Recruitment and Selection

Recruitment and Selection

Now, before we launch on another serious discussion, let me lighten up you a bit!
The following guidelines shall be used when hiring new personnel.
Take the prospective employees you are trying to place and put them in a room with only a table and two chairs. Leave them alone for two hours, without any instruction. At the end of that time, go back and see what they are doing.
If they have taken the table apart in that time, put them in Engineering.
If they are counting the butts in the ashtray, assign them to Finance.
If they are screaming and waving their arms, send them off to Manufacturing.
If they are talking to the chairs, Personnel is a good spot for them.
If they are sleeping, they are Management material.
If they are writing up the experience, send them to Tech Pubs.
If they don’t even look up when you enter the room, assign them to Security.
If they try to tell you it’s not as bad as it looks, send them to Marketing.
And if they have left early, put them in Sales!!
Wouldn’t it be wonderful if every new employee or individual promoted fit perfectly within the cultural model of your organization? Wishful thinking? No, it is possible!
Dear friends, the absolute best way to ensure that your organization remains operating in a healthy state is to recruit and select people based on the shared vision, values, and rules of conduct governing your organization’s operation. A structured process can assist you in the recruitment and selection of people for your organization that will flourish in the healthy environment your leadership team has created. Don’t you think, this lesson is going to be fruitful in achieving one of your task as an entrepreneur?? Remember small business management course!
Verifiable techniques and procedures can be used in the interview process which allow the interviewee the opportu-nity to truly express who they are, what their experiences are, and what their beliefs are in a positive and non-threatening environment.

“A Company is Known by the People It Keeps”

Recruitment and selection allow management to determine and gradually modify the behavioural characteristics and competences of the workforce. The fashion for team working, for example, has focused on people with a preference for working with others as opposed to the individualist ‘stars’ preferred by recruiters in the 1980’s. Attention has switched from rigid lists of skills and abilities to broader-based compe-tencies. Now there is a changing focus on independent and flexible working. In general – as we noted in the previous section – there is greater regard for personal flexibility and adaptability – a reorientation from present to future stability.
The job of recruitment and selection is never ending. It continues day after day because the needs of the employer and employee are never static. The employer’s wants are shifting constantly to meet the changing economic and technical conditions. On the other hand, the employee’s wants are changing with his age, experience, personal obligations, ambitions and economic conditions.
For increasing importance of human resources, it is now imperative for all organizations to retain the manpower and at
the same time to recruit and select best possible talents in
the country. Most of the organizations are now facing technological change, resulting in the radical change in the recruitment and selection process.
Recruitment, selection, induction, are important tools for procurement and placement for effectively utilizing human resources in an organization. While recruitment involves employing suitably trained workforce, selection helps in choosing the right candidate for the right job. Induction and placement is putting the men to the right jobs.
In the following lesson, let us refurbish the process of recruit-ment and selection, so that we can discuss the practical nuances in the classroom. This is what we are going to do through out this course. Are you ready for some creative and enduring learning session????? Ya? Do I hear the cry of “yes!!” from your inner voice or do I sense a fear of unknown??
Let us define the term recruitment:
“Recruitment is the process of identifying and attracting a pool of candidates, from which some will later be selected to receive employment offers”
“Recruitment is the process of attracting individuals on a timely basis in sufficient numbers and with appropriate qualifications, and encouraging them to apply jobs with an organization”
“ Recruitment is the generating of applications or applicants for specific positions”
Thus, we see that recruitment refers to the process of bringing together prospective employees and employer with a view to stimulate and encourage the former to apply for a job with the latter. The purpose of recruitment is to prepare an inventory of people who meet the criteria laid down in job specification so that the organization may choose those who are found most suitable for the positions vacant.
Let us now look at Selection:
The term selection may be defined as :
“Selection is the process of choosing people by obtaining and assessing information about the applicants ( age, qualification, experience and qualities ) with a view to matching these with the job requirements and picking up the most suitable candidates”
“Selection, either internal or external, is a deliberate effort of the organization to select a fixed number of personnel from a large number of applicants”
Michael W Mercer in his book – ‘Hire the Best and Avoid the Rest’ has raised very important questions and answers regarding selection process as follows:
“What’s the fastest, cheapest, easiest way to have workforce composed of productive, dependable, and honest employees”?
The real answer is:
“Hire people who are productive, dependable, and hon-
est!!!”remember prevention is better than cure.
The key goal of evaluating or assessing job candidates is to predict- or forecast how applicants will perform on the job before they are hired.
What methods do we employ to check if we can get the right people on the job?
Well according to Hunter, methods for predicting candidate’s success on the job are:
Interviews
Tests &
Reference Checks

Objectives of Selection

Best fit
Cost effective
Image of the Company

Issues in Selection Process

Selection for what? ( activity, job description, job content)
Selection of Whom? ( stayers or high-fliers)
Selection by what? ( instrument )
Selection by whom? ( attributes/qualities )