HRM
Unit 2
Recruitment, Selection &
Employee Training
Syllabus
Unit: 2 Recruitment, Selection and Employee
Training
• Recruitment: Concept, Definition & Sources
• Selection: Concept, Definition & Procedure
• Employee Training: Concept, Importance,
Techniques (On-the-Job and Off-the-Job) &
Difference Between Training & Development
Concept of Recruitment
• Procurement function of personnel/HR
department includes three major sub-functions
• Recruitment;
• Selection; and
• Placement on the job.
• It is often termed positive as it stimulates large
number of people to apply for jobs to increase the
selection ratio i.e. the number of applicants for a
job.
Concept of Recruitment
• Recruitment is the process of choosing the
right person for the right position and at the
right time in right numbers (4Rs).
• Recruitment also refers to the process of
attracting, selecting, and appointing potential
candidates to meet the organization’s human
resource requirements.
Concept of Recruitment
• important operation in HRM
• designed to maximize employee strength so that
organizations can achieve its goals
• Human resources are considered as the most
important asset of any organization
• Therefore hiring right resources is the most
important aspect of Recruitment
• Every company has its own pattern of recruitment
as per their recruitment policies and procedures.
Definition of Recruitment
• According to Edwin B. Flippo
“Recruitment is a process of
searching for prospective employees
and stimulating and encouraging
them to apply for jobs in an
organization”.
Sources of Recruitment
• The Sources of recruitment may be grouped
into two:
• Internal Sources.
• External Sources.
(A) Internal Sources
• Internal sources include personnel already on the
pay-roll of the organization. Whenever any
vacancy arises, somebody from within the
organization may be looked into; following are the
internal sources of recruitment.
1. Promotion
2. Transfer/demotion
3. Retired or retrenched employees
4. Employee referrals (Friends/relatives/depends)
Advantages of Internal Sources of
Recruitment
1. Familiarity
2. Better utilization of internal talent
3. Economy
4. Motivational value
5. Better evaluation
6. Employee loyalty
Disadvantages of Internal Sources of
Recruitment
1. Restricted Choice
2. Inbreeding
3. Absence of Competition
4. Conflict
5. Inadequate internal sources
(B) External Sources
• lie outside the Organization
• New entrants to the labour force, i.e., young, mostly
inexperienced potential employees- the college students
• The unemployed-with a wide range of skills and abilities.
• Retired experienced persons such as mechanics,
machinists, welders and accountants;
• People who are not in the labour force, such as married
women
• People employed in other organizations seeking a change.
Following are the common external
sources
1. Press advertisements/Advertising
2. Educational Institutions
3. Executive Search Agencies /Placement Agent
4. Employment Exchanges
5. Labour Contractors
6. Unsolicited Applicants
7. Employee Recommendations
8. Gate Hiring/Recruitment at Factory Gate
9. Similar Organizations
10.Field Trips
Advantages of External Sources of
recruitment
• Wide Options
• Infusion of new blood
• Element of Competition
Disadvantages of External source of
recruitment
• Frustration among existing employees
• High Expense
• Time Consuming
• Lack of Certainty
Selection
• https://www.youtube.com/watch?v=1RTeEPyk
tKY
out of India
• https://www.youtube.com/watch?v=d0eC1kI5
E7c
Indian
Selection
• a series of steps
• facts may come to light about the applicants which
may lead to the rejection of the applicants
• successive hurdles
• eliminate unsuitable or unqualified candidates at any
point in the selection process
• no standard selection procedure to be used for all
organisations
• complexity of selection procedure increases with the
level and responsibility of the position to be filled
Selection Process
Selection Process
1. Preliminary interview
2. Application blank
3. Selection test
4. Employment interview
5. Medical examination
6. Reference checks
7. Final approval
1. Preliminary interview
• to weed out totally undesirable candidates
• given the necessary information about the nature of the
job and the organisation
• Necessary information is also collected from the
candidates about their education, skills, experience, salary
expected, etc
• if the candidate is found suitable, he is selected for further
screening.
• it is brief and generally carried out by a junior executive at
the reception office.
• It is the first contact of an individual with the organisation.
2. Application blank
• collect information from candidates
• different types of application forms for different jobs
• it provides all the information relevant to selection.
• it helps to weed out the candidates who lack in education,
experience, etc.
• it helps in formulation of questions to be asked in
interview.
• it is also called biodata or curriculum vitae.
• Personal information, Family background, Education,
Experience, References, Miscellaneous
3. Selection test
• A test is a sample of some aspect of an individual’s
attitudes, behaviour, personality and performance.
• It also provides a systematic basis for comparing
the behaviour, performance and attitudes of two
persons.
• It reduces bias in selection.
• It is helpful in matching of candidates and the job.
• Tests may also reveal qualifications written in
application.
3. Selection test
• It reveals that the candidates who have scores above the
predetermined cut off points and who is more successful than
those scoring below the cut off points.
• Tests are useful when the number of applicants are in large
number
• It can be used only if it is properly designed and administered.
• There are various tests like----
Mental or intelligence tests, Mechanical aptitude tests, Psycho-
motor or skill tests, Achievement or proficiency tests, Job
knowledge tests, Work sample tests, Personality tests, Situation
tests, Interest tests, Projective tests
4. Employment interview
• conversation between two persons.
• it involves a personal, observational and face to face appraisal
of candidates for employment.
• it is an essential element of the selection process and no
selection is complete without one or more personal
interviews.
• the information collected through application and test are
cross checked in the interview.
• The objective is, (a) to obtain information about the
background, education, training, work history and interests of
the candidate. (b) to give information to candidate about the
company, the job and human resource policies. (c) to establish
a friendly relationship between employer and the candidate.
5. Medical examination
• sent for a physical examination either to the company’s
physician or to a medical officer approved for the purpose.
Such medical check up is useful for the following purposes.
• It determines whether the candidate is physically fit to
perform the job.
• It reveals existing disabilities and provides a record of the
employee’s health at the time of selection.
• It prevents the employment of people suffering from
contagious diseases.
• It identifies candidates who are otherwise suitable but
require specific jobs due to physical handicaps and allergies.
6. Reference checks
• The applicant is asked to mention in his application form, the
names and addresses of two or more persons who know him
well.
• These may be his previous employers, heads of educational
institutions or public figure.
• The organisation contacts them by mail or telephone if
required.
• They are requested to provide their frank opinion about the
candidate.
• They are assured that all information supplied will be kept
confidential.
7. Final approval
• The candidates listed by the department are finally approved
by the executives of the concerned departments.
• Employment is offered in the form of an appointment letter
mentioning the post, the rank, the salary grade, the date by
which the candidate should join and other terms and
conditions in brief.
• In some organisations a contract of service is made on judicial
paper which is signed by both the candidate and the
representative of the organisation.
• Appointment is generally made on a probation of one or two
years.
• After satisfactory performance during this period, the
candidate is finally confirmed in the job on permanent basis.
Employee Training Concept
• increasing the knowledge and skills for doing a
particular job
• organized procedure
• bridge the gap between job requirements and
present competence of an employee
• aimed at improving the behaviour, performance,
personality and attitude of a person
• never ending process
Employee Training Concept
• Employee training is a program that is
designed to increase the technical skills,
knowledge, efficiency, and value creation to
do any specific job in a much better way.
• Training program is periodical and given at
regular intervals.
• Training increases the needed skill set and
helps in development of an employee as well
as overall growth of the organization.
Definitions
• According to Edwin B. Flippo “Training is the act of
increasing the knowledge and skill of an employee
for doing a particular job.”
• According to Micheal J. Jucious “Training is a
process by which the attitudes, skills and abilities of
employees to perform specific jobs are increased.”
• According to E. F. L. Breach “Training is the
organised procedure by which people learn
knowledge and/or skill for a definite purpose.”
Importance of training
1. Higher productivity
2. Better quality of work
3. Less learning period
4. Cost reduction
5. Reduced supervision
6. Low accident rate
7. Employee high morale
8. Personal growth
9. Organisational climate
10.Acceptance for change
11.Low employee turnover and absenteeism
12.Your point
Importance of training
• https://
www.youtube.com/watch?v=TsnFgV-eUP8
• https://www.youtube.com/watch?
v=YcLOpgwXZP4
Methods/Techniques of training
1. On-The-Job Training Methods
2. Off-The-Job Methods
Methods/Techniques of training
On-The-Job Training Methods
1. Job Rotation
2. Coaching
3. Job Instruction
4. Committee Assignments
1. Job Rotation
• movement of the trainee from one job to another
• receives job knowledge and gains experience from his
supervisor or trainer in each of the different job
assignments.
• This method is common in training managers for general
management positions,
• Also trainees can be rotated from job to job in workshop
jobs.
• This method gives an opportunity to the trainee to
understand the problems of employees on other jobs and
respect them.
2. Coaching
• Trainee is placed under a particular supervisor who
functions as a coach in training the individual.
• The supervisor provides feedback to the trainee on his
performance and offers him some suggestions for
improvement.
• Often the trainer shares some of the duties and
responsibilities of the coach and relieves him of his burden.
• A limitation of this method of training is that the trainee
may not have the freedom or opportunity to express his
own ideas.
3. Job Instruction
• This method is also known as training through
step by step.
• Under this method, the trainer explains to the
trainee the way of doing the jobs, job
knowledge and skills and allows him to do the
job.
• The trainer appraises the performance of the
trainee, provides feedback and corrects the
trainee.
4. Committee Assignments
• Under the committee assignment, a
group of trainees are given and asked to
solve an actual organisational problem.
• The trainees solve the problem jointly.
• It helps to develop team work and team
spirit.
Advantages of On the Job
1. actual machine in use and in the real environment of
the job
2. economical because no additional
3. rules regulations and procedures by observing their
day-to-day applications.
4. knowledge and skills which can be acquired through
personal observation in a relatively short time period.
5. supervisors take an active part in training their
subordinates
Disadvantages of On the Job
• difficult to concentrate due to noise of the
actual workplace
• haphazard and unorganized. The superior or
experienced employee may not be a good
trainer.
• trainee may cause damage to costly
equipment and materials
Off-the-Job Methods
1. Vestibule Training
2. Role Playing
3. Lecture Method
4. Conference or Discussion
5. Programmed Instruction
1. Vestibule Training
• In this method, actual work conditions are
simulated in a class room.
• Material, files and equipment which are used in
actual job performance are also used in training.
• This type of training is commonly used for training
personnel for clerical and semi-skilled jobs.
• The duration of this training ranges from days to a
few weeks.
• Theory can be related to practice in this method.
2. Role Playing
• It is a method of human interaction as it involves
realistic behaviour in imaginary situations.
• This method of training involves action, doing and
practice.
• The participants play the role of certain characters
such as the production manager, mechanical engineer,
superintendents, maintenance engineers, quality
control inspectors, foremen, workers and the like.
• This method is mostly used for developing inter-
personal interactions and relations.
3. Lecture Method
• The lecture is a traditional and direct method of
instruction.
• The instructor organizes the material and gives it to a
group of trainees in the form of a talk.
• An advantage of the lecture method is that it is direct
and can be used for a large group of trainees.
• Thus, costs and time involved are reduced.
• The major limitation of the lecture method is that it
does not provide for transfer of learning effectively to
the work place.
4. Conference or Discussion
• It is a method in training the clerical, professional and supervisory
personnel.
• This method involves a group of people who pose ideas, examine
and share facts and data, test assumptions and draw conclusions,
all of which contribute to the improvement of job performance.
• Discussion has the distinct advantage over the lecture method, in
that the discussion involves two-way communication and hence
feedback is provided.
• The participants feel free to speak in small groups.
• The success of this method depends on the leadership qualities
of the person who leads the group.
5. Programmed Instruction
• In recent years, this method has become popular.
• The subject matter to be learned is presented in
a series of carefully planned sequential units.
• These units are arranged from simple to more
complex levels of instructions.
• The trainee goes through these units by
answering questions or filling the blanks.
• This method is expensive and time consuming.
Advantages of Off the Job
• The main advantage of this method is
that it combines theory and practice.
• The trainee acquire skills which are
valuable in the job market.
• Apprenticeship programme provide
skilled workforce to industry.
Disadvantages of Off the Job
• It is time consuming and expensive.
• Many employee leave the training
programme midways as the training
period ranges from one year to five
year.
Difference Between Training &
Development
1. https://
www.iedunote.com/training-development-difference
2. https://www.termscompared.com/training-vs-develop
ment
/
3. https://coredifferences.com/difference-between-trainin
g-and-development
/
4. https://
www.economicsdiscussion.net/difference-between/diff
erence-between-training-and-development/31630
5. https://www.geeksforgeeks.org/difference-between-
Difference Between Training &
Development
• 15 points of difference between training &
development
• All are required to make 15 points of
differences based on the given link.
Case Study
• https://www.researchgate.net/publication/28
2667869_A_Case_Study_on_Recruitment_Sel
ection
• https://atalent.fi/en/case/nokia-experience
• https://www.icmrindia.org/Short%20Case
%20Studies/Human%20Resource
%20Management/CLHR016.htm
THANK YOU
• https://
www.youtube.com/watch?v=VKdlTLz7I3A
Training
• https://
www.businessmanagementideas.com/human-
resource-management-2/training-in-hrm/203
47
training
