Human Resource Management

2. *Recruitment is a process of finding and attracting the potential resources for
filling up the vacant positions in an organization. It sources the candidates with
the abilities and attitude, which are required for achieving the objectives of an
organization.
*Recruitment process is a process of identifying the jobs vacancy, analyzing the
job requirements, reviewing applications, screening, shortlisting and selecting the
right candidate.

3. Edwin B. Flippo defined the recruitment process – „Recruitment is the
process of searching the candidates for employment and stimulating them to apply
for jobs in the organization.‟
Plumbley - It is a process to match the capacities of candidates with the
demands of the organization. The inclination of qualified candidates should also
match with the rewards and benefits the organizations are willing to provide in the
job.
Dale Yoder - It is way through which the manpower requirements of the
organization can be fulfilled. It employs effective procedure to attract the people in
ample amount to make sure a suitable person is recruited on the available job
profile.

4. PURPOSE OF RECRUITMENT:
1. Determine current and future needs: To determine the present and future needs of
the organization, with the combination of their plan and job analysis activities. This
is one of the most important objectives of recruitment.
2. Increase in the job pool:To increase the pool of job candidates at the minimum post
cost.
3. Assistance in increasing success rate:To help increase the success rate of the selection
process by reducing the visible number of under-qualified or exaggerated job
applicants.
4. Help reduce the probability:To help reduce the likelihood of job applicants, once
recruited and selected, only after a short period they can cure the organization.

5. 5. Meet the organization‟s social and legal obligation: it should fulfill the organization‟s
social and legal liability towards the combination of its employees
6. Start identifying job applicants: Identifying job applicants and preparing for
potential job applicants will be a suitable candidate.
7. Increase effectiveness:To increase organizational and personal effectiveness in the
short-term and long-term.
8. Evaluate effectiveness:To evaluate the effectiveness of various recruitment
techniques, all types of jobs are the source for the applicants. This is the ultimate
purpose of recruitment.

6. IMPORTANCE OF RECRUITMENT
It helps the organization by finding the necessary requirements by job analysis
activities and personnel planning.
It helps to accumulate candidates with less cost.
Helps in organizing the job applications by dividing them as under-qualified or
overqualified to increase the likelihood of increasing company‟s growth and
engaging the right person to the right place.
It helps in employing new and better-qualified workforce.
It is a long-term strategy for improving the growth of a company.
Capabilities and commitment of employees ensure an organization‟s success.
Raise organizational and individual value in both short and long term.

7. Principle of Fairness:
Candidates should be recruited on merit on the basis of fair and open
competition. Prospective applicants should be given equal and reasonable access
to adequate information about the job and its requirements
All applicants should be considered equally on merit at each stage of
the recruitment process. Recruitment should be made on the basis of
qualifications and competence.

8. 2) Principle of Open Public Process:
Recruitment should be open to all members of the community irrespective
of their caste, creed, colour, Sex, religion, language, civil status, opinion, etc. All
applicants in the appropriate human resources market should have equal access to
vacancies. Both external and internal applicants should be able to participate in the
recruitment.
3) Principle of Wide Announcement:
Recruitment should be announced and advertised as widely as possible so
that all interested candidates may apply for appropriate consideration in the
recruitment process.

9. 4) Principle of Highest Professional Standards:
Recruitment should be based on ethical code of conduct and must comply
with the legal provisions of the country on recruitment. It must be transparent and
free of patronage, favoritism or unjustified discrimination and equity and
procedural fairness should be applied in making the recruitment decisions.
5) Principle of Documentation:
Recruitment should be appropriately documented, which is accurate and
of high quality so as to ensure that candidates of the highest ability, efficiency and
integrity are likely to be recruited. Documents should also specify the role and
appropriate skills and behaviour required to fulfill the job roles

10. 6) Principle of Commitment:
Recruitment should clearly indicate what required from the candidates in
terms of Competencies, 1.e., knowledge, skills and behaviours. Recruitment should
result in having Some sort of general commitment on either side.
7) Principle of Open-Mindedness:
Recruitment should not depend on people having any prior attitudes
opposed to the ideology of the organisation.
8) Principle of Network Recruitment:
Recruitment must not be a mechanistic process, but should be based on
the idea that it is person-to-person phenomenon.

11. 9) Principle of Dense Origins:
Recruitment should not be primarily guided on the basis of very strong
personal ties of the organisational stakeholders. Recruitment practices should be
aimed at quality
searching to achieve organisational objectives.
10) Principle of Impartiality:
The recruitment must be such that the fair selection may be assured only
the best and capable candidates must be selected on the basis of merit.
11) Principle of Flexibility:
The recruitment process must be flexible so that necessary changes may be
incorporated as per the needs of the organisation.

13. SOURCES OF RECRUITMENT
INTERNAL RECRUITMENT
Promotions:
The most widely used form of internal recruiting is the one everybody
hopes for a promotion.
Transfers:
A transfer typically entails moving to the same job at a different location or
a similar level job in a different department.
Temporary to Permanent:
Similar to a promotion, this involves making a temporary position holder
or intern a full-fledged employee.

14. Employee referrals:
It is a structured program that companies and organizations use to
find talented people by asking their existing employees to recommend
candidates from their existing networks.
Former employees:
Retired employees may be interested to come back to the company to
work on a part-time basis.
Previous Applicants:
This is considered as internal source in the sense that applications
from the potential candidates are already lying with the organization.

15. Dependents of deceased employees:
Usually, banks follow this policy. If an employee dies, his / her spouse or
son or daughter is recruited in their place. This is usually an effective way to fulfill
social obligation and create goodwill.
Recalls:
When management faces a problem, which can be solved only by a manager
who has proceeded on long leave, it may de decided to recall that persons after the
problem is solved, his leave may be extended.
Retirements:
At times, management may not find suitable candidates in place of the one
who had retired, after meritorious service. Under the circumstances, management
may decide to call retired managers with new extension.

16. Retrenched Employees:
An employee terminated due to the surplus of labor or involuntary
separation of an employee due to the replacement of labour by machines or
the close of the department or due to downsizing, will be called back to job
once it regained its full operative performance.

17. ADVANTAGES OF INTERNAL RECRUITMENT
i. Cost-effectiveness
ii. Save time
iii. Employee familiarity
iv. Lower on boarding times
v. Improve employee engagement
DISADVANTAGES OF INTERNAL RECRUITMENT
i. Limit your candidate pool
ii. Workforce gaps
iii. Destabilise your company culture
iv. Colleague conflict

18. EXTERNAL RECRUITMENT
Media Advertisement
The ads in newspapers, professional journals, give a comprehensive detail about the
organization, type, and nature of job position, skills required, qualification and experience
expected, etc.
This helps an individual to self-evaluate himself against the job requirements and
apply for the jobs which best suits him.
Employment Exchange
The office run by the government wherein the details about the job seekers such as
name, qualification, experience, etc. is stored and is given to the employers who are searching
for men for their organizations.
It is the most common source of external recruitment that offers jobs to unskilled,
semi-skilled and skilled workers.

19. Direct Recruitment
The company puts up a notice on a notice board or on the factory
gate regarding the jobs available, such that the applicant sees it and apply for
the job directly.
Also called as factory gate recruitment is an important source of
hiring, especially the unskilled workers or badli workers who are paid on a
daily-wage basis
Casual Callers
The casual callers, also called as unsolicited applications are the job
seekers who come to the well-renowned organizations casually and either mail
or drop in their job applications seeking the job opportunity.

20. Educational Institutions or Campus Placement
The companies, visit the technical, management and professional colleges to
recruit the students directly for the job positions
Labor Contractors
The labor contractors who are either employed with the firm or have an
agreement to supply workers to the firm for the completion of a specific type of a
task.
This method is again used for hiring the unskilled and semi-skilled workers
Walk-Ins
This is again a direct form of recruitment wherein the prospective
candidates are invited through an advertisement to come and apply for the job
vacancy.

21. E-recruiting
There are several online job portals that enable the job seekers to
upload their resume online which are then forwarded to the potential hirers.
Such as naukri.com, monster.com, shine.com, etc. are some of the
well renowned online job portals.
Management Consultants
There are several private management firms that act as a middleman
between the recruiter and the recruit.
These firms help the organization to hire professional, technical and
managerial personnel, and they specialize in recruiting middle level and top
level executives.

22. Contractors:
They are used to recruit casual workers.The names of the workers are not
entered in the company records and, to this extent; difficulties experienced in
maintaining permanent workers are avoided.
Competitors:
This method is popularly known as “poaching” or “raiding” which
involves identifying the right people in rival companies, offering them better terms
and luring them away. For instance, several executives of HMT left to joinTitan
Watch Company.
Mergers and Acquisitions:
As a result, new jobs may be created. Both new and old jobs may be readily
staffed by drawing the best-qualified applicants from this employee pool.

23. Advantages of External Recruitment
Process
Disadvantages of External Recruitment
Process
Increased chances
A limited understanding about the
company
Fresher skill and input Higher risk
Qualified candidates Time consuming
Better competition High costs
Generation of creative ideas Internal disputes with existing employees
Lesser internal politics Issues of Maladjustment
Better growth Agencies are not trusted
Competitive spirit Invites unsuitable applicants
Being fair Legal risks
Ideas from other industries Varied category of applicants can be met

24. ALTERNATIVESTO RECRUITMENT
Outsourcing: When the organization develops a vacant position, it outsources the
hiring process to a third party which is specialized in recruitment services.
Employee Overtime: During the peak time, when the production increases gradually,
the organisation demands overtime from the employees in return for additional wages.
Temporary Employees: The organisation at times, hire temporary employees through
employment agencies to cope up with the workload in peak times. Such employees can
be any technicians, professionals or executives and are experienced personnel available at
lower wages.
Employee Leasing: The leasing companies lease out the services of their personnel to
the organisation. They are responsible for maintaining the employees‟ payroll, and in
return, they get fees from the organisation.

26. INTERNAL FACTORS
1. Recruitment Policy
The recruitment policy of an organization determines the destinations or
enlistment and gives a structure to usage of recruitment program.
Factors Affecting Recruitment Policy
Need of the organization.
Organizational objectives
Preferred sources of recruitment.
Government policies on reservations.
Personnel policies of the organization and its competitors.
Recruitment costs and financial implications.
2. Human Resource Planning
Effective human resource process & procedure helps in fixing the loops
present in the existing manpower of the organization. This also helps in filter the
number of employees to be recruited and what kind qualification and skills they
must possess.

27. 3. Size of the Organization
The size of the organization affects the recruitment process. If the
organization is planning to increase its operations and expand its business, it will
think of hiring more personnel, which will handle its operations.
4. Cost involved in recruitment
Recruitment process also count the cost to the employer, thats why
organizations try to employ/outsource the source of recruitment which will be cost
effective to the organization for each candidate.
5. Growth and Expansion
Organization will utilize or consider utilizing more work force in the event
that it is growing its operations.

28. EXTERNAL FACTORS
1. Supply and Demand
The availability of manpower both within and outside the organization is
an essential factor in the recruitment process.
2. Labour Market
Employment conditions where the organization is located will effected by
the recruiting efforts of the organization.
3. Goodwill / Image of the organization
Organizations having a good positive image in the market can easily attract
competent resources. Maintaining good public relations, providing public services,
etc., definitely helps an organization in enhancing its reputation in the market, and
thereby attract the best possible resources.

29. 4. Political-Social- Legal Environment
Different government controls forbidding separation in contracting and
work have coordinate effect on enlistment practices.
5. Unemployment Rate
The Element that influence the availability of applicants is the economy
growth rate . At the point when the organization isn't making new jobs, there is
frequently oversupply of qualified work which thusly prompts unemployment.
6. Competitors − When organizations in the same industry are competing for the
best qualified resources, there is a need to analyze the competition and offer the
resources packages that are best in terms of industry standards.

31. STEP: 1 => RECRUITMENT PLANNING
Recruitment planning is the first step of the recruitment process, where the
vacant positions are analyzed and described. A structured recruitment plan is mandatory
to attract potential candidates from a pool of candidates.
IdentifyingVacancy
The first and foremost process of recruitment plan is identifying the vacancy.
This process begins with receiving the requisition for recruitments from different
department of the organization to the HR Department, which contains −
Number of posts to be filled
Number of positions
Duties and responsibilities to be performed
Qualification and experience required

32. When a vacancy is identified, it the responsibility of the sourcing manager to
ascertain whether the position is required or not, permanent or temporary, full-time or
part-time, etc.These parameters should be evaluated before commencing recruitment.
Job Analysis
It helps in identifying what a job demands and what an employee must possess
in performing a job productively.
The following steps are important in analyzing a job −
Recording and collecting job information
Accuracy in checking the job information
Generating job description based on the information
Determining the skills, knowledge and skills, which are required for the job
The immediate products of job analysis are job descriptions and job specifications.

33. Job Description
It is an important document, which is descriptive in nature and contains the final
statement of the job analysis. This description is very important for a successful recruitment
process.
This data gives the employer and the organization a clear idea of what an employee
must do to meet the requirement of his job responsibilities.
A job description provides information on the following elements −
Machines, Materials and Equipment
Process of Supervision
Working Conditions
Health Hazards
Title/Job Identification/
Organization Position
Job Location
Summary of Job
Job Duties

34. Job Specification
Job specification focuses on the specifications of the candidate, whom the HR
team is going to hire.
This information about each job in an organization is as follows −
Physical specifications
Mental specifications
Physical features
Emotional specifications
Behavioral specifications
A job specification document provides information on the following elements −
 Qualification
 Experiences
 Training and development
 Skills requirements
 Work responsibilities
 Emotional characteristics
 Planning of career

35. Job Evaluation
Job evaluation is a comparative process of analyzing, assessing, and determining the
relative value/worth of a job in relation to the other jobs in an organization.
The main objective of job evaluation is to analyze and determine which job
commands how much pay. Job evaluation forms the basis for salary and wage negotiations.
STEP : 2 => RECRUITMENT STRATEGY
After recruitment planning the next step is to decide which strategy to adopt for
recruiting the potential candidates for the organization While preparing a recruitment
strategy, the HR team considers the following points −
Make or buy employees
Types of recruitment
Geographical area
Recruitment sources

36. The development of a recruitment strategy is a long process, but having a
right strategy is mandatory to attract the right candidates. The steps involved in
developing a recruitment strategy include −
Setting up a board team
Analyzing HR strategy
Collection of available data
Analyzing the collected data
Setting the recruitment strategy
The following strategic considerations should be kept in mind:
Make or Buy Employees, which means the firm either decides to select less skilled
employees and invest in training and education programmes or hire skilled
professionals.

37. Methods of Recruitment, the firm decide on the methods used for recruiting the
individuals. Such as the internet provides detailed information about the prospective
candidates and helps in shortlisting the best-qualified individuals.
Geographical Area, the next decision is related to the area from where the candidates
shall be searched. The firm looks for those areas where the handful amount of qualified
employees is concentrated, with a view to curtailing a search cost.
Sources of Recruitment, there are two sources of recruitment: Internal source (within
the organization), external source (outside the organization). The firm must decide the
source from where the candidates are hired.

38. STEP: 3 => SEARCHINGTHE RIGHT CANDIDATES
Searching is the process of recruitment where the resources are sourced
depending upon the requirement of the job. After the recruitment strategy is done, the
searching of candidates will be initialized.This process consists of two steps −
Source activation − Once the line manager verifies and permits the existence of
the vacancy, the search for candidates starts.
Selling − Here, the organization selects the media through which the
communication of vacancies reaches the prospective candidates.
Internal Sources
 Promotions
 Transfers
 Former Employees
 Internal Advertisements (Job Posting)
 Employee Referrals
 Previous Applicants
External Sources
 Direct Recruitment
 Employment Exchanges
 Employment Agencies
 Advertisements
 Professional Associations
 Campus Recruitment
 Word of Mouth

39. STEP : 4 => SCREENING / SHORTLISTING
Screening starts after completion of the process of sourcing the candidates.
Screening is the process of filtering the applications of the candidates for further
selection process.
Screening is an integral part of recruitment process that helps in removing
unqualified or irrelevant candidates, which were received through sourcing. The
screening process of recruitment consists of three steps −
Reviewing of Resumes and Cover Letters
Reviewing is the first step of screening candidates. In this process, the
resumes of the candidates are reviewed and checked for the candidates‟ education,
work experience, and overall background matching the requirement of the job

40. While reviewing the resumes, an HR executive must keep the following points in mind
Reason for change of job
Longevity with each organization
Long gaps in employment
Job-hopping
Lack of career progression
ConductingTelephonic orVideo Interview
It is the second step of screening candidates. In this process, after the resumes
are screened, the candidates are contacted through phone or video by the hiring
manager.This screening process has two outcomes −
It helps in verifying the candidates, whether they are active and available.
It also helps in giving a quick insight about the candidate‟s attitude, ability to
answer interview questions, and communication skills.

41. Identifying the top candidates
Identifying the top candidates is the final step of screening the
resumes/candidates. In this process, the cream/top layer of resumes are shortlisted,
which makes it easy for the hiring manager to take a decision. This process has the
following three outcomes −
Shortlisting 5 to 10 resumes for review by the hiring managers
Providing insights and recommendations to the hiring manager
Helps the hiring managers to take a decision in hiring the right candidate

42. STEP : 4 => EVALUATION AND CONTROL
In this process, the effectiveness and the validity of the process and
methods are assessed. Recruitment is a costly process, hence it is important that the
performance of the recruitment process is thoroughly evaluated.
The costs incurred in the recruitment process are to be evaluated and
controlled effectively.These include the following −
Salaries to the Recruiters
Advertisements cost and other costs incurred in recruitment methods, i.e., agency fees.
Administrative expenses and Recruitment overheads
Overtime and Outstanding costs, while the vacancies remain unfilled
Cost incurred in recruiting suitable candidates for the final selection process
Time spent by the Management and the Professionals in preparing job description,
job specifications, and conducting interviews.

44. SELECTION
Finding the interested candidates who have submitted their profiles for a
particular job is the process of recruitment, and choosing the best and most suitable
candidates among them is the process of selection.
Selection can also be explained as the process of interviewing the
candidates and evaluating their qualities, which are required for a specific job and
then choosing the suitable candidate for the position.
According to Terrie Nolinske, “ Selection is the process of making a hire or
non-hire decision regarding each applicant for a job”.
According to Hunt, and Osborn, “ Selection is a series of steps from
initial applicant screening to final hiring of the new employees”.

46. IMPORTANCE OF SELECTION
1. GoodTalent
Proper selection system enables the organization to appoint talented persons for
various activities and thereby leading to improved productivity and profitability of the
organisation.
2. Better Efficiency
Selection of right person to the right job is sure to produce better quality of work
and may facilitate faster achievement of objectives. This will help in greater measure to tone
up the overall efficiency of organisation.
3. Reduced Cost of Training and Development
Better selection of candidates definitely reduces the cost of training because
qualified personnel have better grasping power. If they select suitable candidates for suitable
job, they can easily understand the techniques of the work better in quick time. Besides, the
organization can develop different training programmes for different persons on the basis of
their individual differences, thus reducing the time and cost of training considerably.

47. 4. ReducedTurnover
Proper selection of candidates contributes to low labor turnover. This will
in turn help the organisation to minimize recruitment cost.
5. Job Motivation
If the right person is selected for the right job, it tends to motivate the
person to work more effectively and efficiently. They feel that their skills are
properly used and they tend to contribute more attention to the job.
6. Other Benefits
Proper selection of candidates reduces absenteeism. They would pay better
attention to their jobs and take safety precautions on their own accord would
minimize the occurance of work place accidents.

48. FACTORS AFFECTING SELECTION
1. Nature of Post
The process of selection of employee varies according to type of personnel
to be recruited. For instance, selection process of probationary officer of a bank
differs from that of selection of officer for Indian Police Service.
2. Number of Candidates
Selection process depends on the response of candidates to the
advertisement inviting applications for the post. For instance, for clerical and other
physical jobs, more candidate tend to apply. Hence short listing needs to be done.
The selection process would be longer if the number of applicants is lesser and
consequently selection process becomes shorter.

49. 3. Selection Policy
The selection policy and selection process are inter-related. For example some
organizations put in place tougher selection process involving several steps to identify the
best fit while certain other organizations just conduct straight interview and thus cutting
short the selection procedure.
4. Cost factor / Budge
The longer selection process entails higher cost. Hence, organizations which cannot
afford to spend a larger resource tend to shorten selection process while organizations with
sound financial condition can afford to adopt lengthier selection process.
5. Level of Educational Qualification and Experience and Exposure
The process of selection depends on the experience and educational qualification,
and exposure required for the post. For example for selection of finance officer, treasurer,
legal adviser, designer, architecture, CEOs, scientist, chairman etc. selection process is shorter
as only few candidates compete with higher educational qualification, and credentials.

50. SELECTION PROCESS

51. 1. Preliminary Interview:
The preliminary interview is also called as a screening interview wherein those
candidates are eliminated from the further selection process who do not meet the minimum
eligibility criteria as required by the organization.
Here, the individuals are checked for their academic qualifications, skill sets, family
backgrounds and their interest in working with the firm. The preliminary interview is less
formal and is basically done to weed out the unsuitable candidates very much before
proceeding with a full-fledged selection process.
2. Receiving Applications:
Once the individual qualifies the preliminary interview he is required to fill in the
application form in the prescribed format. This application contains the candidate data such
as age, qualification, experience, etc. This information helps the interviewer to get the fair
idea about the candidate and formulate questions to get more information about him.

52. 3. Screening Applications:
Once the applications are received, these are screened by the screening
committee, who then prepare a list of those applicants whom they find suitable for
the interviews.
The shortlisting criteria could be the age, sex, qualification, experience of
an individual. Once the list is prepared, the qualified candidates are called for the
interview either through a registered mail or e-mails.
4. EmploymentTests:
In order to check the mental ability and skill set of an individual, several
tests are conducted. Such as intelligence tests, aptitude tests, interest tests,
psychological tests, personality tests, etc. These tests are conducted to judge the
suitability of the candidate for the job.

53. 5. Employment Interview:
The one on one session with the candidate is conducted to gain more insights
about him. Here, the interviewer asks questions from the applicant to discover more about
him and to give him the accurate picture of the kind of a job he is required to perform.
Also, the briefing of certain organizational policies is done, which is crucial in the
performance of the job. Through an interview, it is easier for the employer to understand the
candidate‟s expectations from the job and also his communication skills along with the
confidence level can be checked at this stage.
6. Checking References:
The firms usually ask for the references from the candidate to cross check the
authenticity of the information provided by him. These references could be from the
education institute from where the candidate has completed his studies or from his previous
employment where he was formerly engaged.

54. 7. Medical Examination:
Here the physical and mental fitness of the candidate are checked to ensure
that he is capable of performing the job. In some organizations, the medical
examination is done at the very beginning of the selection process while in some
cases it is done after the final selection.
Thus, this stage is not rigid and can take place anywhere in the process. The
medical examination is an important step in the selection process as it helps in
ascertaining the applicant‟s physical ability to fulfill the job requirements.
8. Final Selection:
Finally, the candidate who qualifies all the rounds of a selection process is
given the appointment letter to join the firm.

56. TYPE OF SELECTIONTESTS
1). Ability tests:
Assist in determining how well an individual can perform tasks related to
the job. Also called as „ACHEIVEMENT TESTS‟. When applicant claims to know
something, an achievement test is taken to measure how well they know it.
2). Aptitude test:
Aptitude tests measure whether an individuals has the capacity or latent
ability to learn a given job if given adequate training. The use of aptitude test is
advisable when an applicant has had little or no experience along the line of the job
opening. Aptitudes tests help determine a person‟s potential to learn in a given area.

57. Forms of aptitude test:
Mental or intelligence tests: They measure the overall intellectual ability of a person
and enable to know whether the person has the mental ability to deal with certain
problems.
Mechanical aptitude tests: They measure the ability of a person to learn a particular
type of mechanical work. These tests helps to measure specialized technical
knowledge and problem solving abilities if the candidate. They are useful in
selection of mechanics, maintenance workers, etc.
Psychomotor or skills tests: They are those, which measure a person‟s ability to do a
specific job. Such tests are conducted in respect of semi- skilled and repetitive jobs
such as packing, testing and inspection, etc.

58. 3). Intelligence test:
This test helps to evaluate traits of intelligence. Mental ability, presence of mind
(alertness), numerical ability, memory and such other aspects can be measured. The
intelligence is probably the most widely administered standardized test in industry. It is
taken to judge numerical, skills, reasoning, memory and such other abilities.
4). InterestTest:
This is conducted to find out likes and dislikes of candidates towards occupations,
hobbies, etc. such tests indicate which occupations are more in line with a person‟s interest.
5). PersonalityTest:
The importance of personality to job success is undeniable. Often an individual
who possesses the intelligence, aptitude and experience for certain has failed because of
inability to get along with and motivate other people. It is conducted to judge maturity,
social or interpersonal skills, behavior under stress and strain, etc. this test is very much
essential on case of selection of sales force, public relation staff, etc. where personality plays
an important role.

59. 6). ProjectiveTest:
This test requires interpretation of problems or situations. For example, a
photograph or a picture can be shown to the candidates and they are asked to give
their views, and opinions about the picture.
7). General knowledgeTest:
Now days G.K. Tests are very common to find general awareness of the
candidates in the field of sports, politics, world affairs, current affairs.
8). PerceptionTest:
At times perception tests can be conducted to find out beliefs, attitudes,
and mental sharpness.etc.

60. 9). GraphologyTest:
It is designed to analyze the handwriting of individual. It has been said that an
individual‟s handwriting can suggest the degree of energy, inhibition and spontaneity, as well
as disclose the idiosyncrasies and elements of balance and control.
10). PolygraphTest:
Polygraph is a lie detector, which is designed to ensure accuracy of the information
given in the applications. Department store, banks, treasury offices and jewellery shops, that
is, those highly vulnerable to theft or swindling may find polygraph tests useful.
11). MedicalTest:
It reveals physical fitness of a candidate. With the development of technology,
medical tests have become diversified. Medical servicing helps measure and monitor a
candidate‟s physical resilience upon exposure to hazardous chemicals.

61. TYPES OF INTERVIEWS
*Structured Interview − In this type, the interview is designed and detailed in advance. A
structured interview is pre-planned, accurate, and consistent in hiring the candidates.
*Unstructured Interview − This type of interview is an unplanned one, where the interview
questionnaire is not prepared. Here, the effectiveness of the interview is very less and there
is a tremendous waste of time and effort of both the interviewer and the interviewee.
*Group Interview − In this type of interview, all the candidates or a group of candidates
are interviewed together. Group interviews are conducted to save time when there is a large
number of applications for a few job vacancies. A topic will be given to discuss among the
candidates and the interviewer judges the innovativeness and behavior of each candidate.
*Behavioural Interview -A behavioural interview assesses the candidate‟s behaviour in past
employment-related situations. It gives HR a clear vision of the candidate‟s probable
efficiency in a similar role.

62. *Depth Interview − Depth interview is a semi-structured interview, where the candidates
have to give a detailed information about their education background, work experience,
special interests, etc. And the interviewer takes a depth interview and tries in finding the
expertise of the candidate.
*Stress Interview − Stress interviews are conducted to discover how a candidate behaves in
stressful conditions. In this type of interview, the interviewer will come to know whether
the candidate can handle the demands of a complex job.
*Individual Interview − In an individual interview, the interview takes place one-on-one i.e.,
there will be a verbal and a visual interaction between two people, an interviewer and a
candidate. This is a two-way communication interview, which helps in finding the right
candidate for a vacant job position.
*Informal Interview − Such interviews are conducted in an informal way, i.e., the interview
will be fixed without any written communication and can be arranged at any place. There
is no procedure of asking questions in this type of interview, hence it will be a friendly
kind of interview.

63. *Formal Interview − A formal interview held in a formal way, i.e., the candidate
will be intimated about the interview well in advance and the interviewer plans and
prepares questions for the interview.This is also called as a planned interview.
*Panel Interview − Panel interview, as the name indicates, is being conducted by a
group of people. In this type of interview, three to five members of the selection
committee will be asking questions to the candidates on different aspects. The
final decision will be taken by all the members of the panel collectively.
*Exit Interview − Exit interviews are conducted for those employees who want to
leave the organization. The importance of the exit interview is to discover why an
employee wants to leave his job.
*Telephonic Interview - HR conducts a telephonic interview to assess the
candidates over telephonic conversations. The recruiter asks questions depending
on the candidate‟s resume and the roles and responsibilities of the job profile.

64. INDUCTION (ORIENTATION)
An induction program is the process used within organizations to onboard
new hires into the organization and familiarizes them with the new role and
company culture.
“Induction is the process of receiving and welcoming an employee when he
first joins a company and giving him the basic information he needs to settle down
quickly and happily and start work.”
Lecture, handbook, film, group seminar are used to impart the information
to new employees about the environment of the job and the organisation in order to
make the new employee acquaint himself to the organization.

65. A good induction programme will include the following activities:
*Introduction to terms and conditions (for example, benefits, how to apply for a
leave, working hours, holiday entitlement, how to make expense claims, etc.).
*Company policies, practices, objectives and regulations.
*Organizational hierarchy and structure
*Job description along with key duties and responsibilities
*A basic introduction to the different departments within the company
*Rules governing working hours, expected behavioral standards, dress code
*A guided tour of the office space
*Set-up of login and payroll details

66. *Set-up of new hire workstation including computer, name plate phone, software
downloads and tools required for the job
*Introduction to key members of staff
*Information pertaining to benefits, incentives and appraisals
*Specific job-role training
*Contact details of reporting manager and team
*Brief about organizational goals, KPA‟s and KRA‟s
*Work schedule
*Handover ID card, keys and swipe card
*Employee handbook briefing

67. ADVANTAGES OF INDUCTION
i. Lower turnover, especially new recruit turnover
ii. Increased productivity
iii. Improved employee morale
iv. Lower recruiting and training costs
v. Facilitation of learning
vi. Reduction of the new employee‟s anxiety
vii. Induction helps to build up a two-way channel of communication between
management and workers.

68. viii. Proper induction facilitates informal relation and team work among employee.
ix. Effective induction helps to integrate the new employee into the organization
and to develop a sense of belonging.
x. Induction helps to develop good relation.
xi. A formal induction program proves that the company is taking interest in getting
him off to good start.
xii. Proper induction reduces employee grievances, absenteeism and labour turnover.
Induction is helpful in supplying information concerning the organization, the job
and employee welfare facilities.