WELCOME MODULE – 3

Recruitment, Selection, Socialization and

Retention

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Synopsis – Module 3
Recruitment, Selection, Socialization & Retention
RECRUITMENT
1. Definition
2. Constraints and Challenges
3. Sources and Methods of Recruitment
4. New Approaches to recruitment.
SELECTION
5. Definition and Process of Selection.
PLACEMENT
6. Meaning
7. Induction/Orientation
8. Internal Mobility
9. Transfer
10. Promotion
11. Demotion and Employee Separation.

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RECRUITMENT
 Recruitment is a process of finding and attracting the potential resources for filling
up the vacant positions in an organization. It sources the candidates with the
abilities and attitude, which are required for achieving the objectives of an
organization.
 According to Edwin B Flippo, “Recruitment is the process of searching the
candidates for employment and stimulating them to apply for jobs in the
organization.”
 According to Yoder “Recruitment is a process to discover the sources of manpower
to meet the requirements of the staffing schedule and to employ effective measures
for attracting that manpower in adequate numbers to facilitate effective selection of
an efficient working force.”

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Factors governing recruitment

EXTERNAL FORCES
RECRUITM INTERNAL FORCES
ENT

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Source: “Human Resource Management” Book by K.Ashwathappa-PgNo 145
Factors affecting recruitment
FACTORS AFFECTING RECRUITMENT

INTERNAL FACTORS EXTERNAL FACTORS

1. Company’s Pay Package 1. Socio-Economic Factors
2. Quality of Work Life 2. Supply and Demand Factors
3. Organizational Culture 3. Employment Rate
4. Career Planning and Growth 4. Labour Market Conditions
5. Company’s Size 5. Political, Legal and Governmental
6. Company’s Products/Service Factors like Reservations for
7. Geographical Spread of the Company’s SC/ST/BC and Sons-of-soil
Operations 6. Information System like Employment
8. Company’s Growth Rate Exchanges / Tele-recruitment like
9. Role of Trade Unions Internet.
10. Cost of Recruitment
11. Company’s Name and Fame

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Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 91
SOURCES OF RECRUITMENT

Traditional Sources Modern Sources

INTERNAL INTERN
AL
Present Permanent
Employees

Present Temporary /
Casual

Retrenched / Retired
Employees
Employe
Dependents of
Deceased
e
Disabled, Retired and
Referrals 6
Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 85
Why do organizations prefer external source?
1. The suitable candidates with skill, knowledge, talent etc are generally available.
2. Candidates can be selected without any pre-conceived notion or reservations.
3. Cost of employees can be minimized because employees selected from this source
are generally placed in the minimum pay scale.
4. Expertise, excellence and experience in other organizations can be easily brought
into the organization.
5. Human resources mix can be balanced with different background, experience, skills
etc.
6. Latest knowledge, skill, innovative or creative talent can also be followed into the
organization.
7. Existing sources will also broaden their personality.
8. Long-run benefit to the organization in the sense that qualitative human resources
cab be bought.

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Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 85
Why do organizations prefer internal source?
1. Internal recruitment can be used as a technique of motivation.
2. Morale of the employees can be improved.
3. Suitability of the internal candidates can be judged better than the external
candidates as ‘known devils are better than unknown angels.’
4. Loyalty, commitment, a sense of belongingness, and security of the present
employees can be enhanced.
5. Employees’ psychological needs can be met by providing an opportunity for
advancement.
6. Employees’ economic needs for promotion, higher income can be satisfied.
7. Cost of selection can be minimized.
8. Cost of training, induction, orientation, period of adaptability to the organization
can be reduced.
9. Trade unions can be satisfied.

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Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 86
Methods of recruitment
Recruitment Techniques

Traditional Techniques

Promotion

Transfer

Advertising
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Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 90
New approaches to recruitment
1. Programmatic advertising

2. Video interviewing

3. Telephonic interview

4. Employee referrals

5. Texting
6. Social media

7. Data use

8. SEO

9. Employer review sites

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Selection
 Meaning: selection is the process by which you choose from a list of
applicants, the person who best meet the criteria for the position available
considering current environmental contest.
 Selection is the process by which an organization chooses from a list of
screened applicants, the person or persons who best meet the selection
criteria for the position available.
 Definition: According to Thomas stone “Selection is the process of
differentiating between applicants in order to indentify and hire those with
a greater likelihood of success on the jobs.”
 According to Harold Koontz, “Selection is the process of choosing from
the candidates, from with in the organization or from outside, the most
suitable person for the current position or for the future positions.”
 According to Robbins said, “Selection process is a managerial decision
making process as to predict which job applicants will be successful if
hired.”

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Scientific selection process
Applicatio
Job Recruitme
n
Analysis nt
Form
Preliminar Written
y Examinatio
Interview n

Business Final
Tests
Games Interview

Medical
Reference
Examinatio
Checks
n

Line
Employm
Manager’s Job Offer
Decision ent

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Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 95
Development Bases for Selection

Application/Resume/CV/Bio-Data
Job Analysis
Written Examination
Human Resource Preliminary Interview
Plan
Business Games

Recruitment Tests

Final Interview

Medical Examination

Reference Checks
Asses the Fit
Line Manager’s Decision
Between the Job and
the Candidate Job Offer

Employment
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 Application/Resume/CV/Bio-Data  Aptitude Tests
1. Personnel background information 1. Intelligence test
2. Educational attainments 2. Emotional quotient
3. Work experience 3. Skill tests
4. Salary 4. Mechanical aptitude
5. Personal items 5. Psychomotor tests
6. Clerical aptitude tests
6. References
 Achievement Test
1. Job knowledge test
 Business games
2. Work sample test
1. Group discussion
 Situational test
2. Case study 1. Group discussion
3. Role play 2. In basket
4. In-basket method  Interest Test
5. Sensitivity  Personality Test
6. simulations 1. Objective test
2. Projective test
 Multi-dimensional testing

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1.Preliminary Interview.
 Informal interview
 Unstructured interview

2. Core Interview
Background information interview
Job and probing interview
Stress interview
The group discussion interview
Formal and structured interview
Panel interview and
Depth interview

3. Decision-Making Interview 15
Placement
 Meaning: Placement is the process of assigning a specific job to each one
of the selected candidates. It involves assigning a specific rank and
responsibility to an individual. It implies matching the requirements of a
job with the qualification of candidates.
 According to Pigors and Myers. “Placement may be defined as the
determination of the job to which a selected candidate is to be assigned,
and his assignment to the job.” It is matching of what the supervisor has
reason to think he can do with the job requirements (job demand); it is
matching of what he imposes (in strain, working conditions),” and what he
offers in the form of pay roll, companionship with others, promotional
possibilities, etc.

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 While taking the placement decision, the following consideration or

principles must be kept in mind:

1. Job requirements

2. Suitable qualifications

3. Adequate information to the job incumbent

4. Commitment and loyalty

5. Flexibility

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HRM Notes
Problems in placement
1. Employee expectations
2. Job expectation / description
3. Change in technology
4. Change in organizational structure
5. Social and psychological factors

How to make placement effective

6. Job rotation
7. Teamwork
8. Training & development
9. Job enrichment
10. Empowerment
11. Relocating the employee

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Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 108
Induction/Orientation
 According to Edwin B.Flippo, “Induction is concerned with introducing or
orienting a new employee to the organization. It is the welcoming process to make
the new employee feel at home and generate in him a feeling of belonging to the
organization.”
 According to Michael Armstrong, “The process of receiving and welcoming an
employee when he first joins a company and giving him/her the basic information
he needs to settle down quickly and happily and start work.
 Meaning: Induction (orientation) is a process through which a new employee is
introduced to the job and the organization. It is a technique by which a new
employee is rehabilitated into his surroundings and introduced to the practices,
policies and the purposes of the organization.

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 Lecture, handbook, film, group seminar are used to impart the information to new
employees about the environment of the job and the organization in order to make
the new employee acquaint himself with the following heads:-

1. About the company

2. About the department

3. About the superiors, subordinates etc

 Objective of induction

 Induction process

 Advantages of induction

 Induction problems

 How to make the induction effective

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Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 110
Promotion
 According to Paul Pigors and Charles A. Myers, “Promotion is advancement of an
employee to a better job-better in terms of greater responsibility, more prestige or
status, greater skill and especially increased rate of pay or salary.”
 Arun Monappa and Mirza S.saiyadain defined promotion as “The upward
reassignment of an individual in an organization’s hierarchy, accompanied by
increased responsibilities, enhanced status and usually with increased income
though not always so.”

TYPES OF PROMOTION

1. Vertical promotion

2. Up gradation

3. Dry promotion

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Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 186
Bases for promotion
1. Merit as basis for promotion
2. Seniority as a basis for promotion
3. Seniority-cum-Merit
 Minimum length of service and merit
 Measurements of seniority and merit through a common factor
 Minimum merit and seniority

Problems with promotion

1. Promotion disappoints some employees
2. Some employees refuse promotion
 Promotion together with transfer to unwanted place
 Promotion to level of incompetent to carry out the job
 Delegation of unwanted responsibilities
 Trade union leaders reject feeling that promotion will cause damage to their
position in trade union
 Superior wont relieve subordinates because of their indispensability in present job

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Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 186 & 188
Promotion principle
1. It should be consistent in the sense that policy should be applied uniformly to all
employees irrespective of the background of the persons
2. It should fair and impartial, in other words, it should not give room for nepotism,
favoritism etc
3. Systematic line of promotion channel should be incorporated
4. It should provide equal opportunities for promotion in all categories of jobs,
departments and regions of an organization
5. It should ensure open policy in the sense that every eligible employee should be
considered for promotion rather than a closed system which considers only a class
of employees
6. It should contain clear cut norms and criteria for judging merit, length of service,
potentiality etc
7. Appropriate authority should be entrusted with the task of making a final decision
8. It should contain promotional counseling, encouragement, guidance and follow-up
regarding promotional opportunities, job requirements and acquiring the required
skills, knowledge etc.

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Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 189
Transfer
 Meaning – Transfer is defined as “A lateral shift causing movement of individual
from one position to another usually without involving any marked change in
duties, responsibilities, skill needed or compensation.”
 Transfer is defined as “The moving of employee from one job to another. It may
involve a promotion, demotion or no change in job status other than moving from
one job to another.”
 According to Flippo, “A transfer is a change in the job (Accompanied by a change
in the place of the job) of an employee without a change in responsibilities or
remuneration.”

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Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 189
TYPES OF TRANSFER BENEFITS OF TRANSFER
1. Production transfer 1. Transfer benefits both employee and
2. Replacement transfer employer
3. Rotation transfer 2. It reduces employees monotony,
4. Shift transfer boredom etc
5. Remedial transfer 3. Increases job satisfaction
6. Penal transfer 4. Improve of employee skill,
knowledge etc
5. They correct enormous placement
REASONS FOR TRANSFER
and inter personal conflicts
1. Employee initiated transfer
6. Prepare employee to meet
 Temporary transfer organizational exigencies including
 Permanent transfer fluctuations in business and
2. Company initiated transfer organizational requirements
 Temporary transfer 7. They enhance human resource
 Permanent transfer contribution to organizational
3. Public initiated transfer effectiveness

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Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 190
Demotion
 Meaning – it is the opposite of promotion. Demotion is the reassignment of a lower
level job to an employee with delegation of responsibilities and authority required
to perform that lower level job and normally with lower level pay.
 A demotion refers to a permanent reassignment to a lower position than the
employee had worked previously. The position will generally have a lower and a
lower pay grade than the previous position.

REASONS FOR DEMOTIONS

1. Unsuitability of the employee to higher level jobs
2. Adverse business conditions
3. New technology and demand for high level skills
4. Disciplinary grounds

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Source: “Personnel & Human Resource Management” Book by P.Subba Rao-PgNo 193
Employee separation
• According to Yoder, “separation is a negative recruitment. It may be in the form of
resignation, dismissal or discharge, suspension, retrenchment or lay-off.”
• When someone feels it is time to bid goodbye, in most cases the person is seen as a
villain. By some magic, all his good qualities suddenly seem to evaporate and the
person is made to feel like a traitor to the cause. Unless someone has been
unprofessional, it is important that those who leave do so with good feelings for the
company and its people. At the end of the day, former employees who have been
treated gracefully at exit time, can be powerful brand ambassadors.

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VOLUNTARY SEPRATION Reasons for Separation of
• Voluntary Retirement Employees
• Resignation
• Transfer by request
1. Voluntary Separation
2. Professional reasons
3. Personal reason
SEPRATION
• Dismissal 4. Involuntary Separation
• Termination 5. Health problems
• Suspension 6. Behavioral problems
• Retrenchment 7. Organizational problems
• Retirement
• Layoff
• Transfer

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