RECRUITMENT, SELECTION, PROCESS, METHODS AND STEPS,

ROLE OF RECRUITMENT CONSULTANT, ADVERTISMENT AND INDUCTION

Recruitment:Organizational activities that provide a

pool of applicants for the purpose of filling

job openings.
It is a process of searching for

prospective employees .
Stimulating & Encouraging them to apply

for jobs in the org.

Importance of
recruitment
Review of organisational objectives
Forecasting of personal requirements
Forecasting of personal supply
Innovative ideas
Organisation culture

Sources Of Recruitment:
Present Employees
Educational and Professional Instituitions
Public Employment Offices
Private employment Agencies
Employee Referrals
Help wanted Advertising
Walk-Ins

Factors Governing
Recruitment

Internal Factors

Recruitment

Policy of the Org

Cost Involved in Recruitment
Growth & Expansion Plans of the Org.
Corporate image

External Factors
Supply

& Demand of Specific Skills in the Market

Political & Legal considerations such as
Reservations of jobs for reserved Catagories
Technological Environment

Selection:
Is the process

of discovering the
qualifications & characteristics of the job
applicant in order to establish their likely
suitability for the job position.

A good selection requires a methodical

approach to the problem of finding the

best matched person for the job

Importance of Selection
Facilitates Placement
Facilitates training
Optimum use of resources
Improves efficiency
Motivation
Reduce in absenteesim

Selection Process
1. Preliminary Interview
2. Selection Tests
3. Employment Interview
4. Reference and Background Analysis
5. Physical Examination
6. Job Offer
7. Employment Contract

Psychological tests
(definition and dimensions)

A selection procedure measure the personality characteristics of

applicants that are related to future job performance. Personality
tests typically measure one or more of five personality dimensions:
Extroversion,
Emotional stability,
Agreeableness,
Conscientiousness and
Openness to experience.

Types Of Psychological Tests

Psychological tests fall into several categories:
Aptitude tests: It refers to potentiality that a person has to profit from
certain kind of training.
performance tests: It helps to measure the proficiency that a person has

been able to achieve.

Intelligence tests: It attempts to measure the intelligencethat is,

basic ability to understand the world around you, assimilate its

functioning, and apply this knowledge to enhance the quality of your
life. Or, as Alfred Whitehead said about intelligence, it enables the
individual to profit by error without being slaughtered by it.[1]
Intelligence, therefore, is a measure of a potential, not a measure of
what youve learned (as in an achievement test), and so it is supposed
to be independent of culture.
IQ=Mental Age/Actual Age*100
For example, a six year old child with a mental age of 6 would have an
IQ of 100 (the average IQ score); a six year old child with a mental age
of 9 would have an IQ of 150. Today, intelligence is measured according
to individual deviation from standardized norms, with 100 being the
average.

Cont
Occupational tests : It attempts to match your interests with the
interests of persons in known careers. The logic here is that if the things
that interest you in life match up with, say, the things that interest most
school teachers, then you might make a good school teacher yourself.
Personality tests : It attempts to measure your basic personality style
and helps in judging maturity, social or interpersonal skills, behaviour under
stress etc.
Projective test: This test requires interpretation of problems or situations.
For example a picture shown to candidate and asked about view on it.

General Knowledge test: To find general awareness in field of sports,

politics, world affairs, current affairs.

USES OF TESTS
Evaluation of right candidate
Proper selection of candidate
Identifying the candidates personality

Places Where Psychological

Testing Is Used
Colleges or Educational Institutes
Army,Navy etc.
Bank
Airlines
Companies
Schools
So, now a days in most of the places

candidates are evaluated on the basis of the

psychological test.

Advantages
can result in lower turnover due if applicants are selected for

traits that are highly correlated with employees who have high
longevity within the organization
can reveal more information about applicant's abilities and
interests
can identify interpersonal traits that may be needed for certain
jobs
Proper placement
Differentiate between suitable and unsuitable

Disadvantages
difficult to measure personality traits that may not be well defined
applicant's training and experience may have greater impact on

job performance than applicant's personality

responses by applicant may may be altered by applicant's desire
to respond in a way they feel would result in their selection
lack of diversity if all selected applicants have same personality
traits
cost may be prohibitive for both the test and interpretation of
results
lack of evidence to support validity of use of personality tests

Guidelines for effective test

Before Test
Make proper arrangement
Intimate the candidate
Schedule the test
Structure the test
During Test
Proper Supervision
Facilitate the candidate
After test
Proper assessment
Preparation of report
Intimation to candidate

Role of Interview
To get information of candidate
Assists promotion transfer
Opportunity
Information about job and company

Types of Interviews
Structured
Unstructured
Formal
Informal
Panel
Stressful
Exit inetview

BARRIERS TO EFFECTIVE
SELECTION
Perception
Fairness
Validity
Reliability
Pressure

Stages In Selection Process:

Stage 1: Screening Of Application Forms.

Stage 2: Tests--Intelligence, Aptitude,

Technical,
Psychometric, Ability,
Interest.

Stage 3: Selection Interview.

Stage 4: Selection Decision

RECRUITMENT PROCESS
PRACTICES BY
CAPGEMINI INDIA

Steps Of Recruitment Process

RECRUITMENT PROCESS FOR

FRESHER
WRITTEN /APPTITUDE.
GROUP DISCUSSION.
PSYCHOMETRIC TEST(CONDITIONAL).
TECHNICAL INTERVIEWS(CONDITIONAL).
HR INTERVIEWS.

RECRUITMENT PROCESS
FOR HIGHER POST
PSYCHOMETRIC TEST.
BUSINESS GAME.
HR INTERVIEWS.

SELECTION PROCEDURE/STEPS
12

INTIMATION TO SALARY DEPT.

11 FINAL SELECTION
10 ORIENTATION
9

REFERENCE

ON THE JOB TEST

PHYSICAL TEST

INTERVIEW

PSYCHOLOGICAL TEST

WRITTEN TEST

TRADE TEST

SENDING APPLICATION FORMS

PRELIMINARY SCREENING

Difficulties in Recruitment
process
Talent Acquistion.
Expensive.
Time Constraint.
Retention of employees.
Managing low attrition rate.
Budget.

Challenges in Recruitent &

Selection:

Talent Shortage
Attrition Rate
Reservations and other Gov. Policies
Remoteness of Job
Scrutinity of employees credentials

Definitions
According to Newstrom, It is the process of evaluating
the
performance
of
employees, sharing
that
information with them and searching for ways to
improve their performance.

Performance Appraisal
Performance Appraisal (PA) refers to all those

procedures that are used to evaluate the

personality
performance
potential of its group members

Meaning
Performance appraisal is the step where the
management finds out how effective it has been at
hiring and placing employees .
A Performance appraisal is a process of
evaluating an employees performance of a job in terms
of its requirements.

Objectives of Performance Appraisal

According to:
Employee

Organization

concrete and tangible

particulars about their work
assessment of
performance

measuring the efficiency

maintaining organizational
control.

Aims at:
Personal development
work satisfaction
involvement in the
organization.

mutual goals of the

employees & the organization.
growth & development
increase harmony & enhance
effectiveness

 Set goals
Why
Appraisals Are Important??
Recognize
Set goalsperformance
Guide progress
Recognize performance

Identify problems
Guide performance
progress
Improve

Discuss
career
advancement
Identify
problems
Improve performance

Discuss career advancement

Process

Taking corrective
standards

Setting
performance
standards

Discussing
results

Communicating
standards

Measuring
standards
Comparing
standards

Performance Appraisal :
past-oriented
methods
Rating scale

Confidential report
Essay evaluation
Critical incident method
Checklists
Forced choice method
Behaviorally anchored rating scale
Ranking

Past-oriented Methods Contd.

Paired comparison method

Forced distribution method

Field review technique

Future-oriented Methods
Management by objective
360o Feedback Method
Psychological Appraisals
Assessment Centre

Rating scale
The rating scale consist of several numerical scales, each

representing a job like

related performance criterion
such as dependability, initiative, output,
attendance,
attitude, co-operation

Example:
Employee name_________
Dept_______
Raters name ___________
Date________
______________________________________________________________________________
Exc.
Good Acceptable
Fair
Poor
______________________5_______4________3__________2______1___________________
Dependability
Initiative
Overall output
Attendance
Attitude
Cooperation
___________________________________________________________________________
Total score

Confidential Report
Descriptive report
Prepared by the employees immediate supervisor
The report highlights the strengths and weaknesses of

employees
Prepared in Government organizations
Does not offer any feedback to the employee

Essay Evaluation Method

The rater is asked to express the strong as well as weak

points of employees behavior

The rater considers the employees :

Job knowledge and potential

Understanding of companys programs, policies,

objectives etc

Relation with co-workers and supervisors

Planning, organizing and controlling ability

Attitude and perception

Essay Evaluation

This method has the following limitations:

Highly subjective

Supervisor may write biased essay

Difficult to find effective writers

A busy appraiser may write the essay hurriedly

without assessing properly the actual performance of
the worker

If the appraiser takes a long time it becomes

uneconomical from the view point of the firm

Critical Incident Technique

Manager prepares lists of statements of very

effective and ineffective behavior of an employee

These critical incidents represent the outstanding or

poor behavior of the employees

The manager periodically records critical incidents

of employees behavior

Limitation of this technique are:

Negative Incident
incidents may be more
noticeable than
Critical
Technique
positive incidents.

Results in very close supervision which may not be

liked by the employee.

The recording of incidents is a chore for the supervisor

concerned who may be too busy or forget to do it.

Critical Incident Technique

Example:
June 21 - Sales clerk patiently attended to the customers

complaint. He
is polite, prompt, enthusiastic in solving the customers problem
June 21 - The sales assistant stayed 45 minutes beyond his break

during
the busiest part of the day. He failed to answer store managers
call
thrice. He is lazy, negligent, stubborn and uninterested in work

Ex: A fire, sudden breakdown, accident

Workers
A
B
C
D

reaction

informed the supervisor immediately

Become anxious on loss of output
tried to repair the machine
Complained for poor maintenance

scale
4
3
2
1

Checklist
Checklist contains a list of statements on the

basis of which the rater describes the on job

performance of the employees

Example:
Is employee regular
Is employee respected by subordinate
Is employee helpful
Does he follow instruction
Does he keep the equipment in order

Y/N
Y/N
Y/N
Y/N
Y/N

Behaviorally Anchored
BARS represent a range of descriptive statements of
Rating
Scale
behavior varying
from the least to the most effective
In this a rater is expected to indicate which behavior on

each scale best describes an employees performance

Example:
Performance

Points

Behavior

Extremely good

Can expect trainee to make valuable suggestions for

increased sales and to have positive relationships with
customers all over the country.

Good

Can expect to initiate creative ideas for improved sales.

Above average

Can expect to keep in touch with the customers

throughout the year.

Average

Can manage, with difficulty, to deliver the goods in time.

Below average

Can expect to unload the trucks when asked by the

supervisor.

Poor

Can expect to inform only a part of the customers.

Extremely poor

Can expect to take extended coffee breaks and roam

around purposelessly.

Forced Choice Method

In the forced choice method the rater is forced to

select statements which are readymade

The rater is asked to indicate which of the phrases is

the most and least descriptive of a particular worker

Favorable qualities earn plus credit and unfavorable

ones earn the reverse

Example:
Criteria
1.Regularity on the job
Least
Always regular
Inform in advance for delay
Never regular
Remain absent
Neither regular nor irregular

Rating
Most

Forced Distribution method

Example:

No.
of
employe
es
10% 20%

40%

20%

poor Below average good

average
Force distribution curve

10%
Excellent

Paired comparison method

For several traits paired comparisons are made, tabulated

and then rank is assigned to each worker

No. of comparisons is calculated by the formula: N(N-1)/2

This method is not applicable when the group is large

Ranking method
The evaluator rates the employee from highest to lowest on
some overall criteria. In this how and why are not
questioned nor answered
Employee

Rank

Future-oriented
appraisals

Management by Objectives (MBO)

First step: MBO emphasizes collectively set goals that

are tangible, verifiable, and measurable

Second step: setting the performance standard for the

subordinates
Third step: the actual level of goal attainment is

compared with the goals agreed upon

Final step: involves establishing new goals and possibly

new strategies for goals not previously achieved

360o Feedback Method

It is a systematic collection and feedback of performance

data on an individual or group, derived from a number of

stakeholders
Data is gathered and fed back to the individual participant in

a clear way designed to promote understanding, acceptance

and ultimately behavior
It makes the employee feel much more accountable

Field Review Method

The appraiser goes to the field and obtains the

information about work performance of the employee by

way of questioning the said individual, his peer group,
and his superiors

Example:

customer
s

peers

superiors

Employee

subordina
tes

Suppliers/
vend-ors

Team
members

Psychological Appraisals
It focuses on the future potential of an employee
past performance or the actual performance is not taken

into consideration
Evaluation is based on employees intellectual, emotional,

motivational and other related characteristics

Assessment Centres
An assessment centre is a central location where managers

may come
together to have their participation in job-related exercises
evaluated by
trained observers

Methods of Performance Appraisal

Traditional Methods
1. Paired comparison
2. Graphic Rating scales
3. Forced choice Description
method
4. Forced Distribution Method
5. Checks lists
6. Free essay method
7. Critical Incidents
8. Group Appraisal
9. Field Review Method
10.Confidential Report
11.Ranking

Modern Methods
1. Assessment Center
2. Appraisal by Results or
Management by
Objectives
3. Human Asset
Accounting
4. Behaviorally Anchored
Rating scales

Ranking employees by paired comparison Method

For the Trait Quality of
work

For the Trait Creativity

Person rated
As compared to
B
C
A
-

B
+

+
-

+ -

As compared to
B
C
A
+
+ +

B
-

+
-

Person rated

A
-

+ +

+
+

Graphic or Linear Rating Scales

Attitude
0
20
No interest
In work:
consistent
complaine
r

5
Careless:
In-different
Instructions

Decisivenes
s 0

10
Interested
in work:
Accepts
opinions &
advice of
others

20

Slow to
take
decisions

Take
decisions
after careful
consideration

Takes
decisions
promptly

Enthusiasti
c about job
&
fellowworkers

10
Take decisions
in
consultation
with others
whose views
he values

15
Enthusiasti
c opinions &
advice
sought by
others

15
Take
decisions
without
consultation

Forced choice
method
Criteria
1.Regularity on the job
Always regular
Inform in advance for delay
Never regular
Remain absent
Neither regular nor irregular

Rating
Most

Least

Forced distribution method

No.
of
employees

10% 20%
poor

40%

Below average
average

20%

10%

good

Excellent

Force distribution curve

Specimen of Staff Assessment Form [Descriptive Essay

Type]
Staff Appraisal

Name . . . . . . .
Job Title . . . . . . .
Department . . . . . . . . . . . . Date of Review . . . . . . .
Age . . . . . .. . Years in present job
Section I
Appraisal Of Performance
Note to Appraiser
1.Appraisal must cover the period of the preceding 12 months
2.Consideration to every function & responsibility of the job
3.An objective factual assessment of an employees improvement or
deterioration
Section II

Promotability & Potential

Promotability
1.Promotion now
2.Within 2 years
3.Within 5 years
4.Unlikely to qualify for promotion
Section III
Career Development
Section IV
Section V

Notes on Interview with employee

Comments on & Endorsement by Reviewing Authority

Critical Incident method

Ex: A fire, sudden breakdown, accident

Workers
A
B

Reaction

scale

Informed the supervisor immediately

Become anxious on loss of output

Tried to repair the machine

Complained for poor maintenance

Was happy to forced test

Field review method

Performance
Dimension

subordinate

peers superior

Leadership

Communication

Interpersonal skills

customer
^

Decision making

Technical skills

Motivation

Group appraisal method

MBO Process
Set organizational goals
Defining performance target
Performance review
feedback

Behavioral Anchored Rating Scales

Performance

Extremely

Points

good

Behavior

Can expect trainee to make valuable suggestions

for increased sales and to have positive
relationships with customers all over the

Good
Above average
Average
Below average
Poor

country.
Can expect to initiate creative ideas for improved

sales.
Can expect to keep in touch with the customers

throughout the year.

Can manage, with difficulty, to deliver the goods

in time.
Can expect to unload the trucks when asked by

the supervisor.
Can expect to inform only a part of the

Extremely poor 1

customers.
Can expect to take extended coffee breaks &
roam around purposelessly.

360 degree performance appraisal

Examples of 360 degree performance

appraisal method

These companies are using 360 Degree

Performance Appraisal Method
Wipro
Infosys
Reliance Industries

Maruti Udyog
HCL Technologies
Wyeth Consumer
Health (WCH)

Issues in appraisal system

Formal and informal
What methods?

When to evaluate?

What to evaluate?

Whose performance?

Appraisal
Design

Who are the raters?

What problems?
How to solve?

Con
stan
t che
c
indu k
c
emp es
loye
e to
perf
orm
bette
r

Advantages

Disadvantages

Basic Diff. Between

Recruitment
and
Selection:
Recruitment- searching for and attracting
applicants qualified to fill vacant positions
Selection- Analyzing the qualifications of

applicants and deciding upon those who show the

most potential

Case Study: Selection And

Recruitment Practices in
Wipro
Tech
Wipro Tech
is an information technology service
company established in India in 1980.
Headquarter
Rank
Employees Strength
2007

Bangalore
Third largest IT services
company in India
78,000 as of September

Q & A Session with

WIPRO
HR:
How requiremnt
arises in Wipro?
Acquisition of Projects, as per needs of PM,TL.
How do you come to know about technology on
which the workforce have to be recruited.
Project manager, technical lead
handover(or mail) HR team about Job
description as well as little bit project
description ,& required technical
competencies.

Cont....
How do you come to know about no. of candidates to be recruited?
First do check about current workforce which is on bench and
having the required skill then we decide about no. of candidate to
be recruited.
What's the first process of recruitment?
If the recruitment is on small level and the skillset is easily available
then we scan our database for candidates but if the recruitment is
very large and skillset is presice (or scarcity of skillset ) then we give
the advt in news papers.

Cont....
What is the next step you follow ?
We shortlisted the resume on the basis of skill and
experience and availability of skill set in market,
then we invite them for further process like Aptitude
Test ,Group Discussion, Interview.

Cont....
What kind of professionals can find job opportunities with the
company?
We have a rigorous recruitment process to ensure that we hire
the best talent in the industry. All our HR processes are
competency based.
Educational qualifications are function dependent.
In addition to a good education, we look for candidates with high

potential, integrity and the ability to lead the organisation in

future.

Our main focus is on `internal growth' and hence we look for

candidates who are steady, interested in building a career with

Wipro and who bring a new perspective to the organisation.

Cont...
What kind of retention policies do you implement to fight
attrition?
Our values and culture, freedom and autonomy, exciting challenges

and opportunities for career advancement are our key retention tools.
We work in a highly charged environment with talented and successful
people that motivate one and all.
We believe that apart from salaries, employees seek fast growth,
exciting work environment and opportunity to make a difference
through entrepreneurial ventures, amongst other things.
Each employee has a career growth plan in place. Based on the career
plan we give each of them opportunity to work in various functions to
get a wide and varied exposure.
We also have a compensation design, which aggressively
differentiates between performers and non-performers.
We were arguably the first FMCG company in India to offer stock
options to employees.
We also purge the bottom 10% on a regular basis so that they do not
become a liability for others.

Role of recruitment
consultants

What is Consultant
A consultant (from the Latin consultare means "to discuss" ) is a professional who
provides advice in a particular area of expertise such as accountancy, the environment,
technology, law, human resources, marketing, medicine, finance, public affairs,
communication, engineering, graphic design, or waste management.
A consultant is self-employed or works for a consultancy firm, usually with multiple and
changing clients.

Types of Consultant
Environmental consultants.
Technology Consultant.
Human Resource Consultant
Marketing Consultant
Law Consultant
Medicine Consultant
Finance Consultant

and many more.

What Is Recruitment Consultant

"Recruitment consultants work with companies to help them find the right people for
their positions. They also work for candidates to find a role that is suitable for them.
The key skill of a recruitment consultant is to meet the needs of both the client and the
candidate to ensure the best mutual fit; this is not simply a case of skills matching but of
truly understanding the business and its culture, as well as the aspirations of the
candidate."

Recruitment Consultant
Activities
A recruitment consultant is responsible for helping employer clients to recruit staff for
job vacancies. These vacancies can be permanent or temporary roles.
Recruitment consultants develop an understanding of their client's requirements, then
identify potential staff (candidates) through existing contacts or by advertising
roles/headhunting (executive search). They assess candidates' skills through interviews,
tests and background checks, then make recommendations to their client.
Consultants also provide advice to both clients and candidates on salary levels, training
requirements and career opportunities. Developing solid relationships with clients is
integral to the role.
.

Typical work activities

A recruitment consultant's role is demanding and diverse.
using marketing and business knowledge to extend company contacts.
identifying and evaluating employers' recruitment needs.
negotiating terms of employment.
interviewing potential candidates
clarifying and negotiating salary and benefits relating to the role.
headhunting - identifying and approaching suitable candidates.
monitoring candidates once placed.
collecting feedback from employers on the performance of candidates who have previously
been placed with them.
maintaining current records and personal statistics for review against performance targets.
documenting clients' details and vacancy requirements in a brief.

Various Players In
Recruitment Consultancy
At National Level

3P Consultant Pvt. Ltd.

ABC International Placement Services
Active Consultant
Beta Consultancy HR Services
Browse Consulting
Career Graph
CareerIndia
Dynamic Consultant
Enterprise Consulting
HUDDAR
Human Ware India
JCG Associates
and many more

 At Global Level
ADD Resources
BLT
Camron James
Osiris Connections
Prism Executive Recruitment

What makes a Good

Recruitment Consultant
To be successful in the recruitment industry you must:

be ambitious and confident

be goal orientated
have good interpersonal and communications skills
be a good team player
be able to handle multiple priorities
be tenacious
be a problem solver
be able to work to deadlines and targets
enjoy responsibility and working in a high-pressure environment
have a good sense of humour

Opportunity as a
Recruitment Consultant
A chance to work with a large successful organization.
An opportunity to develop within the Recruitment Industry with one of
supportive and resourceful organizations.
A role that could provide you with a solid future within Recruitment.
A competitive annual salary and excellent commission packages
Fantastic training and mentoring opportunities

the most

Challenges Faced By
Recruitment Consultant
Develop expertise in those strategic areas, where the consultants have not developed
expertise when firm is focused and the consultant is a generalist.
Reinforce and update knowledge and skills in the areas of focus of the firm when the firm
is focused and the consultant is an expert.
Provide the consultants exposure to areas where they do not have expertise in a non
focused firm with expert consultant. Here, the long-term objectives of the consulting firm
is to operate in a wide range of sections/functions.
Expose the consultants to all upcoming sectors/functions in a non-focused firm with
generalist consultant .
Three key areas which every consultant should be well conversant
1)knowledge and skills related to Man-management.
2)Business development, and Quality assurance.
3) evaluation technique.

 To maintain Effectiveness and Efficiency.

Innovation and Quality Assurance are two key elements in the success of any consulting
firm.
Maintain the customer relationship.

Advantages

Fast Response

Broad customer base in private and public sectors

Improved attraction and recruitment strategies

Identifies and prepares potential job applicants

who will be appropriate candidates.

Higher succession rate of the selection process by

reducing the number of visibility under-qualified

or overqualified job applicants.

Disadvantages
Non -ethical strategies.
It won't always work.
Cost.

What are
Advertisements..

102

ADVERTISEMENT
What is advertisement?

Advertising is a one-way communication

whose
purpose is to inform potential customers about
products
and services and how to obtain them
For Recruitment
To provide information that will attract a significant pool of
qualified candidates and discourage unqualified ones from
applying.
103

Various kinds of
Advertisement
Media
(E.g. billboards, printed flyers , radio,
web banners, web popups, human directorial,
magazines, newspapers, posters)
1.Above the line Media: Press, TV, Outdoor,

posters, and radio ( recognized ad agencies get

commission from these media)
2.Below-the-line Media: Direct mail, Sale
Promotion, merchandizing, exhibitions

104

Various kinds of Advertisement

Price Advertisement
Covert Advertisement
Local Service advertisement
Business to Business Advertisement
Direct Response Advertisement
105

Medium for Recruitment

Advertising
Television

(e.g. News pop-ups, Commercial ads like Accenture & many

more)
Radio (e.g. Radio Mirchi )
Magazines (e.g. Business Today, Winning Edge, Human

capital)

Newspapers (e.g. Blind Box Ads, Business accents, Times

classified etc..)

Internet (e.g. Web portal like Naukri.com, Monster.com)

Direct Mail

106

COST

107

COST

108

Graphical Comparison

109

110

111

112

113

114

Success Factors
Customer realization of Product.
Quality of a Product is determined.
Exposes companys Culture
Ramp Up Awareness of Brand among masses and

hence increase Demand

115

Use of Advertisements in
Recruitment
Process.
Creating awareness of Job
Opportunities in the
specified field of Interest.
Finding Desirable Candidates
Keeping an competitive edge over competitors
as more advertisements attracts best of the job
seekers.
Advertisement is the fastest way to spread
recruitment hiring information.
116

Evaluation and Effects

Newspapers
Advantages Short lead time, flexible, reach

large audience, community prestige, intense

coverage, reader control of exposure,
coordination with national advertising,
merchandising service, segment consumer by
geography.
Disadvantages -- short life span, may be

expensive relative to other media, hasty

reading, poor reproduction, lack of creativity.
117

Radio
Advantages audio capacity, short lead time, low cost
relative to other media, reach demographic and
geographic segmented audience, reach large audience.
Disadvantages dont have visual capacity, fragmented

and inflexible, temporary nature of message.

Magazines and Journals

Advantages -- selectivity for demographic and
geographic segments, high in quality reproduction, lasts
as long as magazine is kept, prestigious advertisement is
credibility of magazine is high, extra services, issue may
be read by more than one person.
Disadvantages long lead time, lack of flexibility in

gaining attention, often limited control over location of

advertisement.
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Television
Advantages -- impact mass coverage,

repetition, flexibility in getting attention of

consumer, prestige, visual and audio
capabilities, short lead time.
Disadvantages -- temporary nature of message,

high cost relative to other media, high mortality

rate for commercials, evidence of public
distrust, lack of selectivity, hard to target
customer, requires production specialists

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Outdoor Advertising
Advantages inexpensive relative to other

media, quick communication of simple ideas,

repetition of exposure to customers, ability to
promote products available for sale nearby
Disadvantages -- brevity of the message, short

exposure time, cannot target customer, public

concern over aesthetics.

120

Internet & Direct Mail

Advantages flexibility in reaching target

audience, short lead time, intense coverage,

flexibility of format, complete information, easy
to personalize
Disadvantages -- high cost per person,

dependency on quality of mailing list, consumer

resistance, may be considered as junk mail,
may be difficult and expensive to access
mailing lists
121

What is induction?
Induction is process meant to help the new

employee to settle down quickly into the job

by becoming familiar with the people, the
surroundings, the job, the firm and the
industry.
Induction is the process of acquainting the
new employees with the existing culture and
practices of the new organization.

122

What
is
induction
for?
To sort out all anxiety of recruited person.
To ensure the effective integration of staff.
History and introduction of founders.
Understand the standards and rules (written

and unwritten) of the organisation.

Introduction to the company/department and
its personnel structure.

123

Contd.....
Relevant personnel policies, such as training,

promotion and health and safety.

To clear doubtful situation between new
employee and existing one.

124

Who needs special

attention?
Institute leavers.
People returning to work after a break.
Disabled employees.
Management trainees.
Employees with language difficulties.

125

Induction Programme
Before designing induction programme firm
need to decide four strategic choice.

Formal

Informal

Individual

Collective

Serial

Disjunctiv
e

Investitur
e

Divestiture

126

Who is responsible for

the
induction
HR manager

process?
Health and safety advisor
Training officer
Department or line manager
Supervisor
Trade union or employee representative

127

Organisation
al Issues
Employee
Benefits
Introduction

HR
Representative

Special
Anxiety
Reductio
n
Seminars

Specific Job
Location and
Duties

Supervisor

Formal Induction
128

To Placement

Points while
implementing
Induction
Identify the business objectives and desired
benefits.
Secure early commitment
Agree roles and responsibilities of different
players in the process
Think of induction as a journey

129

Contd.....
Engage staff prior to joining
Have clear learning objectives for training

sessions
Respect the induction needs of different
audiences
Keep induction material up to date

130

Evaluation
Feedback from whom who completed

induction
Retention rates
Exit interviews
Monitoring queries

131

Trends in Induction
Chalk and talk session
Questionnaire
From practicalities to discussion about culture
Using technologies like e-learning
Team building exercise

132

Problem in induction
To keep it simple
Supervisor is not trained enough
Employee get so much of information in short

span of time
Large no. of forms
Employee is thrown into action too soon
Wrong perception develop in short span

133

Advantages of Good
Induction
Employee retention.
Create good impression
It creates good adhesion
It take less time to familiarise
Less turnover ratio
Increase productivity
No chaos
Cost reduction
134

In
absence
of
Induction

Uneasiness of new employee in the

environment of the org.
Poor integration in team
Low morale
Loss of productivity
Failure to work with their highest potential
Company image goes down

135

Contd.....
Leads to Early leaving. It leads many

problems like:a) High employee turnover

b) Lowering the morale of remaining staff
c) Additional cost for re-recruiting
d) Damage the company reputation
e) Affect new recruitment
f) Leavers record is affected
136