2. BUSINESS
OBJECTIVES
RECRUITMENT
HR PLANNING
JOB DESCRIPTION JOB SPECIFICATION
JOB ANALYSIS

3. Recruitment
- Recruitment is defined as “the process of searching
for and obtaining applicant for jobs, from among whom
the right people can be selected”
- Theoretically recruitment process ends when job
applications have been received
- In practice it goes further to screening applications to
filter those applicants who are not eligible for or suitable
for job
- The term recruitment is often described or
understood as complete process of employee hiring
- Recruitment and selection are two different processes

4. Purpose of Recruitment
- Increase pool of potential job candidates
- Increase success rate of the selection process
- Ensure the right people are selected against vacant
position (minimizing probability of leaving organization in
case of selection of wrong or misfit candidate)
- Meeting legal and social obligation of workforce composition
- Identify and encourage potential candidates/job applicants
- Evaluating the effectiveness of available sources and
techniques of recruitment

5. Factors Influencing Recruitment
External Forces
Supply and demand
Unemployment rate
Labour market
Political-legal
Image
External Forces
Supply and demand
Unemployment rate
Labour market
Political-legal
Image
Internal Forces
Recruitment policy
HRP
Size of the firm
Cost
Growth and expansion
Internal Forces
Recruitment policy
HRP
Size of the firm
Cost
Growth and expansion
Recruitment
Source: Aswathappa, 2008, p. 145

6. Sources of Recruitment
Method and Sources of Recruitment
Internal Sources External Sources
Present Employees Advertisement
Employee Exchanges
Employee Referrals Campus Recruitment
Walk-ins
Former Employees Contractors
Displaced Persons
Previous Applicants Radio and Television
Competitors
E-Recruiting
Recruiting Agencies

7. Source of Recruitment
1 Internal Recruitment
- Former Employees (Performance is known, aware
with organizational culture)
- Previous Applicants (best when to fill in job quickly,
cost effective)
2 External Recruitment
- Advertisement
- Blind ad (no identification of company)
- AIDA (attention, interest, desire, action)
Content of Job Advertisement
I) job content ii) working conditions
iii) location of job iv) compensation
v) job specification vi) to whom apply

8. Source of Recruitment
Internal Sources
Advantages Disadvantages
Less costly Candidates current work may be
affected
Better knowledge of skills and
performance
Old concept of doing
Morale and Commitment Organizational politics
Awareness of culture Morale problem for employee not
promoted
External Sources
External Sources
New skills and new experience Costly and time consuming
Compliance with laws Right candidate rejected (false
positive error) wrong candidate
selected (false negative error)
Scope for resentment and jealousy
reduced
Person and organization misfit
Source:Aswathappa,2008,p.159

9. Yield Ratio
20
30
40
200
2000
Initial contacts
Invited for test
Invited for interview
Job Offer
Job Acceptance
10:1
5:1
4:3
3:2
Source: Aswathappa, 2008, p. 149

10. Set job expectations realisticallySet job expectations realistically
Job is viewed as attractiveJob is viewed as attractive
High rate of job offer/acceptanceHigh rate of job offer/acceptance
Work experience does not
Match with expectation
Work experience does not
Match with expectation
Dissatisfaction, thought for
quit job
Dissatisfaction, thought for
quit job
Set job expectations highSet job expectations high
Job may or may not be attractive
Depending on person needs
Job may or may not be attractive
Depending on person needs
Some accept some rejectSome accept some reject
Work experience match
expectation
Work experience match
expectation
High job survival, satisfiedHigh job survival, satisfied
Traditional ProceduresTraditional Procedures Realistic ProceduresRealistic Procedures
Source: Aswathappa, 2008, p. 163
Traditional and Realistic Job Preview

11. Alternatives to Recruitment
Overtime
Temporary Employment
Employee Leasing

13. Selection is defined as “the process of
differentiating between applicants in order to
identify and hire those with a greater likelihood
of success in a job”
Or
Selection is “the process of picking individuals
(out of the pool of job applicants) with requisite
qualification and competence to fill jobs in the
organization.”

14. Selection as a Source of Competitive
Advantage/ Disadvantage
Organizational performance depends on individual
performance
Individual performance depends upon competent
selection process
Wrong or misfit candidate is de-motivated and
unwilling or not competent to work effectively
Recruitment and selection is very expensive process
and cost of hiring wrong candidate is even more
damaging to organization

15. Errors in Selection

16. Selection Strategy : Centralized vs
Departmental
Larger pool of applicant can be attracted to apply for
job as applicants have to submit/apply to HR
department
Operating managers focus on their functional duties
Better hiring as specialists are handling hiring
process
Compliance with employment rules and regulations

17. Selection Process

18. Step 1 : Application Screening
Negative Process : Why?
Reject ineligible Candidates
For eg. MBA required, but the candidate does not
possess one

19. Step 2 : Selection Test
Characteristics of a Good Test
Reliability : The Scores in the test result should be
consistent across contexts
Validity : The test should be valid for the job
requirement
Standardisation : The test should be conducted the
same way across contexts
Objectivity : The evaluation of the test should be
done the same way by different persons

20. Step 2 : Selection Test
Types of Test
Aptitude Test
Personality Test
Ability Test
Interest Test
Graphology Test

21. Step 3 : Interview
Type Questions Application
Structured Predetermined and fixed number
of questions asked for all
applicants
Valid results
Semi
structured
Set predetermined set of
question and questions arises
during interview
In depth analysis of personality and explore
interest and preferences of candidates and
good comparison can be made among
candidates
Unstructured Without any predetermined set
of questions
Useful to explore details about candidate
Situational Questions are asked based on
given situation
Good to explore behavior and reasoning of
candidate in given situation
Stress full A harsh, emotional, and tough
questions are asked with the
intention to disturb or put
candidate in stress
Useful when candidate is being considered
to hire for tough and stressful job

22. Step 3 : Interview
Errors While Conducting Interviews

23. Step 4 : Reference and
Background Checks
Eg. Previous Empoloyers
Recommendation Letters from Experts

24. Step 5 : Selection Decision
Objective Evaluation
Organisational Culture Fit

25. Step 6 : Physical Examination
Eg. Color Blindness for engineering jobs

26. Step 7 : Job Offer
Letter of Appointment

27. Step 8 : Employment Contract
Terms of the Contract
Eg. Job Title, Duties, Holidays, Salary, etc.

28. Step 9 : Evaluation