The document discusses recruitment, interview, and selection processes for hiring employees. It defines recruitment as attracting, selecting, and appointing candidates for jobs, whether permanent or temporary. Selection refers to choosing candidates who will be most successful and make the most valuable contributions. The document outlines the stages of recruitment including job analysis, sourcing candidates, screening applications and resumes, interviews, and selecting candidates. It also discusses internal and external sources of recruitment and considerations for recruiting disabled candidates.
A. HUMAN RESOURCE MANAGEMENT
Objective:
The objective of the course is to familiarize students with different aspects of managing human resources in the organization through the phases of acquisition , development and retention.
UNIT-I
Nature and scope of HRM - Difference between Personnel Management and HRM Functions of HRM - Environment of HRM - Strategic HRM.
UNIT-II
Human Resource Planning - Recruitment - Selection - Methods of Selection - Use of various tests - Interview techniques in selection - Placement.
UNIT-III
Induction – Importance - Meaning of Training and Development - Training Methods - Techniques - Identification of Training needs.
UNIT-IV
Performance Appraisal –Definition – Need for Performance Appraisal – Objectives – Process - Methods – Compensation.
UNIT-V
Transfer - Promotion and termination of services - Career development - Mentoring - HRM Audit - Nature - Benefits - Scope - Approaches
Text Books:
1. Dr. J. Jayasankar - Human Resource Management –Margham Publications
2. Dr. C.D. Balaji – Human Resource Management – Margham Publications
3. Sundar & Srinivasan J –Essentials of Human Resource Management –Vijay Nicole Imrints
4. Murugesan G –Human Resource Management – Laxmi Publications Pvt. Ltd
5. Aswathappa K - Human Resource and Personnel Management
6. Guptha C B- Human Resource Management –Sulthan Chand &Sons.
Books for Reference:
1. Memoria CB - Personnel Management
2. Subba Rao P - Human Resource Management and Industrial Relations
3. Prasad - Getting the right people - MacMillan I Ltd
4. Pattanayak - Human Resources Management - Prentice - Hall of India
5. Decenzo/Robbins - Personnel/Human Resource Management - Prentice - Hall of India
6. Saiyadain Mirza - Human Resource Management –
7. Venkataratanam - Personnel Management & Human Resources –
8. Saxena - Marketing Management - Tata McGraw Hill Pub
9. A. M. Sheikh - Human Resource Development & Management.
10. Dwivedi RS - Human Relations and Organization Behavior
Recruitment Practices in Malaysian Knowledge Intensive Start-UpsShanmuga Pillaiyan
This paper investigates Strategic Human Resource Management (SHRM) practices adopted by knowledge intensive start-up companies in Malaysia. SHRM is considered a key to the success of these firms in line with the Resource-Based-View (RBV) of the firm. Particular focus was given to recruitment practices as recruitment is viewed as having the most significant short term impact for start-ups. This paper is based on the case study of three Malaysian knowledge intensive start-ups. The study finds that Malaysian start-ups do not perceive SHRM as critical for their success. Owner-managers of Malaysian start-ups prefer an informal & unstructured SHRM process. Key SHRM areas of recruitment and compensation are ad hoc. These findings are in line with other studies carried out globally. This paper discussed the pros and cons of the SHRM practices at Malaysian Knowledge intensive start-ups and recommends a framework for recruitment in small knowledge intensive start-ups is proposed.
Human resource management (HRM) involves managing employees within an organization. Key responsibilities of HRM include staffing, compensation/benefits, performance reviews, training, and ensuring legal compliance. HRM aims to maximize productivity by developing employees and aligning them with business goals. While traditionally seen as only handling administrative tasks, HRM now plays a more strategic role by contributing to business processes and adapting to changes in technology, structure, and markets. Even small businesses benefit from formalizing basic HRM functions to recruit and develop the right employees.
Final exam notes - Principals of Management KASBITqazianeel
Human resource management (HRM) involves ensuring an organization has the right employees by managing activities like recruitment, selection, training, and retention. It is critical to an organization's success. The HRM process includes assessing current employees, determining future needs, recruiting to fill vacancies, selecting the best candidates, and providing training and development. Key parts of the process are job analysis to understand positions, developing job descriptions to guide recruiting and selection, using valid and reliable selection procedures to minimize hiring errors, and referring current high-performing employees.
The assistant of the manager observant the
workers performance and reports to the manager.
Self-assessment: The workers self-assessment their performance and submit to the manager.
Client feedback: The client feedback is additionally a vital issue for watching the worker
performance.
Peer review: The co-workers review one another’s performance.
360-degree feedback: It involves feedback from the manager, peers, subordinates, and
customers.
13
Performance appraisal: The manager conducts periodic performance appraisals to judge the
worker’s performance.
Key performance indicators: Key metrics like sales, productivity, quality, etc. are tracked to
measure performance.
These factors helps the manager to spot the
This document provides an overview of recruitment and selection as discussed in chapter 9 of the book "Leading, Managing and Developing People". It begins by outlining the key learning outcomes of the chapter, which include understanding the importance of recruitment and selection for people management and organizational success. It then discusses recruitment and selection as pivotal activities that determine who can be led, managed and developed within an organization. The document emphasizes that recruitment and selection must be conducted professionally, fairly and ethically. It presents recruitment and selection as a topical area that organizations must approach mindfully given current social and economic trends.
11.organizational supporting by human empowermentAlexander Decker
This document discusses human empowerment and its relationship to organizational performance. It makes several key points:
1) Organizations can adopt human empowerment practices like training and development to improve employee satisfaction and motivation. This can enhance organizational performance.
2) Valuing workers as important intangible assets is important for strategic planning but difficult due to their intangible nature. Methods are needed to better attribute value to workers.
3) Human empowerment, which includes selection, training, and compensation, can motivate skilled employees to make effective decisions and improve organizational performance and flexibility. However, issues with recognizing the value of intangible assets like workers remain.
A. HUMAN RESOURCE MANAGEMENT
Objective:
The objective of the course is to familiarize students with different aspects of managing human resources in the organization through the phases of acquisition , development and retention.
UNIT-I
Nature and scope of HRM - Difference between Personnel Management and HRM Functions of HRM - Environment of HRM - Strategic HRM.
UNIT-II
Human Resource Planning - Recruitment - Selection - Methods of Selection - Use of various tests - Interview techniques in selection - Placement.
UNIT-III
Induction – Importance - Meaning of Training and Development - Training Methods - Techniques - Identification of Training needs.
UNIT-IV
Performance Appraisal –Definition – Need for Performance Appraisal – Objectives – Process - Methods – Compensation.
UNIT-V
Transfer - Promotion and termination of services - Career development - Mentoring - HRM Audit - Nature - Benefits - Scope - Approaches
Text Books:
1. Dr. J. Jayasankar - Human Resource Management –Margham Publications
2. Dr. C.D. Balaji – Human Resource Management – Margham Publications
3. Sundar & Srinivasan J –Essentials of Human Resource Management –Vijay Nicole Imrints
4. Murugesan G –Human Resource Management – Laxmi Publications Pvt. Ltd
5. Aswathappa K - Human Resource and Personnel Management
6. Guptha C B- Human Resource Management –Sulthan Chand &Sons.
Books for Reference:
1. Memoria CB - Personnel Management
2. Subba Rao P - Human Resource Management and Industrial Relations
3. Prasad - Getting the right people - MacMillan I Ltd
4. Pattanayak - Human Resources Management - Prentice - Hall of India
5. Decenzo/Robbins - Personnel/Human Resource Management - Prentice - Hall of India
6. Saiyadain Mirza - Human Resource Management –
7. Venkataratanam - Personnel Management & Human Resources –
8. Saxena - Marketing Management - Tata McGraw Hill Pub
9. A. M. Sheikh - Human Resource Development & Management.
10. Dwivedi RS - Human Relations and Organization Behavior
Recruitment Practices in Malaysian Knowledge Intensive Start-UpsShanmuga Pillaiyan
This paper investigates Strategic Human Resource Management (SHRM) practices adopted by knowledge intensive start-up companies in Malaysia. SHRM is considered a key to the success of these firms in line with the Resource-Based-View (RBV) of the firm. Particular focus was given to recruitment practices as recruitment is viewed as having the most significant short term impact for start-ups. This paper is based on the case study of three Malaysian knowledge intensive start-ups. The study finds that Malaysian start-ups do not perceive SHRM as critical for their success. Owner-managers of Malaysian start-ups prefer an informal & unstructured SHRM process. Key SHRM areas of recruitment and compensation are ad hoc. These findings are in line with other studies carried out globally. This paper discussed the pros and cons of the SHRM practices at Malaysian Knowledge intensive start-ups and recommends a framework for recruitment in small knowledge intensive start-ups is proposed.
Human resource management (HRM) involves managing employees within an organization. Key responsibilities of HRM include staffing, compensation/benefits, performance reviews, training, and ensuring legal compliance. HRM aims to maximize productivity by developing employees and aligning them with business goals. While traditionally seen as only handling administrative tasks, HRM now plays a more strategic role by contributing to business processes and adapting to changes in technology, structure, and markets. Even small businesses benefit from formalizing basic HRM functions to recruit and develop the right employees.
Final exam notes - Principals of Management KASBITqazianeel
Human resource management (HRM) involves ensuring an organization has the right employees by managing activities like recruitment, selection, training, and retention. It is critical to an organization's success. The HRM process includes assessing current employees, determining future needs, recruiting to fill vacancies, selecting the best candidates, and providing training and development. Key parts of the process are job analysis to understand positions, developing job descriptions to guide recruiting and selection, using valid and reliable selection procedures to minimize hiring errors, and referring current high-performing employees.
The assistant of the manager observant the
workers performance and reports to the manager.
Self-assessment: The workers self-assessment their performance and submit to the manager.
Client feedback: The client feedback is additionally a vital issue for watching the worker
performance.
Peer review: The co-workers review one another’s performance.
360-degree feedback: It involves feedback from the manager, peers, subordinates, and
customers.
13
Performance appraisal: The manager conducts periodic performance appraisals to judge the
worker’s performance.
Key performance indicators: Key metrics like sales, productivity, quality, etc. are tracked to
measure performance.
These factors helps the manager to spot the
This document provides an overview of recruitment and selection as discussed in chapter 9 of the book "Leading, Managing and Developing People". It begins by outlining the key learning outcomes of the chapter, which include understanding the importance of recruitment and selection for people management and organizational success. It then discusses recruitment and selection as pivotal activities that determine who can be led, managed and developed within an organization. The document emphasizes that recruitment and selection must be conducted professionally, fairly and ethically. It presents recruitment and selection as a topical area that organizations must approach mindfully given current social and economic trends.
11.organizational supporting by human empowermentAlexander Decker
This document discusses human empowerment and its relationship to organizational performance. It makes several key points:
1) Organizations can adopt human empowerment practices like training and development to improve employee satisfaction and motivation. This can enhance organizational performance.
2) Valuing workers as important intangible assets is important for strategic planning but difficult due to their intangible nature. Methods are needed to better attribute value to workers.
3) Human empowerment, which includes selection, training, and compensation, can motivate skilled employees to make effective decisions and improve organizational performance and flexibility. However, issues with recognizing the value of intangible assets like workers remain.
Impact of human resources management practices on turnover, productivity and ...Alexander Decker
The document discusses a study on the impact of human resource management (HRM) practices on employee turnover, productivity, and corporate financial performance. The study was conducted through a survey of 145 respondents. The major findings were: 1) key HRM practices that positively impact these areas include establishing a clear organizational vision/mission, implementing a performance management system, and establishing competitive benefit/compensation programs; 2) effective HRM practices can reduce employee turnover by increasing corporate loyalty and reducing absenteeism and job stress; 3) HRM practices like setting clear goals and reducing rework/scrap can improve productivity. The study concludes that adopting best HRM practices is important for organizations to optimize human capital management.
In this presentation, we will discuss about employee relations in small & medium enterprises, focusing on the concept of small firms, importance of small and medium sized firms, necessity of human relations in small firms.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This document discusses the emerging challenges in human resource management (HRM). It identifies several key challenges facing HRM professionals, including globalization, workforce diversity, technological advances, changes in the political and legal environment, changes in the economic environment, and increased mobility of professional personnel. The document then discusses various methods that HRM can use to overcome these challenges, such as cross-cultural training, technological and information training for HR staff, motivating employees through both financial and non-financial means, and implementing proper performance evaluation and career development systems.
CHANGING TRENDS, CHALLENGES & ISSUES IN HRMramdasupendra
This document discusses the changing trends, challenges, and issues in human resource management. Some of the major challenges include globalization, technological advances like increased use of IT, quality revolutions, and changes in political and legal environments. There have also been changes in workforce demographics like higher education levels and diversity. Recent trends in HRM include increased outsourcing, e-recruitment, 360-degree feedback, leadership development, work-life balance programs, use of six-sigma practices, and exit policies like golden handshakes and handcuffs. HR professionals must adapt to these changes and challenges by developing innovative strategies to train employees.
The document discusses and compares reactive and proactive approaches to human resource management (HRM). It outlines the advantages and disadvantages of both reactive and proactive strategies. It also lists and discusses different approaches to HRM including the strategic, human resource, management, system, and proactive approaches. Additionally, it discusses job analysis and its key components of job description, job specification, and job standards.
This document provides an excerpt from a book on human resource management for MBA students. It discusses the evolution of personnel management to human resource management. Specifically, it notes that HRM focuses on performance, commitment, and rewards based on contribution, differing from traditional personnel management. It also discusses how HRM has led to devolution of people management responsibilities to line managers. Today, HR functions like staffing, performance management, change management, and administration are carried out by both HR specialists and line managers.
Chapter 1. Fundamental Human resource Management abuun1
This document discusses 6 key challenges facing human resources management: 1) responding strategically to competitive changes, 2) competing, recruiting, and staffing globally, 3) setting and achieving corporate social responsibility and sustainability goals, 4) advancing HRM with technology, 5) containing costs while retaining top talent and maximizing productivity, and 6) leveraging diversity. It provides examples and explanations of each challenge and how HR managers can address issues like globalization, technology changes, cost containment, and diversity.
This document provides an introduction to the concepts of management and human resource management, outlining key terms like human resources, management, and motivation. It discusses the functions of management as planning, organizing, leading, and controlling. Finally, it outlines the roadmap or topics that will be covered throughout the course on human resource management.
Contemporary issues in human resource managementNikki Waraich
This document discusses several contemporary issues and trends in human resource management. It covers topics like recruitment process outsourcing to staffing companies, downsizing, and the power of people analytics. It describes the benefits and potential pitfalls of using staffing companies. Common approaches to downsizing like natural attrition and early retirement are outlined. The use of people analytics to make smarter hiring decisions and increase retention through data-driven insights is also summarized.
This document examines approaches to human resource management in the hotel industry of Barbados. It finds that Barbados hotels have adopted HR strategies and practices to a greater extent than UK hotels. Barbados hotels scored higher in recruitment/selection, training, job design, and communication. They also had higher integration of HR policies with business strategies and each other. The Barbados hotel industry emphasizes service quality and delivering excellent service through HR practices to support its tourism-based economy.
(1) The document summarizes a study that evaluated the effectiveness of David Ulrich's three-legged HR service delivery model in 21 large international organizations in the UAE.
(2) The study found that while the model is generally effective, it has some limitations including the limited strategic capabilities of HR business partners, incorrect use of metrics, and lack of line management participation.
(3) To address these issues, the study recommends improving HRBP recruitment, using balanced scorecards and key performance indicators to monitor performance, increasing line management involvement, and adjusting the model based on each organization's unique needs.
Brief knowledge about Human resource management, function, Human resource department, regularity changes, structural changes to organizations, Future and guidelines.
HUMAN RESOURCE MANAGEMENT CHALLENGES AND TECHNIQUES TO OVERCOME THEMIJMR Journal
This paper analysis the various challenges which are emerging in the field of HRM. The managers today face a whole new array of changes like globalization, technological advances and changes in political and legal environment changes in Information technology. This has lead to a paradigm shift in the of roles professional personnel. The great challenge of HRM is to attract, retain and nurture talented employees. This paper also analysis how to overcome with these challenges. These challenges can overcome through cross cultural training, technological and informational training of HR people and motivation of employees through various techniques.
KEY-WORDS: HRM techniques, environment changes, organisational climate, performance standards.
OBJECTIVE OF PAPER- To study the details of emerging challenges To find out the various methods and techniques through which HR can overcome the challenges of present business scenario
METHODOLOGY- All data is secondary collected from books, notes.
The document discusses how the changing global business environment impacts human resource management practices. Key points include:
- The world of work is changing rapidly due to globalization, technology advances, workforce diversity, and other factors.
- HR must understand varying cultural values as not all practices can be universally applied.
- Technology has altered how people work and changed how information is used and shared, creating more knowledge-based jobs.
- Workforce diversity and contingent workers present challenges around attracting, motivating, and retaining diverse talent.
- Continuous improvement programs aim to better serve customers through quality management and employee empowerment.
This document discusses key concepts in human resource management. It defines HRM as concerned with managing human beings in an organization in a way that provides dignity while recognizing their talents. Effective HRM involves improving individual capabilities, developing team spirit, and gaining employee cooperation. The document also discusses globalization, technology trends, strategic HRM, HR practices, metrics, audits, and policies.
The document provides background information on Tibet prior to its occupation by China in 1950. It discusses Tibet's history as an independent nation that maintained its own government, culture, language and international relations. It notes that while Tibet had relationships with neighboring empires at times, it was not integrated into the Chinese state. The document argues that by 1950, Tibet possessed the attributes of an independent state under international law, including a defined territory, population, government and ability to engage in foreign relations. However, China claims ownership over Tibet based on historical relationships between Tibetan and Chinese rulers centuries ago.
TANZANIA IS THE MOST ENJOYABLE PLACE IN THE WORLD IT HAS MANY PLACES TO VISIT AND SURVEY WHICH IT IS MORE ATTRACTIVE... IN TANZANIA THERE IS NATIONAL PARKS, ZANZIBAR ISLAND AND OTHER ISLANDS , NATURAL RESOURCES, MINERALS LIKE TANZANITE , CORAL REEFS, AND IT IS A PIECE COUNTRY AND BEATYFUL. DOCUMENT AND IT DESCRIBES ALL ABOUT TANZANIA AND THEIR NATURAL RESOURCES.
The document provides an overview of the history and types of popular sports in India. It discusses how early humans developed skills like running, throwing, and jumping that later inspired the creation of sports. It then lists the top 10 most popular sports in India which are cricket, soccer, field hockey, badminton, tennis, wrestling, basketball, table tennis, motorsports, and chess. For each sport, it provides brief details on its popularity and performance in India. It also gives a historical account of the development of cricket in India from the early 1900s to 2000.
The Skyline Education Group aims to provide students with the best career prospects in the global workplace through their programs. The group consists of Skyline Business School, Skyline School of Communications, and Skyline Institute of Travel & Tourism. It offers a variety of degree and diploma programs in fields like business, communications, and tourism. The document provides details about the group's mission and profile, courses offered, skills enhancement activities, industry connections, consultancy projects, on-campus seminars, and more. The goal is to equip students with both academic knowledge and practical skills for professional success.
Here are some key details about Lake Muhabi:
- Location: East of Kigali city in Rwanda
- Features: Small lake known for its scenic beauty and bird watching opportunities
- Nearby attractions: Jambo Beach restaurant located close by where you can enjoy food and views of the lake
- Activities: Riding motorboats around the lake, looking for the "bird tree" with many bird houses built by locals
Let me know if you need any other information! I'd be happy to provide more context or recommendations for your trip planning.
Impact of human resources management practices on turnover, productivity and ...Alexander Decker
The document discusses a study on the impact of human resource management (HRM) practices on employee turnover, productivity, and corporate financial performance. The study was conducted through a survey of 145 respondents. The major findings were: 1) key HRM practices that positively impact these areas include establishing a clear organizational vision/mission, implementing a performance management system, and establishing competitive benefit/compensation programs; 2) effective HRM practices can reduce employee turnover by increasing corporate loyalty and reducing absenteeism and job stress; 3) HRM practices like setting clear goals and reducing rework/scrap can improve productivity. The study concludes that adopting best HRM practices is important for organizations to optimize human capital management.
In this presentation, we will discuss about employee relations in small & medium enterprises, focusing on the concept of small firms, importance of small and medium sized firms, necessity of human relations in small firms.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This document discusses the emerging challenges in human resource management (HRM). It identifies several key challenges facing HRM professionals, including globalization, workforce diversity, technological advances, changes in the political and legal environment, changes in the economic environment, and increased mobility of professional personnel. The document then discusses various methods that HRM can use to overcome these challenges, such as cross-cultural training, technological and information training for HR staff, motivating employees through both financial and non-financial means, and implementing proper performance evaluation and career development systems.
CHANGING TRENDS, CHALLENGES & ISSUES IN HRMramdasupendra
This document discusses the changing trends, challenges, and issues in human resource management. Some of the major challenges include globalization, technological advances like increased use of IT, quality revolutions, and changes in political and legal environments. There have also been changes in workforce demographics like higher education levels and diversity. Recent trends in HRM include increased outsourcing, e-recruitment, 360-degree feedback, leadership development, work-life balance programs, use of six-sigma practices, and exit policies like golden handshakes and handcuffs. HR professionals must adapt to these changes and challenges by developing innovative strategies to train employees.
The document discusses and compares reactive and proactive approaches to human resource management (HRM). It outlines the advantages and disadvantages of both reactive and proactive strategies. It also lists and discusses different approaches to HRM including the strategic, human resource, management, system, and proactive approaches. Additionally, it discusses job analysis and its key components of job description, job specification, and job standards.
This document provides an excerpt from a book on human resource management for MBA students. It discusses the evolution of personnel management to human resource management. Specifically, it notes that HRM focuses on performance, commitment, and rewards based on contribution, differing from traditional personnel management. It also discusses how HRM has led to devolution of people management responsibilities to line managers. Today, HR functions like staffing, performance management, change management, and administration are carried out by both HR specialists and line managers.
Chapter 1. Fundamental Human resource Management abuun1
This document discusses 6 key challenges facing human resources management: 1) responding strategically to competitive changes, 2) competing, recruiting, and staffing globally, 3) setting and achieving corporate social responsibility and sustainability goals, 4) advancing HRM with technology, 5) containing costs while retaining top talent and maximizing productivity, and 6) leveraging diversity. It provides examples and explanations of each challenge and how HR managers can address issues like globalization, technology changes, cost containment, and diversity.
This document provides an introduction to the concepts of management and human resource management, outlining key terms like human resources, management, and motivation. It discusses the functions of management as planning, organizing, leading, and controlling. Finally, it outlines the roadmap or topics that will be covered throughout the course on human resource management.
Contemporary issues in human resource managementNikki Waraich
This document discusses several contemporary issues and trends in human resource management. It covers topics like recruitment process outsourcing to staffing companies, downsizing, and the power of people analytics. It describes the benefits and potential pitfalls of using staffing companies. Common approaches to downsizing like natural attrition and early retirement are outlined. The use of people analytics to make smarter hiring decisions and increase retention through data-driven insights is also summarized.
This document examines approaches to human resource management in the hotel industry of Barbados. It finds that Barbados hotels have adopted HR strategies and practices to a greater extent than UK hotels. Barbados hotels scored higher in recruitment/selection, training, job design, and communication. They also had higher integration of HR policies with business strategies and each other. The Barbados hotel industry emphasizes service quality and delivering excellent service through HR practices to support its tourism-based economy.
(1) The document summarizes a study that evaluated the effectiveness of David Ulrich's three-legged HR service delivery model in 21 large international organizations in the UAE.
(2) The study found that while the model is generally effective, it has some limitations including the limited strategic capabilities of HR business partners, incorrect use of metrics, and lack of line management participation.
(3) To address these issues, the study recommends improving HRBP recruitment, using balanced scorecards and key performance indicators to monitor performance, increasing line management involvement, and adjusting the model based on each organization's unique needs.
Brief knowledge about Human resource management, function, Human resource department, regularity changes, structural changes to organizations, Future and guidelines.
HUMAN RESOURCE MANAGEMENT CHALLENGES AND TECHNIQUES TO OVERCOME THEMIJMR Journal
This paper analysis the various challenges which are emerging in the field of HRM. The managers today face a whole new array of changes like globalization, technological advances and changes in political and legal environment changes in Information technology. This has lead to a paradigm shift in the of roles professional personnel. The great challenge of HRM is to attract, retain and nurture talented employees. This paper also analysis how to overcome with these challenges. These challenges can overcome through cross cultural training, technological and informational training of HR people and motivation of employees through various techniques.
KEY-WORDS: HRM techniques, environment changes, organisational climate, performance standards.
OBJECTIVE OF PAPER- To study the details of emerging challenges To find out the various methods and techniques through which HR can overcome the challenges of present business scenario
METHODOLOGY- All data is secondary collected from books, notes.
The document discusses how the changing global business environment impacts human resource management practices. Key points include:
- The world of work is changing rapidly due to globalization, technology advances, workforce diversity, and other factors.
- HR must understand varying cultural values as not all practices can be universally applied.
- Technology has altered how people work and changed how information is used and shared, creating more knowledge-based jobs.
- Workforce diversity and contingent workers present challenges around attracting, motivating, and retaining diverse talent.
- Continuous improvement programs aim to better serve customers through quality management and employee empowerment.
This document discusses key concepts in human resource management. It defines HRM as concerned with managing human beings in an organization in a way that provides dignity while recognizing their talents. Effective HRM involves improving individual capabilities, developing team spirit, and gaining employee cooperation. The document also discusses globalization, technology trends, strategic HRM, HR practices, metrics, audits, and policies.
The document provides background information on Tibet prior to its occupation by China in 1950. It discusses Tibet's history as an independent nation that maintained its own government, culture, language and international relations. It notes that while Tibet had relationships with neighboring empires at times, it was not integrated into the Chinese state. The document argues that by 1950, Tibet possessed the attributes of an independent state under international law, including a defined territory, population, government and ability to engage in foreign relations. However, China claims ownership over Tibet based on historical relationships between Tibetan and Chinese rulers centuries ago.
TANZANIA IS THE MOST ENJOYABLE PLACE IN THE WORLD IT HAS MANY PLACES TO VISIT AND SURVEY WHICH IT IS MORE ATTRACTIVE... IN TANZANIA THERE IS NATIONAL PARKS, ZANZIBAR ISLAND AND OTHER ISLANDS , NATURAL RESOURCES, MINERALS LIKE TANZANITE , CORAL REEFS, AND IT IS A PIECE COUNTRY AND BEATYFUL. DOCUMENT AND IT DESCRIBES ALL ABOUT TANZANIA AND THEIR NATURAL RESOURCES.
The document provides an overview of the history and types of popular sports in India. It discusses how early humans developed skills like running, throwing, and jumping that later inspired the creation of sports. It then lists the top 10 most popular sports in India which are cricket, soccer, field hockey, badminton, tennis, wrestling, basketball, table tennis, motorsports, and chess. For each sport, it provides brief details on its popularity and performance in India. It also gives a historical account of the development of cricket in India from the early 1900s to 2000.
The Skyline Education Group aims to provide students with the best career prospects in the global workplace through their programs. The group consists of Skyline Business School, Skyline School of Communications, and Skyline Institute of Travel & Tourism. It offers a variety of degree and diploma programs in fields like business, communications, and tourism. The document provides details about the group's mission and profile, courses offered, skills enhancement activities, industry connections, consultancy projects, on-campus seminars, and more. The goal is to equip students with both academic knowledge and practical skills for professional success.
Here are some key details about Lake Muhabi:
- Location: East of Kigali city in Rwanda
- Features: Small lake known for its scenic beauty and bird watching opportunities
- Nearby attractions: Jambo Beach restaurant located close by where you can enjoy food and views of the lake
- Activities: Riding motorboats around the lake, looking for the "bird tree" with many bird houses built by locals
Let me know if you need any other information! I'd be happy to provide more context or recommendations for your trip planning.
This document provides an overview of tourism in India and discusses the topic of aesthetic pollution. It begins with an introduction to tourism, outlining its economic and social impacts. It then discusses the history of tourism policy development in India, from the first tourism policy in 1982 to the current "Incredible India" campaign. The document also provides statistical information on foreign tourist arrivals and earnings in India from 2000-2010. It notes that while tourism growth has been impressive, India's share of global tourism is still quite small. The document concludes by introducing the topic of aesthetic pollution and its economic consequences.
This document provides an overview of tourism in Nepal. It begins with definitions of tourism and outlines the history of tourism in ancient Nepal and after the unification of Nepal in 1767. Major attractions for tourists are described, including trekking, mountaineering, and pilgrimage sites. Data on tourist arrivals, average length of stays, annual growth rates, and purposes of visits between 2002-2012 are presented. The top source countries for tourists to Nepal in 2012 are listed. An overview of Nepal's economy and tourism-related businesses is given. The document concludes with challenges facing Nepalese tourism and the role tourism plays in the Nepalese economy.
Development of Cultural Tourism in MaldivesAli Haris
Cultural tourism has the potential to be developed in Maldives to provide socioeconomic benefits. Currently, culture is not a major part of mainstream tourism, which is focused on relaxation. Cultural activities shown to tourists are usually limited to performances by local groups. Developing cultural tourism could help revive local culture, diversify the tourism product for sustainability, manage heritage sites, and generate indirect economic benefits. However, challenges around funding, technical skills, and management need to be addressed for successful cultural tourism development in Maldives.
This document provides an overview of the literature related to the relationship between tourism and politics. It discusses several key points:
1) Tourism is closely tied to political factors as governments are involved in decisions that can influence the tourism sector through policies and regulations.
2) The role of governments in tourism involves creating an environment conducive to tourism development in order to generate economic benefits. Governments recognize tourism's potential to boost economies and jobs.
3) Political factors like government policies and political instability can directly or indirectly impact the tourism industry. Groups within the tourism industry also attempt to influence policymaking.
The literature review examines the interplay between tourism and politics and establishes the rationale for evaluating how political influences affect
India Shelter offers home loans for purposes such as purchasing a home, home construction, improvements and extensions. Loan amounts range from Rs. 300,000 to Rs. 20,000,000 with interest rates from 11.75% to 22% and tenors up to 20 years. They also offer loan against property of up to Rs. 10 lakhs for business or personal needs at a higher interest rate of 20% and 4% processing fee. Borrowers can get loan approval within 7 days and assistance is available in Hindi and English at local call rates.
Para registrarse en Twitter, primero se debe ingresar a la página www.twitter.com, luego dar clic en "Registrar" y completar el formulario con el nombre de usuario, correo electrónico y una contraseña para crear una cuenta.
George Sampson has over 30 years of experience as a pipefitter and supervisor in offshore oil and gas projects. He holds several safety and technical certifications related to pipefitting. His work history includes roles as a pipefitter, chargehand, foreman, and superintendent on offshore platforms, production modules, FPSOs and other oil and gas infrastructure projects. He has worked for numerous companies in the North East of England including McNulty Offshore, Cavendish Northern, and AMEC.
El documento discute el reconocimiento constitucional del derecho al acceso a Internet en varios países de América Latina como México y Costa Rica. También analiza las leyes y jurisprudencia relacionadas con Internet y los derechos humanos en estos países. El documento destaca que aunque la legislación reconoce el derecho al acceso a Internet y la neutralidad de la red, en la práctica el acceso sigue siendo limitado y se han documentado violaciones a estos principios.
The document announces an upcoming Volunteer Appreciation Picnic on September 24th where there will be food, games and the announcement of scholarship recipients. It recognizes volunteers who participated in the CICare Olympics and won medals for SCVMC. It highlights the shadowing experience of Marcus Carrillo and encourages volunteers to stop by the office to meet new intern Mennen Kassa and coordinator Kimberly Lopez. Upcoming events announced are the Volunteer Appreciation Picnic and the American Heart Association Walk in October.
The document provides an overview of human resources (HR) management. It discusses the purpose and role of HR in maximizing return on investment in human capital. Key HR functions include recruitment, organizational design, performance management, and training. HR management trends are influenced by both external factors like the economy and internal factors such as organizational culture. The scope of the study is on HR and industrial relations practices at Larsen & Toubro Limited in Kansbahal, India. The objectives are to understand existing HR practices and their impact on employees. Data collection methods include interviews, questionnaires, and document analysis.
This document provides an introduction to human resource management (HRM). It defines HRM as the management of people within an organization, focusing on acquiring, training, evaluating, and compensating employees. The document discusses how HRM helps organizations through strategic employee management to increase productivity, quality, and service. It also outlines key HRM functions like job analysis, recruitment and hiring, training and development, performance management, compensation and benefits, employee relations, and health and safety. Overall, the document establishes that effective HRM is important for organizational success through developing and maintaining a skilled and motivated workforce.
The document discusses talent acquisition and development processes. It defines talent acquisition as the practices and activities carried out by an organization to identify and attract potential employees. It also discusses recruitment as seeking and attracting applicants for jobs. Training and development aims to improve employee performance and involves organizational activities. The document also reviews literature related to talent management, which involves attracting, selecting, developing and retaining the right employees.
This document discusses strategic human resource management. It begins by defining strategic HRM as how an organization's goals are achieved through people via HR strategies and integrated policies and practices. It identifies the key functional strategy areas in business as human resource management, operations, production, finance, R&D, and marketing. It then explains that strategic HRM ensures people's talents can be valuable, rare, difficult to imitate, and organized to provide competitive advantage. The document outlines the nuts and bolts of HRM, including strategic planning, staffing, development, performance management, compensation, and labor relations. It emphasizes that vertical fit between strategies at different levels is important for organizational success.
Have You Heard About "Win Win Selection" !Nicole Payne
The importance of viewing the selection and interviewing process as a basic precursor to establishing trust and positive identification with a company's objectives. Using the LIFO Method, it illustrates how shared information between a candidate and company can provide a good first step towards building a mutually rewarding relationship for future OD efforts. Contact us for more info!
Organisational Psychology. By Theresa Lowry-Lehnen. Lecturer of PsychologyTheresa Lowry-Lehnen
Theresa Lowry-Lehnen has extensive qualifications in nursing, counseling, psychotherapy, clinical science, education, and health psychology. She is currently a PhD student in health psychology. The document provides an overview of the field of industrial and organizational psychology, which involves improving employee and organizational performance through research on behaviors, attitudes, hiring and training programs, feedback, and management systems. It describes the differences between occupational and organizational psychologists and their roles in personnel selection, training, performance evaluation, and addressing challenges in organizations.
Align HR with Evolution of Company: An SME PerspectiveBrowne & Mohan
In this paper Ms. Indupriya S brings her insights on how to align your Human resources as your company grows and transforms from a SME to a larger company.
The document discusses the importance of onboarding for new employees. It states that the first 12-18 months is critical for employee retention and engagement. An effective onboarding process is used to integrate new employees and familiarize them with the organization, their role, and workplace culture. It also touches on learning organizational values and norms through social networks, coaching, and mentoring.
The summary is as follows:
1. Traditional HR focuses on reacting to current employee issues while strategic HR involves planning for the future needs of the organization.
2. Strategic HR has a broader mission that includes employee recruitment, training, developing policies and procedures, and ensuring the company can meet future goals.
3. Strategic HR is proactive in preventing problems through training and clear communication of policies, rather than just reacting after issues arise like traditional HR.
A project report on contemporary trends in human resource acquisitionBabasab Patil
The document discusses human resource management and acquisition. It defines HRM as concerned with acquiring, developing, motivating, and maintaining human resources. The acquisition function involves planning, recruitment, selection, and socialization. Recruitment sources include internal referrals, advertising, educational institutions, walk-ins, online job boards, job fairs, recruitment agencies, and government agencies. The Internet has significantly impacted recruitment by allowing companies to reach a wider audience.
Human Resource Management (MGT501) introduces basic HRM concepts. It discusses that HRM involves managing people in organizations and matching organizational needs to employee skills. The document then discusses why HRM is important, noting that it helps avoid personnel mistakes, gain competitive advantages through employees, and accommodate worker needs. It also outlines the course topics which cover areas like recruitment, training, compensation, and performance management.
Human resource management involves planning, organizing, staffing, leading, and controlling the human resources of an organization to achieve its goals. The key functions of HRM include staffing, training and development, compensation and benefits, health and safety, employee and labor relations, and maintaining employee records. Strategic HRM aligns the organization's human resources with its strategic goals and objectives. It considers both the internal environment of the organization as well as external factors like laws, the labor market, unions, and the economy. An important part of strategic HRM is conducting an HRM audit to evaluate the current HRM systems and practices and identify areas for improvement.
Human resources refer to the individuals who comprise an organization's workforce. HR departments typically handle recruitment, compensation, training, and other employee-related matters. Recruitment involves attracting, screening, and selecting qualified applicants for jobs. It is influenced by factors like strategic plans, organizational policies, and recruitment criteria. Sources of recruitment can be internal, like promotions or transfers, or external, such as advertisements or employment agencies. The selection process includes steps like application reviews, interviews, background checks, and final selection. Effective recruitment and selection are important for organizations to hire suitable candidates and achieve their goals.
Innovative Employee Solutions
9665 Granite Ridge Drive, #420
San Diego, CA 92123
(858) 715-5100
http://www.innovativeemployeesolutions.com/
Innovative Employee Solutions specializes in payrolling and outsourced HR administrative services as the employer of record for various industries including technology, engineering, medical, insurance, clerical, research companies and many more.
The document discusses several HR practices and their impact on employee retention. It states that employee retention is important for both organizations and employees. When employees are satisfied and their needs are met through supportive HR practices, they are more likely to stay with an organization. Some key HR practices that can impact retention include competitive compensation and benefits, training and development opportunities, performance management, and creating a positive work culture. Implementing strategic retention practices can help organizations reduce costs associated with employee turnover.
This document discusses developing and retaining human capital as a challenge for human resources professionals. It outlines several reasons for employee turnover, including unclear job expectations, lack of growth opportunities, and poor work-life balance. It also notes that different generations have different needs that must be addressed. Common retention strategies mentioned include aligning employee goals with company goals, providing training and career development opportunities, offering competitive compensation and benefits, and ensuring good relationships with supervisors. Developing the right skills is important for human resources professionals to effectively implement different strategies for different employee groups and generations.
This document discusses the concept of employee relationship management (ERM). ERM refers to using technologies to manage relationships between employers and employees. It aims to improve employee satisfaction, productivity and corporate culture through communication, conflict management, employee growth and feedback from employee surveys. ERM systems track employee data, training, pay, recruitment and more through human resource information systems (HRIS). The goal of ERM is to enhance the overall employee experience and value human capital within an organization.
The document discusses the results of a study on the impact of COVID-19 lockdowns on air pollution. Researchers analyzed data from dozens of countries and found that lockdowns led to an average decline of nearly 30% in nitrogen dioxide levels over cities. However, they also observed that this improvement was temporary and air pollution rebounded once lockdowns were lifted as vehicle traffic increased again. Overall, the study highlights how human activities like transportation significantly contribute to air pollution but also how policy interventions can help reduce emissions.
This chapter introduces banking technology as a confluence of several disparate disciplines such as finance (including risk management), information technology, computer science, communication technology, and marketing science. It presents the evolution of banking, the tremendous influence of information and communication technologies on banking and its products, the quintessential role played by computer science in full filing banks’ marketing objective of servicing customers better at less cost and thereby reaping more profits. It also highlights the use of advanced statistics and computer science to measure, mitigate, and manage various risks associated with banks’ business with its customers and other banks. ,#education ,#usa africa asia india tanzania zanzibar ,#university ,#usa ,#america ,#asia #india ,#whatcanyoudo? ,#tourism ,#country ,#college ,#business ,#mysore#karnataka ,#mobile and youth ,#saidmasoud ,#samakh ,#st.philomenas college ,#selection ,#freedom ,#gym ,#history ,#historyoftibet ,#recruitment and selection ,#tanzania ,#youth ,#india ,#international business ,#presentation ,#project ,#pdf ,#ppt
This chapter introduces banking technology as a confluence of several disparate disciplines such as finance (including risk management), information technology, computer science, communication technology, and marketing science. It presents the evolution of banking, the tremendous influence of information and communication technologies on banking and its products, the quintessential role played by computer science in full filing banks’ marketing objective of servicing customers better at less cost and thereby reaping more profits. It also highlights the use of advanced statistics and computer science to measure, mitigate, and manage various risks associated with banks’ business with its customers and other banks. The growing influence of customer relationship management and data mining in tackling various marketing-related problems and fraud detection problems in the banking industry is well documented.
MOBILE AND YOUTH. MERITS AND DEMERITS OF MOBILESsaid masoud
The invention of the fixed telephone in the late 19th century in the United States changed the way that people interacted and communicated. This has been paralleled in the early 21st century by the advent of the mobile phone. The mobile phone was originally created for adults for business use (Aoki & Downes, 2003). This is extremely similar to the fixed telephone in the early 20th century, where telephone engineers explained that the telephone was made for the business world and not for social conversation (Flinchy, 1997).
Health and physical fitness have a vital role in the life of men from time immemorial. The progress of the Nation lies in the hands of the people, who are healthy and physically fit. Every individual should develop physical fitness for a happy and effective living. In order to get physical fitness one has to involve in physical activities.
Imagine a choice of foods that were tasty, nutritious and good for your health - i.e. they helped you maintain a healthy body weight, improved your overall mood, and reduced your risk of developing diseases. This Medical News Today information article provides details on the top ten foods considered to be the most healthy, according to surveys and sources across North America and Western Europe.
GYM LIFE.. EXERCISE AND HEALTHY.. MERITS AND DEMERITS OF GYMsaid masoud
GYM IS THE PLACE WHERE YOU CAN EXERCISE AND MAKE YOUR HEALTH BODY IN A BETTER PLACE.. AND IT MAKES YOU FIT AND RELAXED WHEN YOU ARE DOING EXERCISE... ITS BEST FOR OUR HEALTH
The document discusses the results of a study on the impact of climate change on global wheat production. Researchers found that rising temperatures will significantly reduce wheat yields across different regions of the world by the end of the century. Under a high emissions scenario, the study projects a global average decrease in wheat production of 6% by 2050, and a 17% decrease by 2100, threatening global food security.
SAID MASOUD.. INTERNATIONAL BUSINESS.. THE CHARTS OF DEPARTMENTAL HIRACHY.. TATAMOTORS ..AND TATA GROUP #TATAMOTORS ..IN INDIA... MNCS IN INDIA AND INTERNATIONAL .. PROJECT OF MNCS IN INDIA AND ITS MERITS AND DEMERITS..
The Gyamari River document discusses the environmental and human impacts in Southwestern Tibet. It notes that over 1 million Tibetans have been killed or tortured, thousands of monasteries destroyed, large-scale deforestation is occurring and causing soil erosion, and political prisoners face human rights abuses like torture. Nuclear weapons testing has also taken place in the Tibetan plateau region.
An interview is a conversation between two or more people where questions are asked to gather information. It is an important part of evaluating candidates for jobs or programs. There are several types of interviews including formal, appraisal, stress, behavioral, informal, and group interviews which differ in their structure and purpose.
The document discusses recruitment, interview, and selection processes for hiring employees. It defines recruitment as attracting, selecting, and appointing candidates for jobs, whether permanent or temporary. The selection process involves screening candidates and choosing the most qualified person. Some key considerations for recruitment and selection are analyzing jobs, advertising positions, screening applications, conducting interviews, and following applicable laws. The document also discusses sources for recruiting both internally, such as promotions or transfers, and externally through job boards or agencies.
An interview is a conversation between two or more people where questions are asked to gather information. It is an important part of evaluating candidates for jobs or programs. There are several types of interviews including formal, appraisal, stress, behavioral, informal, and group interviews which differ in their structure and purpose.
The Gyamari River document discusses the environmental and human rights issues facing Tibetans. It notes that over 1 million Tibetans have been killed or tortured by China, thousands of monasteries destroyed, large-scale deforestation is causing soil erosion, and political prisoners face abuse and torture in Chinese camps. Nuclear weapons testing has also occurred on the Tibetan plateau.
The Gyamari River document discusses the environmental and human impacts in Southwestern Tibet. It notes that over 1 million Tibetans have been killed or tortured, thousands of monasteries destroyed, large-scale deforestation is occurring and causing soil erosion, and political prisoners face human rights abuses like torture. Nuclear weapons testing has also taken place in the Tibetan plateau region.
1. ST.PHILOMENA’SCOLLEGE
Page 1
CHAPTER 1
INTRODUCTION
RECRUITMENT, INTERVIEW AND SELECTION
INTRODUCTION
A business, also known as an enterprise or a firm, is an organization involved in
the trade of goods, services, or both consumers. Businesses are prevalent
in capitalist economies, where most of them are privately owned and provide goods and
services to customers in exchange for other goods, services, or money. Businesses may also
be not-for-profit or state-owned. A business owned by multiple individuals may be referred
to as a company.
Business can refer to a particular organization or to an entire market sector, e.g. "the
music business". Compound forms such as agribusiness represent subsets of the word's
broader meaning, which encompasses all activity by suppliers of goods and services. The
goal is for sales to be more than expenditures resulting in a profit
An organization or organisation (see spelling differences) is an entity comprising
multiple people, such as an institution or an association, that has a collective goal and is
linked to an external environment [citation needed].
The word is derived from the Greek word organon, which means "organ".
There are a variety of legal types of organisations, including corporations, governments, non-
governmental organisations, political organizations, international organisations, armed forces,
charities, not-for-profit corporations, partnerships, cooperatives, and educational institutions.
2. ST.PHILOMENA’SCOLLEGE
Page 2
A hybrid organisation is a body that operates in both the public sector and the private
sector simultaneously, fulfilling public duties and developing commercial market activities.
A voluntary association is an organisation consisting of volunteers. Such
organisations may be able to operate without legal formalities, depending on jurisdiction,
including informal clubs.
Organisations may also operate in secret and/or illegally in the case of secret
societies, criminal organisations and resistance movements.
Human resource management (HRM, or simply HR) is a function in organizations
designed [by whom?] to maximize employee performance in service of an employer's
strategic objectives. HR is primarily concerned with the management of people within
organizations, focusing on policies and on systems. HR departments and units in
organizations typically undertake a number of activities, including employee recruitment,
"training and development", performance appraisal, and rewarding (e.g., managing pay and
benefit systems). HR also concerns itself with industrial relations, that is, the balancing of
organizational practices with requirements arising from collective bargaining and from
governmental laws.
HR is a product of the human relations movement of the early 20th century, when
researchers began documenting ways of creating business value through the strategic
management of the workforce. The function was initially dominated by transactional work,
such as payroll and benefits administration, but due to globalization, company consolidation,
technological advances, and further research, HR as of 2015 focuses on strategic initiatives
like mergers and acquisitions, talent management, succession planning, industrial and labor
relations, and diversity and inclusion.
3. ST.PHILOMENA’SCOLLEGE
Page 3
In start up companies, trained professionals may perform HR duties. In larger
companies, an entire functional group is typically dedicated to the discipline, with staff
specializing in various HR tasks and functional leadership engaging in strategic decision-
making across the business. To train practitioners for the profession, institutions of higher
education, professional associations, and companies themselves have established programs of
study dedicated explicitly to the duties of the function. Academic and practitioner
organizations likewise seek to engage and further the field of HR, as evidenced by several
field-specific publications. HR is also a field of research study that is popular within the
fields of management and industrial/organizational psychology, with research articles
appearing in a number of academic journals, including those mentioned later in this article.
In the current global work environment, most companies focus on lowering employee
turnover and on retaining the talent and knowledge held by their workforce.[citation needed]
New hiring not only entails a high cost but also increases the risk of a newcomer not being
able to replace the person who worked in a position before. HR departments strive to offer
benefits that will appeal to workers, thus reducing the risk of losing corporate knowledge.
Recruitment refers to the overall process of attracting, selecting and appointing
suitable candidates for jobs (either permanent or temporary) within an organization.
Recruitment can also refer to processes involved in choosing individuals for unpaid positions,
such as voluntary roles or unpaid trainee roles. Managers, human resource generalists and
recruitment specialists may be tasked with carrying out recruitment, but in some cases public-
sector employment agencies, commercial recruitment agencies, or specialist search
consultancies are used to undertake parts of the process. Internet-based technologies to
support all aspects of recruitment have become widespread.
4. ST.PHILOMENA’SCOLLEGE
Page 4
Selection is the process used to hire (or, less commonly, promote) individuals.
Although the term can apply to all aspects of the process (recruitment, selection, hiring,
acculturation, etc.) the most common meaning focuses on the selection of workers. In this
respect, selected prospects are separated from rejected applicants with the intention of
choosing the person who will be the most successful and make the most valuable
contributions to the organization.
The professional standards of industrial-organizational psychologists (I-O
psychologists) require that any selection system be based on a job analysis to ensure that the
selection criteria are job-related. The requirements for a selection system are knowledge,
skills, ability, and other characteristics, known as KSAOs. US law also recognizes bona fide
occupational qualifications (BFOQs), which are requirements for a job which would be
discriminatory were they not necessary—such as only employing men as wardens of
maximum-security male prisons, enforcing a mandatory retirement age for airline pilots, or a
religious college only employing professors of its religion to teach its theology.
Personnel selection systems employ evidence-based practices to determine the most
qualified candidates and involve both the newly hired and those individuals who can be
promoted from within the organization. Common selection tools include ability tests (e.g.,
cognitive, physical, or psychomotor), knowledge tests, personality tests, structured
interviews, the systematic collection of biographical data, and work samples. Development
and implementation of such screening methods is sometimes done by human resources
departments; larger organizations hire consultants or firms that specialize in developing
personnel selection systems. I-O psychologists must evaluate evidence regarding the extent to
which selection tools predict job performance, evidence that bears on the validity of selection
tools. These procedures are usually validated (shown to be job relevant), using one or more of
5. ST.PHILOMENA’SCOLLEGE
Page 5
the following types of validity: content validity, construct validity, and/or criterion-related
validity.
When focusing on the recruitment and selection of employees for your business, there
are some general considerations you should always keep in mind:
The first point to recognise about recruitment is that it is a process with a number of
key stages, all of which combine to enhance your chances of finding the best candidates
available for any advertised position.
It is also worth pointing out that in terms of leading and managing employees if you
are not recruiting the best people available, then it is always going to be an uphill struggle to
manage them day-to-day.
Another general rule is that when seeking to fill any vacancy you should always
consider the internal candidates that could be promoted to the available post and then recruit
externally for the more junior position.
Too often senior managers pay scant attention to the recruitment process and only
become actively involved when a senior post is being filled, or at the end of the process for a
quick ‘final’ interview. This is a mistake and you should be concerned with the quality and
suitability of every employee who joins your business.
It is often assumed that interviewing is something that any experienced manager can
do. Again, this is a mistake: yes, anybody can conduct an interview, but few can do it well
unless they are appropriately trained. Nobody in your business should conduct interviews
without adequate training.
6. ST.PHILOMENA’SCOLLEGE
Page 6
gal issues associated with the recruitment process and you should
familiarise yourself with all relevant legislation. The principle objective of the recruitment
process should be to recruit, select and appoint employees appropriate to the present and
future needs of your business.
Recruitment and Selection Policy
In seeking to define and communicate your company’s approach to recruitment and
selection, if you don’t already have one in place, it is useful to prepare an overall policy to set
the parameters for how you manage this vital area. Such a policy provides for both internal
and external communication of your commitments in this area but also ensures that fairness
and transparency apply. A sample policy is shown at the end of this guide.
7. ST.PHILOMENA’SCOLLEGE
Page 7
CHAPTER 2
RECRUITMENT, INTERVIEW AND SELECTION
Recruitment
Refers to the overall process of attracting, selecting and appointing suitable candidates
for jobs (either permanent or temporary) within an organization. Recruitment can also refer to
processes involved in choosing individuals for unpaid positions, such as voluntary roles or
unpaid trainee roles. Managers, human resource generalists and recruitment specialists may
be tasked with carrying out recruitment, but in some cases public-sector employment
agencies, commercial recruitment agencies, or specialist search consultancies are used to
undertake parts of the process. Internet-based technologies to support all aspects of
recruitment have become widespread.
Process
These are the steps taken by a recruiter in order to select the best qualified candidate
for a position/job in an organization. The "process" is a guide to how recruitment and
selection should be carried out.
8. ST.PHILOMENA’SCOLLEGE
Page 8
1. Job analysis
In situations where multiple new jobs are created and recruited for the first time, or
the nature of a job has substantially changed, a job analysis might be undertaken to document
the knowledge, skills, abilities and other characteristics (KSAOs) required or sought for the
job. From these the relevant information is captured in such documents as job descriptions
and job specifications. Often, a company already has job descriptions for existing positions.
Where already drawn up, these documents may require review and updating to reflect
current requirements. Prior to the recruitment stage, a person specification should be finalized
to provide the recruiters with the project's requirements and objectives.
2. Sourcing
Sourcing is the use of one or more strategies to attract or identify candidates to fill job
vacancies. It may involve internal and/or external recruitment advertising, using appropriate
media, such as local or national newspapers, specialist recruitment media, professional
publications, window advertisements, job centers, or in a variety of ways via the internet.
Alternatively, employers may use recruitment consultancies or agencies to find
otherwise scarce candidates—who, in many cases, may be content in their current positions
and are not actively looking to move. This initial research for candidates—also called name
generation—produces contact information for potential candidates, whom the recruiter can
then discreetly contact and screen.
3. Screening and selection
Recruiters typically assess suitability for a job by looking for a candidate with the
KSAOs (see above) desirable for that job. They determine these via one or more of:
9. ST.PHILOMENA’SCOLLEGE
Page 9
Screening résumés or curriculum vitae (CVs)
4. Job applications
Biographical information blanks—assessments that ask for a more extensive
background than applications
5. Job interviews.
Various psychological tests can assess a variety of KSAOs, including literacy.
Assessments are also available to measure physical ability. Recruiters and agencies may use
applicant tracking systems to filter candidates, along with software tools for psychometric
testing and performance-based assessment. In many countries, employers are legally
mandated to ensure their screening and selection processes meet equal opportunity and
ethical standards. Some employers seek to go further than the bare minimum of "equal
opportunity awareness" among hiring staff, by specifically seeking to create diversity in their
workforces.
Employers are likely to recognize the value of candidates who encompass soft skills
such as interpersonal or team leadership.[citation needed] Many companies, including
multinational organizations and those that recruit from a range of nationalities, are also often
concerned about whether candidates fits the prevailing company culture.
Disabled candidates
The word disability carries few positive connotations for most employers. Research
has shown that employer biases tend to improve through first-hand experience and exposure
with proper supports for the employee and the employer making the hiring decisions. As for
most companies, money and job stability are two of the contributing factors to the
10. ST.PHILOMENA’SCOLLEGE
Page 10
productivity of a disabled employee, which in return equates to the growth and success of a
business. Hiring disabled workers produce more advantages than disadvantages.[5] Disabled
workers are more likely to stay with the company and make their a work a career than most
due to the fact that they appreciate having a job and are more stable because they can work at
high levels.[citation needed] There is no difference in the daily production of a disabled
worker. Given their situation, they are more likely to adapt to their environmental
surroundings and acquaint themselves with equipment, enabling them to solve problems and
overcome adversity as with other employees. The U.S. IRS grants companies Disabled
Access Credit when they meet eligibility criteria. These funds can assist with costs of
reasonable accommodations and other expenses such as supervision and assistance of those
who encounter problems, or the hiring of more qualified personnel (to cover for a supervisor
when they are unavailable). Ensuring adequate space and property changes such as ramps,
restricting parking spaces, and posting handicap signs can be fairly inexpensive. Sometimes
companies lose skilled workers due to the depth of responsibility entailed in overseeing
employees that are disabled.
11. ST.PHILOMENA’SCOLLEGE
Page 11
Sources of Recruitment
The different sources of recruitment are classified into two categories,
Internal: sources of recruitment are from within the organisation.
External: sources of recruitment are from outside the organisation.
1. INTERNAL SOURCES
Internal sourcing is the practice of advertising a new or recently vacated position
within a business to existing employees. More businesses have come to use internal sourcing
as a method to recruit employees upward or laterally within the company because little or no
training is needed, and expenses that include advertising for a new employee and running
background checks are spared. It also fosters loyalty and parity among team members.
Internal sources are as follows:
1. Promotions:
Promotion means to give a higher position, status, salary and
12. ST.PHILOMENA’SCOLLEGE
Page 12
responsibility to the employee. So, the vacancy can be filled by promoting a suitable
candidate from the same organisation.
2. Transfers:
Transfer means a change in the place of employment without any change in
the position, status, salary and responsibility of the employee. So, the vacancy can be
filled by transferring a suitable candidate from the same organisation.
3. Internal Advertisements:
Here, the vacancy is advertised within the organisation. The existing
employees are asked to apply for the vacancy. So, recruitment is done from within the
organisation.
4. Retired Managers:
Sometimes, retired managers may be recalled for a short period. This is done
when the organisation cannot find a suitable candidate.
5. Recall from Long Leave:
The organisation may recall a manager who has gone on a long leave.
This is done when the organisation faces a problem which can only be solved by that
particular manager. After he solves the problem, his leave is extended.
Square Merits of Internal Sources
The benefits / advantages / merits of using internal sources of recruitment:-
1. It is time saving, economical, simple and reliable.
2. There is no need of induction training because the candidate already knows
everything about the organisation, the work, the employee, the rules and regulations,
etc.
13. ST.PHILOMENA’SCOLLEGE
Page 13
3. It motivates the employees of work hard in order to get higher jobs in the same
organisation.
4. It increases the morale of the employees and it improves the relations in the
organisation.
5. It reduce executive turnover.
6. It develops loyalty and a sense of responsibility.
Square Demerits of Internal Sources
The limitations / demerits of using internal sources of recruitment:-
1. It prevents new blood from entering the organisation. New blood brings innovative
ideas, fresh thinking and dynamism into the organisation.
2. It has limited scope because it is not possible to fill up all types of vacancies from
within the organisation.
3. The position of the person who is promoted or transferred will be vacant.
4. There may be bias or partiality in promoting or transferring persons from within the
organisation.
5. Those who are not promoted will be unhappy.
6. The right person may be promoted or transferred only if proper confidential reports of
all employees are maintained. This involves a lot of time, money and energy.
14. ST.PHILOMENA’SCOLLEGE
Page 14
2. EXTERNAL SOURCES
External sourcing is a method of recruitment that conducts an employee candidate
search through external recruitment tools, such as job boards, newspaper advertisements and
trade publication announcements. This method favors bringing in job candidates that may or
may not have direct experience in your small business' line of work; a candidate within a
satellite field may offer a fresh, out-of-the-box perspective to the organization. External
sourcing is also used when the open position is not able to be filled by a current employee
because of the technicality or specialty of the position. Small Business recommends that you
know exactly what type of job candidate you are looking for before advertising the position
and accepting resumes.
The external sources of recruitment are:-
1. Management Consultants:
Management consultants are used for selecting higher-level staff. They act as a
representative of the employer. They make all the necessary arrangements for
recruitment and selection. In return for their services, they take a service charge or
commission.
2. Public Advertisements:
The Personnel department of a company advertises the vacancy in
newspapers, the internet, etc. This advertisement gives information about the
company, the job and the required qualities of the candidate. It invites applications
from suitable candidates. This source is the most popular source of recruitment. This
is because it gives a very wide choice. However, it is very costly and time consuming.
3. Campus Recruitment:
The organisation conducts interviews in the campuses of Management
15. ST.PHILOMENA’SCOLLEGE
Page 15
institutes and Engineering Colleges. Final year students, who're soon to get graduate,
are interviewed. Suitable candidates are selected by the organisation based on their
academic record, communication skills, intelligence, etc. This source is used for
recruiting qualified, trained but inexperienced candidates.
4. Recommendations:
The organisation may also recruit candidates based on the
recommendations received from existing managers or from sister companies.
5. Deputation Personnel:
The organisation may also recruit candidates who are sent on
deputation by the Government or Financial institutions or by holding or subsidiary
companies.
Advantages of External Sources
The benefits / merits / advantages of using external sources of recruitment:-
1. It encourages young blood with new ideas to enter the organisation.
2. It offers wide scope for selection. This is because a large number of suitable
candidates will come for the selection process.
16. ST.PHILOMENA’SCOLLEGE
Page 16
3. There are less chances of bias or partiality.
4. Here there is no need to maintain confidential records.
Limitations of External Sources
The demerits / limitations of using external sources of recruitment:-
1. It is very costly. This is because advertisements, test, medical examination etc., has to
be conducted.
2. It is very time consuming. This is because the selection process is very lengthy.
3. It may not develop loyalty among the existing managers.
4. The existing managers may leave the organisation if outsiders are given higher post.
Top five recruiting challenges HR professionals face
and how to overcome them
Every HR professional comes up against certain challenges when they are trying to
hire new workers. From not receiving resumes from candidates with enough experience to
being unable to shift through applications effectively, many recruiters encounter numerous
issues with acquiring new employees every day. However, there are some obstacles that
many HR professionals must tackle in their search for great talent that are just emerging.
These types of issues require HR representatives to adopt specific solutions and strategies if
they want to improve their recruiting.
Here are five of these challenges and how to overcome them:
1. The need to make a speedy hire.
According to an article in HR resource ERE.net, one of the biggest struggles
recruiters are starting to encounter is the need to make a quick hire. Many HR
professionals had time during the recession to deliberate over candidates' qualifications
and conduct multiple rounds of interviews, but competition is heating up once more for
17. ST.PHILOMENA’SCOLLEGE
Page 17
great talent. In addition, many companies are growing so fast and need to fill multiple
positions at the same time that recruiters no longer have a lot of time to recruit workers.
Solution: HR professionals should examine their recruitment tools, especially their
software and employee management strategies. Recruiters can spend a lot of extra time
trying to input candidates' information into systems or speaking with managers about
the specific requirements of a certain position. Ensuring all of the needed information is
already documented and easily accessible can save recruiters some steps and cut down
on their recruitment time.
2. Not having enough resources.
Many HR professionals have to make do with the resources they have, and
sometimes there isn't much to work with. While some HR departments are given large
budgets to place ads across the Internet so job openings are in the hottest recruitment
spots, others may have to use free job boards or take out space in more traditional
recruiting channels. This can present big problems with finding qualified candidates.
Solution: Not every department can boost its recruitment budget, but HR professionals
are able to examine where the best hires are searching for jobs. Platforms like social
media can be great and affordable solutions to this issue for HR professionals, who can
use their LinkedIn profiles, for example, to send out information about open positions to
others on the social site.
3. Being unable to find the perfect candidate for a certain position.
HR professionals often see themselves stuck when they aren't receiving
resumes from candidates with strong backgrounds or skill sets needed for the position.
Even if these recruiters reach out to passive job seekers, they may hit a brick wall in
terms of finding the talent they need. This is an all-too-common problem for recruiters,
18. ST.PHILOMENA’SCOLLEGE
Page 18
but one that they are starting to face more often as the competition for key performers
heats up.
Daniel Ha, founder and CEO of communications firm Disqus, told Smart Recruiters this
was a significant problem his company encountered, especially since it had limited
resources.
Solution: Ha said his company was able "to strike a great balance between hiring
someone for position-need versus hiring someone that's great regardless of position."
HR professionals need to get out of the mindset of hiring for a position rather than
assembling superstar talent. While recruiters may have to fill a certain position, they
should also be open to training and educating talented workers so they can acquire
needed skills.
HR representatives can also adjust the position's job description. According to Brazen
Careerist, a job description's wording may not correctly explain the position and its
needs. Some of the qualifications may not be realistic for the position's true
requirements.
4. Understanding and using analytics effectively.
Big data may be a topic that's old news to many HR professionals, but
analytics remains a large challenge for many HR professionals. According to HR Den,
being able to sort through and harness data acquired through human resource
information systems and other types of technology can be difficult for HR
professionals. Making sense of the collected data can be especially tricky.
Solution: HR professionals should work with data analytics experts or HR solution
vendors to understand what various data points mean and how the department can
19. ST.PHILOMENA’SCOLLEGE
Page 19
harness them. Recruiters can then create cheat-sheets to help them understand how
certain types of information can be used in the future.
5. Finding workers who fit the company culture.
New hires need to be able to integrate into a team and work well in the
company environment, otherwise HR professionals will have to start the talent
acquisition process all over again. Jennifer Barbee, founder and CEO of a tourism
marketing company, told Smart Recruiters finding workers who fit the company culture
was the business's top recruiting challenge. This was an issue as well for Nathan
Parcells, founder and CMO of Intern Match, who told Smart Recruiters his team had to
let great candidates go because they didn't gel with the team.
Solution: HR professionals should ensure they describe the company culture as best as
they can in job descriptions. Displaying the company's mission and aspects of its
internal environment can help job seekers understand the organization better, which can
ensure only those candidates who may fit well will apply.
RATE
20. ST.PHILOMENA’SCOLLEGE
Page 20
INTERVIEW
An interview is a conversation where questions are asked and answers are
given. In common parlance, the word "interview" refers to a one-on-one conversation with
one person acting in the role of the interviewer and the other in the role of the interviewee.
The interviewer asks questions, the interviewee responds, with participants taking turns
talking. Interviews usually involve a transfer of information from interviewee to interviewer,
which is usually the primary purpose of the interview, although information transfers can
happen in both directions simultaneously. One can contrast an interview which involves bi-
directional communication with a one-way flow of information, such as a speech or oration.
Interviews usually take place face-to-face and in person, although modern
communications technologies such as the Internet have enabled conversations to happen in
which parties are separated geographically, such as with videoconferencing software, and of
course telephone interviews can happen without visual contact. Interviews almost always
involve spoken conversation between two or more parties, although in some instances a
"conversation" can happen between two persons who type questions and answers back and
forth. Interviews can range from unstructured or free-wheeling and open-ended conversations
in which there is no predetermined plan with prearranged questions, to highly structured
conversations in which specific questions occur in a specified order. They can follow diverse
formats; for example, in a ladder interview, a respondent's answers typically guide
subsequent interviews, with the object being to explore a respondent's subconscious motives.
Typically the interviewer has some way of recording the information that is gleaned from the
interviewee, often by writing with a pencil and paper, sometimes transcribing with a video or
audio recorder, depending on the context and extent of information and the length of the
21. ST.PHILOMENA’SCOLLEGE
Page 21
interview. Interviews have a duration in time, in the sense that the interview has a beginning
and an ending.
Interviewing Candidates: be prepared for the interview
PREPARATION BY THE INTERVIEWER
To ensure that you are fully prepared you must:
- job descriptions, employee profiles,
application forms etc. You should examine each CV or application form to identify areas to
question during the interview.
- consistency is important.
This should include an outline of similar questions to ask all candidates based on the job
description, employee profile and CVs, so that you can compare like with like.
room will have an impact on the outcome.
22. ST.PHILOMENA’SCOLLEGE
Page 22
too many interviews on the same day.
to finalise your notes.
present a professional image to candidates on arrival.
If two or more of you are conducting the interviews this obviously increases the preparation
required so that each knows what role they will play during the interview.
Conducting an Interview
There is a well-known and easy to apply structure for conducting interviews
known as the WASP approach. It enables you to offer a similar format to each candidate,
thereby ensuring consistency in the interviewing process and assisting your evaluation at the
end.
Welcome
During this initial phase of the interview you should:
- Break the Ice. A relaxed candidate will perform better.
Acquire Information
23. ST.PHILOMENA’SCOLLEGE
Page 23
In this phase of the interview you are seeking to gather as many relevant
details from the candidate as possible so that you can make an informed decision about their
suitability.
specific.
the employee profile and job description.
- but do not interrogate them.
kills!!! They should speak for 80% of the time.
judgements about you and the company.
Supply Information
Once you have obtained all the relevant information you need, then you should allow the
candidate to ask you questions about the position. You should ensure that you:
company.
h details on the salary and conditions associated with the
position.
Plan and Part
The final part of the interview is designed to ensure that both parties leave the
interview fully aware of the next steps in the selection process. You should:
24. ST.PHILOMENA’SCOLLEGE
Page 24
– you do need permission to do so.
In some cases you may wish to provide the candidate with a tour of your
facilities.
This can be done at this stage but inform them at the outset. Improve your interviewing skills
Interview environment
If the interview is conducted in a location that is uncomfortable for one or both
parties then this will affect the outcome of the interview.
Too many interviews
If too many candidates are interviewed on the same day, then those arriving
later in the afternoon will have to work harder to create a good impression. As interviewers
become tired they are harder to impress.
Poor interviewing skills
Many interviewers do not work to improve their skills. They make some or all of the
mistakes identified above. In addition to these, other common problems are that they often:
25. ST.PHILOMENA’SCOLLEGE
Page 25
Keep these points in mind as you plan future interviews.
Types of Interviews
There are many different types of interviews as well as interview methods and
techniques. Every job is different, so be prepared! You may experience a combination or all
of these. Also, remember than in professional interviewing, you will almost always go
through a series of interviews. As a general rule, each subsequent interview will become
longer and more detailed. Remember that the key to success is to be well prepared for every
interview.
Screening Interviews
Screening interviews are generally conducted when an employer has a large
applicant pool which they want to narrow down to a more manageable number. The purpose
is to “weed out” the applicants who are obviously not a fit. Screening interviews are usually
done by phone, tend to be very short, and the questions will focus on basic qualifications.
Phone Interviews
Most screening interviews are done by phone, but phone interviews will also
be used for other reasons, such as geographic obstacles – the applicant lives in another city or
state. In this case, phone interviews will be longer and more detailed. Here are a few do’s and
don’ts of phone interviews in all situations:
Be well prepared.
26. ST.PHILOMENA’SCOLLEGE
Page 26
Never conduct a phone interview in your car or in a public area – you need to focus all your
attention on the interview.
Use a land line to avoid the possibility of a cell phone call being dropped or poor
reception.
s and friends not to disturb you during the interview.
– avoid
distractions and focus on the interview. Also, phone interviews are often not scheduled in
advance, they will just call you. If you are busy, driving or in any way not able to focus 100%
on the interview, tell them you are busy and ask to schedule a time later in the day or week.
Don’t worry, interviewers know they are calling you without an appointment and are very
flexible – they will work with you.
One-on-One Interviews
This is the most common interview method and involves you and the
interviewer alone in a private office. Once you are face-to-face with the interviewer your
dress, appearance, non-verbal communication skills and other visual factors, as well as your
verbal communication skills will come into play. Building rapport with the interviewer is
usually easiest in this setting.
Panel Interviews
Sometimes the employer will have a “selection committee” or for some other
reason there will be multiple people involved in conducting interviews. They may want to
conduct a “panel interview” in which you will be interviewed by several people at the same
27. ST.PHILOMENA’SCOLLEGE
Page 27
time. Panel interviews are very efficient from the employer’s perspective because it allows
them, in effect, to do many interviews all at once. Remember that in a panel interview you
must connect with and engage every member of the panel, not just the person asking the
question. Make sure you get a business card from every panel member and send each a thank
you note afterwards. Always bring extra resumes and offer one to each member of the panel
at the beginning of the interview.
Serial Interviews
In a serial interview you will meet with several people throughout the day,
usually back-to-back. One person will interview you, then pass you to the next person, and so
on throughout the day. Serial interviews are physically and mentally tiring because they can
often take the entire day. Remember that each time you are passed onward your chances of
being hired improve! Serial interviews are typically used for senior-level positions, but there
are exceptions.
Lunch Interviews
Sometimes the employer will take you to an interview lunch or even dinner.
Interview lunches are very unstructured, and they will probably be evaluating your social
skills and manners. If you haven’t yet done so, make a point of attending the University
Career Center Professional Etiquette dinner to familiarize yourself with the basics of dining
etiquette. When ordering off the menu, stick with something in the mid-range of prices that’s
easy to eat. Never under any circumstances order an alcoholic drink during a lunch or dinner
interview.
28. ST.PHILOMENA’SCOLLEGE
Page 28
Group Interviews
You may be asked to do a “group” interview, which is the opposite of a panel
interview. Instead of several interviewers and one candidate, one interviewer will sometimes
interview several candidates at the same time. The interviewer will ask questions of no one in
particular in hopes that a “leader” will emerge. Group interviews are not very effective for
most situations and are rarely used.
Stress Interviews
Stress interviewing is a generally ineffective and antiquated interview
method, and most – but unfortunately not all – employers have discontinued this practice.
The theory is to see how you react to stress. The interviewer may make the room physically
uncomfortable by turning up the heat, make the candidate sit in an uncomfortable chair or
sometimes even stand, ask off-the-wall questions that have nothing to do with the job and
possibly refuse to answer your questions. Today’s job candidates are too sophisticated to
tolerate these methods and this technique is very ineffective.
Conclusion
Employers conduct multiple interviews as a filtering or screening process. At
each step candidates are eliminated from consideration until at the end only one person
remains. Each time you are invited back for a subsequent interview means you are one step
closer to a job offer!
In all interviewing situations the key to success is good preparation. The more
effort you put into it, the better your odds of succeeding.
29. ST.PHILOMENA’SCOLLEGE
Page 29
SELECTION
Selection is the process of picking up individuals (out of the pool of job applicants)
with requisite qualifications and competence to fill jobs in the organization. A formal
definition of Selection is as under
Definition of Selection: Process of differentiating “Selection is the process of differentiating
between applicants in order to identify and hire those with a greater likelihood of success in a
job.”
DIFFERENCE BETWEEN RECRUITMENT AND SELECTION:
Recruitment Selection
1. Recruitment refers to the process of
identifying and encouraging prospective
employees to apply for jobs.
2. Recruitment is said to be positive in its
approach as it seeks to attract as many
candidates as possible.
1. Selection is concerned with picking up
the right candidates from a pool of
applicants.
2. Selection on the other hand is negative
in its application in as much as it seeks to
eliminate as many unqualified applicants
as possible in order to identify the right
candidates.
30. ST.PHILOMENA’SCOLLEGE
Page 30
PROCESS / STEPS IN SELECTION
1. Preliminary Interview:
The purpose of preliminary interviews is basically to eliminate unqualified
applications based on information supplied in application forms. The basic objective is to
reject misfits. On the other hands preliminary interviews is often called a courtesy interview
and is a good public relations exercise.
2. Selection Tests:
Jobseekers who past the preliminary interviews are called for tests. There are various
types of tests conducted depending upon the jobs and the company. These tests can be
Aptitude Tests, Personality Tests, and Ability Tests and are conducted to judge how well an
individual can perform tasks related to the job. Besides this there are some other tests also
like Interest Tests (activity preferences), Graphology Test (Handwriting), Medical Tests,
Psychometric Tests etc.
3. Employment Interview:
The next step in selection is employment interview. Here interview is a formal and
in-depth conversation between applicant’s acceptability. It is considered to be an excellent
selection device. Interviews can be One-to-One, Panel Interview, or Sequential Interviews.
Besides there can be Structured and Unstructured interviews, Behavioral Interviews, Stress
Interviews.
4. Reference & Background Checks:
Reference checks and background checks are conducted to verify the information
provided by the candidates. Reference checks can be through formal letters, telephone
conversations. However it is merely a formality and selections decisions are seldom affected
by it.
31. ST.PHILOMENA’SCOLLEGE
Page 31
5. Selection Decision:
After obtaining all the information, the most critical step is the selection decision is to
be made. The final decision has to be made out of applicants who have passed preliminary
interviews, tests, final interviews and reference checks. The views of line managers are
considered generally because it is the line manager who is responsible for the performance of
the new employee.
6. Physical Examination:
After the selection decision is made, the candidate is required to undergo a physical
fitness test. A job offer is often contingent upon the candidate passing the physical
examination.
7. Job Offer:
The next step in selection process is job offer to those applicants who have crossed all
the previous hurdles. It is made by way of letter of appointment.
8. Final Selection
The final phase of the interview involves a round up with the seniormanagement; this
includes negotiations regarding the compensation and any further enquiries regarding the job
RATE
33. ST.PHILOMENA’SCOLLEGE
Page 33
CHAPTER 3
CONCLUSION
RECRUITMENT, INTERVIEW AND SELECTION
The employees of any organization are its life blood, without doubt. With the dawn of
this realization upon the present day business organizations, there appears to be a major shift
towards human resource management. In fact, the employees of today are encouraged to
participate in the major decisions and thus play a vital role in the management of the firm.
The performance of the organization depends on the efficiency that its employees exhibit.
Hence it is of crucial importance that employees with the most suitable qualifications be
selected. This is where the processes of recruitment and selection come in. It is difficult to
separate one from the other. The various company illustrations given in this report indicate
that these processes require a great deal of thought and advanced planning. In fact, it is not
only the HR department that is involved. The finance department provides the budget for the
processes and the manpower gap is determined by inputs from all the departments. Also the
gruelling procedure through which the candidate goes through is, in itself, an indicator of the
significance of these processes in the efficient functioning of the organization. The
information provided in this guide is designed to help you find the right people in the first
instance then to lead and manage them in a way that maximises their levels of engagement.
In their 2013 paper, “The future of employment: How susceptible are jobs to
computerization”, Oxford University academics, Carl Benedikt Frey and Michael Osborne,
predict that even accountancy, a profession that has long been portrayed as the ultimate
symbol of mundane stability and job security, is almost certain to suffer
significant unemployment within the next 20 years.91 With predictions like this, we can
34. ST.PHILOMENA’SCOLLEGE
Page 34
assume that many things we now take for granted about the modern-day workplace will soon
diminish or disappear completely.
Savvy individuals will seek to stay ahead of the game before events overtake them,
acquiring the skills and experience that the companies of the future will need. To do this, they
will have to rely principally on their good sense and instinct. Major companies, however,
have no such excuse. They have the resources and the collective manpower to understand and
even fashion the future, and then modify their organizations accordingly.
So many fundamental issues—changes in the age, cultural and gender profile of
workers, flexible working, skills shortages, technological impact, the decline of the job for
life now confront the HR strategist. It has surely never been a more exciting or interesting
time to be one. People are the very lifeblood of a knowledge economy. And those people,
along with their working routine and the nature of their jobs, are changing in front of our
eyes. Will companies be sufficiently alert and nimble to respond to this huge challenge?
35. ST.PHILOMENA’SCOLLEGE
Page 35
BIBLIOGRAPHY
1. ABC recruitment and induction , Acas , accessed 10 may 2015
2. Teacher’s guide to performance-based learning and assessment
3. Hays Quarterly report sharing our recruiting know-how ,nick Deligiannis, april – june
2012
4. Darling Peter (august 2007). ‘Disabilities and the work place’. Business NH magazine
24 (8): 28.
5. Valdosta state university. Retrieved 7 aril 2014
6. Atlassian’s social hiring spree pays off. Itnews