Recruitment and

Selection
Induction and
Placement
Performance and
Potential Appraisal
Transfer,
Promotion and
Reward Policies
Training and
Retraining

Recruitment refers to the process of searching for prospective employees and

stimulating them to apply for the job in the organization
It involves searching for and obtaining job candidates in sufficient numbers and quality
so that the organization can select most appropriate people to fill its job needs.
Recruitment adopts the process of creating application pool as large as possible.
Recruitment Process is preceded by detailed HR Planning and Job Analysis.
Sources:

1. Internal
- Promotions/ Transfers
- Overtime/ Job Redesign
- IJP
- HRIS
- Employee Referrals
- Online Vacancies and Data
Base

2. External
- Campus Recruitments
- Print Media (News Paper,
Magazines)
- Online Media (Portals)
- Recruitment Agencies

Selection is a process of hiring the best from the options available, by matching available
candidates specifications with that of Job Specifications and Requirements.

Selection not only involves choosing the right candidate but also rejecting the unfit
candidates. In simple terms it is a process that starts immediately upon receipt of
resumes and applications, therefore it is a process of choosing the best out of those
recruited.

SELECTION PROCEDURES: Can be a combination of one or more of the following:

1.
2.
3.
4.
5.
6.
7.
8.
9.

Preliminary Interview (To filter unwilling and non-deserving candidates)

Application Blank (Job Application/ Resume/ Internal Application Forms)
Group Discussions (Helps in assessing overall personality, approach and communication skills)
Written Exams (Primarily aims at screening technical know-how of the candidates)
Live Demonstrations (Can be conducted to test a particular skill)/ skills set)
Job Interviews (Telephonic/ Personal/ HR/ Technical), (Structured/Stress), (Single/ Several Rounds.)
Psychometric Tests (Primarily concentrate on Personality and Attitudinal Issues and capabilities)
Medical Exam (To check mental and physical fitness of the candidate)
Reference Checks (To find out the authenticity of the projected behavior and proposed documents)

Type of Interviews:
1.
2.
3.
4.

5.

6.
7.

Preliminary Interview (Screening interview to filter candidates for comprehensive

interview or interview rounds)
Patterned Interview (Structured interview consisting of direct or indirect questions
based information from application blank)
Non-directive Interview (Consist mostly of open ended and descriptive questions
testing candidates approach and attitude in different situations)
Stress Interview (Deliberate attempt to create stress and pressure to observe how
candidate performs during stress. Creation and elimination of stress element during
interview must be a gradual process. It is best to judge out emotional maturity of the
candidate)
Depth Interview (Interview test in-depth knowledge and skills of the candidate. Its a
time consuming method)
Group Interview (two or three candidates are interviewed in group or more candidates
are made to discuss on a given topic. Method is useful in checking evolving leaders)
Panel Interview (Candidate is interviewed by panel of experts instead of single person)

Placement refers to assigning rank and responsibility to an individual, identifying him with a particular job.

If the person adjusts to the job and continues to perform per expectations, it means that the candidate is
properly placed. However, if the candidate is seen to have problems in adjusting himself to the job, the
supervisor must find out whether the person is properly placed as per the latters aptitude and potential.
Usually, placement problems arise out of wrong selection or improper placement or both. Therefore,
organizations need to constantly review cases of employees below expectations / potential and employee
related problems such as turnover, absenteeism, accidents etc., and assess how far they are related to
inappropriate placement decisions and remedy the situation without delay.

Induction: refers to the introduction of a person to the job and the organization. The purpose is to make the
employee :

feel at home and develop a sense of pride in the organization and commitment to the job.
introduce the person to the people with whom he works,
make him aware of the general company policies that apply to him
answer any questions and clarify any doubts that the person may have about the job and the organization
provide on-the-job instructions

While The HR staff may provide general orientation relating to the organization, the immediate supervisor
should take the responsibility for specific orientation relating to the job and work-unit members.

Performance Appraisal is the process of obtaining, analyzing and recording information about the relative
worth of an employee.

The focus of the performance appraisal is measuring and improving the actual performance of the
employee and also the future potential of the employee.

Objectives Of Performance appraisal:

To review the performance of the employees over a given period of time.

To find out true potential of the employees.
To judge the gap between the actual and the desired performance.
To help the management in exercising organizational control.
Helps to strengthen the relationship between (superior subordinates) and (management employees).
To diagnose the strengths and weaknesses of the individuals so as to identify the Training & Development
(T&D) needs of the future.
To provide feedback to the employees regarding their past performance.
To provide information to assist in the other personal decisions in the organization.
To provide clarity of the expectations and responsibilities to be performed by the employees.
To judge the effectiveness of other HR functions such as Recruitment, Selection, Training and Development.
To reduce the grievances of the employees.

Methods of Performance Appraisal:

TRADITIONAL
Essay Appraisal Method
Straight Ranking Method
Paired Ranking Method
Critical Incident Method
Forced Distribution (Distribute employees in some
fixed category of ratings)
MODERN
Assessment Centers
Human Resource Accounting Method
360 Degree Performance Appraisal Method
MBO (Management By Objective): Participative goal
setting, choosing course of actions and decision
making by management and employee both.

POTENTIAL APPRAISAL:
Performance is a thing of the past while potential include possible knowledge, skills and attitudes the
employee may possess for better performance.
The purpose of Potential Review are:

To inform employees of their future prospects

TO enable organization to draft management succession plan (succession planning)
To update training and recruitment activities
To inform employees about the jobs that can be done to improve their career opportunities

STRATEGIES TO IMPROVE PERFORMANCE:

Positive Reinforcement System (It lets employee how well they are meeting specific goals and reward
improvement through praise and recognition)
2. Positive Discipline Programmes (Non-punitive discipline)
3. Employee Assistance Programmes (to assist employees with chronic personal problems like
alcoholism etc. that affect their work performance through specially designed programmes)
4. Employee Counseling (Employees are counseled one to one to help them deal with various personal
problems affecting their performance at work place)
1.

Transfer is defined as a lateral shift causing movement of individuals from one position to another
usually without involving any marked change in duties, responsibility, skills needed or compensation.
Transfer is change in assignment in which the employee moves from one job to another in the same
level of hierarchy requiring similar skill involving approximately same level of responsibility, same
status and same level of pay.
Separation is a decision that the individual and the organization should part. The separation between
employer and employee can be due to Resignation, Termination, Retrenchment/Layoff.
Promotion is advancement of an employee to a better job - better in terms of greater responsibility,
more prestige or status, greater skills and especially increased rate of pay or salary. Basis to
promotion can be seniority, merit or performance.
Demotion is the reassignment of a lower level job to an employee with delegation of responsibility
and authority required to perform that lower level job and normally with lower level pay.
Organizations use demotion less frequently as it affects employee career prospects and morale.
A Reward Policy is a carefully drafted document by an organization which states procedures, policies,
rules and standards associated with allocation of benefits and compensation to employees. Types of
rewards.
I. Non-monetary Rewards (Praise/ Credit, Security of Tenure, Participation, Important/ Interesting
Task)
II. Monetary Rewards (Skill Based, Profit Sharing, Gain Sharing, Pay Increase, Fringe Benefits like
accommodation, car, servants etc)

TRAINING: is a learning process that involves the acquisition of knowledge, skills, concepts, rules, or
changing of attitudes and behaviors (KSAO) to enhance the abilities and performance of individual. It is
about knowing where you stand at present, and where you will be after some point of time.

Its not where you want to go, but its knowing how to get there
Its not what you want in life, but its knowing how to reach it
Its not how high you want to rise, but its knowing how to take off
Its not what you dream of doing, but its having the knowledge to do it
Its not the goal you set, but its what you need to achieve it

RETRAINING: is looking to learn new skills. Generally this will involve learning
what you need to know to do a completely different job to the one you have been
doing in the past. In some cases retraining may simply add some additional skills
to your current skill-set to help you do a new job that also incorporates your
existing job. Retraining might have various reasons:

To change jobs/careers.
They lose their job and may want to retrain to find a new one.
Existing job is being phased out/incorporated into a new one and new skills are needed to be able to do it
effectively.
Going back to work after a period of being out of work to make themselves more marketable with a new skills set.

TRAINING PROCESS:
Establishing a Need Analysis Training Need Analysis (TNA): What, Why, Whom, When, Where, How
Development of Training Program (As per Training Objectives)
Deliver the Training Program
Evaluate the Training Program

TRAINING METHODS:
1.

Cognitive Methods: are more of giving theoretical training best used for knowledge gains.
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2.

Lecture
Demonstrations
Discussions
CBT (Computer Based Trainings)

Behavioral Methods: are more of giving practical training, best used for skill and attribute
development.
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Games (Management and Conceptual)

Case Studies
Equipment Simulators
Role Plays

TRAINING METHODS (CONTINUE):

3. Management Development Methods: More future oriented method and more concerned
with education of the employees.

1. On the Job Trainings On the job techniques are:

a. Coaching (One to One)
b. Mentoring (Guidance and Support)
c. Job Rotation (Switching over roles)
d. Job Instruction Technique (JIT)
2. Off the Job Training The few popular methods are:
a. Sensitivity Training: [social sensitivity (empathy), behavioral flexibility] usually a group of 10-15.
b. Transactional Analysis: *is done by useful method (ego states) for analyzing others behavior by
trainees]
c. Straight Lectures/ Lectures: (Lectures involve interaction between trainer and trainee while
Straight Lecture does not)
d. Training Games and Simulation Exercises: (Simulation is about imitating or making judgment or
opining how events might occur in a real situation)