Recruitment, Selection, Induction And Placement)

Function 2: Recruitment and selection of employees Recruitment of staff should be preceded by: An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to determine their essential factors) written into a job description so that the selectors know what physical and mental characteristics applicants must possess, what qualities and attitudes are desirable and what characteristics are a decided disadvantage; •

In the case of replacement staff a critical questioning of the need to recruit at all (replacement should rarely be an automatic process).

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Effectively, selection is 'buying' an employee (the price being the wage or salary multiplied by probable years of service) hence bad buys can be very expensive. For that reason some firms (and some firms for particular jobs) use external expert consultants for recruitment and selection.

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Equally some small organizations exist to 'head hunt', i.e. to attract staff with high reputations from existing employers to the recruiting employer. However, the 'cost' of poor selection is such that, even for the mundane day-to-day jobs, those who recruit and select should be well trained to judge the suitability of applicants.

The main sources of recruitment are: •

Internal promotion and internal introductions (at times desirable for morale purposes)

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Careers officers (and careers masters at schools)

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University appointment boards

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Agencies for the unemployed

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Advertising (often via agents for specialist posts) or the use of other local media (e.g. commercial radio)

Where the organization does its own printed advertising it is useful if it has some identifying logo as its trade mark for rapid attraction and it must take care not to offend the sex, race, etc. antidiscrimination legislation either directly or indirectly. The form on which the applicant is to apply (personal appearance, letter of application, completion of a form) will vary according to the posts vacant and numbers to be recruited. It is very desirable in many jobs that claim about experience and statements about qualifications are thoroughly checked and that applicants unfailingly complete a health questionnaire (the latter is not necessarily injurious to the applicants chance of being appointed as firms are required to employ a percentage of disabled people). Before letters of appointment are sent any doubts about medical fitness or capacity (in employments where hygiene considerations are dominant) should be resolved by requiring applicants to attend a medical examination. This is especially so where, as for example in the case of apprentices, the recruitment is for a contractual period or involves the firm in training costs. Interviewing can be carried out by individuals (e.g. supervisor or departmental manager), by panels of interviewers or in the form of sequential interviews by different experts and can vary

from a five minute 'chat' to a process of several days. Ultimately personal skills in judgment are probably the most important, but techniques to aid judgment include selection testing for: •

Aptitudes (particularly useful for school leavers)

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Attainments

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General intelligence

(All of these need skilled testing and assessment.) In more senior posts other techniques are: •

Leaderless groups

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Command exercises

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Group problem solving

(These are some common techniques - professional selection organizations often use other techniques to aid in selection.) Training in interviewing and in appraising candidates is clearly essential to good recruitment. Largely the former consists of teaching interviewers how to draw out the interviewee and the latter how to xratex the candidates. For consistency (and as an aid to checking that) rating often consists of scoring candidates for experience, knowledge, physical/mental capabilities, intellectual levels, motivation, prospective potential, leadership abilities etc. (according to the needs of the post). Application of the normal curve of distribution to scoring eliminates freak judgments.

INDUCTION Induction Process Induction Training is vital for new hires. A well conducted induction ensures new hires are retained, and then settled in speedily and comfortably in a constructive role. Induction training is about the basics that seasoned employees take for granted: shift timings; holiday routine; casual/sick leave policy; location of the cafeteria; dress code; etc. etc. New employees also need to understand the organization’s goals, values and philosophy; personnel practices, and of course the job they're required to do. This is also a time to establish clear foundations and expectations in terms of ethics, integrity, corporate social responsibility, and all the other converging theories in this area that are the bedrock of all responsible modern enterprises. Professionally organized and delivered induction training is your new employees' first proper impression of you and your enterprise; this makes it an ideal occasion to reinforce their decision to come and work for you. Now imagine conducting induction training every time you hire someone; and if current employee turnover rates are anything to go by, then you will be inducting some new hires every week, if not every day! If induction is carried out in the traditional manner then you end up investing considerable time and human capital; draining your resources unnecessarily. BlueApple offers a software that automates the entire induction training process; the interface is userfriendly and intuitive, putting the user at ease immediately. With this software in place, induction training can be conducted for individuals or groups on demand and online; eliminating the need for managers to disrupt their daily routine and conduct induction personally. Conversely it adds to the comfort of the new employee, by providing information on demand and as often as required. By necessity induction training

involves rather dry subjects, but with online delivery it can be made more palatable, since the matter can be presented creatively in various forms using web based delivery modes such as; flash, animation, power point etc. Our induction software is all about making the job more meaningful for people and reinforcing their commitment to your organization – making them feel like they belong – from the very first day itself!

Recruitment & Selection Step 12: Induction Induction is the first step in building a two-way relationship between the organisation and the employee. Commencing a new position with a new organisation can be a daunting process. There are colleagues, supervisors and managers to meet, new processes to become familiar with, new offices and buildings to navigate, new software to master, employment conditions to understand and a job to learn. The transition to the new workplace is made easier and more effective for both the new employee and the employer if there is an effective induction process. The Four Components to an Effective Induction at the University 1. Human Resources

Client Services staff will ensure information and documentation facilitating payment of salary is completed. Relevant University policy documentation and useful University information will also be provided.

PLACEMENT AND INDUCTION Q1). What is placement? Ans. Placement is a process of assigning a specific job to each 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 qualifications of the candidate. Q2). Give the significance of placement? Ans. The significances of placement are as follows: * It improves employee morale.

* It helps in reducing employee turnover.

* It helps in reducing absenteeism.

* It helps in reducing accident rates.

* It avoids misfit between the candidate and the job.

* It helps the candidate to work as per the predetermined objectives of the organization.

Q3). What is induction? Ans. Once an employee is selected and placed on an appropriate job, the process of familiarizing him with the job and the organization is known as induction. Induction is the process of receiving and welcoming an employee when he first joins the company and giving him basic information he needs to settle down quickly and happily and stars work. 4). What are the objectives of induction? Ans. Induction is designed to achieve following objectives: -

* To help the new comer to overcome his shyness and overcome his shyness nervousness in meeting new people in a new environment.

* To give new comer necessary information such as location of a café, rest period etc.

* To build new employee confidence in the organization.

* It helps in reducing labor turnover and absenteeism.

* It reduces confusion and develops healthy relations in the organization. * To ensure that the new comer do not form false impression and negative attitude towards the organization.

* To develop among the new comer a sense of belonging and loyalty to the organization.

Q5). What are the advantages of formal induction? Ans. The advantages of formal induction are: * Induction helps to build up a two-way channel of communication between management and workers.

* Proper induction facilitates informal relation and team work among employee.

* Effective induction helps to integrate the new employee into the organization and to develop a sense of belonging.

* Induction helps to develop good relation.

* A formal induction programme proves that the company is taking interest in getting him off to good start.

* Proper induction reduces employee grievances, absenteeism and labor turnover.

* Induction is helpful in supplying information concerning the organization, the job and employee welfare facilities.

6). What are the contents of induction programme? Ans. A formal induction programme should provide following information: * * * *

Brief history and operations of the company. The company’s organization structure. Policies and procedure of the company. Products and services of the company.

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Location of department and employee facilities. Safety measures. Grievances procedures. Benefits and services of employee. Standing orders and disciplinary procedures. Opportunities for training, promotions, transfer etc. Suggestion schemes. Rules and regulations.