Manpower Planning Module 4 Part 1.pdf

Copyright © 2023 Jayanti Rajdevendra Pande. All rights reserved.
PART -1
RASHTRASANT TUKDOJI MAHARAJ NAGPUR UNIVERSITY
MBA
SEMESTER: 3
SPECIALIZATION
HR
SUBJECT
MANPOWER PLANNING, RECRUITMENT & SELECTION
MODULE NO : 4
RECRUITING & SELECTING HUMAN RESOURCES
- Jayanti R Pande
DGICM College, Nagpur

Q1.What is candidate sourcing? Give difference between sourcing & recruiting.
CANDIDATE SOURCING : Candidate sourcing refers to the proactive process of identifying potential job candidates through
various channels, such as job boards, social media platforms, networking events, and employee referrals. It involves creating
a pool of qualified individuals who might be a good fit for the organization's vacant positions.
External Sourcing: External sourcing involves attracting candidates from outside the organization.This can include methods
like job advertisements, career fairs, and recruitment agencies. It aims to bring in fresh perspectives and skills that may not
exist within the current workforce.
Internal Sourcing: Internal sourcing focuses on identifying and considering current employees for vacant positions.This can
boost employee morale and motivation by offering growth opportunities. Internal sourcing methods include promotions,
lateral moves, and internal job postings.
Differences Sourcing Recruiting
Focus
Identifying potential
candidates
Evaluating and selecting
candidates
Nature Initial talent search
Later assessment and
hiring stages
Goal
Creating a candidate
pipeline for future needs
Choosing the best-fit
candidate
Approach
Proactive search before
vacancies arise
Reactive response to job
openings
Activities Involved
Searching, shortlisting,
and engaging prospects
Interviewing, assessing,
and extending offers

Q2. Explain features of recruiting. Also state the objectives of recruiting.
RECRUITMENT: Recruitment is the strategic process of identifying, attracting, and engaging potential candidates for job
openings within an organization. It involves various stages, from sourcing candidates to selecting the right fit, and
contributes significantly to the success of a company's human resource management.
DEFINITION OF RECRUITMENT
• Recruitment is the process of finding and attracting suitable candidates to fill job positions within an organization.
• DaleYoder - "Recruitment is the process of discovering potential candidates for actual or anticipated organizational
vacancies.“
FEATURES OF RECRUITING
1. Two-Way Process: Recruitment is a mutual process involving both the employer and the candidates. It's not just about
organizations evaluating candidates; candidates also assess the company's culture and suitability for their career goals.
2. Continuous: Recruitment is an ongoing activity due to workforce expansions, replacements, and organizational
changes. A consistent approach ensures a ready pool of candidates for future requirements.
3. Complex Job:The recruitment process is intricate and involves multiple steps, such as job analysis, candidate screening,
interviews, and decision-making. It demands careful planning and execution.
4. Communication: Effective communication is crucial. Organizations need to clearly convey job roles, expectations, and
benefits, while candidates must express their skills, qualifications, and aspirations.
5. Evaluation and Selection: Employers assess candidates' skills, qualifications, and cultural fit, while candidates evaluate
job roles, organizational values, and growth prospects.

OBJECTIVES OF RECRUITING
1. Growth of Business: Effective recruitment brings in talented individuals who contribute to the organization's growth
and innovation.
2. Workload Increase: Business expansion often requires additional workforce to manage increased workloads and
responsibilities.
3. Promotions: Filling positions internally through recruitment enhances employee morale and motivation, as it
provides opportunities for career progression.
4. StaffTurnoverVacancies Filling: Recruiting addresses staff turnover by quickly filling vacancies, minimizing
disruptions in operations.
5. Skill Diversification: Recruitment helps bring in diverse skills and experiences, enriching the organizational skill set.

Q3. Explain the recruitment process.
The RECRUITMENT PROCESS is a structured approach aimed at filling job positions effectively. It involves distinct stages
that collectively lead to hiring the right candidates.
1. Recruitment Planning:This stage identifies the organization's staffing needs and role specifications. It aligns recruitment
with the company's goals.
2. Identifying Sources: Internal and external sources are recognized for potential candidates. Job boards, social media, and
employee referrals are common sources.
3. Contact Sourcing: Candidates from identified sources are approached to gauge interest and assess initial compatibility.
4. Application Pool: Interested candidates submit applications containing resumes and cover letters, forming the application
pool.
5. Selection Process:This involves interviews, tests, and assessments to identify the best-fit candidates who meet the
organization's criteria.
6. Evaluation and Control: After the selection process, the organization evaluates the effectiveness of the recruitment
process.This step ensures that the recruitment strategies and methods used align with the company's objectives and
make necessary improvements for future hiring.
1
Recruitment Planning
6
Evaluation & Control
2
Identifying Sources
3
Contact Sourcing
4
Application Pool
5
Selection Process

Q4. Explain the factors which govern recruitment.
FACTORSWHICH GOVERN RECRUITMENT
External Factors:
1. Supply and Demand:The availability of qualified candidates relative to the number of job openings affects recruitment.
In a candidate-rich market, organizations have more choices.
2. Labour Market:The characteristics of the labour market, such as skills available, wage trends, and mobility, impact
recruitment strategies.
3. Rate of Unemployment: High unemployment rates can lead to a larger pool of potential candidates, while low rates can
result in talent shortages.
4. Competitors:The recruitment practices of competitors influence an organization's ability to attract and retain
candidates with desired skills.
Internal Factors:
1. Human Resource Planning: Effective recruitment aligns with the organization's HR planning to meet current and future
workforce needs.
2. Cost: Recruitment costs impact decisions on sourcing channels, advertising, and hiring methods. Budget constraints
influence the process.
3. Organization Size: Larger organizations might have more resources for extensive recruitment efforts, while smaller
ones may rely on targeted approaches.
4. Recruitment Policy:The organization's recruitment policy outlines guidelines for hiring, including internal vs. external
hiring and the use of specific sources.

Q5.What are internal & external sources of recruitment?
1. Job Posting: Organizations post job openings internally, allowing current employees to apply for higher positions.
For example, a junior software developer within a company applies for a senior developer role.
2. Transfer: Employees are moved horizontally to different departments or locations, based on their skills and the
company's needs. An HR manager in one branch is transferred to the HR department at another branch.
3. Promotion: Existing employees are elevated to higher positions within the organization. For instance, a team leader
is promoted to a managerial role due to exceptional performance.
4. Former Employee: Rehiring former employees who left on good terms can be a source of experienced talent. For
instance, a marketing specialist returns to the company after gaining more skills elsewhere.
Internal Sources of Recruitment
Job Posting Transfer Promotion Former Employee

1 Direct Method:
• Campus Recruitment: Organizations visit colleges and universities to hire fresh graduates. For instance, a technology
firm hiring software engineers directly from a university career fair.
• Scouting: Recruiters actively seek out potential candidates at industry events or on professional platforms like
LinkedIn. For example, a company recruiter identifies a skilled project manager at a conference.
2 Indirect Method:
• Advertise: Organizations use job advertisements in newspapers, online job boards, and social media to attract
external candidates. For instance, a hospital advertising for nursing positions in local newspapers.
• Trade Associations: Companies collaborate with industry-specific associations to find candidates with relevant skills.
A construction company partnering with a civil engineering association to find engineers is an example.
3Third-Party Methods:
• Private Employment Agencies:These agencies help companies find suitable candidates for a fee. An accounting firm
seeking experienced accountants might engage such an agency.
• Public Employment Agencies: Government-run agencies connect job seekers with employers.A manufacturing
company seeking skilled labour might use this method.
External Sources of Recruitment
Direct Method Indirect Method Third-Party Methods

Q6.What is strategic approach to recruitment.
STRATEGIC APPROACHTO RECRUITMENT
A strategic approach to recruitment refers to a well-planned, long-term method of acquiring talent that aligns with an
organization's overall business objectives and future growth. It goes beyond filling immediate job vacancies and focuses on
building a capable and diverse workforce to drive the company's success.
Key Components of a Strategic Recruitment Approach:
 Alignment with Business Goals: Recruitment strategies are developed in tandem with the organization's strategic
goals, ensuring that talent acquisition supports the company's growth trajectory.
 Long-Term Perspective: Instead of reactive hiring, a strategic approach involves forecasting future talent needs and
creating a talent pool for upcoming roles.
 Employer Branding: Organizations emphasize their unique culture, values, and offerings to attract top-tier candidates
who resonate with the company's identity.
 Diversity and Inclusion: A strategic approach aims to bring in diverse perspectives and experiences, fostering
innovation and creativity within the workforce.
 Talent Pipelining: Continuous networking and relationship-building help maintain a pool of potential candidates,
reducing time-to-hire for critical positions.
 Data-Driven Decision-Making: Utilizing data analytics, organizations refine their recruitment strategies based on past
successes and failures.
 Employee Development: Promoting from within and providing growth opportunities enhance employee satisfaction
and reduce turnover.

Q7. Discuss centralised & decentralised recruitment.
CENTRALIZED RECRUITMENT: Centralized recruitment involves managing the recruitment process from a central location,
typically by the human resources department at the organization's headquarters. This approach streamlines recruitment
activities, promotes consistency, and ensures adherence to standardized processes across different departments or units.
Centralized recruitment often utilizes specialized HR professionals to handle recruitment tasks.
Example: In a large multinational corporation, all job vacancies across various regions are managed and coordinated by the
global HR team based at the company's headquarters.
DECENTRALIZED RECRUITMENT: Decentralized recruitment refers to delegating recruitment responsibilities to individual units,
departments, or zonal offices within an organization. This approach allows local teams to tailor their recruitment strategies to
the specific needs of their area. Decentralized recruitment can lead to faster decision-making and a better understanding of
local talent markets.
Example: In a retail chain, each store's manager is responsible for recruiting and hiring their own staff, as they are better
equipped to identify candidates who fit the store's unique requirements.
Comparison:
Decentralized Recruitment
• Delegated to local units or departments.
• Tailored to specific needs and local market conditions.
• Quick decision-making for localized hiring.
• Leverages local managers' understanding of roles.
• Can result in varying practices across units.
Centralized Recruitment
• Managed from a central HR department.
• Ensures standardized processes and consistent practices.
• Suitable for large organizations with many job openings.
• Offers specialized HR expertise.
• Might be less adaptable to local market conditions.

Q8. Explain modern sources & techniques of recruitment.
MODERN SOURCES ANDTECHNIQUES OF RECRUITMENT
In the ever-evolving landscape of talent acquisition, modern recruitment sources and techniques have emerged, leveraging
technology and innovative approaches. Here are some of these contemporary methods:
1. E-Recruitment (Online Recruitment): Leveraging the power of the internet, organizations use job portals, company
websites, and social media platforms to reach a wider audience.This method expedites application processes and
enhances candidate engagement.
2. Scouting: Recruiters actively identify and approach potential candidates through professional networking platforms like
LinkedIn.This proactive approach taps into a hidden talent pool.
3. Employee Referrals: Employees recommend candidates from their networks for job openings.This method harnesses
existing employees' knowledge of suitable candidates and helps in cultural fit.
4. Campus Drives: Companies collaborate with educational institutions to identify and recruit fresh graduates. Campus
recruitment allows organizations to tap into a pool of young talent with relevant skills.
5. Walk-In Interviews: Holding walk-in interview sessions at physical locations or virtually allows candidates to meet
recruiters without a prior appointment.This approach speeds up the hiring process.
6. Virtual Job Fairs: Organizations participate in online events where job seekers and employers interact in a virtual
environment.This method transcends geographical barriers and facilitates efficient talent discovery.
7. Social Media Recruitment: Employers use platforms like LinkedIn,Twitter, and Instagram to showcase company culture,
job openings, and engage with potential candidates.
8. Mobile Recruitment: Optimizing recruitment processes for mobile devices caters to candidates who prefer applying and
interacting through smartphones and tablets.
9. Video Interviews: Conducting interviews via video conferencing tools enables efficient initial screening of candidates,
especially for remote or international positions.

Q9.What is selection process? Give difference between selection & recruitment
SELECTION: Selection is the systematic process of choosing the most suitable candidates from a pool of applicants for
specific job positions within an organization. It involves several stages to ensure that candidates with the right skills,
qualifications, and attributes are chosen.
1. Screening of Application Forms: Initial review of application
forms to eliminate candidates who don't meet basic
requirements.
2. SelectionTests: Administering aptitude, skills, personality, or
cognitive tests to assess specific competencies.
3. Selection Interviews: Conducting one-on-one or panel
interviews to evaluate candidates' suitability, skills, and cultural
fit.
4. Medical Examination: A medical assessment ensures
candidates meet health standards required for the job.
5. Reference Checking and BackgroundVerification: Contacting
references provided by the candidates and verifying their
educational and professional backgrounds.
6. Hiring Decision by Authority: Based on the gathered
information, an authoritative figure makes the final decision to
extend a job offer to the selected candidate.
SELECTION PROCESS
1. Screening of Application Forms
2. SelectionTests
3. Selection Interviews
4. Medical Examination
5. Reference Checking &
BackgroundVerification
6. Hiring Decision by Authority

Recruitment Selection
• Attracting candidates for job openings. • Choosing the most suitable candidate for a job.
• Positive process to generate interest and
applications.
• Negative process to eliminate unsuitable candidates.
• Begins when a job vacancy is identified. • Follows recruitment after applications are received.
• Objective is to build a diverse candidate pool. • Objective is to assess and choose the best fit.
• Involves sourcing, advertising, and networking.
• Involves screening, testing, interviewing, and
evaluating.
• Ongoing due to changing organizational needs. • Follows recruitment for specific job positions.
• Generates awareness about job opportunities. • Results in the final choice of a candidate.
• Focuses on quantity of applications. • Focuses on quality of skills and fit.
• Process goal is to attract potential candidates. • Process goal is to identify the best candidate.
• Initiated by identifying job vacancies.
• Initiated after recruitment process, based on
applications.
DIFFERENCES BETWEEN SELECTION AND RECRUITMENT

Q10. Explain the evaluation of selection programs.
EVALUATION OF SELECTION PROGRAMS
The evaluation of selection programs is crucial to ensure their efficiency and alignment with organizational goals. It involves
assessing various aspects to determine the effectiveness of the programs and make improvements as necessary.
GUIDELINES FOR EVALUATION OF SELECTION PROGRAMS
1. Analysis of Program: Evaluate the design and structure of the selection program. Analyze whether it aligns with the
organization's needs, job requirements, and industry standards.
2. Communication of Programs: Assess whether the selection programs are properly communicated to all relevant
stakeholders. Adequate communication ensures that candidates, HR personnel, and hiring managers understand the
process.
3. Effective Implementation: Examine how well the selection program is executed. Assess whether the steps are followed
consistently and whether resources, such as technology and trained personnel, are effectively utilized.
4. Feedback Mechanisms: Implement mechanisms to gather feedback from candidates, interviewers, and other involved
parties.This feedback provides insights into the candidate experience and the strengths and weaknesses of the selection
process.
5. Analysis of Results:Analyse the outcomes of the selection program. Look at metrics such as the quality of hired
candidates, time-to-fill, and cost-per-hire.Compare these results against predetermined benchmarks.

Q11. State the recent trends in Selection and barriers to selection.
RECENTTRENDS IN SELECTION
1. Interactive Assessment: Companies are increasingly turning to group discussions as a means of gaining a more
comprehensive understanding of candidates' communication skills, teamwork, and interpersonal interactions.
2. Practical Simulations:The adoption of assessment centers and business games has gained traction, allowing
candidates to engage in real-world scenarios that mirror the challenges they might encounter in their prospective
roles.This approach offers valuable insights into candidates' decision-making abilities and problem-solving skills.
3. 360-Degree Evaluation: Organizations are moving towards involving a diverse set of stakeholders, including
colleagues, supervisors, and even subordinates, in the candidate assessment process.This approach provides a
holistic view of candidates' potential contributions and cultural fit within the organization.
4. Innovative Evaluation:The incorporation of gamification elements has transformed the evaluation process into an
interactive experience. By gamifying aspects of assessment, employers can gauge candidates' skills and abilities in a
dynamic and engaging manner.
5. Alternative Hiring Approaches: Leasing arrangements are becoming popular, allowing companies to explore short-
term hires for specialized roles or projects.This approach offers flexibility while tapping into specific skill sets.

CHALLENGES OR BARRIERSTO SELECTION
1. Time Constraints: Striking the right balance between a thorough evaluation and making timely selection
decisions remains a challenge, particularly when roles need to be filled urgently.
2. Budgetary Constraints: Limited resources can hinder the adoption of advanced selection techniques,
potentially affecting the organization's ability to make well-informed choices.
3. Adapting to Dynamic Organizational Environments: As businesses evolve, ensuring that selection methods
remain aligned with changing roles and responsibilities presents a continuous challenge.
4. Pressure on Selectors:Those responsible for making selection decisions may face pressures to expedite the
process, which can impact the fairness and quality of assessments.
5. Ensuring Fairness: Overcoming unconscious biases and ensuring equal opportunity for all candidates is an
ongoing challenge that requires vigilance and awareness.

Q12. Give definition ofTest. What are uses of PsychologicalTest?
TEST is a structured tool or assessment method utilized to systematically measure and evaluate specific traits, skills,
cognitive abilities, or personality characteristics of candidates.These evaluations are standardized to ensure fairness and
consistency across all candidates.
DEFINITION OFTEST:
• A psychological test is a structured tool used to assess and measure various psychological attributes, skills, or traits of
individuals in a standardized manner.
• Wayne F Cascio – “A psychological test is a standardised measure of behaviour.”
USES OF PSYCHOLOGICALTESTS IN SELECTION:
1. Predicting Job Performance: Psychological tests assist in predicting how well candidates might perform in a job role. By
evaluating relevant skills and qualities, employers gain insights into candidates' potential success.
2. Ensuring Fair Comparisons:These tests provide an objective and equitable basis for comparing candidates. Each
candidate is evaluated using the same criteria, minimizing biases and ensuring consistency.
3. Identifying Strengths and Areas for Improvement: Psychological tests reveal candidates' strengths and areas that may
need development.This information aids in assessing the candidate's suitability for specific job requirements.
4. Mitigating Bias: By employing standardized testing, organizations can reduce biases based on factors such as gender,
ethnicity, or background, promoting fairness and equal opportunity.
5. Efficient Screening:These tests offer an efficient way to assess key skills and attributes. Recruiters can quickly identify
candidates with the necessary qualifications, streamlining the selection process.

Q13. Write about types ofTest and Give importance of test.
TYPES OFTESTS INTHE SELECTION PROCESS
1 AptitudeTests:Aptitude tests assess candidates' inherent abilities and potential to excel in specific areas.
A. IntelligenceTest: Measures cognitive capabilities and problem-solving skills. For example, questions may involve logical
reasoning and pattern recognition.
B. Mechanical AptitudeTest: Evaluates understanding of mechanical principles.Candidates might be asked to solve
mechanical puzzles or analyse diagrams.
C. PsychomotorTest: Assesses physical coordination and motor skills.This could involve tasks like assembling objects or
manipulating tools.
D. Clerical AptitudeTest: Measures skills pertinent to administrative roles.Tasks might include data entry, proofreading,
and organizational challenges.
1 AptitudeTests
2 AchievementTests
3 SituationalTests
4 Interest Tests
5 PersonalityTests
Mechanical Aptitude Test
IntelligenceTest Psychomotor Test Clerical Aptitude Test
Job KnowledgeTests Work Sample Tests
Group Discussion
Candidates rate their interets
In-Basket Exercise
Objective Test: Projective Test

2 AchievementTests: Achievement tests focus on candidates' acquired knowledge and skills.
A. Job KnowledgeTests: Evaluate understanding of job-related concepts. Questions could cover industry-specific
knowledge or technical expertise.
B. Work SampleTests: Assess practical skills through real tasks. Candidates might be asked to perform tasks similar to
those required in the job, like coding or creating a presentation.
3 SituationalTests: Situational tests gauge candidates' behavior and reactions in simulated scenarios.
A. Group Discussion: Assesses communication, collaboration, and critical thinking. Candidates discuss a topic or solve a
problem collectively.
B. In-Basket Exercise: Evaluates organizational and decision-making abilities. Candidates prioritize and respond to tasks
typically found in an inbox.
4 Interest Tests: Interest tests explore candidates' preferences and inclinations towards various subjects or fields.
Candidates rate their interest in different activities or industries.
5 PersonalityTests: Personality tests aim to understand candidates' traits, tendencies, and behavioral patterns.
A. ObjectiveTest: Assesses specific personality traits through standardized questions. For instance, a question might ask
about the candidate's comfort level in social settings.
B. ProjectiveTest: Explores deeper, unconscious aspects of personality through open-ended responses.Candidates might
interpret images or complete sentences to reveal underlying attitudes.

IMPORTANCE OF PSYCHOLOGICALTESTS IN SELECTION:
1.ReliableTool:Tests provide consistent and objective information about candidates, aiding in making well-
informed decisions.
2.Goal-Oriented:They are designed to align with specific job requirements, helping match candidates to roles
effectively.
3.Efficiency for Large Groups:Tests efficiently evaluate a large number of candidates, streamlining the selection
process.
4.Unbiased Assessment: Standardized tests mitigate biases, promoting fair and equal evaluation for all
candidates.
5.PredictiveValidity:Well-designed tests can predict candidates' potential job performance, contributing to
successful hires.

Copyright © 2023 Jayanti Rajdevendra Pande.
All rights reserved.
This content may be printed for personal use only. It may not be copied, distributed, or used for any other
purpose without the express written permission of the copyright owner.
This content is protected by copyright law. Any unauthorized use of the content may violate copyright laws
and other applicable laws.
For any further queries contact on email: jayantipande17@gmail.com

Manpower Planning Module 4 Part 1.pdf

Recommended

Recommended

More Related Content

Similar to Manpower Planning Module 4 Part 1.pdf

Similar to Manpower Planning Module 4 Part 1.pdf (20)

More from Jayanti Pande

More from Jayanti Pande (20)

Recently uploaded

Recently uploaded (20)

Manpower Planning Module 4 Part 1.pdf