Recruitment and Selection Process

Human Resource Management

Employee Outsourcing, Induction And Placement

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Recruitment and Selection Process

Recruitment and Selection ProcessImage result for recruitment and selection process in hrm

Recruitment and selection process are usually a series of steps. Each one must be successfully cleared before going to the next. The time and emphasis placed on each step will, of course, vary from one organisation to another and, indeed, from job to job within the same organisation. The sequencing of steps may also vary from job to job and organisation to organisation. There are different steps in recruitment and selection process.

Reception

A company is known by the people it employs. In order to attract people with talent, skills and experience, a company has to create a favourable impression on the applicants right from the stage of reception. Whoever meets the applicant initially should be tactful and able to extend help in a friendly and courteous way. Employment possibilities must be presented honestly and clearly. If no jobs are available at that point of time, the applicant may be asked to contact the HR department after a suitable period of time has elapsed.

Screening Interview

A preliminary interview is generally planned by large organisations to cut the costs of selection by allowing only eligible candidates to go through the further stages in selection. This ‘courtesy interview’, as it is often called, helps the department screen out obvious misfits. If the department finds the candidate suitable, a prescribed application form is given to the
applicants to fill and submit.

Application Blank

Application blank or form is one of the most common methods used to collect information on various aspects of the applicants’ academic, social, demographic, work-related background and references. It is a brief history sheet of an employee’s background, usually containing the following things:
1. Personal data (address, sex, identification marks)
2. Marital data (single or married, children, dependents)
3. Physical data (height, weight, health condition)
4. Educational data (levels of formal education, marks, distinctions)
5. Employment data (past experience, promotions, nature of duties, reasons for leaving previous jobs, salary drawn, etc.)
6. Extra-curricular activities data (sports/games, NSS, NCC, prizes won, leisure-time activities)
7. References (names of two or more people who certify the suitability of an applicant to the advertised position).

Weighted Application Blanks (WABs)

To make the application form more job-related, some organisations assign numeric values or weights to responses provided by applicants. Generally, the items that have a strong relationship to job performance are given high scores.
Example: For a medical representative’s position, items such as previous selling experience, marital status, age, commission earned on sales previously, etc., may be given high scores when compared to other items such as religion, sex, language, place of birth, etc.
The total score of each applicant is obtained by summing the weights of the individual item responses. The resulting scores are then used in the selection decision. The WAB is best suited for jobs where there are many workers, especially for sales and technical jobs and it is particularly useful in reducing turnover.
1. Selection Testing: Another important decision in the selection process involves applicant testing and the kinds of tests to use. A test is a standardised, objective measure of a person’s behaviour, performance or attitude.
2. Selection Interview: Interview is the oral examination of candidates for employment. This is the most essential step in the selection process. In this step, the interviewer tries to obtain and synthesise information about the abilities of the interviewee and the requirements of the job.
3. Medical Examination: Certain jobs require physical qualities like clear vision, acute hearing, unusually high stamina, tolerance of arduous working conditions, clear tone of voice, etc. Medical examination reveals whether or not a candidate possesses these qualities.
4. Reference Check: Once the interview and medical examination of the candidate is over, the personnel department will engage in checking references. Candidates are required to give the names of two or three references in their application forms. A good reference check, when used sincerely, will fetch useful and reliable information to the organisation.
5. Hiring Decision: The Line Manager concerned has to make the final decision now — whether to select or reject a candidate after soliciting the required information. The line manager has to take adequate care in taking the final decision because of economic, behavioural and social implications of the selection decisions.

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