1. Recruitment and Selection
Practices

2. Recruitment
• It is the first step of hiring process of
employee.
• It is the process of attracting individuals on a
timely basis, in sufficient numbers and with
appropriate qualifications, and encouraging
them to apply for jobs with an organization.
• It is a first contact of an organization with
potential employees.

3. Goals of Recruitment
Mainly there are two recruitment goals
[A] To attract qualified applicants
Recruiting process is used to create the pool of qualified applicants.
qualified applicants are those applicants who are having abilities
that are perfect match with the job requirements.
[B] To discourage non qualified applicants
Second goal of recruitment is to avoid nonqualified applicants.
Recruiting is based upon careful designing of the job description
and job specification most of the applicants having irrelevant
qualifications are eliminated from the list of potential applicants
which makes recruiting process more effective and easier.

4. Constraints of Recruitment
Process
• Image of the organization
• Attractiveness of the job
• Government Influence
• Labour market Situation
• Recruiting costs
• Global issues

5. Diversity through Recruiting Efforts
• To offset the momentum of past discrimination in employment, firms
must resort to additional recruitment approaches.
Affirmative Recruitment
• A recruitment program that is designed to specifically attract women and
minorities is referred to as affirmative recruitment.
• To ensure that an organization's recruitment program is
nondiscriminatory, the firm must analyze its recruitment procedures.
• Each individual who engages in recruitment should be trained in the use of
objective, job-related standards.
• With few exceptions, jobs must be open to all individuals.
• When placing job orders with employment agencies, an organization
should emphasize its nondiscriminatory recruitment practices.
• Organizations engaged in affirmative recruitment should develop contacts
with minority, women's, and other community organizations.

6. Factors Influencing the Recruitment
Efforts
• Size of the organization : large or small
• Type of position to be fulfilled: Higher or Lower
• Employment Conditions in the community of the
organizational location: favorable or unfavorable
• Size of Labor Market: Large or Small
• Effectiveness of the past efforts to locate and retain
competent people
• Turnover rate: high or low
• Trend of organizational Growth: growing or decline
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7. Philosophy of the Recruitment
Major decision in performing the recruitment
process is selection of sources from the
available sources which are:
• Internal Recruitment
• External Recruitment.

8. • Internal Source • External Sources
– Job Posting – Advertising
– Employee Referrals – Employment Agencies
– HRIS – Educational Institution
– Hiring Employees: – Unsolicited Applicants
second time around – Cyberspace Recruitment
– Succession Planning – Professional Associations
– Employee Referrals
– Head Hunting
– Internship
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9. Advantages of Internal Recruitment:
1. Provides greater motivation for good performance.
2. Provides greater opportunities for present employees
3. Provides better opportunity to assess abilities
4. Improves morale and organizational loyalty
5. Enables employees to perform the new job with little lost time
Disadvantages of Internal Recruitment:
1. Creates a narrowing thinking and stale ideas
2. Creates pressures to compete
3. Creates homogeneous workforce
4. Chances to miss good outside talent Requires strong management
development programs specially to train for technology.

10. Advantages of External Recruitment:
1. Provides new ideas and new insights
2. Provides greater diversity and helps achieve EEO goals by
making affirmative action easy
3. Provides opportunities to handle rapid growth if the
organization
4. Opportunities to get people with up-to-date knowledge
education and training
Disadvantages of External Recruitment:
1. It is more expensive and time consuming
2. Destroys incentives of present employees to strive for
promotion
3. More chances to commit hiring mistakes due to difficult
applicant assessment that will lead to wastage of resources.

11. Alternative to Recruitment
• Outsourcing
• Contingent workers
• Professional Employer Organization
(Employee Leasing)
• Overtime

12. Recruitment - An applicant
Perspective
• Applicant should be provided with necessary
information regarding organization job,
remuneration package etc.
• If rejection is to be communicated it should be
done with tactics.

13. Inducting and Placing New Hires
Socialization:
Teaching the corporate culture and philosophies about how to do business
Assumptions about Socialization
• Influences performance
• Increases organizational stability
• New members suffer anxiety
• Does not occur in a vacuum
Employee orientation programs provide new employees with the basic background
information required to perform their jobs satisfactorily.
The HR specialist usually performs the first part of the orientation by explaining basic
matters, then introduces the new employee to his/her supervisor, who familiarizes
the new employee with the workplace to help reduce first day jitters.
• Welcome party
• On job training etc.

14. Purposes of Socialization
– The Employment Situation
– Company Policies and Rules
– Compensation and benefits
– Corporate culture
– Team membership
– Job requirement
– Dealing with the change

15. Socialization Process
Outcomes
Productivity
Pre arrival Encounter Metamorphosis Commitment
Turnover

16. Who is responsible for the orientation of new
employee?
– HRM Department
– Supervisor
– Peers
– Organization Culture
– CEO

17. Considerations in Developing a
Socialization Programs
Formal or Informal : what kind of Program
– Formal: special attention, management involved in designing the program, recruit
will learn in the way the management want them to, standard maintain
– Informal: no special attention, directly put into work with other employees,
learning depends upon whom the recruit selects as mentor
Individual or collective:
– Individual: new employee will be socialized individually, time taking and costly
process, new recruits will fail to share their anxieties with others who are in similar
circumstance
– Collective: socialization will be in team, effective for large organization, new
employees can share their feeling and come out with solution
Fixed or variable Period:
– Fixed Period: transition from outsider to insider is fixed, such as 9 months
probation periods
– Variable period: transition period is not fixed, basically applicable to managerial
level

18. Considerations in Developing a
Socialization Programs
Serial or Disjunctive: who will guide them?
– Serial: experienced organization member will guide the new
employees, maintain the tradition, customs of the organization,
minimizes change in the organization
– Disjunctive: there will be no mentor to guide new employees, not
burdened by traditions of the organization, more inventive and
creative
Investiture and Divestiture
– Investiture: individuals are selected for what they can do to the
organization, the organization doesn’t want them to change, provide
greater freedom, basically for high level performance, socialization is
to improve fit between candidates and the organization
– Divestiture: new employees are given heavy work loads to instill new
set of values, norms and attitudes, used when organization wants to
produce similar kind of employees, e.g. police academy