ad to in(est in training
and education programmes or hire skilled professionals. The second decision in
strategic relates to the methods used in recruitment and selection. The ad(ent of
computers has made it possible for employers to scan national and international
applicants )ualifications. "t has also made possible for job seekers to gain better
access. "n order to reduce costs, companies look into the national markets for
managerial employees, regional or local markets for technical employees, and
local markets for clerical and blue-collar employees.
The sources for recruitment may be internal or e2ternal. The internal
sources would be present employees, referrals gi(en by the employees, former
employees or pre(ious applicants. ?hereas the e2ternal sources would be
consultants, headhunters, ad(ertisements, employee e2changes, campus
recruitment, contractors, displaced persons, radio and tele(ision, ac)uisitions and
mergers, competitors, international recruitment etc. then both the sources of
recruitment are e(aluated. ,oth ha(e their own ad(antages and disad(antages.
III Searchin$
&nce a recruitment plan and strategy are worked out, the search process
can begin. "t in(ol(es two steps'
5. Source a(iation
2. Selling
1. Source Aviation:
Typically sources and search methods are acti(ated by issuances of an
employee re)uisition. This means that no actual recruiting takes place until line
managers ha(e (erified that a (acancy does e2ist or will e2ist. "f the organisation
has planned well and done a good job of de(eloping its sources and search
methods, acti(ation soon results in a flood of applications and>or resumes. The
application recei(ed must be screened. Those who pass ha(e to be contacted, and
in(ited for inter(iew. @nsuccessful applicants must be sent letters of regret.
2. Sellin
The second issue to be addressed in the searching process concerns
communication. +ere, contacts are tightrope. &n tone hand they want as many
applications and on the other hand they must resist o(erselling of their (irtues. "n
selling the organisation both message and the media need attention. Selection of
medium or media has to be done with lot of care.
IV Screenin$
Screening of applicants can be regarded as an integral part of recruiting
process. The selection process will begin after the applicants ha(e been
scrutini*ed and short-listed. pplications recei(ed in response to ad(ertisement
are screened and only the eligible applicants are called for inter(iew.
The purpose of screening is to remo(e from the recruiting process, at an
early stage those applicants who are (isibly un)ualified for the job. Effecti(e
screening can sa(e a great deal of time and money. /are must be taken that
potentially good employees are not lost and women and minorities recei(e full
and fair consideration.
"n screening, clear job specifications are in(aluable. pplications are
judged on the basis of their knowledge, skills, abilities, and interests re)uired to
do the job. The techni)ues used to screen applicants (ary depending on the
candidate sources and recruiting methods used. "nter(iews and application
blanks are used to screen walk ins. /ampus recruiters and agency
representati(eAs use in inter(iews and resumes. References checks are also useful
in screening.
V E&aluation and control
E(aluation and control is necessary as considerable costs are incurred in
the recruitment process. The costs generally incurred are
Salaries for recruiters
Management and professional time spent on preparing job description, job
specification, ad(ertisements, agency liaison, and so forth
The cost of ad(ertisement and other recruitment methods like agency fees
/ost of producing supporting literature
Recruitment o(erheads and administrati(e e2penses
/ost of o(ertime and outsourcing while the (acancies are remain unfilled
/ost of recruiting unsuitable candidates for selection process
:uestions should always be asked as to whether the recruitment methods
used are (alid and whether the recruitment process itself is (alid. Statistical
information on the cost of ad(ertisements, time taken for the process etc should
be gathered and e(aluated. +owe(er, e2ercises seem to be seldom carried out in
practice.

E&aluation o# recruitment !roce%
The recruitment process has the objecti(e of searching for and obtaining
applications from job seekers in sufficient numbers and )uality. ;eeping in mind these
objecti(es, the e(aluation might include'
Return rate of application sent out
!umber of suitable candidates for selection
Retention and performance of the candidates selected
/ost of recruitment process
Time lapsed data
/omments on image projected
E&aluation o# recruitment method'
The e(aluation of recruitment methods include'
!umber of initial in)uiries recei(ed which resulted in completed application
forms.
!umber of candidates at (arious stages of the recruitment and selection process,
especially those short-listed.
!umber of candidates recruited
!umber of candidates retained in the organi*ation after si2 months.
RECRUITMENT PROCESS
Role of Selection 0Selection .olicy1.
Selection is the process of picking indi(iduals 0out of the pool of job
applicants1 with re)uisite )ualifications and competence to fill jobs in the
organi*ation. formal definition of selection is
B"t is the process of differentiating between applicants in order to
identify 0and hire1 those with a greater likelihood of success in a job.C
The role of selection in an organi*ationAs effecti(eness is crucial for at least, two
reasons. %irst, work performance depends on indi(iduals. The best way to impro(e
performance is to hire people who ha(e the competence and the willingness to work.
rguing from the employee=s (iewpoint, poor or inappropriate choice can be
demorali*ing to the indi(idual concerned 0who finds himself or herself in the wrong job1
and demoti(ating to the rest of the work-force. Effecti(e selection, therefore, assumes
greater rele(ance.
Second, cost incurred in recruiting and hiring personnel speaks (olumes about the
role of selection. +ere is one instance to pro(e how e2pensi(e recruitment has become.
.epsi had gone on a crash recruitment dri(e. Si2 people from the company took o(er the
entire &beroi ,usiness /enter in ,ombay for si2 days. 8333 applications in response to
an ad(ertisement issued earlier were scanned, applicants were asked to respond by fa2
within 533 hours. %inally, the short-listed persons were flown in and inter(iewed. :uite
an e2pensi(e affair by any standardD

Success
%ailure
%ailure Success
.redicted .redicted
Outcome o# the Selection Proce
/osts of wrong selection are much greater. The figure shows four possible
outcomes of a selection decision. Two of theseE=true positi(e= 0=high hit=1 and =true
negati(e= 0low hit=1Eare right selection decisions. The other two out-comes represent
selection errors. "n the =false positi(e error=, a decision is made to hire an applicant based
on predicted success, but failure results. "n =false negati(e error=, an applicant who would
ha(e succeeded is rejected based on predictions of failure. "n either case, selectors will
%alse !egati(e True .ositi(e
Error 0F+igh +itA1
True !egati(e %alse .ositi(e
0FGow +itA1 Error
ha(e erred. They may remember that the selection successes will be written in sand and
failures in stone.
n organi*ation with a false positi(e error incurs three types of costs. The %irst
type is incurred while the person is employed. This can be the result of production or
profit losses, damaged company reputation, accidents due to negligence, absenteeism,
and the like. The second type of costs is associated with the training, transfer or
terminating the ser(ices of the employee. /osts of replacing an employee with a fresh
oneEcosts of hiring, training and replacementsEconstitute the third type of costs.
#enerally, the more important the job, the greater the cost of the selection error.
"n the case of false negati(e error, an applicant who would ha(e succeeded is
rejected because of predicted failure. Most false negati(e errors go unnoticed e2cept
when the applicant belongs to a reser(ed category and files a discrimination charge. /osts
associated with this type of error are generally difficult to estimated
careful selection will help an organi*ation a(oid costs associated with both false
positi(e error as well as false negati(e error.
E'!lain the election !roce
Selection is the process of picking indi(iduals with re)uisite )ualifications and
competence to fill jobs in the organi*ation. formal definition of selection is it is the
process of differentiating between applicants in order to identify those with a greater
likelihood of success.
Selection is significant as it has its impact on work performance and employee
cost. Selection is generally done by the +R department often in consultation with the line
managers.
Selection .rocess
Selection is a long process, commencing from the preliminary inter(iew of the
applicants and ending with the contract of employment. "n practice, the process differs
among organi*ations and between two different jobs within the same organi*ation.
Selection procedure for senior managers will be long-drawn and rigorous, but it is simple
and short while hiring shop-floor workers.
En(ironmental %actors ffecting Selection
Selection is influenced by se(eral factors. More prominent among them are
supply and demand of specific skills in the labour market, unemployment rate, labour-
market conditions, legal and political considerations, companyAs image, companyAs
policy, +R., and cost of hiring. The last three constitute the internal en(ironment and the
remaining form the e2ternal en(ironment of the selection process.
() Preliminar" Inter&ie*
The applications recei(ed from job seekers are subject to scrutiny so as to
eliminate un)ualified applicants. This is usually followed by a preliminary
inter(iew the purpose of which is more or less the same as scrutiny of
applications, that is, elimination of un)ualified applications. Scrutiny enables the
+R specialists to eliminate un)ualified jobseekers based on the information
supplied in their applications forms. .reliminary inter(iew, on the other hand,
helps reject misfits for reasons, which did not appear in the application forms.
,esides, preliminary inter(iew, often called Fcourtesy inter(iewA, is a good public
relations e2ercise.
+) Selection Tet
<ob seekers who pass the screening and the preliminary inter(iew are called
for tests. $ifferent types of tests may be administered, depending on the job and
the company. #enerally, tests are used to determine the applicantAs ability,
aptitude and personality. bility tests assist in determining how well an indi(idual
can perform tasks related to the job. n e2cellent e2ample of this is the typing
test gi(en to a prospecti(e employee for a secretarial job. n aptitude test helps to
determine a personAs potential to learn in a gi(en area. n e2ample of such a test
is the #eneral Management ptitude Test which many business students take
prior to gaining admission to a graduate business school programme.

.ersonality tests are gi(en to measure a prospecti(e employeeAs
moti(ation to function in a particular working en(ironment.
There are (arious tests designed to assess a candidateAs personality. The
,ersenter .ersonality "n(entory, for e2ample, measures oneAs self-sufficiency,
neurotic tendency, sociability, intro(ersion and e2tro(ersion, locus of control, and
self-confidence. The Thematic pperception test 0TT1 assesses an indi(idualAs
achie(ement and moti(ational le(els. &ther personality tests, such as the
/alifornia .sychological "n(entory 0/."1, the Thurstone Temperament Sur(ey
0TTS1, Minnesota Multiphasic .ersonality "n(entory 0MM."1, and #uildford-
Himmerman Temperament Sur(ey, ha(e been designed to assess specific
personality traits.
ptitude tests indicate the ability or fitness of an indi(idual to engage
successfully in any number of speciali*ed acti(ities. They co(er such areas as
clerical aptitude, numerical aptitude, mechanical aptitude, motor-coordination,
finger de2terity and manual de2terity.
"nterest tests are used to measure an indi(idualAs acti(ity preferences.
These tests are particularly useful for students considering many careers or
employees deciding upon career changes.
#raphology test is designed to analyse the handwriting of an indi(idual. "t
has been said that an indi(idualAs handwriting can suggest the degree of energy,
inhibitions and spontaneity, as well as disclose the idiosyncracies, and elements of
balance and control. %or e2ample, big letters and emphasis on capital letters
indicate a tendency towards domination and competiti(eness. slant to the right,
moderate pressure and good legibility show leadership potential. Employers
usually consult graphologists to supplement their usual personnel recruitment
procedures. .olygraph tests are designed to ensure accuracy of the information
gi(en in the applications. $epartment stores, treasury offices and jewellery shops
I that is those highly (ulnerable to theft or swindling I may find polygraph tests
useful.
,) Em!lo"ment Inter&ie*
The ne2t step in the selection process is employment inter(iew. n
inter(iew is conducted at the beginning and at the end of the selection process.
The emphasis here is on the latter.
"nter(iew is a formal, in-depth con(ersation conducted to e(aluate the
applicantAs acceptability. "t is considered to be an e2cellent selection de(ice. "ts
popularity stems from its fle2ibility. "nter(iew can be adapted to unskilled,
skilled, managerial and professional employees. "t allows a two-way e2change of
information, the inter(iewers learn about the applicant, and the applicant learns
about the employer.
+owe(er, inter(iews do ha(e shortcomings. bsence of reliability is one
limitation. !o two inter(iewers offer similar scoring after inter(iewing an
applicant. Gack of (alidity is another limitation. This is because, few departments
use standardi*ed )uestions upon which (alidation studies can be conducted.
%inally, biases of inter(iewers may cloud the objecti(ity of inter(iews.
The employment inter(iew can be one-to-one, se)uential or panel. "n one-
to-one inter(iew, there are only two participants I the inter(iewer and the
inter(iewee. This can be the same as the preliminary inter(iew discussed earlier.
The se)uential inter(iew takes the one-to-one a step further and in(ol(es a series
of inter(iews, usually utili*ing the strength and knowledge-base of each
inter(iewer, so that each inter(iewer can ask )uestions in relation to his subject
area of each candidate, as the candidate mo(es from room to room.
The panel inter(iew consists of two or more inter(iewers and the figure
may go up to as many as 57. ny panel inter(iew is less intimate and more formal
than the one-to-one, but if handled and organi*ed well, it can pro(ide a wealth of
information. "f not handled carefully, the panel inter(iew can make the candidate
feel ill at ease and confused about whose )uestion to answer and whom to
address. "nter(iewers themsel(es are likely to e2perience nightmare, not knowing
who will ask which )uestion and in what order.
-) Re#erence . /ac0$round Chec0
Many employers re)uest names, addresses, and telephone numbers of references,
for the purpose of (erifying information and perhaps, gaining additional background
information on an applicant. lthough listed on the application form, references are not
usually checked until an applicant has successfully reached the fourth stage of a
se)uential selection process. ?hen the labour market is (ery tight, organi*ations
sometimes hire applicants before checking references.
.re(ious employers, known public figures, uni(ersity professors,
neighbours or friends can act as references. .re(ious employers are preferable
because they are already aware of the applicantAs performance. ,ut, the problem
with the reference is the tendency on the part of the pre(ious employer to o(er-
rate the applicantAs performance just to get rid of the person.
&rgani*ations normally seek letters of references or telephone references.
The latter is ad(antageous because of its accuracy and low cost. The telephone
reference also has the ad(antage of soliciting immediate, relati(ely candid
comments, and attitudes can sometimes be inferred from hesitations and
inflections in speech.
"t may be stated that the information gathered through references hardly
influence selection decisions. The reasons are ob(ious'
The candidate approaches only those persons who would speak well about him.
.eople may write fa(ourably about the candidate in order to get rid of him.
.eople may not like to di(ulge the truth about a candidate, lest it might damage or
ruin his career.
"n se(eral cases, references are a formality and are seldom (erified by the
employer.
1) Selection Deciion
fter obtaining information through the preceding steps, selection decision
I the most critical of all the steps I must be made. The other stages in the
selection process ha(e been used to narrow the number of candidates. The final
decision has to be made from the pool of indi(iduals who pass the tests,
inter(iews and reference checks.
The (iews of the line manager will be generally considered in the final
selection because it is he who is responsible for the performance of the employee.
The +R manager plays a critical role in the final selection.
2) Ph"ical E'amination
fter the selection decision and before the job offer is made, the candidate
is re)uired to undergo a physical fitness test. job offer is, often, contingent upon
the candidate being declared fit after the physical e2amination. The results of the
medical fitness test are recorded in a statement and are preser(ed in the personnel
records. There are se(eral objecti(es behind a physical test. &b(iously, one reason
for a physical test is to detect if the indi(idual carries any infectious diseases.
Secondly, the test assists in determining whether an applicant is physically fit to
perform the work. Third, the physical e2amination information may be used to
determine if there are certain physical capabilities which differentiate successful
and less successful employees. %ourth, medical check-up protects applicants with
health defects from undertaking work that could be detrimental to themsel(es or
might otherwise endanger the employerAs property. %inally, such an e2amination
will protect the employer from workersA compensation claims that are not (alid
because the injuries or illnesses were present when employee was hired.
J. <ob &ffer
The ne2t step in the selection process is job offer to those applicants who
ha(e crossed all the pre(ious hurdles. <ob offer is made through a letter of
appointment. Such a letter generally contains a date by which the appointee must
report on duty. The appointee must be gi(en reasonable time for reporting. This is
particularly necessary when he is already in employment, in which case the
appointee is re)uired to obtain a relie(ing certificate from the pre(ious employer.
gain, a new job may re)uire mo(ement to another city which means
considerable preparation and mo(ement of property.
The company may also want the indi(idual to delay the date of reporting
on duty. "f the new employeeAs first job upon joining the company is to go on
training, the organi*ation may re)uest that the indi(idual delays joining the
company until perhaps a week before such training begins. !aturally this practice
cannot be abused especially if the indi(idual is unemployed and does not ha(e
sufficient finances.
$ecency demands that the rejected applicants be informed about their non-
selection. Their applications may be preser(ed for future use, if any. "t needs no
emphasis that the applications of selected candidates must also be preser(ed for
future references.
3) Contract o# Em!lo"ment
fter the job offer has been made and the candidates accept the offer,
certain documents need to be e2ecuted by the employer and the candidate. &ne
such document is the attestation form. This form contains certain (ital details
about the candidate which are authenticated and attested by him. ttestation form
will be a (alid record for future reference. There is also a need for preparing a
contract of employment. The basic information that should be included in a written
contract of employment will (ary according to the le(el of the job, but the
following checklist sets out the typical headings.
<ob Title
$uties, including a phrase such as BThe employee will perform such duties and
will be responsible to such a person as the company may from time to time
direct.C
$ate when continuous employment starts and the basis for calculating ser(ice
Rate of pay, allowances, o(ertime and shift rates, method of payments
+ours of work including lunch break and o(ertime and shift arrangements
+oliday arrangements
Gength of notice due to and from employee
#rie(ance procedure
$isciplinary procedure
?ork Rules
rrangements for terminating employment
rrangements for union membership
Special terms relating to rights to patents and designs, confidential information
and restraints on trade after termination of employment
EmployerAs right to (ary terms of the contract subject to proper notification being
gi(en
lternati(ely called employment agreements or simply bonds, contracts of
employment ser(e many useful purposes. Such contracts seek to restrain job
hopers, to protect knowledge and information that might be (ital to a companyAs
health bottom line, and to pre(ent competitors from poaching highly (alued
employees.
#reat care is taken to draft the contract forms. &ften, ser(ices of law firms
are engaged to get the forms drafted and finali*ed.
Most employers insist on agreements being signed by newly hired
employees. ,ut high employee turno(er sectors such as software, ad(ertising and
media are more prone to use such contracts.
The drawback with the contracts is that it is impossible to enforce
them. determined employee is bound to lea(e the organi*ation, contract
or no contract. The employee is prepared to pay the penalty for breaching
the agreement or the new employer will pro(ide compensations. "t is for
this reason that se(eral companies ha(e scrapped the contracts altogether.
Gintas and &gil(y and Mather are e2amples.
/oncluding the Selection .rocess
/ontrary to popular perception, the selection process will not end with
e2ecuting the employment contract. There is another step I a more sensiti(e one-
reassuring those candidates who ha(e not been selected. Such candidates must be
told that they were not selected not because of any serious deficiencies in their
personalities, but because their profiles did not match the re)uirements of the
organi*ation. They must be told that those who were selected were done purely on
relati(e merit.
4) E&aluation o# the Selection Pro$ramme
The broad test of the effecti(eness of the selection process is the )uality of
the personnel hired. n organi*ation must ha(e competent and committed
personnel. The selection process if properly done will ensure a(ailability of such
employees. +ow to e(aluate the effecti(eness of a selection programmeK
periodic audit is the answer. udit must be conducted by people who work
independent of the +R department.
Two alternati(e methods of selection are participati(e selection and
employee leasing. "n participati(e selection, subordinates participate in selection
of their co-employees. Employee leasing represents the leasing of employees by a
client company from a third party.
"n our country, selection of blue-collared and white-collared employees is
unsystematic. +owe(er, in case of managerial personnel, the process is fairly
systematic. "nternational hiring is assuming greater rele(ance these days.
E2ternal En(ironment
"nternal En(ironment
.reliminary "nter(iew
Selection Tests
Employment "nter(iew
Reference L ,ackground
nalysis
Selection $ecision
.hysical E2amination
<ob &ffer
Employment /ontract
E(aluation
R
E
<
E
/
T
E
$

.
.
G
"
/

!
T
S
5hat are the Source o# Recruitment)
The sources of recruitment can be broadly categori*ed into internal and e2ternal sources-
6I7 Internal Recruitment 8 "nternal recruitment seeks applicants for positions from
within the company. The (arious internal sources include:
a. .romotions and Transfers I
.romotion is an effecti(e means using job posting and personnel
records. <ob posting re)uires notifying (acant positions by posting notices,
circulating publications or announcing at staff meetings and in(iting employees to
apply. .ersonnel records help disco(er employees who are doing jobs below their
educational )ualifications or skill le(els. .romotions has many ad(antages like it
is good public relations, builds morale, encourages competent indi(iduals who
are ambitious, impro(es the probability of good selection since information on
the indi(idualAs performance is readily a(ailable, is cheaper than going outside to
recruit, those chosen internally are familiar with the organi*ation thus reducing
the orientation time and energy and also acts as a training de(ice for de(eloping
middle-le(el and top-le(el managers. +owe(er, promotions restrict the field of
selection pre(enting fresh blood L ideas from entering the organi*ation. "t also
leads to inbreeding in the organi*ation. Transfers are also important in pro(iding
employees with a broad-based (iew of the organi*ation, necessary for future
promotions.
b. Employee referrals-
Employees can de(elop good prospects for their families and friends by
ac)uainting them with the ad(antages of a job with the company, furnishing them
with introduction and encouraging them to apply. This is a (ery effecti(e means
as many )ualified people can be reached at a (ery low cost to the company. The
other ad(antages are that the employees would bring only those referrals that they
feel would be able to fit in the organi*ation based on their own e2perience. The
organi*ation can be assured of the reliability and the character of the referrals. "n
this way, the organi*ation can also fulfill social obligations and create goodwill.
c. %ormer Employees-
These include retired employees who are willing to work on a part-time
basis, indi(iduals who left work and are willing to come back for higher
compensations. E(en retrenched employees are taken up once again. The
ad(antage here is that the people are already known to the organi*ation and there
is no need to find out their past performance and character. lso, there is no need
of an orientation programme for them, since they are familiar with the
organi*ation.
d. $ependents of deceased employees-
@sually, banks follow this policy. "f an employee dies, his > her spouse or
son or daughter are recruited in their place. This is usually an effecti(e way to
fulfill social obligation and create goodwill.
6II7 E'ternal Recruitment 8 E2ternal recruitment seeks applicants for positions from
sources outside the company. They ha(e outnumbered the internal methods. The (arious
e2ternal sources include:
a. .rofessional or Trade ssociations I
Many associations pro(ide placement ser(ice to its members. "t consists
of compiling job seekerAs lists and pro(iding access to members during regional
or national con(entions. lso, the publications of these associations carry
classified ad(ertisements from employers interested in recruiting their members.
These are particularly useful for attracting highly educated, e2perienced or skilled
personnel. lso, the recruiters can *ero on in specific job seekers, especially for
hard-to-fill technical posts.
b. d(ertisements -
"t is a popular method of seeking recruits, as many recruiters prefer
ad(ertisements because of their wide reach. ?ant ads describe the job benefits,
identify the employer and tell those interested how to apply. !ewspaper is the
most common medium but for highly speciali*ed recruits, ad(ertisements may be
placed in professional or business journals.
d(ertisements must contain proper information like the job content,
working conditions, location of job, compensation including fringe benefits, job
specifications, growth aspects, etc. The ad(ertisement has to sell the idea that the
company and job are perfect for the candidate. Recruitment ad(ertisements can
also ser(e as corporate ad(ertisements to build companyA image. "t also cost
effecti(e.
c. Employment E2changes-
Employment E2changes ha(e been set up all o(er the country in deference
to the pro(ision of the Employment E2changes 0/ompulsory !otification of
Macancies1 ct, 5N7N. The ct applies to all industrial establishments ha(ing 27
workers or more each. The ct re)uires all the industrial establishments to notify
the (acancies before they are filled. The major functions of the e2changes are to
increase the pool of possible applicants and to do the preliminary screening. Thus,
employment e2changes act as a link between the employers and the prospecti(e
employees. These offices are particularly useful to in recruiting blue-collar, white
collar and technical workers.
d. /ampus Recruitments-
/olleges, uni(ersities, research laboratories, sports fields and institutes
are fertile ground for recruiters, particularly the institutes. /ampus Recruitment is
going global with companies like +GG, /itibank, +/G-+., !H #rindlays, GLT,
Motorola and Reliance looking for global markets. Some companies recruit a
gi(en number of candidates from these institutes e(ery year. /ampus recruitment
is so much sought after that each college9 uni(ersity department or institute will
ha(e a placement officer to handle recruitment functions. +owe(er, it is often an
e2pensi(e process, e(en if recruiting process produces job offers and acceptances
e(entually. majority lea(e the organi*ation within the first fi(e years of their
employment. Oet, it is a major source of recruitment for prestigious companies.
e. ?alk-ins, ?rite-ins and Talk-ins-
The most common and least e2pensi(e approach for candidates is direct
applications, in which job seekers submit unsolicited application letters or
resumes. $irect applications can also pro(ide a pool of potential employees to
meet future needs. %rom employeesA (iewpoint, walk-ins are preferable as they
are free from the hassles associated with other methods of recruitment. ?hile
direct applications are particularly effecti(e in filling entry-le(el and unskilled
(acancies, some organi*ations compile pools of potential employees from direct
applications for skilled positions. Writeins are those who send written en)uiries.
These jobseekers are asked to complete application forms for further processing.
Tal!ins in(ol(es the job aspirants meeting the recruiter 0on an appropriated date1
for detailed talks. !o application is re)uired to be submitted to the recruiter.
f. /ontractors-
They are used to recruit casual workers. The names of the workers are not
entered in the company records and, to this e2tent9 difficulties e2perienced in
maintaining permanent workers are a(oided.
g. /onsultants-
They are in the profession for recruiting and selecting managerial and
e2ecuti(e personnel. They are useful as they ha(e nationwide contacts and lend
professionalism to the hiring process. They also keep prospecti(e employer and
employee anonymous. +owe(er, the cost can be a deterrent factor.
h. +ead +unters-
They are useful in speciali*ed and skilled candidate working in a particular
company. n agent is sent to represent the recruiting company and offer is made
to the candidate. This is a useful source when both the companies in(ol(ed are in
the same field, and the employee is reluctant to take the offer since he fears, that
his company is testing his loyalty.
i. Radio, Tele(ision and "nternet-
Radio and tele(ision are used to reach certain types of job applicants such
as skilled workers. Radio and tele(ision are used but sparingly, and that too, by
go(ernment departments only. /ompanies in the pri(ate sector are hesitant to use
the media because of high costs and also because they fear that such ad(ertising
will make the companies look desperate and damage their conser(ati(e image.
+owe(er, there is nothing inherently desperate about using radio and tele(ision. "t
depends upon what is said and how it is deli(ered. "nternet is becoming a popular
option for recruitment today. There re speciali*ed sites like naukri.com. lso,
websites of companies ha(e a separate section wherein9 aspirants can submit their
resumes and applications. This pro(ides a wider reach.
j. /ompetitors-
This method is popularly known as BpoachingC or BraidingC which
in(ol(es identifying the right people in ri(al companies, offering them better
terms and luring them away. %or instance, se(eral e2ecuti(es of +MT left to join
Titan ?atch /ompany. There are legal and ethical issues in(ol(ed in raiding ri(al
firms for potential candidates. %rom the legal point of (iew, an employee is
e2pected to join a new organi*ation only after obtaining a Fno objection
certificateA from his> her present employer. Miolating this re)uirement shall bind
the employee to pay a few monthsA salary to his> her present employer as a
punishment. +owe(er, there are many ethical issues attached to it.
k. Mergers and c)uisitions-
?hen organi*ations combine, they ha(e a pool of employees, out of whom
some may not be necessary any longer. s a result, the new organi*ation has, in
effect, a pool of )ualified job applicants. s a result, new jobs may be created.
,oth new and old jobs may be readily staffed by drawing the best-)ualified
applicants from this employee pool. This method facilitates the immediate
implementation of an organi*ationAs strategic plan. "t enables an organi*ation to
pursue a business plan, +owe(er, the need to displace employees and to integrate
a large number of them rather )uickly into a new organi*ation means that the
personnel-planning and selection process becomes critical more than e(er.
E&aluation O# E'ternal Recruitment
E2ternal sources of recruitment ha(e both merits and demerits.
The merits are-
The organi*ation will ha(e the benefit of new skills, new talents and new
e2periences, if people are hired from e2ternal sources.
The management will be able to fulfill reser(ation re)uirements in fa(our of
the disad(antaged sections of the society.
Scope for resentment, heartburn and jealousy can be a(oided by recruiting
from outside.
The demerits are-
,etter moti(ation and increased morale associated with promoting own
employees re lost to the organi*ation.
E2ternal recruitment is costly.
"f recruitment and selection processes are not properly carried out, chances of
right candidates being rejected and wrong applicants being selected occur.
+igh training time is associated with e2ternal recruitment.
MET9ODS AND TEC9NI:UES OF TRAINING
multitude of techni)ues are used to train employees. Training techni)ues
represent the medium of imparting skills and knowledge to employees. Training
techni)ues are means employed in the training methods. They are basically of two types.

Method and Techni;ue o# Trainin$
5. !ectures: "t is the (erbal presentation of information by an instructor to a large
audience. The lecturer is presumed to possess knowledge about the subject.
(irtue in this method is that it can be used for large groups and hence the cost of
training per employee is (ery low. +owe(er, this method (iolates the principle of
learning by practice. lso this type of communication is a one-way
communication and there is no feedback from the audience because in case of
(ery large groups it is difficult to ha(e interacti(e sessions. Gong lectures can also
cause ,oredom.
2. Audio "isuals: This is an e2tension of the lecture method. This method includes
slides, &+.s, (ideo tapes and films. They can be used to pro(ide a range of
realistic e2amples e2amples of job conditions and situations in the condensed
period of time. "t also impro(es the )uality of presentation to a great e2tent.
8. On# the $ %ob# &rainin: "t is used primarily to teach workers how to do their
present jobs. Majority of the industrial training is on the job training. "t is
conducted at the work site and in the conte2t of the job. &ften, it is informal, as
when e2perienced worker shows a trainee how to perform tasks. "n this method,
the focus of trainerAs focus is on making a good product and not on good training
techni)ue. "t has se(eral steps, the trainee first recei(es an o(er(iew of the job, itAs
purpose and the desired outcomes. The trainer then demonstrates how the job is to
be performed and to gi(e trainee a model to copy. nd since a model is gi(en to
the trainee, the transferability to the job is (ery high. Then the employee is
allowed to mimic the trainerAs e2ample. The trainee repeats these jobs until the
job is mastered.
&n the <ob Techni)ues &ff the <ob Techni)ues
Methods applied in the
workplace while the
employee is working.
way from the
workplace
6. Prorammed 'nstruction (P'): "n this method, training is offered without the
inter(ention of the trainer. "nformation is pro(ided to the employee in blocks, in
form of books or through teaching machine. fter going through each block of
material, the trainee goes through a test> answers a )uestion. %eedback in the form
of correct answers is pro(ided after each response. Thus ." in(ol(es'
.resenting )uestions, facts, and problems to the learner.
llowing the person to respond
.ro(iding feedback on the accuracy of the answers
"f the answers are correct, he proceeds to the ne2t block or else, repeats the
same.
+owe(er it is an impersonal method and the scope of learning is less as compared
to other methods of training. lso the cost of preparing books, manuals and
machinery is (ery high.
7. Com*uter Assisted 'nstruction (CA'): This is an e2tension of the ."
method. "n this method, the learnerAs response determines the fre)uency
and difficulty le(el of the ne2t frame. This is possible thanks to the speed,
memory and the data manipulation capabilities of the computer.
P. Simulation: "t is any e)uipment or techni)ue that duplicates as nearly as the
possible the actual conditions encountered at the job. "t is an attempt to create a
realistic for decision-making. This method is most widely used in eronautical
"ndustry.
J. "estibule &rainin: This method utili*es e)uipment which closely resemble the
actual ones used in the job. "t is performed in a special area set aside for the
purpose and not at the workplace. The emphasis is placed on learning skills than
on production. "t is howe(er difficult to duplicate pressures and realities of actual
situations. E(en though the kind of tension or pressure may be the same but the
employee know it is just a techni)ue and not a real situation. lso the employees
beha(e differently in real situations than in simulations. lso additional
in(estment is re)uired for the e)uipment.
Q. Case stud+: "t is a written description of an actual situation in the business, which
pro(okes the reader to think and make decisions> suggestions. The trainees read
the case, analyse it and de(elop alternati(e solutions, select the best one and
implement it. "t is an ideal method to promote decision making skills. They also
pro(ide transference to an e2tent. They allow participation through dicussion.
This is the most effecti(e method of de(eloping problem sol(ing skills.
The method >approach to analysis may not be gi(en importance. Many a
times only the result at the end of the case may be considered and not the line of
thinking to approach it. This is a major disad(antage since case studies must
primarily be used to influence or mend the attitude or thinking of an indi(idual.
N. Role Pla+in and ,ehavior Modelin: This method mainly focuses on emotional
0human relation1 issues than other ones. The essence is on creating a real life
situation and ha(e trainees assume parts of specific personalities 0mostly
interchanged roles of boss and subordinate to create empathy for one another1.
The conse)uence is better understanding of issues from the otherAs point of (iew.
/oncept of ,eha(ior Modeling'
%undamental psychological process by which new patterns of beha(ior
can be ac)uired and e2isting ones can be altered.
B Micarious processC learning takes place not by own e2perience but by
obser(ation or imagination of othersA action.
"t is referred to as BcopyingC, Bobser(ational learningC or BimitationC
implying that it a beha(ior is learned or modified through obser(ation of
otherAs e2periences.
This change may be (ideotaped and showed to the trainee and he can
re(iew and criti)ue it.
"t also helps him see the negati(e conse)uences that result from not using
the beha(ior as recommended.
53. Sensitivit+ &rainin: it uses small number of trainees usually less than 52
in a group. They meet with a passi(e trainer and get an insight into their
own beha(ior and that of others. These meetings ha(e no agenda and take
place away from the workplace. The discussions focus on why participants
beha(e the way they do and how others percei(e them. The objecti(e is to
pro(ide the participants with increased awareness of their own beha(ior,
the perception of others about them and increased understanding of group
process. E2amples' Gaboratory training, encounter groups. Gaboratory
training is a form of group training primarily used to enhance interpersonal
skills. "t can be used to de(elop desired beha(iors for future job
responsibilities. trained professional ser(es as a facilitator. +owe(er once
the training is o(er employees get back to being the way they are.
55. A**renticeshi*s and Coachin: "t is in(ol(ed learning from more e2perienced
employee>s. This method may be supplemented with other off-the-job methods for
effecti(eness. "t is applied in cases of most craft workers, carpenters, plumbers
and mechanics. This approach uses high le(els of participation and facilitates
transferability. /oaching is similar to apprenticeships. ,ut it is always handled by
a super(isor and not by the +R department. The person being trained is called
understudy. "t is (ery similar to on the job training method. ,ut in that case, more
stress is laid on producti(ity, whereas here, the focus is on learning.
"n this method skilled workforce is maintained I since the participation,
feedback and job transference is (ery high. "mmediate returns can be e2pected
from training I almost as soon as the training is o(er the desired outcomes can be
seen in the trainee.
<O/ DESCRIPTION%

<ob description is an important document, which is basically descripti(e in nature
and contains a statement of job analysis. "t pro(ides both, organi*ational information
0location in structure, authority, etc1 and functional information 0what the work is1. "t
defines the scope of job acti(ities, major responsibilities, and positioning of the job in the
organi*ation. "t pro(ides the worker, analyst and a super(isor with a clear idea of what
the work must do to meet the demands of the job.
"t concerns such functions as planning, coordinating and assigning responsibility.
Though job description is not assessment, it pro(ides an important basis for establishing
assessment standards and objecti(es.
<ob description describes BjobsC and not the Bjob holdersC. The mo(ement of
employees due to promotion, )uits, etc would create instability to job descriptions if
people rather than jobs are described.
<O/ SPECIFICATION%
The job specification takes the job description and answers the )uestion, Bwhat
human traits and e2perience are needed to do the job wellKC "t tells what kind of person to
recruit and for what )ualities that person should be tested.
<ob specifications translate the job description into terms of the human
)ualifications that are re)uired for a successful performance of a job. They are intended
to ser(e as a guide in hiring and job e(aluation. s a guide in hiring, they deal with such
characteristics as are a(ailable in an application bank, with testing inter(iews and
checking of references.
<ob specification is de(eloped with the cooperation of the personnel department
and (arious super(isors in the whole organi*ation. The personnel department co ordinates
the writing of the job descriptions and job specifications and secures agreement on the
)ualifications re)uired. These specifications relate to physical characteristics,
psychological characteristics, personal characteristics, responsibilities and other features
of a demographic nature.
PERFORMANCE APPRAISAL%
performance appraisal is a process of e(aluating the performance and
)ualifications of the employees in terms of the re)uirements of the job for which he is
employees, for purposes of administration including placement, selection for promotions,
pro(iding financial rewards and other actions which re)uire differential treatment among
the members of a group as distinguished from actions affecting all members e)ually.
Se(eral methods and techni)ues of appraisal are a(ailable for measuring the
performance of an employee. Some of the traditional methods are
Straight Ranking Method
Man-to-man /omparison Methods
#rading
#raphic Rating Scales
/heck Gists
%ollowing are some of the modern methods'
ssessment /enters
ppraisal by Results or Management by &bjecti(es
+uman sset ccounting Method
?e will briefly discuss one of the modern methods of appraisal
ssessment centers'
The most important feature of assessment center is job-related simulations. These
simulations in(ol(e characteristics that managers feel are important to the job success.
The e(aluators obser(e and e(aluate participants as they perform acti(ities.
@nder this method, many e(aluators join together to judge employee performance in
se(eral situations with the use of (ariety of criteria. "t is used mostly to help select
employees for the first le(el 0lowest1 super(isory positions. ssessments are made to
determine employee potential for purposes of promotion. The assessment is generally
done with the help of a couple of employees and in(ol(es a paper-and-pencil test,
inter(iews and situational e2ercises.
&btain top mgmt.
commitment
Establish goals for
programme
$o detailed job analysis
$efine dimensions to be
assessed
$e(elop policies for
feeding back data
$esign physical
facilities
Select e2ercises and
participants
$esign assessor training
programme
Train
assessors
/onduct
programme
.ro(ide feedback
E(aluate participants
and center against job
success criteria
n ssessment /enter Model
<O/ ANAL=SIS% An Im!ortant Em!lo"ment Tool
"ntroduction'
ll hiring decisions and super(isory e(aluations should be made on objecti(e
criteria. super(isor needs to know each job under his or her super(ision, and the
)ualifications needed to perform it, to de(elop objecti(e inter(iew )uestions and
objecti(ely e(aluate an employeeAs performance. +uman resource specialists who are
responsible for initial screening of job applicants and mediating performance appraisal
disputes must also understand the key components of the jobs in their organi*ation.
<ob analysis pro(ides an objecti(e basis for hiring, e(aluating, training,
accommodating and super(ising persons with disabilities, as well as impro(ing the
efficiency of your organi*ation. "t is a logical process to determine' 051 purpose-the
reason for the job, 021 essential functions-the job duties which are critical or fundamental
to the performance of the job, 081 job setting-the work station and conditions where the
essential functions are performed, and 061 job )ualifications-the minimal skills an
indi(idual must possess to perform the essential functions. job analysis describes the
job, not the person who fills it.
<ob nalysis is a process to identify and determine in detail the particular job
duties and re)uirements and the relati(e importance of these duties for a gi(en job. <ob
nalysis is a process where judgments are made about data collected on a job.
.urpose of <ob nalysis
() To produce a basic job description of what the job is in the here and now which
can facilitate basic human resource problem sol(ing.
+) To describe duties and characteristics in common with and different form other
positions or jobs. ?hen pay is closely associated with le(els of difficulty these
descriptions help foster a feeling of organi*ational fairness related to pay issues)
The purpose of <ob nalysis is thus to establish and document the >?o@
relatedne> of employment procedures such as training, selection, compensation, and
performance appraisal.
<ob nalysis should collect information on the following areas'
$uties and Tasks 0fre)uency, duration, comple2ity1
?ork En(ironment 0risks1
Tools and E)uipment 0 eg. protecti(e clothing1
Relationships 0 internal and e2ternal1
Re)uirements 0The knowledge, skills, and abilities 0;S=s1
Method o# <o@ Anal"iA Data Gatherin$ method
"nter(iews I indi(idual or group
:uestionnaire
&bser(ation
/ritical incidents
.hoto tape recording
Re(iew of records
<O/ DESCRIPTION
<ob description is an important document, which is basically descripti(e in nature
and contains a tatement o# ?o@ anal"i. "t pro(ides both, organi*ational information
0location in structure, authority, etc1 and functional information 0what the work is1. "t
defines the scope of job acti(ities, major responsibilities, and positioning of the job in the
organi*ation. "t pro(ides the worker, analyst and a super(isor with a clear idea of what
the work must do to meet the demands of the job.
The content of job descriptions should identify and describe'
Mental %unctions
Relations with &thers
.hysical $emands 0strength, mo(ement, auditory, (ision, etc.1
En(ironmental /onditions and .hysical Surroundings
E)uipment @sed
+a*ards
"t concerns such functions as planning, coordinating and assigning responsibility.
Though job description is not assessment, it pro(ides an important basis for establishing
assessment standards and objecti(es.
<ob description describes BjobsC and not the Bjob holdersC. The mo(ement of
employees due to promotion, )uits, etc would create instability to job descriptions if
people rather than jobs are described.
Thus to sum it up all, <ob descriptions, as a management tool, can greatly simplify
an organi*ation=s human resource management.
<O/ EVALUATION
The aim of job e(aluation is to pro(ide a systematic and consistent approach to
defining the relative -orth of .obs within a workplace, single plant or multiple site
organi*ation. "t is a process whereby jobs are placed in a rank order according to o(erall
demands placed upon the jobholder. "t therefore pro(ides a basis for a fair and orderly
grading structure.
<ob e(aluation does not determine actual pay. That is a separate operation,
normally the subject of negotiation between management and employees or their trade
union representati(es. Only the "ob is e#aluated$ not the person doing it. "t is a techni)ue
of job analysis, assessment and comparison and it is concerned with the demands of the
job, such as the e2perience and the responsibility re)uired to carry out the job. "t is not
concerned with the total (olume of work, the number of people re)uired to do it, the
scheduling of work, or the ability of the job holder.
.urpose of job e(aluation
"t can be beneficial when the e2isting grading structure is in need of re(iew.
"t can help establish or maintain the credibility and acceptability of a grading
system.
"t facilitates the accommodation of new or re(ised jobs into the grading structure.
"t can be used by organisations as a basis for job matching and e2ternal pay
comparisons.
"mpro(ed +uman Resource Management
"n the past job e(aluation has tended to be used more often for white collar, rather
than manual employees. +owe(er, there has been a steady increase in the use of job
e(aluation for all types of jobs. The concern for unit labour costs makes it (itally
important for organisations, operating in highly competiti(e markets, to ensure that the
grading le(el of their employees accurately reflects the relati(e importance of their jobs
to the organi*ation.
.roperly introduced and maintained, job e(aluation can help lay the foundation of
fair and orderly pay structures and thus impro(e relationships.
Techni)ues of job e(aluation'
!on-analytical
<ob ranking - Each job is considered as a whole and placed in a Ffelt fairA
rank order to produce a league table.
.aired comparisons - Each job is compared as a whole with each other job
in turn, and points 03, 5 or 21 awarded according to whether its o(erall
importance is judged to be less than, e)ual to, or more than the other jobs.
<ob classification - "n job classification the number of grades is decided
first and detailed grade definitions produced. Representati(e 0benchmark1
jobs are e(aluated to (alidate the definitions.
nalytical
.oints rating I "t breaks down each job into a number of factors, with the
factors sometimes being further broken down into sub-factors. .oints are
awarded for each factor according to a predetermined scale and the total
points decide a jobAs place in the ranking order.
Tailor made or Boff the pegC - %actors and definitions more accurately
reflect the range of jobs to be e(aluated and are arri(ed at through
consensus9 conse)uently they are more likely to be acceptable to the
workforce.
Ne* Method #or Selection)
"n recent years, new methods of selection ha(e been found out by +R specialist
these approaches are deemed to be alternati(es to the traditional methods of selection.

5. .articipati(e Selection

Two interesting alternati(e are participati(e selection and employee leasing.
.articipati(e selection means that subordinates participate in the selection of their co-
workers and super(isors. The idea is that such participation will impro(e )uality, increase
support for the selected super(isor and co-workers, and impro(e employee morale.

2. Employee Geasing
!ew Method &f Selection
.articipati(e
Selection
Employee
Geasing
"n employee leasing, the client company leases employees from a third party, not
on temporary basis, but rather are leased as full-time, long term help. n interesting
feature of this method is that the client company need not perform such personnel
acti(ities as hiring, compensation or record keeping. Employees already working
elsewhere are leased. They are not directly employed by the company where they are
working. The ad(antages of employee leasing are significant. The client is relie(ed of
many administrati(e burdens, as well as the need to employ speciali*ed personnel
employees. %urther, employees not recruited by one client are sent to another client
company for employment.