This document discusses the recruitment and selection process. It begins by defining recruitment and outlining its purpose and importance. It then describes the factors that influence recruitment, both internal and external. The recruitment process is explained as having 5 stages: planning, strategy development, searching, screening, and evaluation/control. Various recruitment sources, both internal and external, are listed. The selection process is then defined and explained as involving reception/interview, testing, employment interview, referencing, selection decision, medical exam, offer, and evaluation. Common selection tests, interviews, reference checks, employment contracts, and induction/orientation programs are also outlined.

2. RECRUITMENT
• Overall process of attracting, obtaining as
many applications as possible from
eligible seekers.

3. PURPOSE AND IMPORTANCE
 Provide potentially qualified job candidates.
 Increases the success rate of selection process.
 Reduce employee turnover.
 Meet the organization's legal and social obligations.
 Increase organizations and individual effectiveness in
long and short term.

4. FACTORS INFLUENCING RECRUITMENT
EXTERNAL FORCES
• Supply and Demand
• Unemployment Rate
• Labour market
• Political- legal
• Sons of soil
• Image
RECRUITMENT
INTERNAL FORCES
• Recruitment Policy
• HRP
• Size Of the Firm
• Cost
• Growth and expansion

5. The process comprises five interrelated
Stages:
1. PLANNING
2. STRATEGY DEVELOPMENT
3. SEARCHING
4. SCREENING
5. EVALUATION AND CONTROL
RECRUITMENT PROCESS

6. RECRUITMENT PLANNING
No of contacts:
Yield ratios (yRs):
Advertisement-2000 applicants -200 were qualified , yR= 10:1
40 attended final , yR=5:1
30 Qualified , yR=4:3
20 accepted ,yR=3:2
Overall yR=100:1 --------- hiring 30 requires targeting of 3000
Type of contacts:
People to be informed about job openings
Informed through job description and job specifications

7. STRATEGY DEVELOPEMENT
• Make Or Buy Employees
Make – Hire less skilled workers and provide training
Buy – Hire highly skilled workers
• Technological Sophistication
Applicants sending videotapes about themselves, saving time and
money.
• Where to Look
National labor market- managerial and professional employees
Regional market – Technical employees
Local markets – blue collar employees
• How to look
Sources of recruitment

8. SOURCES OF RECRUITMENT
Internal Recruitment
• Present employees
• Employee referrals
• Former employees
• Previous employees

9. EXTERNAL SOURCES
• Professional or trade associations
• Advertisements
• Employment exchanges
• Campus recruitment
• Walk-ins & write-ins
• Consultants
• Contractors
• Displaced persons
• Radio & television
• Acquisitions & mergers
• Competitors
• E-recruiting

10. Searching
• Source Activation
Sources & search methods are activated by the
issuance of an employee requisition.
The Application received are then scanned. Those
passed are invited for interview and others sent a
letter of regret.
• Selling
The second issue to be addressed in the searching
process concerns communication to attract desirable
applicants.

11. Screening
• Scrutinizing and shortlisting the
applications received.
• To eliminate those unqualified.
• To Assure the potentially good employees
are not lost.
• To ensure women and minorities receive
fair consideration.

12. SELECTION AS SOURCE OF COMPETITIVE
ADVANTAGE
Two reasons:
Performance depends on individuals Cost incurred in recruiting

13. Outcome of selection decision
Success
Failure
False Negative True Positive
Error Error (“High Hit”)
True Negative False Positive
Error (“Low Hit”) Error
Failure Predicted Success Predicted

14. SELECTION PROCESS OF BHARTI AIRTEL
Internal External
Technical Test
Panel Interview
Direct Interview
Technical Interview
Medical Exam
Reject

15. SELECTION PROCESS
Reception and Preliminary Interview
Selection Test
Employment Interview
Reference and Background Analysis
Selection Decision
Physical Examination
Job Offer
Employment Contract
Evaluation
Rejection

16. SELECTION TEST
• Personality Test
Bernsenter Personality Inventory
Thematic Appreciation Test
California psychological inventory
Thurstone Temperament Survey
• Interest Test – Measure Individual’s Activity Preference
• Graphology Test – Predict through handwriting
• Polygraph Test – Check accuracy of applicant’s information

17. Employee Interview
• One –to – One Panel
• Sequential

18. TYPES OF INTERVIEWS
• Structured
• Unstructured
• Mixed
• Behavioural
• Stressful

19. Common Interview Problems and Solutions
• Halo Effect
• External bias – swayed by negative information.
• Sex,race and attitudes similar to interviewer
• Favouritism
Solutions :
• Follow structured form
• Evaluate the interviewee immediately after interview
• Focus on desired traits
• Respect Reservation policy of the government

20. Reference and Background Check
• Criminal Record checks
• Previous employment check
• Educational record Checks
• Credit record checks
• Civil record checks
• Union Affiliation Checks
• Character Reference Checks
• Neighbourhood Reference Checks

21. Employment Contract
• Agreement specifying terms and conditions under which
a person consents to perform certain duties as directed and controlled by
an employer in return for an agreed upon wage or salary.

22. Employment Contract Checklist
• Job title
• Duties
• Rate of pay, allowance, overtime and shift rates, method of
payment
• Hours of working
• Holiday arrangement
• Sickness
• Grievance procedures
• Disciplinary Procedures
• Work rules
• Arrangement for termination

23. Conclusion and Evaluation
• Reassuring rejected candidates
• No shows rate – 20 -50%,It costs the company
• Availability of competent employees

24. EVALUATION AND CONTROL
Meaning of Evaluation
Evaluation is the systematic assessment
of information to provide useful feedback
about some object.
Meaning of Control
Control is a managerial function which
check the errors and take corrective
action so that there is no deviation from
the standards set.

25. Why evaluation and control
• Salaries for recruiters
• Time consumption
• Costs incurred
• Recruitment overheads and
administrative expenses
• Helps in checking the validity and
effectiveness
• To avoid making errors

26. Evaluation of recruitment process
• Return rate of applications sent out
• Number of suitable candidates for
selection
• Retention and performance of the
candidates selected
• Cost of the process
• Time lapse data
• Comments on the projected image

27. Evaluation of recruitment
methods
• Number of initial enquiries
• Number of candidates as a whole
• Retention rate

28. Philosophies of recruiting
• Traditional philosophy
• Realistic philosophy
Realistic job preview
Job compatibility questionnaire

29. Alternatives of recruitment
• Overtime
• Employee leasing
• Temporary employment

30. Meaning of selection
• Process of picking individuals with
requisite qualification and
competence to fill jobs in the
organisation.

31. Difference
RECRUITMENT
• Identifying prospective
employees to apply for
jobs
• Positive in approach
SELECTION
• Picking the right
candidate from a pool of
applicants
• Negative in approach

32. SELECTION IN INDIA
• Selection process of blue-collared and
white collared employees is unsystematic
in the country.
• Unorthodox means exist in hiring
managerial personnels too:
– Hiring from competing firm
– Attract and hire stars

33. INDUCTION
• Induction or orientation is a systematic and
planned introduction to provide a new
employees with information about their job,
their co-workers and the organisation
which help them to function comfortably
and effectively.
• A good orientation programme helps to
create a favourable impression of the firm
and its work and helps in reducing
absenteeism and turnover.

34. STRATEGIC CHOICE OF
ORIENTATION
Formal or Informal
Individual or Collective
Serial or Disjunction
Investiture or Divestiture

35. REQUISTES OF AN
EFFECTIVE ORIENTATION
REQUISTES
Prepare for new
employees
Determining the
presentation
style
Completion of
paperwork
Determine
information

36. Evaluation of orientation program
• Firms with formal orientation programmes ask
employees to complete a questionnaire evaluating
the programme.
• Questionnaire is administered after some length of
time, in order to enable the employee to gain
some perspective about the work and the
company.

37. • HR representative or the officers may conduct follow-
up interviews to elicit the employee opinion
• GD sessions can also be held with new employees
who have settled comfortably into their jobs
• Feedback from the employees
• Orientation programmes are conducted for improving
the performance of the new employees

38. Problems of Orientation
 Supervisor who is entrusted with the job is not
trained or is too busy
 Employee is overloaded with forms to complete
 Employee is thrown into action soon
 Employees mistake can damage the company
 Employee may develop wrong perception because
of short periods spend on each job
 Given only menial tasks that discourage job
interest and company loyalty
 Pushed into the job with a sketchy orientation
under the mistaken belief that ‘trial by face’ is the
best orientation

39. Placement
• Refers to the allocation of the allocation of people to
jobs. Its includes initial assignment of new employees,
and promotion, transfer or demotion of present
employees.
FACTORS AFFECTING PLACEMENT
 Increased government pressure to hire and promote
women and the disadvantaged.
 Heightened awareness of the fact that firms have many
jobs but each individual has only one career.

40. Placement problems
• 1. Independent Jobs
• 2. The dependent jobs
• 3. The pooled jobs

41. Typical orientation program
• Tour Facility
• Introduce to Co-Workers
• Review Employee Handbook and Paperwork
• Review Goals and Job Expectations
• Provide Training and Shadowing
• Assign a Mentor
• Schedule a Lunch

42. PLACEMENT IN AIRTEL
The first round is the written test. The written test consist of
* Aptitude test
* Quantitative ability
* Verbal English
Second round was GD
Next round was a PI round