This document discusses recruitment, selection, and retention processes. It covers the key topics of recruitment methods and sources, selection criteria, the relationship between recruitment success and selectivity, and the role of retention in matching employees, jobs, and organizations. Recruitment aims to source qualified candidates, selection identifies the most suitable from applicants, and retention is impacted by selection quality through good job-employee matches that increase longevity. The processes are integrally related for building an efficient workforce.

1. RECRUITMENT,
SELECTION, AND
RETENTION
M-2
Dr. Jerry John

2. MODULE SUMMARY
• In this chapter, attention turns to the processes of recruitment, selection, and
retention.
• These three topics are explored together because they are integrally related not only
to each other but also to other human resources management (HRM) functions.
• A successful recruitment effort generates sufficient applicants so that the employer
can be selective in the process of identifying the most suitable applicant.
• The stringency of criteria used for selecting job applicants depends, to a large
degree, on the success of the recruitment effort.
• An organization can be more selective when a relatively large supply of qualified
applicants is available.
• Retention, in turn, is at least partially related to the selection process.
• The likelihood of retaining an employee is generally higher when the employee, the
job, and the organization are well matched.
Dr. Jerry John @KCM

3. WHAT IS RECRUITMENT?
• “Recruitment is the process of searching for
prospective employees and stimulating and
encouraging the to apply for the job.” – (Flippo EB,
1980)
• “Recruitment is a process to discover the sources of
manpower to meet the requirements of the staffing
schedule and to employ effective measures for
attracting that manpower in adequate numbers to
facilitate effective selection of an efficient working
force.” – (Yoder D, et al)
Dr. Jerry John @KCM

4. RECRUITME
NT
Recruitment needs are of three
types:
• Planned: Arises from changes
in organization and retirement
policy.
• Unexpected: Arises during
resignations, deaths, accidents
and illness.
• Anticipated: Refers to those
movements in personnel
which an organization can
predict by studying trends in
the internal and external
environments.

5. Features of Recruitment:
• It is a process rather than a single act or event.
• Linking activity as it brings together the employer and the prospective
employees.
• Positive activity to seek out eligible persons from which suitable ones
are selected.
• To locate the sources of people required to meet job requirements.
• Ability to match jobs to suitable candidates.
• A two-way process between recruiter and recruited.
• A complex job that involves lots of factors like image of the company,
nature of jobs offered, organizational policies, working conditions etc.
Dr. Jerry John @KCM

6. RECRUITEME
NT PROCESS
Dr. Jerry John @KCM
Definition and requisitions
Sources
Communication of information
Identifying prospective employees
Encouraging and attracting applicants
Candidate assessment

7. Elements of
Recruitment
Process
Dr. Jerry John @KCM
Recruitment Policy
Recruitment organization
Developing sources of recruitment
Methods of recruiting

8. Recruitment Policy
• It specifies the objectives of recruitment and provides a framework for
the implementation of the recruitment programme
• It involves :
• Enriching the organization's human resources by filling vacancies
with the best qualified people
• Attitudes towards recruiting handicaps, minority groups, women,
friends and relatives of present employees
• Development of organizational system for implementing the
recruitment programme and procedures to be employed
Dr. Jerry John @KCM

9. General Principles
• General principles a recruitment policy
involves which reflect the employer’s
commitment are :
• To find and employ the best qualified
persons for each job
• To retain the most promising of those
hired
• To offer promising opportunities for the
lifetime working careers
• To provide facilities and opportunities for
personal growth on the job
Dr. Jerry John @KCM

10. Factors
affecting
recruitment
policy :
 Organizational objectives
 Personnel policies of the
Organization and its competitors
 Government policies on reservations
 Preferred sources of recruitment
 Organization’s recruitment needs
 Recruitment costs
 Financial implications
 Selection criteria and preferences
Dr. Jerry John @KCM

11. Recruitmen
t
Organizatio
n
Dr. Jerry John @KCM
Centralized recruitment
Decentralized recruitment

12. Centralized Recruitment
Dr. Jerry John @KCM
Under this personnel department at the head office performs all the
functions or recruitment
Advantages :
• It reduces the administrative cost by consolidating all recruitment activities at one place
• It helps in better utilization of specialists
• It ensures uniformity in recruitment and selection of all types of employees
• It facilitates interchangeability of staff between different units/zones
It relieves the line executives of the recruitment problem thereby enabling them to
concentrate on their operational activities
• It tends to reduce favoritism in recruitment and makes the recruitment process more
scientific

13. • Disadvantages :
• There is delay in recruitment as operating units cannot recruit staff
as and when required
• The central office may not be fully familiar with job requirements of
different units and the most suitable sources for the required staff.
• Recruitment is not flexible because operating units lose control over
the recruitment process.
Dr. Jerry John @KCM

14. SOURCES OF
RECRUITMENT
• INTERNAL SOURCES
• Refers to recruitment that takes place
from within the organization.
• It includes:
• Transfers & Promotions:
• Transfers implies shifting of an employee
from one job to another without any shift
in change of responsibilities, and on the
other hand promotion refers to shifting of
an employee to a higher position carrying
higher status, responsibilities and pay.
• Retired and retrenched employees who
want to return to company may be hired.
• Dependents and relatives of deceased and
disabled employees.

15. EXTERNAL
SOURCES
• External sources of recruitment lie outside the organizations The include:
• Educational Institutions:
• Various companies visit many colleges which have planned for campus
interviews and recruit candidates. Colleges like IIT’S and IIM’s have a
more than 100 famous companies like Barclays, Boston consultancy
group coming and recruiting candidates.
• Recruiting Agencies:
• These are basically various private consultancy firms like Price
Waterhouse coopers, ABC group which recruit candidates on
behalf of the client companies by charging a fee.
• Employment exchanges:
• These exchanges provide information about job vacancies to
jobseekers. These can be private and also government
exchanges.
• Casualcallers:
• Many candidates visit the company by themselves and give
interviews. The companies may not need them presently but can
call them anytime in future when there are vacancies.
• Labor contractors:
• Manual workers recruited through contractors who maintain close
relations with such labors. Basically seen in construction jobs.
• Press Advertising:
• Advertisements in newspapers and journals. Has wide reach.
This method can be used for technical, clerical and managerial
jobs. Dr. Jerry John @KCM

16. METHODS
OF
RECRUITME
NT
Dr. Jerry John @KCM
Recruitment methods are the means by which and organization attempts to
establishes contact with potential candidates, provides them necessary
information and encourages them to apply for jobs.
Direct Methods:
• Under this method scouting, manned exhibits and waiting lists are used.
• Scouting-where a company representatives may be sent to educational and training institutions.
• Manned exhibits- Where representatives sent to seminars and conventions where they can
establish their mobile offices to go to desired centers.
• Waiting lists of candidates who have indicated their interest in jobs in person through mail over
phone
Indirect method
• Advertisements in newspapers and journals, radio, television used to publicize vacancies.
• This helps to enable the candidates to assess their suitability so that only those possessing the
requisite qualifications will apply.
Third party methods:
• Various agencies, public employment exchanges and private consulting firms are used to recruit
personnel.
• In addition friends and relations of existing staff deputation can be used.

17. INDUCTION AND
ORIENTATION

18. ORIENTATION
• “Orientation is a systematic and planned
introduction of employees to their jobs,
their co-workers and the organization.”
• Typically Induction(orientation) conveys
three types of information
• General information about daily work
routine.
• A review of the organization’s history
• A detailed presentation, perhaps in a
brochure of the organization’s policies,
work rules and employee benefits.
Dr. Jerry John @KCM

19. OBJECTIVES
Dr. Jerry John @KCM
To help new staff
form positive first
impressions, that
he/she belongs to
the company, feels
welcome and
supported;
To assist in
understanding the
culture and values;
To improve staff
efficiency, work
standards, revenue
and profits;
To improve staff
morale.

20. Why
Induction/Orientation?
• Accommodating employees
• Becoming Insider
• Overcoming employee anxiety
• Overcoming reality shock
• Reducing employee turnover
Dr. Jerry John @KCM

21. What to
Induct/
Orient?
Dr. Jerry John @KCM
A current organization chart of the company
Map of facility
Key terms unique to industry, company and the
job
A copy of company’s policy handbooks
List of benefits
Telephone numbers and location of key people
and operations
Sample copies of the company’s publications etc.

22. Types of
Orientation
Programme
Dr. Jerry John @KCM
Formal and Informal
Orientation
Individual and Collective
Orientation
Serial and Disjunctive
Orientation

23. FORMAL VS.
INFORMAL
ORIENTATION
Dr. Jerry John @KCM
• Formal orientation has a structured
programme.
• Formal programme helps a new hire in
acquiring a known set of standards
Formal Orientation
• In informal orientation employees are
directly put on job.
• Informal programme promotes
innovative ideas.
• Choice depends on management’s goals.
Informal Orientation

24. Individual vs.
collective
Orientation
Dr. Jerry John @KCM
Individual
• Individual orientation preserves individual
differences.
• Individual orientation is expensive and time
consuming.
• Smaller firms go for individual programmes.
Collective
• Collective orientation is likely to develop
homogenous views.
• Collective orientation is less time consuming.
• Large firms normally have collective
orientation.

25. Serial vs.
Disjunctive
Orientation
Dr. Jerry John @KCM
Serial
• An experienced employee inducts a
new hire in case of serial orientation.
• Serial orientation maintains traditions
and customs.
Disjunctive
• In case of disjunctive orientation new
hire do not have predecessors to guide
them.
• Disjunctive orientation produces more
inventive employees.

26. Who Should
Conduct Or
Be Actively
Involved In An
Employee
Induction
Dr. Jerry John @KCM
Members of HR
Members of management
Experts in Specific fields

27. How to Induct
Successfully?
A systematic plan should be followed.
A check list of points to be included in induction
should be prepared.
An induction booklet should be provided.
Anyone who is promoted or transferred from one
job to another should also be inducted.
The aim should be to convey a clear picture of the
working of the organisation.

28. Problems Of Orientation
• Busy or Untrained supervisor
• Too much information
• Overloaded with paperwork
• Given menial tasks
• Employee thrown into action soon
• Wrong perceptions of employees
Dr. Jerry John @KCM

29. How To Make
Induction
Programme
Effective?
Feed forward of the possible problems and solutions
A warm and friendly welcome will reduce the
possible problems
Involvement of Top Management
Determination of Information Need of the new
employees
Planning the presentation of information
A phased induction programme would place the new
employee at ease

30. THEREFORE,
Therefore, we may say that induction and
orientation play pivotal role in success of an
organisation by acquainting a new employee to
the new environment, rules and regulations
which in turn helps in better performance.

31. What is
Onboarding?
• Onboarding a strategic process of bringing
a new employee to the organization and
providing information, training, mentoring
and coaching throughout the transition.
• The process begins at the acceptance of
an offer and throughout the first six to
twelve months of employment.

32. Why A
Strategic
Onboarding
Process?
• The relationship between the new
employee and the manager is the
determining factor in whether the new
employee stays with an organization –
Aberdeen Group Research Co.
• Employees will decide within 10 days if
they intend to stay with the
organization or begin looking for a
different job – Research by the Office of
State Personnel

33. New
Employee
Onboarding
Objectives
• Create a positive onboarding experience
that:
• Facilitates the new employee’s
ability to contribute in the new
role.
• Increases the new employee’s
comfort level in the new role.
• Reinforces his/her decision
to join the university.
• Enhances productivity.
• Encourages commitment and
employee engagement.

34. Stages of the Process
Dr. Jerry John @KCM
Stage Definition
Preparation Pre-arrival, first day thru first month activities that acclimate the new employee to the culture, team,
work environment, and introduce to policies and procedures and online modules.
Orientation HR New Employee Orientation online, classroom, Benefits training and department specific
orientation.
Integration Employee development planning by supervisor and employee’s attendance in HR staff development
training (i.e. LEAD orASPIRE).
Engagement Developing university awareness, building relationships, meeting performance expectations and
contributing tothe University’s success.
Follow-up Monitoring and measuring the effectiveness ofthe onboarding process.

35. Onboarding Duration
Dr. Jerry John @KCM
Stage Duration
Preparation Pre-arrival, first day thru firstmonth
Orientation Classroom Training (First and Third Tuesday and Wednesday of each month – 8:30am
to 4:30pm each day), Benefits and department specific timeframes
Integration First six months – up to probationarydecision
Engagement One to twelve months
Follow-up 90 days and six months

36. Dr. Jerry John @KCM
STAGE DURATION
Preparation Provides supervisors with a step-by- step process (from pre-arrival thru the first three to six months) for bringing new employees on board
to the University.
Mentor assists the Supervisor in the onboarding process and serves asa mentor to the newemployee
Orientation The HR & Benefits orientation is offered every 1st and 3rd Tuesday and Wednesday of each month. The focus of the classroom training
includes:
• Reinforcement of key areas introduced in the online modules.
• Increase safety awarenessat organizations
• Overview of computer support & technical training.
• Skill development in diversity, communications and customer service
• Increases understanding of university culture and history
Integration EDP: Supervisors will use this document to identify and plan training and learning activities to meet and support the competency expectations
of the new employee during the first six months to one year.
Engagement Organization Involvement, Department Involvement, Community Involvement, Networking / Social Activities
Follow-up • 90-Day Evaluation Checklist
• Six- Month Evaluation Form
• Supervisor’s Probationary Decision

37. MANAGING ATTRITION
Dr. Jerry John @KCM
“A reduction in the
number of employees
through retirement,
resignation or death.”
Simply, we can say it
as ‘the
lifespan/longevity of
an employee in an
organisation’

38. Attrition
Rate
Dr. Jerry John @KCM

39. COMPARATIVE
POSITION OF
ATTRITION IN
BPOS
ACROSS THE
GLOBE
Dr. Jerry John @KCM

40. ATTRITION REASONS
Dr. Jerry John @KCM
Personal
Other
Gender
Education
Marital
Status
Age
Monetary factors
Lack of Growth
Mismatch of Job
Job stress
Working hrs
Lack of recognition
EMPLOYEE
ATTRITION
Dr. Jerry John @KCM

41. Findings about
Employee
Attrition:
Attrition always happens.
Some attrition is desirable; hence it is not always
bad.
Salary hike doesn’t work all the time.
Manager’s role is critical in managing the attrition
and
Reducing attrition rate takes commitment from
top management.

42. Associated
costs with
High attrition
Associated
Costs
Recruitment
Cost
Training Cost
Administration
Cost
Talent Cost
Motivational
Cost
Lost
Productivity
cost
Dr. Jerry John @KCM

43. Control Measures
• Offer attractive and competitive monetary packages.
• Mentoring.
• Identify and appreciate performance.
• Encourage participation of employees regarding the future endeavors of the
organization.
• Conduct “stay” interviews
• Employee Engagement Practices.
• Transparent work policies.
• Adapt Open-door policy.
• Minimize and resolve grievance.
• Encourage humors & laughter in workplace.
• Offer excellent career growth prospects.
• Induction program and Exit interview are very important.
• Make wiser choice while hiring employees
Dr. Jerry John @KCM

44. EWAT
Early Warning
Attrition
Tracker
Dr. Jerry John @KCM
GREEN
• Who are not looking for a change
YELLOW
• Who might look out after 6
months
RED
• Who are looking for a change at
the moment

45. Brighter Side
of Attrition
Removes Bottle-neck.
Creates space for the entry of new talents.
Infuses new blood into the organization.
New thoughts, ideas, and hence, more innovation
and creativity.
Knowledge of best practices from across the
industry is brought in.

46. Employee
Retention
Dr. Jerry John @KCM
Retention is all about keeping good people with
the organization and effectively managing them.
Keeping the right employees the most
appropriate amount of time AND moving them
up the retention curve
Intelligent employers always realize the
importance of retaining the best talent.
Retaining talent has never been so important in
the Indian scenario; however, things have
changed in recent years.

47. Recipe for
Retention
Dr. Jerry John @KCM
R –EMUNERATE COMPETITIVELY
E -NCOURAGEMENT AND EXPECTATIONS
T – RAINING AND DEVELOPMENT
A -NNUAL REVIEW CYCLES
I - NFORM AND INVOLVE
N -URTURE

48. Strategies that
organization
can use to
improve
retention rates
by looking at
Work environment (location, variety,
flexibility, culture)
Financial (base salary, incentive,
bonuses, options, benefits, recognition)
Personal (quality of work, skills, training,
self-leadership, opportunities)
Relationships (owners, managers, peers,
mentors, customers)

49. Human Capital
challenges for
HR
Professionals
Dr. Jerry John @KCM
Recruitment
Retention
Motivation
Training and development

50. Why people
are leaving?
Dr. Jerry John @KCM
No growth opportunity/lack of promotion
For higher Salary
For Higher education
Misguidance by the company
Policies and procedures are not conducive
No personal life
Physical strains
Uneasy relationship with peers or managers

51. Factors
Impacting: -
Talent
Acquisition
and Retention
Jobseekers
perspective
The pay package and other pecuniary benefits,
The class and quality of people that work in the
company,
The challenges of the job and attractiveness of the
position & designation,
The opportunities for career growth and
professional development and
The kind of technology, he would be exposed to

52. Why to
Manage
Talent?
Dr. Jerry John @KCM
Skills are capabilities that can be transferred
from one person to another, For E.g. Food and
Beverage professionals Silver service is a skill
Knowledge is of two types
• Factual-Things you know
• Experimental-Understanding you picked up along the
away
• A love for precision is not a skill, nor is it knowledge
It is Talent.

53. What
employees are
looking from
their jobs?
• Challenging work
• Learning oriented relationship with superiors,
subordinates and colleagues.
• Competent Leadership

54. Measures
that
organization
can use to
improve
retention
rates
 Clarifying Expectations
 Recognizing Employees
 Hire the Right People
 Walk the Recognition Talk
 Show them you care
 Fight attrition with smart training
 Develop weak performers
 Communication
 Pride in one's work
Dr. Jerry John @KCM

55. Clarifying Expectations
Dr. Jerry John @KCM
Goal Statements formalize the
following:
•1. What is to be accomplished?
•2. Who will be involved?
•3. When the activity will be completed?
•4. How much it costs, and which resources will
be used?
Evaluate your work against
measurable standard

56. Hire the Right
People
Take the time to do it right (plan!)
Determine desired competencies, job skills and
characteristics
Utilize behavior based interviewing techniques
Train staff in hiring procedures
Assess new employees during probation period
Examples of good and poor hires

57. Recognizing
Employees
Dr. Jerry John @KCM
“Certificates of Recognition”
Stickers and Pins
Wall of Fame
Recognition Voice Mail
Thank a “Family Member” card
“Thanks for a job well done” card
Take a person to lunch
Candy, Balloons, Popcorn, Movie Tickets

58. Conclusion
• “Outstanding leaders go out of their way to
boost the self - esteem of their personnel. If
people believe in themselves, it’s amazing what
they can accomplish.” By Sam Walton
• Recent studies have shown that “limited praise
and recognition” was ranked as a primary
reason employees leave their jobs - not money!
• As to the customer, the employee serving them
is the company, similarly to the employee, the
manager is the employer.
• Retaining the employees especially your best
ones require more than Goodies and Gimmicks.
• It requires understanding their needs which
can drive satisfaction and high performance in
them, and then use his knowledge to create an
intrinsically motivating work experience, by
doing this organization can become what we say
in true words , Retention worthy.