UNIVERSITY OF DELHI / SCHOOL OF OPEN LEARNING
B.Com. (Programme) / B.Com. (Hons.)
N.O.T.E.S
UNIT -2
INTRODUCTION :
- Selection and recruitment are essential processes in hiring, with a selection focusing on choosing the most qualified applicant and recruitment aimed at attracting qualified individuals to apply.
- The efforts of each employee contribute to a company's success, making it crucial to select the right candidate for a position.
- The hiring team's objective is to find the ideal candidate, and implementing effective recruitment and selection procedures can improve the experience for applicants, interviewers, managers, and the HR department.
- HR experts must ensure the use of proper recruitment and selection procedures to attract and hire the most qualified employees for their company.
CONCEPT OF RECRUITMENT :
Recruitment plays a crucial role in sourcing individuals with the required skills, qualifications, and experience to fulfill organizational goals. It encompasses a series of activities aimed at attracting and motivating potential applicants for current or future job openings. Recruitment needs can be classified as planned, anticipated, or unexpected, depending on factors like organizational changes, retirements, resignations, or unforeseen circumstances.
Key characteristics of recruitment include:
1. Process-driven: Recruitment involves a sequence of actions rather than a singular event.
2. Bridging function: It brings together job seekers and available job opportunities.
3. Positive endeavor: Its objective is to create a pool of eligible candidates from which the most suitable ones can be selected.
4. Ubiquitous presence: Recruitment is an essential practice across all organizations.
5. Two-way interaction: It involves both recruiters and job seekers engaging in the process.
6. Complexity: Numerous factors, including organizational reputation, job characteristics, policies, work environment, labor laws, past recruitment records, and government regulations, influence the recruitment process.
Effective recruitment ensures that organizations have access to a diverse and talented pool of candidates, enabling them to make optimal selections aligned with their specific requirements.
Sources of Recruitment :
Recruitment sources can be categorized into internal sources and external sources.
Internal Sources :
Internal sources involve utilizing existing employees within the organization. The internal sources of recruitment include :
Merits and Demerits of Internal Sources of Recruitment :
Merits of Internal Sources of Recruitment:
1. Economical: Recruiting internal candidates is cost-effective as there are no expenses involved in advertising.
2. Suitable: Organizations can select candidates with the required skills, ensuring a good fit between the candidate and the vacancy.
3. Reliable: The organization has prior knowledge about the suitability of internal candidates, making them a known entity.
4. Satisfying: Internal recruitment provides regular opportunities for employee promotion, motivating them to work hard and earn advancements.
Demerits of Internal Sources of Recruitment:
1. Limited Choice: Internal recruitment restricts the organization's selection to a limited pool of candidates, potentially compromising on quality and qualifications.
2. Inbreeding: Relying solely on internal sources discourages the entry of talented individuals from outside the organization, potentially hindering innovation and dynamism.
3. Inefficiency: Length-of-service-based promotions, rather than merit-based, can lead to the advancement of inefficient candidates who may not prove their worth through hard work.
4. Conflict: Internal recruitment can create competition and conflict among employees vying for limited higher-level positions, potentially leading to resentment and discord.
In summary, while internal sources of recruitment offer benefits such as cost savings, suitability, reliability, and employee satisfaction, they also present challenges such as limited choice, inbreeding, potential inefficiency, and conflicts among employees. Organizations must carefully consider these factors when utilizing internal sources for recruitment.
Merits and Demerits of External Sources in Recruitment
Merits of External Sources:
1. Qualified Personnel: External sources attract qualified and trained individuals to apply for vacant positions, ensuring a pool of competent candidates.
2. Wider Choice: Advertising vacancies widely bring in a large number of external applicants, giving the management a broader range of options during the selection process.
3. Fresh Talent: External sources introduce fresh perspectives and new ideas into the organization, enhancing overall productivity and innovation.
4. Competitive Spirit: The presence of external candidates fosters a competitive environment among existing staff, motivating them to work harder and deliver better performance.
Demerits of External Sources :
1. Dissatisfaction among Existing Staff: External recruitment may lead to dissatisfaction and frustration among current employees, as they perceive reduced chances of promotion.
2. Lengthy Process: Recruitment from external sources typically takes a considerable amount of time due to the need to advertise vacancies and process applications, leading to delays in filling positions.
3. Costly Process: Recruiting staff from external sources can be expensive, involving costs associated with advertising and application processing.
4. Uncertain Response: There is no guarantee that the organization will attract suitable candidates from external sources, potentially resulting in a mismatch between the candidate and the enterprise's requirements.
By considering both the merits and demerits of external sources, organizations can make informed decisions regarding their recruitment strategies and strike a balance between internal and external talent acquisition.
IN-TEXT QUESTIONS
1. _________________means using personal contacts to locate job opportunities. It is a recommendation from a current employee regarding a job applicant.
2. A Promotion does not imply any ascending ·or descending change in status or responsibility. True / False
3. Which of the following are valid external sources of recruitment?
a) Advertisement b) Campus Placements
c) Employment agencies d) All of the above
4. The insiders may have limited talents. External sources facilitate the infusion of
fresh blood with new ideas into the enterprise. True/ False
5. Applicants introduced by friends and relatives may prove to be a good
source of recruitment. These are referred as_____________.
ANSWERS :
1. Employee referrals
2. False
3. d) All of the above
4. True
5. Recommendations and referrals
RECENT TRENDS IN RECRUITMENT :
1. Outsourcing:
- Companies can draw required personnel from outsourcing firms on a commission basis.
- Outsourcing firms provide human resources to companies as per their needs.
- Advantages include flexibility in obtaining human resources, avoidance of industrial relations problems, and the ability to release employees after the work is completed.
FOR EXAMPLE, A small business owner hires a freelance graphic designer to create a logo for their company. They find a reputable outsourcing platform where they can review different designers' portfolios and select the one that best fits their requirements.
2. Poaching or Raiding:
- Poaching refers to employing competent individuals already working for rival companies.
- Companies attract talent by offering attractive pay packages and conditions.
- Raiding is an unethical practice that weakens the competitive strength of firms.
FOR EXAMPLE, A popular coffee chain offers a competitive salary package and additional benefits to attract a talented barista who is currently working at a rival coffee shop. They highlight opportunities for growth, a friendly work environment, and better work-life balance as incentives to join their team.
3. Website or e-Recruitment:
- Big organizations utilize the Internet for recruitment purposes.
- Job vacancies are advertised online, and applicants can submit their applications or CVs via email.
- Job seekers can also post their CVs online for potential employers to access.
- Advantages include cost-effectiveness, reduced recruitment time, attracting the right candidates, and improved recruitment efficiency.
FOR EXAMPLE, A job seeker looking for a marketing position visits various company websites to check their career sections. They find a job posting on a company's website that matches their qualifications and submits their application by filling out an online form and attaching their resume.
RECRUITMENT PRACTICES IN INDIA :
Sources of Recruitment in Indian Industries
1. Internal sources: Organizations in India rely on internal sources for recruitment.
2. Public employment exchanges: Public employment exchanges play a role in recruitment.
3. Campus recruitment: Companies engage in campus recruitment at universities and institutes.
4. Executive search engines: Executive search firms are used for recruiting top-level executives.
5. Labour Contractors: Some industries utilize ls for recruitment.
6. Employee Referrals: Referrals from current employees are considered recruitment sources.
Special Considerations in Recruitment:
1. Reservation policies: Public sector enterprises reserve vacancies for various categories, such as scheduled castes, scheduled tribes, physically handicapped individuals, ex-servicemen, and other backward classes.
2. Preference for local candidates: Some organizations prioritize hiring local candidates.
3. Evaluation of recruitment program: Regular evaluation of the recruitment program is necessary, considering factors like cost per applicant/hiring ratio, performance appraisal, and tenure of stay.
4. Continuous improvement: Based on evaluation results, necessary improvements should be made to the recruitment program.
Desired Skills for B-school Graduates:
According to a survey by Executive Access, recruiting companies in India value the following skills in B-school graduates:
1. Ability to work in a team
2. Analytical and problem-solving skills
3. Communication and other soft skills
4. Creativity and resourcefulness
5. Leadership potential
6. General managerial skills
7. Entrepreneurial skills
SELECTION :
- Selection is the process of choosing the most suitable candidates among all applicants.
- It involves collecting relevant information about applicants to evaluate their suitability for the job.
- The purpose of selection is to identify the most suitable candidates who meet the job requirements and organizational needs.
- Selection divides applicants into two categories: suitable and unsuitable.
- The process of selection is often described as a process of rejection, as more candidates are turned away than hired.
- The selection process involves matching the qualifications, skills, experience, and other attributes of applicants with the job requirements.
- Effective selection is important to avoid costs, time, and trouble associated with hiring and training unsuitable candidates.
- Constant monitoring of the fit between the person and the job is necessary for successful selection.
Selection Procedure :
Steps in the Selection Process
1. Reception:
- Creating a favorable impression on applicants from the initial stage.
- Tactful and friendly interaction to extend help.
- If no current openings, applicants can contact the HR department later.
2. Screening Interview:
- Conducted by a junior executive from HR Department.
- Elicits information on important criteria for job suitability (age, education, experience, pay expectations, etc.).
- Helps screen out obvious misfits.
3. Application Blank:
- Common method to collect information on applicants' backgrounds.
- Covers academic, social, demographic, and work-related references.
- Provides a brief history sheet of the applicant.
4. Weighted Application Blanks:
- Assigning numeric values or weights to applicant responses.
- Items related to job performance are given higher scores.
- Scores obtained from weighted responses are used in the selection decision.
5. Selection Testing:
1. Intelligence tests:
- Measure learning ability, understanding of instructions, and judgment.
- Assess abilities like memory, vocabulary, verbal fluency, numeric ability, etc.
- Examples: Stanford-Binet test, Binet-Simon test, Wechsler Adult Intelligence Scale.
2. Aptitude tests:
- Measure potential to learn specific skills (clerical, mechanical, mathematical, etc.).
- Determine if an individual can quickly and efficiently learn a given job.
- Important for recruiting efficient office staff.
- Example: Clerical tests.
3. Personality tests:
- Measure aspects of an applicant's personality, such as motivation, emotional balance, self-confidence, etc.
- Controversial but widely used.
- Examples: Minnesota Multiphasic Personality Inventory (MMPL), California Psychological Inventory.
4. Achievement tests:
- Assess current job-related knowledge and skills.
- Examples: Typing tests, shorthand tests, work sampling tests.
5. Simulation tests:
- Duplicates work activities and problems faced by employees.
- Commonly used for hiring managers.
- Examples: Assessment centers, situational exercises.
6. Assessment center:
- Extended work sample incorporating group and individual exercises.
- Simulates the type of work expected from candidates.
- Small batches of applicants participate, and their performance is observed and evaluated by assessors.
- Used to assess for managerial positions.
Importance of the Interview:
- Essential step in the selection process.
- Obtain information about the interviewee's abilities and job requirements.
- Assess subjective aspects (facial expressions, appearance, enthusiasm, intelligence).
- Provide information about the company and promote goodwill.
Types of Interviews:
1. Non-directive Interview:
- Recruiters ask questions spontaneously without a specific format.
- Open-ended questions allow applicants to talk freely.
- Difficulties include maintaining job relevance and obtaining comparable data.
{Recruiters ask open-ended questions without a specific format, allowing applicants to freely express themselves.
Example: "Tell me about yourself and your career aspirations." }
2. Directive or Structured Interview:
- Recruiters use a predetermined set of job-related questions.
- Consistency among applicants allows for easier comparison.
- Improves reliability, eliminates biases, and withstands legal challenges.
- May appear mechanical and convey disinterest to some applicants.
{Recruiters use a predetermined set of job-related questions to ensure consistency among applicants.
Example: "Describe a situation where you had to resolve a conflict in the workplace."}
3. Informal Interview:
- Unplanned and conducted anywhere, often in urgent situations.
- Usually involves a friend or relative of the employer asking basic questions.
{Unplanned and conducted in casual settings, usually involving basic questions asked by a friend or relative of the employer.
Example: A quick conversation with a family member who owns a small business asking about your previous work experience.}
4. Formal Interview:
- Preplanned and held in a formal setting.
- All details, including venue, time, interviewers, and questions, are decided in advance.
{Preplanned and held in a formal setting, with all details decided in advance.
Example: An interview conducted in a conference room with a panel of interviewers using a structured format.}
5. Situational Interview:
- Applicants are presented with hypothetical scenarios to assess their response.
- Responses are evaluated against pre-established benchmark standards.
{Applicants are presented with hypothetical scenarios to assess their response and problem-solving abilities.
Example: "How would you handle a customer complaint about a faulty product?"}
6. Behavioral Interview:
- Focuses on actual work incidents from the applicant's past.
- Applicant describes their actions in specific situations to evaluate their behavior.
{Focuses on the applicant's past work incidents, where they describe their actions in specific situations to evaluate behavior.
Example: "Tell me about a time when you had to meet a tight deadline and how you managed it."}
7. Stress Interview:
- The interviewer uses aggressive and challenging questions to observe the applicant's composure.
- Tests the ability to handle stressful situations calmly.
- Can backfire due to the existing anxiety of applicants.
{The interviewer asks aggressive and challenging questions to observe how the applicant handles stress.
Example: Intentionally asking difficult or unexpected questions to assess the candidate's composure.}
8. Panel Interview:
- Applicant meets with three to five interviewers who take turns asking questions.
- Interviewers collaborate to reach a consensus on the applicant's suitability.
- Reduces individual biases and elicits meaningful responses.
- Can increase stress levels for the applicant.
{Applicant meets with multiple interviewers who take turns asking questions, aiming to reduce individual biases.
Example: A job candidate is interviewed by a panel of managers from different departments of the company.}
9. Group Interview:
- Interviews conducted with a group rather than individuals.
- Observes leadership, participation, presentation skills, and interaction among candidates.
{Interview conducted with a group of candidates, observing their leadership, participation, and interaction skills.
Example: Several candidates work together to solve a problem or participate in a group discussion during the interview.}
10. Depth Interview:
- Semi-structured approach focused on one key area of expertise.
- Aims to thoroughly examine the candidate's proficiency and mindset.
- Utilizes deep probing to gain a comprehensive understanding of the candidate.
{A semi-structured approach focused on thoroughly examining one key area of expertise.
Example: A psychologist conducting an in-depth interview to understand a candidate's motivation and decision-making process."}
1. Preparation for the Interview:
- Determine interview objectives.
- Choose the appropriate type of interview.
- Acquaint oneself with the candidate.
- Determine the desired information.
- Select the right interviewers.
- Select candidates based on application and test scores.
- Finalize interview assessment forms.
2. The Physical Setting:
- Choose a private and comfortable location.
- Ensure cleanliness, proper lighting, and ventilation.
- Minimize noise and interruptions.
- Provide adequate furniture and seating arrangements.
- Start the interview on time and avoid unnecessary waiting.
3. Conducting the Interview:
- Establish rapport and gain the candidate's confidence.
- Exchange pleasantries and create a relaxed atmosphere.
- Ask open-ended questions and use clear language.
- Listen attentively and patiently.
- Record observations and impressions on assessment forms.
4. Closing the Interview:
- End the interview on a positive note.
- Avoid awkward or embarrassing situations.
- Offer the candidate an opportunity to make comments.
- Indicate the closing of the interview appropriately.
5. Evaluation of Results:
- Evaluate the candidate's suitability based on observations, impressions, and information.
- Consider information from application forms, tests, and other steps.
- Assign grades or allocate marks to evaluate candidates' performance.
Summary: Before the interview, preparation is crucial, including determining objectives, selecting the appropriate interview type, and familiarizing oneself with the candidates. The physical setting should be comfortable, private, and well-equipped. During the interview, rapport should be established, complete information obtained, and observations recorded. The interview should end positively, and candidate evaluation should be based on collected information and other assessment methods.
Limitations/Mistakes of Interviews:
1. Personal Bias:
- Interviewers' personal biases can affect their judgment based on factors like appearance, dress, or speech fluency.
2. Halo Effect:
- One prominent characteristic of a candidate influences the interviewer's judgment of all other traits.
- For example, a poorly groomed candidate may be perceived as unintelligent, or a candidate with a pleasing personality may be overrated.
3. Constant Error:
- Interviewers' judgments may be influenced by the performance of the previous candidate.
- A qualified candidate could be underrated if the previous candidate was exceptionally brilliant.
4. Projection:
- Interviewers may expect candidates to possess their own knowledge, skills, and values.
- This bias can lead to the selection of candidates who resemble the interviewer in terms of appearance, manners, background, or voice.
5. Stereotyping:
- Interviewers may associate specific personality traits, commercial origins, or cultural backgrounds with certain characteristics.
- For example, assuming candidates from certain areas are not proficient in English language skills.
Summary: Interviews have limitations and potential mistakes. Personal biases of interviewers can affect their judgment, while the halo effect leads to the influence of one characteristic on overall evaluation. Constant errors arise when previous candidates influence judgments. Projection occurs when interviewers expect candidates to resemble themselves. Stereotyping involves associating specific traits with particular backgrounds or origins.
Distinctive Features of Recruitment and Selection:
Recruitment:
1. Meaning: Recruitment involves actively searching for candidates to fill vacant positions and motivating them to apply.
2. Nature: It is a proactive process focused on attracting potential candidates.
3. Aims: The goal of recruitment is to inform candidates about job vacancies and encourage them to submit their applications.
4. Procedure: Recruitment includes activities such as notifying vacancies through various sources and distributing application forms.
5. Contract of service: Recruitment does not establish a contractual relationship between the employer and the candidates.
Selection:
1. Meaning: Selection is the process of carefully choosing the most suitable candidates for a job from the applicant pool.
2. Nature: It is a discerning process aimed at identifying and assessing the best-fit candidates.
3. Aims: The objective of selection is to evaluate candidates and make decisions based on their qualifications, skills, and fit for the job.
4. Procedure: Selection involves multiple stages, such as form filling, employment tests, interviews, and medical examinations.
5. Contract of service: Selection results in the establishment of a contractual agreement between the employer and the selected candidate.
Summary:
Recruitment involves actively searching for candidates and encouraging them to apply, while selection focuses on carefully choosing the most suitable candidates for the job. Recruitment is a proactive process that informs candidates about vacancies and collects their applications. In contrast, selection is a discerning process that evaluates candidates through various stages to make informed decisions. While recruitment does not establish a contractual relationship, selection leads to the formation of a contractual agreement between the employer and the selected candidate.
IN-TEXT QUESTIONS
6. ____________________ is the last step of the selection process.
7. Aptitude tests measure an individual's potential to learn certain skills clerical, mechanical, mathematical, etc. True / False
8. In this interview, groups rather than individuals are interviewed. Generally, a topic for discussion is given. What is being referred to?
a) Group Interviews b) Depth interviews
c) Structured interviews d) unstructured interviews
9. Selection is an appositive process whereas recruitment is a negative process. True/ False
10. ______________means employing a competent and experienced person already working with another reputed company that might be a rival in the industry.
11. An interviewer may conclude that a poorly groomed candidate is stupid, this is an example of ______ effect.
ANSWERS :
6. The last step of the selection process is the job offer or job offer acceptance.
7. True. Aptitude tests measure an individual's potential to learn certain skills.
8. a) Group Interviews
9. False. Selection is a negative process, whereas recruitment is a positive process.
10. Poaching means employing a competent and experienced person already working with another reputed company, which might be a rival in the industry.
11. This is an example of the halo effect.
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