This document discusses recruitment and selection processes. It defines recruitment as searching for potential job candidates and encouraging them to apply, while selection is the process of interviewing and evaluating candidates for a specific job. The objectives of effective recruitment are to find the right people to match corporate goals and promote company awareness. Factors like organization size and image affect recruitment. Common recruitment methods include internal promotions, job postings, advertisements, and internet recruiting. Selection aims to pick the most competent employees through a multi-step process including interviews and reference checks. The importance of recruitment and selection is that they can decrease hiring bad employees while increasing fairness.

1. RECRUITMENT AND
SELECTION
PRESENTER:
AMIT BHATTA
JOSEPH SCHOOL OF BUSINESS STUDIES
(SHUATS)

2. CONCEPT
RECRUITMENT AND SELECTION
• RECRUITMENT
• “PROCESS OF SEARCHING FOR PROSPECTIVE EMPLOYEES AND
STIMULATING AND ENCOURAGING THEM TO APPLY FOR JOBS INN AN
ORGANIZATION.”
• SEARCHING AND OBTAINING A POOL OF POTENTIAL CANDIDATE WITH THE
DESIRED KNOWLEDGE, SKILLS AND EXPERIENCE.

3. • SELECTION
• “PROCESS OF INTERVIEWING AND EVALUATING CANDIDATES
FOR A SPECIFIC JOB AND SELECTING AN INDIVIDUAL FOR
EMPLOYMENT BASED ON CERTAIN CRITERIA.“
• PURPOSE OF SELECTION PROCESS IS TO ENSURE THAT THE
BEST PERSON OR PEOPLE ARE APPOINTED TO THE ROLE OR
ROLES USING EFFECTIVE , FAIR AND EQUITABLE ASSESSMENT
ACTIVITIES.

4. OBJECTIVE OF AFFECTIVE RECRUITMENT
• RIGHT PEOPLE TO MATCH CORPORATE GOAL.
• SPREAD AWARENESS OF NEED OF HRM.
• REVIEW THE LIST OF OBJECTIVE OF THE COMPANY AND TRIES TO ACHIEVE
THEM BY PROMOTING THE COMPANY IN THE MINDS OF PUBLIC.
• FORECAST HOW MANY PEOPLE WILL BE REQUIRED IN THE COMPANY.
• ENABLES THE COMPANY TO ADVERTISE ITSELF AND ATTRACT TALENTED
PEOPLE.
• PROVIDE DIFFERENT OPPORTUNITIES TO PROCURE HUMAN RESOURCES.

5. FACTORS AFFECTING RECRUITMENT
INTERNAL FACTORS
 SIZE OF THE ORGANIZATION.
 RECRUITING POLICY.
 IMAGE OF THE ORGANIZATION.
 IMAGE OF THE JOB.
EXTERNAL FACTORS
• DEMOGRAPHIC FACTORS
• LABOR MARKET.
• UNEMPLOYED SITUATION.
• LABOR UNION.
• LEGAL CONSIDERATION.

6. METHODS OF RECRUITMENT
INTERNAL METHODS
• PROMOTIONS AND TRANSFERS
• JOB POSTING
• EMPLOYEE REFERRALS
DIRECT METHODS
• CAMPUS RECRUITMENT
INDIRECT METHODS
• NEWSPAPER ADVERTISEMENTS
• TELEVISION AND RADIO ADVERTISEMENTS

7. THIRD PARTY METHOD
• PRIVATE EMPLOYMENT SEARCH FIRMS
• EMPLOYMENT EXCHANGES
• GATE HIRING AND CONTRACTORS
• UNSOLICITED APPLICANTS/WALK-INS
• INTERNET RECRUITING

8. RECRUITMENT THEORIES
AS PER BEHLING AND OTHERS, THERE ARE THREE THEORIES-
• OBJECTIVE FACTOR THEORY
• SUBJECTIVE FACTOR THEORY
• CRITICAL CONTACT THEORY

9. OBJECTIVE FACTOR THEORY
AS PER THIS THEORY THE CHOICE OF ORGANIZATION BY A
POTENTIAL EMPLOYEE DEPENDS ON OBJECTIVE ASSESSMENT OF
CERTAIN TANGIBLE FACTORS, SUCH AS FOLLOWING-
• PAY AND PERKS
• LOCATION
• OPPORTUNITY FOR CAREER GROWTH
• NATURE OF WORK
• EDUCATIONAL OPPORTUNITIES, ETC.

10. SUBJECTIVE FACTOR THEORY
ACCORDING TO THIS THEORY COMPATIBILITY OF INDIVIDUAL
PERSONALITY WITH THE IMAGE OF ORGANIZATION IS A DIVISIVE
FACTOR IN CHOOSING AN ORGANIZATION BY AN INDIVIDUAL
CANDIDATE SEEKING EMPLOYMENT.

11. STEPS OF RECRUITMENT PROCESS
• RECRUITMENT POLICY
• RECRUITMENT ORGANIZATION
• MANPOWER FORECAST
• DEVELOP SOURCE OF RECRUITMENT AND DIFFERENT TECHNIQUES
• ASSES THE RECRUITMENT PROGRAM

12. DIFFERENCE BETWEEN RECRUITMENT AND
SELECTION
RECRUITMENT
• IT IS AN ACTIVITY OF ESTABLISHING
CONTACT BETWEEN EMPLOYERS AND
APPLICANTS.
• IT ENCOURAGES LARGE NUMBER OF
CANDIDATES FOR A JOBS.
• IT IS A SIMPLE PROCESS.
• IT IS A COMPLICATED PROCESS.
• THE CANDIDATES HAVE NOT TO CROSS
OVER MANY HURDLES.
• IT IS A POSITIVE APPROACH.
• IT PROCEEDS SELECTION.
• IT IS AN ECONOMICAL METHOD.
• LESS TIME IS REQUIRED
SELECTION
• IT IS A PROCESS OF PICKING UP MORE
COMPETENT AND SUITABLE EMPLOYEES.
• IT ATTEMPTS AT REJECTING UNSUITABLE
CANDIDATES.
• IT IS A COMPLICATED PROCESS.
• MANY HURDLES HAVE TO BE CROSSED.
• IT IS A NEGATIVE APPROACH.
• IT FOLLOWS RECRUITMENT.
• IT IS AN EXPENSIVE METHOD.
• MORE TIME IS REQUIRED.

13. IMPORTANCE OF RECRUITMENT
• PROVIDES ORGANIZATION WITH A POOL OF QUALIFIED CANDIDATES
• THE MORE QUALIFIED THE POOL THE BETTER THE SUCCESS RATE IN
SELECTION
• CAN HELP THE ORGANIZATION MEET AFFIRMATIVE ACTION GOALS
• CAN INCREASE ORGANIZATIONAL EFFECTIVENESS

14. IMPORTANCE OF SELECTION
• DECREASES THE LIKELIHOOD OF HIRING “BAD” EMPLOYEES.
• INCREASES THE LIKELIHOOD THAT PEOPLE WILL BE TREATED FAIRLY
WHEN HIRING DECISIONS ARE MADE
• REDUCES DISCRIMINATION
• REDUCES LIKELIHOOD OF DISCRIMINATION LAWSUITS

15. SELECTION PROCESS
• THE SELECTION PROCESS IS QUITE LENGTHY AND COMPLEX AS IT INVOLVES A
SERIES OF STEPS BEFORE MAKING THE FINAL SELECTION.
• THE PROCEDURE OF SELECTION MAY VARY FROM INDUSTRY TO INDUSTRY,
COMPANY TO COMPANY AND EVEN FROM DEPARTMENT TO DEPARTMENT.
• EVERY ORGANIZATION DESIGNS ITS SELECTION PROCESS, KEEPING IN MIND
THE URGENCY OF HIRING PEOPLE AND THE PREREQUISITES FOR THE JOB
VACANCY.

16. STEPS OF SELECTION PROCESS
• STEP 1: RECEPTION
• STEP 2: SCREENING INTERVIEW
• STEP 3: APPLICATION BLANK
• STEP 4: SELECTION TESTING
• STEP 5: SELECTION INTERVIEW
• STEP 6: MEDICAL EXAMINATION
• STEP 7: REFERENCE CHECK
• STEP 8: HIRING DECISION
• STEP 9: PLACEMENT

17. PLACEMENT
• WHEN ONCE THE CANDIDATE REPORTS FOR DUTY, THE ORGANIZATION HAS TO
PLACE HIM INITIALLY IN THAT JOB FOR WHICH IS SELECTED; IMMEDIATELY THE
CANDIDATE WILL BE TRAINED IN VARIOUS RELATED JOBS DURING THE
PERIODS OF PROBATION OF TRAINING OR TRIAL.
• THE ORGANIZATION GENERALLY DECIDES THE FINAL PLACEMENT AFTER THE
INITIAL TRAINING IS OVER ON THE BASIS OF THE CANDIDATE’S APTITUDE AND
PERFORMANCE DURING THE TRAINING/ PROBATION PERIOD.

18. INDUCTION
• IS THE PROCESS OF RECEIVING AND WELCOMING AN EMPLOYEE WHEN
HE FIRST JOINS A COMPANY AND GIVING HIM THE BASIC INFORMATION
HE NEEDS TO SETTLE QUICKLY AND HAPPILY AND START WORK.
• LECTURE, HANDBOOK, FILM, GROUP SEMINAR ARE USED TO IMPACT
THE INFORMATION TO NEW EMPLOYEES ABOUT THE ENVIRONMENT OF
THE JOB AND THE ORGANIZATION IN ORDER TO MAKE THE NEW
EMPLOYEE ACQUAINT HIMSELF WITH THE FOLLOWING HEADS;
ABOUT THE COMPANY’S HISTORY, OBJECTIVES, POLICIES,
PROCEDURES, RULES AND REGULATIONS, CODES
ABOUT THE DEPARTMENT
ABOUT THE SUPERIORS, SUBORDINATES

19. PROMOTION
• PROMOTION IS AN UPWARD MOVEMENT OF EMPLOYEE IN THE ORGANIZATION
TO ANOTHER JOB, HIGHER IN ORGANIZATION'S HIERARCHY.
• IN THE NEW JOB, THE EMPLOYEE FINDS A CHANGE IN SALARY, STATUS,
RESPONSIBILITY AND GRADE OF JOB OR DESIGNATION.
• AS A WHOLE, THE ORGANIZATION PERCEIVES THE STAFFING OF VACANCY
WORTH MORE THAN THE EMPLOYEE’S PRESENT POSITION.
• IN CONTRAST TO PROMOTION WHEN THE SALARY OF AN EMPLOYEE IS
INCREASED WITHOUT A CORRESPONDING CHANGE IN THE JOB-GRADE, IT IS
KNOWN AS ‘UPGRADING’. BUT WHEN PROMOTION DOES NOT RESULT IN
CHANGE IN PAY, IT IS CALLED ‘DRY PROMOTION’. PROMOTION IS A METHOD OF
INTERNAL MOBILITY.

20. TRANSFER
• A TRANSFER IMPLIES A LATERAL MOVEMENT OF AN EMPLOYEE IN THE
HIERARCHY OF POSITIONS WITH THE SAME PAY AND STATUS.
• TRANSFERS MAY BE EITHER COMPANY INITIATED OR EMPLOYEE INITIATED. IN
FACT, A TRANSFER IS A CHANGE IN JOB ASSIGNMENT.
• IT MAY INVOLVE A PROMOTION, DEMOTION OR NO CHANGE AT ALL IN STATUS
AND RESPONSIBILITY.
• TRANSFERS FROM ONE JOB TO ANOTHER MAY BE EITHER TEMPORARY OR
PERMANENT.

21. • TEMPORARY TRANSFERS MAY BE DUE TO
 TEMPORARY ABSENTEEISM
 SHIFTS IN THE WORKLOAD
VACATIONS
• PERMANENT TRANSFERS MAY BE DUE TO
SHIFTS IN THE WORKLOAD
VACANCIES REQUIRING THE SPECIAL SKILL OF THE TRANSFERRED
EMPLOYEE
ILL-HEALTH OF THE EMPLOYEE

22. THANK YOU!!!!