It doesn't matter who you

are, where you come from.

The ability to triumph
begins with you Always.
- Oprah Winfrey

Do you agree?
Great companies first got the right people on the
bus, the wrong people off the bus, and the right
people in the right seats and then they figured
out where to drive it.
Good to Great: Why Some Companies Make the Leap and Others Dont
Jim Collins

Manpower Planning
Manpower Planning is a Process by which
an organization ensures that
Right number of people
Right kind of people
At the Right time
At the Right place
Doing the Right things for which they are
suited for achieving the goals of the
organization.

Factors affecting Manpower

Planning
Sales and production forecasts
The effects of technological change on
task needs
Variations in the efficiency, productivity,
flexibility of labor as a result of training,
work study, organizational change, new
motivations, etc.
Changes in employment practices (e.g.
use of subcontractors or agency staffs,
hiving-off tasks, buying in, substitution,

Factors affecting Manpower

Planning
Variations, which respond to new
legislation, e.g. payroll taxes or their
abolition, new health and safety
requirements
Changes in Government policies
(investment incentives, regional or trade
grants, etc.)

Recruitment is not about filling jobs that are currently

vacant it is about making a continuous, long-term
investment to build a high quality workforce capable of
accomplishing the organizations mission now and in
the future

 Three Main Functions of Recruitment

Process are:
Attract a pool of suitable candidates
Deter unsuitable candidates from applying
Create a positive image of the organization

Recruitment
Job Vacancy

Staffing Organizations Model

Organization
Mission
Goals and Objectives

Organization Strategy

HR and Staffing Strategy

Staffing Policies and Programs

Support Activities
Core Staffing Activities
Legal compliance
Planning

Recruitment:
Selection:

External, internal

Measurement, external, internal

Job analysis

Employment:
Decision making, final match

Staffing System and Retention Management

5-9

Definition
1. The process of searching for prospective
employees & stimulating them to apply for jobs
in the organizations Flippo
2. Involves attracting and obtaining as many
applications as possible from eligible job seekers

Recruitment
Recruitment is the process of finding and attracting capable
applicants for employment. The process begins when new
recruits are sought and ends when their applications are
submitted. The result is a pool of applicants from which new
employees are selected. ----- Werther and Davis
Human Resource
Planning
Recruitment

Selection

Placement

Job Analysis

Linkage of recruitment to human resource Acquisition

Recruitment Strategy: A Six Step Approach

Recruitment strategy should answer the following

questions related to their target populations:

1.

Who is being targeted through the recruitment?

2.

Where is the appropriate place to recruit clients?

3.

When should recruitment be done?

4.

What messages should be delivered during recruitment?

5.

How should the messages be delivered?

6.

Who is the most appropriate person to do recruitment?

Factors Affecting Recruitment

Organizational /Internal Factors to determine
success & failure of the recruitment program
Reputation of the org. (size, profitability, mgt)
Org culture & attitude of mgt i.e. e/e friendly
policies
Geographical location of the vacant position

Organizational /Internal Factors

Amount of resource allocated - critical & non
critical positions
Channels & methods of advertising
Pay package

Factors affecting recruitment

Internal factors:
v Companys pay package;
v Quality of work life;
v Organizational culture;
v Career planning and growth;
v Companys size;
v Companys products and services;
v Geographical spread of the companys operations;
v Companys growth rate;
v Role of trade unions;
v Cost of recruitment;
v Companys name and fame.

Environmental /External Factors

Labor market situation, demand for manpower
Stage of development of industry to which the
organization belongs
Culture, social attitudes & beliefs
Law of land & legal implications

v
v
v
v
v
v

External factors:
Socio economic factors;
Supply and demand factors;
Employment rate;
Labour market conditions;
Political, legal and governmental factors;
Information systems.

Purpose and Importance of Recruitment

Recruitment represents the first contact that a company
makes with the personnel having potential to be
employed.
It determines the present and future human resource
requirements in conjunction with human resource
planning.
It helps to increase the pool of potential personnel.
It helps in increasing the success rate of the selection
process.
It reduces the rate of initial turnover rate.
It helps in evaluating the effectiveness of various
recruitment techniques
It helps to meet the organizations legal and social
obligations regarding composition of its workforce.

Process of Recruitment
According to Famularo 4 elements
1. Recruitment Policy
2. Recruitment organization
3. Forecast of manpower

4. The sources of recruitment

Recruitment Policy

Policy may involve a commitment to broad

principles - filling vacancies with the best
qualified individuals Dale Yoder

1.
2.
3.
4.
5.

Must contain
Organizations objectives
Identification of the recruitment needs
Preferred sources of recruitment
Criteria of selection & preferences
Cost of recruitment

Recruitment Policy contd

Should satisfy

1.
2.
3.
4.

In conformity with its general personnel policies

Flexible enough to meet org needs
Designed on a long term basis
Match qualities of the e/es with org
requirements

Recruitment organization
All employment activity should be centralized
Merits of centralization
1.Reduces administrative cost
2.Scientific selection
3.Reduce favoritism

Centralized department employee office or

recruitment section responsible for recruitment
function

Forecast of Manpower requirement

Human resource planning at different levels
Job analysis used in recruitment

Sourcing Channels
Internal
Employee Referrals by Other
Departments
Present Permanent employees
Present temporary and casual
employees
Retrenched or retired
employees
Dependents of deceased,
disabled, retired and present
employees
Promotions
Transfers

Recruitment methods

External

Advertisement
Placement Agencies
Internships
Job Sites
E-Recruiting
Campus
Data Base
Alumni
Associations/Interest Groups/
Networks
Temporary Leasing
Trade unions
Passive Recruiting (Unsolicited application)
Career Fairs

Sources of Recruitment
I. Internal sources - present working force
HR inventory an outcome of HRP base
Announce vacancies through notice boards,
circulars, office bulletins job posting
Management evaluates application final selection

Internal sources contd..

1.
2.
3.
4.

Merits
Improves employee morale
Encourages competent and ambitious employees
Improves employee loyalty
Employer is in the better position to evaluate the
candidates (e/es)
5. Minimum cost
6. Time and resources - saves selection and
induction cost

Internal sources contd..

Demerits
1. Leads to inbreeding system, discourages
new e/e

2. Internal source sometimes may dry up

3. Bias in selection (promotion - seniority)

Sources of Recruitment contd..

II. External sources - Outside the organization

A. Direct methods
Traveling recruiters educational and professional
institutions
Recruiting is done in cooperation with placement
office of a college

External sources contd..

B. Indirect methods
1.Advertisements Print - Newspaper
The nature of the job, level criticality in an org.
determine mode and medium of advertisement
E.g. blue collar company bulletin
white collar trade journal, magazine, newspaper
(employment news etc.)
Sometimes org. may go for blind ads post box
no., placement consultancies

External sources contd..

Reason is
1. To hide the fact from competitors
2. Avoid to response all applicants

Advertisements containing exaggerated

claims, gimmicks - avoided

External sources contd..

Advertisements radio, television
TV and radio less used in recent days
E.g. i-flex solutions ad in FM local channel

External sources contd..

Advertisements internet
Internet portals monsterindia.com,
jobsahead.com, naukri.com, careerbuilder.com,
joboptions.com
Large organizations maintain their own websites
gives information on vacancies

External sources contd..

Contents of an ideal advertisement
Nature of business and size of the org.
Nature of the job

Location or place of work

Tasks and responsibilities attached to the position
Reporting hierarchy and work culture

External sources contd..

Contents of an ideal advertisement
Emoluments, benefits and other facilities available
Job requirements

Last date to respond

Ways to respond email, telephone, post
May talk about work culture

External sources contd..

C. Third party method
1. Employee referrals lower and middle level mgt
Employees recommend friends/relatives
Advantages
Recommend good candidate - reputation
Candidate will get inside picture of the org
Less time consuming
Low cost

Third party method contd..

Disadvantages
Candidates may not be suitable
Formation of groups
e.g. OK 4 KO by Coca cola India e/e
referral programme

Third party method contd..

2. Employment agencies
a. Public or state agencies
Few years ago popular in India
Graduates register themselves
Agency acts as a connecting link
Now concept is outdated changing needs

Third party method contd..

b. Private agencies
Now a days in demand
Invite applications screen first round shortlist
test/interview second round shortlist HR dept
conduct final interview selection
c. Head hunters/Executive recruiters
Specialized category of private agencies
To cater - top mgt
Handle executive search high fees

Third party method contd..

3. Educational institutions
Provide placement by inviting companies
Companies short list the colleges then visit
Long term relationship are built

Third party method contd..

4. Interested applicants unsolicited applications
Applications by post or email or in person to org
No vacancy store in data bank

Need arises used

E.g. Tata Indicom CV drop box

Third party method contd..

5. Other sources
For certain types of positions
E.g. recruiting from association of handicapped
Build image good corporate citizen

Need for flexible and proactive

recruitment policy
Org policy may have positive or negative image
on recruitment policy
Recruitment policy should be flexible to cope up
with changing needs
E.g. ISRO

Evaluation of a recruitment
program
For effectiveness
Success of RP can be judged based on,
Number of successful placements
Number of hirings
Number of offers made
Number of applicants
Cost involved
Time taken for filling up the position

Alternatives to Recruitment
Outsourcing
Contingent Workers
Professional Employer
Organizations (Employee
Leasing)
Overtime

Selection

Concept of selection
The process of choosing the most suitable
candidate for a job from among the available
applicants

Initial screening interview up to the final

employment decision

Selection decision outcomes

Selection decision outcomes contd..

Sell organization to candidate
Selecting right person and creating good image of
the organization responsibility of selectors

Elements of selection process

Selection method standards

1. Reliability method is reliable if it produces
consistent results different situations
It can be measured
a. The repeat or test-retest approach
Group of candidate take the same test twice a
gap of two to three weeks
Similarity in the pattern of scoring, analysis of
scores determine reliability

Selection method standards contd..

b. The alternate-form or parallel-form method
2 similar but separate forms are given at the same
time
The pattern of scoring determine reliability
c. The split-halves procedure
A test is divided into 2 parts and given
Similarity in scoring - determines reliability

Selection method standards contd..

2. Validity degree to which success in the test
reflects success in the job
It can be measured
a. Criterion validity
Correlation between scores in the selection
method and scores of job performance
Substantial correlation between these two valid
selection method
Selection method must be reliable to be valid

Selection method standards contd..

b. Content validity
The extent to which the content of a selection
procedure is representative of important aspects of
job performance
c. Construct validity
To what extent selection method measures the degree
of identifiable characteristics in the candidates

Selection method standards

contd..
3. Generalizability the degree to which its validity
established in one context, can be extended to other
primary contexts (different jobs, org, people and
different time period)
Selection method must be valid to be generalized
4. Utility the degree to which the value provided by
the selection method enhances effectiveness of an
organization
Job market condition may affect utility even if 3
factors are constant
Reliable, valid & Generalized method more utility

Selection method standards contd..

5. Legality
Should comply with the existing laws and legal
precedents

The
selection
The selection
process
process

Application forms
Also called as application blank
It is a formal record of an individuals appeal or
intention for employment
Helps in initial screening of the applicants

Organizations may use short or long application

forms

Application forms contd

Application forms contd..

Contents of application form
Personal information
Educational qualification
Work experience
Salary
Personality items
Reference checks

Evaluation of application forms

1. Clinical method
All the information furnished by the applicant is
analyzed and inferences are made about
personality (leadership, emotional stability,
assertiveness, attitude)
Based on assessed personality success in the
job is predicted

Evaluation of application forms contd..

2. Weighted method
A statistical technique
Certain points or weights assigned to each item

The Pros and Cons of resumes versus applications

Pros

Applications

Resumes

Straight forward

Open ended; promote creativity

Structured

Allow applicants to emphasize

what they feel is important

Limit embellishment
Easier to evaluate

Allow applicants to hang

themselves

Cons

Less expensive and easier to solicit

Close ended limited creativity

Allow applicants to omit information

More expensive to develop and

distribute

Foster embellishment

Harder to evaluate

Resume screening checklist

The next thing you need to know is what should be included on the resume
screening checklist

Overall appearance
Layout
Experience
Education and credentials
Relevant affiliations and activities
References

Ethical issues in application form design

The questions that should not be asked
those having no relevance in context of the job
That invade privacy of the applicant
May lead to discrimination
Leading to adverse affect on the employment of women,
minority, disabled candidates

Selection Tests

Selection methods to evaluate an applicant

They evaluate aspects like performance,
intelligence, attitude etc.

1. Intelligence tests
Standardized tests
They define the components of intelligence as
reasoning, judgment, memory and power of
abstraction
I.Q. = (Mental age / Chronological age) * 100

Selection Tests contd..

2. Aptitude tests ability, talent, capacity
Measure an individuals ability to learn a given job
Test motor capacities like finger dexterity, hand dexterity
and hand-eye coordination
3. Achievement tests proficiency, knowledge tests
Job related proficiency and knowledge measured
To select experienced candidate
e.g. job knowledge test knowledge in the area of experience
tested
e.g. work sample ability to perform job related task - tested

Selection Tests contd..

4. Situational tests
Used to select middle and senior level management
position
Candidates are exposed to simulated business
situations response recorded evaluated
a. Group discussion
Members are left to interact on their own without
any leader
Initiative, leadership quality, negotiating,
communicating, decision making skills assessed
by observation

Situational tests contd..

GD Completed quickly evaluation on the spot
Quick elimination is possible
b. In basket exercise
Tests managerial and administrative skills of the
candidate
Exposed to simulated office situation respond to
letters, clear important documents, scheduling
meeting, decision making
Brings out capabilities of a candidate in an office
environment

Situational tests contd..

c. Simulated business games

Candidates play the role of a simulated
character & are evaluated with in a group

Selection test contd..

5. Interest tests
To identify and understand the degree of
interest a candidate has in a job
For better performance
Inventory likes and dislikes, hobbies and
other activities

Selection test contd..

6. Personality tests
To know job related personality traits
Can assess value system, emotions, maturity
& other personal characteristics
Expressed in terms of traits like self
confidence, optimism, conformity, objectivity,
judgment, dominance, submission.
Used to select top management
E.g. Fiorina of HP 900 questions 2 hours

Big Five Personality

Characteristics

Selection test contd..

7. Polygraph tests lie detector test
To test the validity & trustfulness of an applicants
answer
Polygraph a device that measures Psychological
changes like increased perspiration
Reflect changes in emotional state that accompany
lying

Polygraph tests contd..

Procedure
Attach person to the machine with painless
electronic probes
Expert asks a series of neutral questions
Reaction to neutral questions ascertain
Then specific questions will be asked
Determine accuracy

Selection tests contd..

8. Graphology - Hand writing analysis
To assess individuals personality, emotional
characteristics & honesty

Graphologist studies applicants handwriting

& signature to discover the persons needs,
desires & psychological makeup

uneven pressure, poor rhythm, lack of

control indication of writers inner
disturbance

Interviews
A procedure designed to obtain information from a
person through oral responses to oral inquiries
Selection interview a selection procedure
designed to predict future job performance on the
basis of applicants oral responses to oral inquiries

Reliability and Validity in Interviews

Interrater
Reliability

Intrarater
Reliability

Interview
Reliability and
Validity Issues

Face
Validity

Selection Interviewing
Reliability and Validity of Interviews
Intra-rater reliability: interviewers who are
consistent in their ability to select individuals who will
perform well.
Inter-rater reliability: the extent to which different
interviewers agree in the selection of individuals who
will perform well.
Face validity: a test that appears to be valid because
external observers assume, without proof, that it is.
Unstructured interviews are less reliable and less
valid than structured interviews.

Types of Selection Interviews

Advantages
Cross check the information provided in the
application
Part of recruitment process
E/r can sell his org & job to candidate
Disadvantages
Subjectivity opinion & perception of the
interviewer
Individual bias gender, religion, nationality,
education

Interview contd..
I.

Preliminary interview

Informal & unstructured

Conducted at any time, place and by person

Aim is to eliminate unqualified candidates

Interview contd..
II. Selection interviews/ Core

Interaction b/w the job applicants and line manager or

experts

Job knowledge, skills, talent are evaluated

1.

Formal and structured interview

Based on job analysis
Interviewer selects the question
Plans the interview in advance
No scope for subjectivity
Same questions to candidates better evaluation

Selection interviews contd

2. Unstructured interview
No predetermined frame work of questions
More scope for open ended questions
Candidates remain comfortable during
interview
Tends to be more subjective

Selection interview contd..

3. Stress interview
Ability to perform and deliver under stress tested
The applicant is made uncomfortable by a series of
often rude questions. This technique helps to
identify hyper sensitive applicants and those with
low or high stress tolerance
Less popular in now a days organization

Selection interview contd..

4. Group interview method
Group of candidates are interviewed
panel of interviewers or single interviewer
The number of applicants is high and the
time available is short this method is
used

Selection interview contd..

5. Panel interview
Group of interviewers question the
applicants
Job involves cross functional
interactions
6. In-depth interview
Experts test candidates knowledge
and understanding of the subject assess
his performance

Interviews Contd..
III. Decision making interview
Selected applicants interviewed by HR
mgr and dept head
Informal
Try to find out salary expectation and other
detail
HR mgr & Dept head communicate their
decision to concerned authority

Interview process
1. Preparation
Determine the objectives
Read the application
Determine the mode of evaluation
2. Setting
Pleasant seating arrangements
Avoid attending phone calls, meeting
colleagues
Make the candidate feel relaxed

Interview process contd..

3. Conduct the interview
Open ended question scope to speak
Probing questions can be asked
Should not invade the privacy of the
candidate
Listening
Taking notes

Interview process contd..

4. Closing an interview
Avoid awkward gestures and words
Make an overt sign
5. Evaluation
Soon as he leaves the room

Interview process contd

6. Reference checks
If necessary

7. Medical examination
Conducted if mandatory

Selection systems as stock portfolios

30% - Problem
solving

20% - Team
work

15% - Attention
to detail
15% - Responsibility
20% - Flexibility

Placement
Right candidate is placed at the right
position

You are Hired

Now What?
Most Important Stage

Orientation
Process to introduce new employees to
organization
Familiarize new employee to job and work
unit
Help employee to understand values,
beliefs, and acceptable behaviours

Selection Factors for Global

Employees

Which benefits do employees find most desirable?

The following are the top ten employee priorities based on
needs, fears, and goals

Feeling secure
in job

Savings for a
home

Having
financial
security

Preparing for
retirement

Savings for
childs tuition

Retiring early

Making more
money

Furthering my
education
outside work

Staying
healthy

Having more
tiime for
family

Placement
When once the candidate reports for duty, the
organization has to place him initially in that job for
which he is selected.
- Employees are trained for the job and also in relation
to related jobs.
- Employee is placed on the actual position, only when
the probation period is over.
- if the performance is satisfactory then only the
candidates are regularized.

INDUCTION
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 down
quickly and happily and start work.
This process is having lot of significance, as the rate
of turnover among new employees is very high in
comparison to senior executives.
(Lectures, handbooks, films, group seminars are used
to impart the information to new employees about the
environment of the job)

The employees are made aware with:(i) About the company

History, growth, management, products,

markets, customers etc

Basic conditions of employment-hours of

work, shifts, holidays, retirement benefits
etc.

Pay, allowances, deductions

Grievances procedures

Canteen and restaurant facilities

Unions, negotiating machineries

(ii) About the department

The department head introduces the new employee
to the important employees of the department.
Functioning style of the department
Work distribution, assignment, working hours etc.
(iii) About the superiors, subordinates etc
To person whom he has to report
To the persons with whom his work is related
To the persons who are to report him
To his colleagues

Objectives of Induction
Putting new employees at ease
Creating the interest in his job and the company
Providing basic information about working
arrangements
Indicating the standards of performance and
behaviour
Informing them about training facilities
Creating the feeling of social security
Minimizing the reality shock which would be
caused due to incompatibility.

Internal Mobility
The lateral or vertical movement (promotion, transfer,
demotion or separation) of an employee within an
organization is called internal mobility.
It may take place between jobs in various departments or
divisions.
Some employees may leave the organization for reasons
such as better prospects, retirement, terminations etc.
Such movements are known as external mobility.

Transfers
A transfer is a change in job assignment.
It may involve a promotion or demotion or
no change at all in status and
responsibility.

Purpose of Transfer

To meet the organizational requirements

To satisfy the employee needs
To utilize employees better
To make the employee more versatile
To adjust the workforce
To provide relief
To reduce conflicts
To punish employee

Promotion
Promotion refer to upward movement of an
employee from current from current job to
another that is higher in pay, responsibility
and/or organizational level. promotion brings
enhanced status, better pay, increased
responsibility, better working condition to the
promote.

Purpose of promotion
To utilize the employee skill, knowledge
To develop competitive spirit
To develop competent internal source of
employees
To promote employee self-development
To promote interest in training
To build loyalty
To reward committed

Demotion
Demotion is the downward movement of an employee in
the organizational hierarchy with lower status and pay.
It is a downgrading process where the employee suffers
considerable emotional and financial loss in the form of
lower rank, power and status, lower pay and poor
working conditions.

Causes of Demotion
A promote is unable to meet the challenges
posed by the new job
Due to adverse business conditions,organization
may decide to lay off some and downgrade
other jobs.
Demotion may be used as disciplinary tools
against errant employees

Separations
A separations is a decision that the individual
and the organization should part.
separations can take several forms, such as
temporary leaves of absence, attrition,
layoffs.

Separations

Temporary leaves of absence

Resignation
Retirement
Death
Lay off and retrenchment
Outplacement
Suspension
Discharge and dismissal