Recruitment and Selection

ST.PHILOMENA’SCOLLEGE
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CHAPTER 1
INTRODUCTION
RECRUITMENT, INTERVIEW AND SELECTION
INTRODUCTION
A business, also known as an enterprise or a firm, is an organization involved in
the trade of goods, services, or both consumers. Businesses are prevalent
in capitalist economies, where most of them are privately owned and provide goods and
services to customers in exchange for other goods, services, or money. Businesses may also
be not-for-profit or state-owned. A business owned by multiple individuals may be referred
to as a company.
Business can refer to a particular organization or to an entire market sector, e.g. "the
music business". Compound forms such as agribusiness represent subsets of the word's
broader meaning, which encompasses all activity by suppliers of goods and services. The
goal is for sales to be more than expenditures resulting in a profit
An organization or organisation (see spelling differences) is an entity comprising
multiple people, such as an institution or an association, that has a collective goal and is
linked to an external environment [citation needed].
The word is derived from the Greek word organon, which means "organ".
There are a variety of legal types of organisations, including corporations, governments, non-
governmental organisations, political organizations, international organisations, armed forces,
charities, not-for-profit corporations, partnerships, cooperatives, and educational institutions.

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A hybrid organisation is a body that operates in both the public sector and the private
sector simultaneously, fulfilling public duties and developing commercial market activities.
A voluntary association is an organisation consisting of volunteers. Such
organisations may be able to operate without legal formalities, depending on jurisdiction,
including informal clubs.
Organisations may also operate in secret and/or illegally in the case of secret
societies, criminal organisations and resistance movements.
Human resource management (HRM, or simply HR) is a function in organizations
designed [by whom?] to maximize employee performance in service of an employer's
strategic objectives. HR is primarily concerned with the management of people within
organizations, focusing on policies and on systems. HR departments and units in
organizations typically undertake a number of activities, including employee recruitment,
"training and development", performance appraisal, and rewarding (e.g., managing pay and
benefit systems). HR also concerns itself with industrial relations, that is, the balancing of
organizational practices with requirements arising from collective bargaining and from
governmental laws.
HR is a product of the human relations movement of the early 20th century, when
researchers began documenting ways of creating business value through the strategic
management of the workforce. The function was initially dominated by transactional work,
such as payroll and benefits administration, but due to globalization, company consolidation,
technological advances, and further research, HR as of 2015 focuses on strategic initiatives
like mergers and acquisitions, talent management, succession planning, industrial and labor
relations, and diversity and inclusion.

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In start up companies, trained professionals may perform HR duties. In larger
companies, an entire functional group is typically dedicated to the discipline, with staff
specializing in various HR tasks and functional leadership engaging in strategic decision-
making across the business. To train practitioners for the profession, institutions of higher
education, professional associations, and companies themselves have established programs of
study dedicated explicitly to the duties of the function. Academic and practitioner
organizations likewise seek to engage and further the field of HR, as evidenced by several
field-specific publications. HR is also a field of research study that is popular within the
fields of management and industrial/organizational psychology, with research articles
appearing in a number of academic journals, including those mentioned later in this article.
In the current global work environment, most companies focus on lowering employee
turnover and on retaining the talent and knowledge held by their workforce.[citation needed]
New hiring not only entails a high cost but also increases the risk of a newcomer not being
able to replace the person who worked in a position before. HR departments strive to offer
benefits that will appeal to workers, thus reducing the risk of losing corporate knowledge.
Recruitment refers to the overall process of attracting, selecting and appointing
suitable candidates for jobs (either permanent or temporary) within an organization.
Recruitment can also refer to processes involved in choosing individuals for unpaid positions,
such as voluntary roles or unpaid trainee roles. Managers, human resource generalists and
recruitment specialists may be tasked with carrying out recruitment, but in some cases public-
sector employment agencies, commercial recruitment agencies, or specialist search
consultancies are used to undertake parts of the process. Internet-based technologies to
support all aspects of recruitment have become widespread.

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Selection is the process used to hire (or, less commonly, promote) individuals.
Although the term can apply to all aspects of the process (recruitment, selection, hiring,
acculturation, etc.) the most common meaning focuses on the selection of workers. In this
respect, selected prospects are separated from rejected applicants with the intention of
choosing the person who will be the most successful and make the most valuable
contributions to the organization.
The professional standards of industrial-organizational psychologists (I-O
psychologists) require that any selection system be based on a job analysis to ensure that the
selection criteria are job-related. The requirements for a selection system are knowledge,
skills, ability, and other characteristics, known as KSAOs. US law also recognizes bona fide
occupational qualifications (BFOQs), which are requirements for a job which would be
discriminatory were they not necessary—such as only employing men as wardens of
maximum-security male prisons, enforcing a mandatory retirement age for airline pilots, or a
religious college only employing professors of its religion to teach its theology.
Personnel selection systems employ evidence-based practices to determine the most
qualified candidates and involve both the newly hired and those individuals who can be
promoted from within the organization. Common selection tools include ability tests (e.g.,
cognitive, physical, or psychomotor), knowledge tests, personality tests, structured
interviews, the systematic collection of biographical data, and work samples. Development
and implementation of such screening methods is sometimes done by human resources
departments; larger organizations hire consultants or firms that specialize in developing
personnel selection systems. I-O psychologists must evaluate evidence regarding the extent to
which selection tools predict job performance, evidence that bears on the validity of selection
tools. These procedures are usually validated (shown to be job relevant), using one or more of

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the following types of validity: content validity, construct validity, and/or criterion-related
validity.
When focusing on the recruitment and selection of employees for your business, there
are some general considerations you should always keep in mind:
The first point to recognise about recruitment is that it is a process with a number of
key stages, all of which combine to enhance your chances of finding the best candidates
available for any advertised position.
It is also worth pointing out that in terms of leading and managing employees if you
are not recruiting the best people available, then it is always going to be an uphill struggle to
manage them day-to-day.
Another general rule is that when seeking to fill any vacancy you should always
consider the internal candidates that could be promoted to the available post and then recruit
externally for the more junior position.
Too often senior managers pay scant attention to the recruitment process and only
become actively involved when a senior post is being filled, or at the end of the process for a
quick ‘final’ interview. This is a mistake and you should be concerned with the quality and
suitability of every employee who joins your business.
It is often assumed that interviewing is something that any experienced manager can
do. Again, this is a mistake: yes, anybody can conduct an interview, but few can do it well
unless they are appropriately trained. Nobody in your business should conduct interviews
without adequate training.

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gal issues associated with the recruitment process and you should
familiarise yourself with all relevant legislation. The principle objective of the recruitment
process should be to recruit, select and appoint employees appropriate to the present and
future needs of your business.
Recruitment and Selection Policy
In seeking to define and communicate your company’s approach to recruitment and
selection, if you don’t already have one in place, it is useful to prepare an overall policy to set
the parameters for how you manage this vital area. Such a policy provides for both internal
and external communication of your commitments in this area but also ensures that fairness
and transparency apply. A sample policy is shown at the end of this guide.

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CHAPTER 2
Recruitment
Refers to the overall process of attracting, selecting and appointing suitable candidates
for jobs (either permanent or temporary) within an organization. Recruitment can also refer to
processes involved in choosing individuals for unpaid positions, such as voluntary roles or
unpaid trainee roles. Managers, human resource generalists and recruitment specialists may
be tasked with carrying out recruitment, but in some cases public-sector employment
agencies, commercial recruitment agencies, or specialist search consultancies are used to
undertake parts of the process. Internet-based technologies to support all aspects of
recruitment have become widespread.
Process
These are the steps taken by a recruiter in order to select the best qualified candidate
for a position/job in an organization. The "process" is a guide to how recruitment and
selection should be carried out.

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1. Job analysis
In situations where multiple new jobs are created and recruited for the first time, or
the nature of a job has substantially changed, a job analysis might be undertaken to document
the knowledge, skills, abilities and other characteristics (KSAOs) required or sought for the
job. From these the relevant information is captured in such documents as job descriptions
and job specifications. Often, a company already has job descriptions for existing positions.
Where already drawn up, these documents may require review and updating to reflect
current requirements. Prior to the recruitment stage, a person specification should be finalized
to provide the recruiters with the project's requirements and objectives.
2. Sourcing
Sourcing is the use of one or more strategies to attract or identify candidates to fill job
vacancies. It may involve internal and/or external recruitment advertising, using appropriate
media, such as local or national newspapers, specialist recruitment media, professional
publications, window advertisements, job centers, or in a variety of ways via the internet.
Alternatively, employers may use recruitment consultancies or agencies to find
otherwise scarce candidates—who, in many cases, may be content in their current positions
and are not actively looking to move. This initial research for candidates—also called name
generation—produces contact information for potential candidates, whom the recruiter can
then discreetly contact and screen.
3. Screening and selection
Recruiters typically assess suitability for a job by looking for a candidate with the
KSAOs (see above) desirable for that job. They determine these via one or more of:

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Screening résumés or curriculum vitae (CVs)
4. Job applications
Biographical information blanks—assessments that ask for a more extensive
background than applications
5. Job interviews.
Various psychological tests can assess a variety of KSAOs, including literacy.
Assessments are also available to measure physical ability. Recruiters and agencies may use
applicant tracking systems to filter candidates, along with software tools for psychometric
testing and performance-based assessment. In many countries, employers are legally
mandated to ensure their screening and selection processes meet equal opportunity and
ethical standards. Some employers seek to go further than the bare minimum of "equal
opportunity awareness" among hiring staff, by specifically seeking to create diversity in their
workforces.
Employers are likely to recognize the value of candidates who encompass soft skills
such as interpersonal or team leadership.[citation needed] Many companies, including
multinational organizations and those that recruit from a range of nationalities, are also often
concerned about whether candidates fits the prevailing company culture.
Disabled candidates
The word disability carries few positive connotations for most employers. Research
has shown that employer biases tend to improve through first-hand experience and exposure
with proper supports for the employee and the employer making the hiring decisions. As for
most companies, money and job stability are two of the contributing factors to the

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productivity of a disabled employee, which in return equates to the growth and success of a
business. Hiring disabled workers produce more advantages than disadvantages.[5] Disabled
workers are more likely to stay with the company and make their a work a career than most
due to the fact that they appreciate having a job and are more stable because they can work at
high levels.[citation needed] There is no difference in the daily production of a disabled
worker. Given their situation, they are more likely to adapt to their environmental
surroundings and acquaint themselves with equipment, enabling them to solve problems and
overcome adversity as with other employees. The U.S. IRS grants companies Disabled
Access Credit when they meet eligibility criteria. These funds can assist with costs of
reasonable accommodations and other expenses such as supervision and assistance of those
who encounter problems, or the hiring of more qualified personnel (to cover for a supervisor
when they are unavailable). Ensuring adequate space and property changes such as ramps,
restricting parking spaces, and posting handicap signs can be fairly inexpensive. Sometimes
companies lose skilled workers due to the depth of responsibility entailed in overseeing
employees that are disabled.

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Sources of Recruitment
The different sources of recruitment are classified into two categories,
Internal: sources of recruitment are from within the organisation.
External: sources of recruitment are from outside the organisation.
1. INTERNAL SOURCES
Internal sourcing is the practice of advertising a new or recently vacated position
within a business to existing employees. More businesses have come to use internal sourcing
as a method to recruit employees upward or laterally within the company because little or no
training is needed, and expenses that include advertising for a new employee and running
background checks are spared. It also fosters loyalty and parity among team members.
Internal sources are as follows:
1. Promotions:
Promotion means to give a higher position, status, salary and

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responsibility to the employee. So, the vacancy can be filled by promoting a suitable
candidate from the same organisation.
2. Transfers:
Transfer means a change in the place of employment without any change in
the position, status, salary and responsibility of the employee. So, the vacancy can be
filled by transferring a suitable candidate from the same organisation.
3. Internal Advertisements:
Here, the vacancy is advertised within the organisation. The existing
employees are asked to apply for the vacancy. So, recruitment is done from within the
organisation.
4. Retired Managers:
Sometimes, retired managers may be recalled for a short period. This is done
when the organisation cannot find a suitable candidate.
5. Recall from Long Leave:
The organisation may recall a manager who has gone on a long leave.
This is done when the organisation faces a problem which can only be solved by that
particular manager. After he solves the problem, his leave is extended.
Square Merits of Internal Sources
The benefits / advantages / merits of using internal sources of recruitment:-
1. It is time saving, economical, simple and reliable.
2. There is no need of induction training because the candidate already knows
everything about the organisation, the work, the employee, the rules and regulations,
etc.

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3. It motivates the employees of work hard in order to get higher jobs in the same
organisation.
4. It increases the morale of the employees and it improves the relations in the
organisation.
5. It reduce executive turnover.
6. It develops loyalty and a sense of responsibility.
Square Demerits of Internal Sources
The limitations / demerits of using internal sources of recruitment:-
1. It prevents new blood from entering the organisation. New blood brings innovative
ideas, fresh thinking and dynamism into the organisation.
2. It has limited scope because it is not possible to fill up all types of vacancies from
within the organisation.
3. The position of the person who is promoted or transferred will be vacant.
4. There may be bias or partiality in promoting or transferring persons from within the
organisation.
5. Those who are not promoted will be unhappy.
6. The right person may be promoted or transferred only if proper confidential reports of
all employees are maintained. This involves a lot of time, money and energy.

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2. EXTERNAL SOURCES
External sourcing is a method of recruitment that conducts an employee candidate
search through external recruitment tools, such as job boards, newspaper advertisements and
trade publication announcements. This method favors bringing in job candidates that may or
may not have direct experience in your small business' line of work; a candidate within a
satellite field may offer a fresh, out-of-the-box perspective to the organization. External
sourcing is also used when the open position is not able to be filled by a current employee
because of the technicality or specialty of the position. Small Business recommends that you
know exactly what type of job candidate you are looking for before advertising the position
and accepting resumes.
The external sources of recruitment are:-
1. Management Consultants:
Management consultants are used for selecting higher-level staff. They act as a
representative of the employer. They make all the necessary arrangements for
recruitment and selection. In return for their services, they take a service charge or
commission.
2. Public Advertisements:
The Personnel department of a company advertises the vacancy in
newspapers, the internet, etc. This advertisement gives information about the
company, the job and the required qualities of the candidate. It invites applications
from suitable candidates. This source is the most popular source of recruitment. This
is because it gives a very wide choice. However, it is very costly and time consuming.
3. Campus Recruitment:
The organisation conducts interviews in the campuses of Management

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institutes and Engineering Colleges. Final year students, who're soon to get graduate,
are interviewed. Suitable candidates are selected by the organisation based on their
academic record, communication skills, intelligence, etc. This source is used for
recruiting qualified, trained but inexperienced candidates.
4. Recommendations:
The organisation may also recruit candidates based on the
recommendations received from existing managers or from sister companies.
5. Deputation Personnel:
The organisation may also recruit candidates who are sent on
deputation by the Government or Financial institutions or by holding or subsidiary
companies.
Advantages of External Sources
The benefits / merits / advantages of using external sources of recruitment:-
1. It encourages young blood with new ideas to enter the organisation.
2. It offers wide scope for selection. This is because a large number of suitable
candidates will come for the selection process.

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3. There are less chances of bias or partiality.
4. Here there is no need to maintain confidential records.
Limitations of External Sources
The demerits / limitations of using external sources of recruitment:-
1. It is very costly. This is because advertisements, test, medical examination etc., has to
be conducted.
2. It is very time consuming. This is because the selection process is very lengthy.
3. It may not develop loyalty among the existing managers.
4. The existing managers may leave the organisation if outsiders are given higher post.
Top five recruiting challenges HR professionals face
and how to overcome them
Every HR professional comes up against certain challenges when they are trying to
hire new workers. From not receiving resumes from candidates with enough experience to
being unable to shift through applications effectively, many recruiters encounter numerous
issues with acquiring new employees every day. However, there are some obstacles that
many HR professionals must tackle in their search for great talent that are just emerging.
These types of issues require HR representatives to adopt specific solutions and strategies if
they want to improve their recruiting.
Here are five of these challenges and how to overcome them:
1. The need to make a speedy hire.
According to an article in HR resource ERE.net, one of the biggest struggles
recruiters are starting to encounter is the need to make a quick hire. Many HR
professionals had time during the recession to deliberate over candidates' qualifications
and conduct multiple rounds of interviews, but competition is heating up once more for

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great talent. In addition, many companies are growing so fast and need to fill multiple
positions at the same time that recruiters no longer have a lot of time to recruit workers.
Solution: HR professionals should examine their recruitment tools, especially their
software and employee management strategies. Recruiters can spend a lot of extra time
trying to input candidates' information into systems or speaking with managers about
the specific requirements of a certain position. Ensuring all of the needed information is
already documented and easily accessible can save recruiters some steps and cut down
on their recruitment time.
2. Not having enough resources.
Many HR professionals have to make do with the resources they have, and
sometimes there isn't much to work with. While some HR departments are given large
budgets to place ads across the Internet so job openings are in the hottest recruitment
spots, others may have to use free job boards or take out space in more traditional
recruiting channels. This can present big problems with finding qualified candidates.
Solution: Not every department can boost its recruitment budget, but HR professionals
are able to examine where the best hires are searching for jobs. Platforms like social
media can be great and affordable solutions to this issue for HR professionals, who can
use their LinkedIn profiles, for example, to send out information about open positions to
others on the social site.
3. Being unable to find the perfect candidate for a certain position.
HR professionals often see themselves stuck when they aren't receiving
resumes from candidates with strong backgrounds or skill sets needed for the position.
Even if these recruiters reach out to passive job seekers, they may hit a brick wall in
terms of finding the talent they need. This is an all-too-common problem for recruiters,

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but one that they are starting to face more often as the competition for key performers
heats up.
Daniel Ha, founder and CEO of communications firm Disqus, told Smart Recruiters this
was a significant problem his company encountered, especially since it had limited
resources.
Solution: Ha said his company was able "to strike a great balance between hiring
someone for position-need versus hiring someone that's great regardless of position."
HR professionals need to get out of the mindset of hiring for a position rather than
assembling superstar talent. While recruiters may have to fill a certain position, they
should also be open to training and educating talented workers so they can acquire
needed skills.
HR representatives can also adjust the position's job description. According to Brazen
Careerist, a job description's wording may not correctly explain the position and its
needs. Some of the qualifications may not be realistic for the position's true
requirements.
4. Understanding and using analytics effectively.
Big data may be a topic that's old news to many HR professionals, but
analytics remains a large challenge for many HR professionals. According to HR Den,
being able to sort through and harness data acquired through human resource
information systems and other types of technology can be difficult for HR
professionals. Making sense of the collected data can be especially tricky.
Solution: HR professionals should work with data analytics experts or HR solution
vendors to understand what various data points mean and how the department can

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harness them. Recruiters can then create cheat-sheets to help them understand how
certain types of information can be used in the future.
5. Finding workers who fit the company culture.
New hires need to be able to integrate into a team and work well in the
company environment, otherwise HR professionals will have to start the talent
acquisition process all over again. Jennifer Barbee, founder and CEO of a tourism
marketing company, told Smart Recruiters finding workers who fit the company culture
was the business's top recruiting challenge. This was an issue as well for Nathan
Parcells, founder and CMO of Intern Match, who told Smart Recruiters his team had to
let great candidates go because they didn't gel with the team.
Solution: HR professionals should ensure they describe the company culture as best as
they can in job descriptions. Displaying the company's mission and aspects of its
internal environment can help job seekers understand the organization better, which can
ensure only those candidates who may fit well will apply.
RATE

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INTERVIEW
An interview is a conversation where questions are asked and answers are
given. In common parlance, the word "interview" refers to a one-on-one conversation with
one person acting in the role of the interviewer and the other in the role of the interviewee.
The interviewer asks questions, the interviewee responds, with participants taking turns
talking. Interviews usually involve a transfer of information from interviewee to interviewer,
which is usually the primary purpose of the interview, although information transfers can
happen in both directions simultaneously. One can contrast an interview which involves bi-
directional communication with a one-way flow of information, such as a speech or oration.
Interviews usually take place face-to-face and in person, although modern
communications technologies such as the Internet have enabled conversations to happen in
which parties are separated geographically, such as with videoconferencing software, and of
course telephone interviews can happen without visual contact. Interviews almost always
involve spoken conversation between two or more parties, although in some instances a
"conversation" can happen between two persons who type questions and answers back and
forth. Interviews can range from unstructured or free-wheeling and open-ended conversations
in which there is no predetermined plan with prearranged questions, to highly structured
conversations in which specific questions occur in a specified order. They can follow diverse
formats; for example, in a ladder interview, a respondent's answers typically guide
subsequent interviews, with the object being to explore a respondent's subconscious motives.
Typically the interviewer has some way of recording the information that is gleaned from the
interviewee, often by writing with a pencil and paper, sometimes transcribing with a video or
audio recorder, depending on the context and extent of information and the length of the

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interview. Interviews have a duration in time, in the sense that the interview has a beginning
and an ending.
Interviewing Candidates: be prepared for the interview
PREPARATION BY THE INTERVIEWER
To ensure that you are fully prepared you must:
- job descriptions, employee profiles,
application forms etc. You should examine each CV or application form to identify areas to
question during the interview.
- consistency is important.
This should include an outline of similar questions to ask all candidates based on the job
description, employee profile and CVs, so that you can compare like with like.
room will have an impact on the outcome.

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too many interviews on the same day.
to finalise your notes.
present a professional image to candidates on arrival.
If two or more of you are conducting the interviews this obviously increases the preparation
required so that each knows what role they will play during the interview.
Conducting an Interview
There is a well-known and easy to apply structure for conducting interviews
known as the WASP approach. It enables you to offer a similar format to each candidate,
thereby ensuring consistency in the interviewing process and assisting your evaluation at the
end.
Welcome
During this initial phase of the interview you should:
- Break the Ice. A relaxed candidate will perform better.
Acquire Information

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In this phase of the interview you are seeking to gather as many relevant
details from the candidate as possible so that you can make an informed decision about their
suitability.
specific.
the employee profile and job description.
- but do not interrogate them.
kills!!! They should speak for 80% of the time.
judgements about you and the company.
Supply Information
Once you have obtained all the relevant information you need, then you should allow the
candidate to ask you questions about the position. You should ensure that you:
company.
h details on the salary and conditions associated with the
position.
Plan and Part
The final part of the interview is designed to ensure that both parties leave the
interview fully aware of the next steps in the selection process. You should:

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– you do need permission to do so.
In some cases you may wish to provide the candidate with a tour of your
facilities.
This can be done at this stage but inform them at the outset. Improve your interviewing skills
Interview environment
If the interview is conducted in a location that is uncomfortable for one or both
parties then this will affect the outcome of the interview.
Too many interviews
If too many candidates are interviewed on the same day, then those arriving
later in the afternoon will have to work harder to create a good impression. As interviewers
become tired they are harder to impress.
Poor interviewing skills
Many interviewers do not work to improve their skills. They make some or all of the
mistakes identified above. In addition to these, other common problems are that they often:

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Keep these points in mind as you plan future interviews.
Types of Interviews
There are many different types of interviews as well as interview methods and
techniques. Every job is different, so be prepared! You may experience a combination or all
of these. Also, remember than in professional interviewing, you will almost always go
through a series of interviews. As a general rule, each subsequent interview will become
longer and more detailed. Remember that the key to success is to be well prepared for every
interview.
Screening Interviews
Screening interviews are generally conducted when an employer has a large
applicant pool which they want to narrow down to a more manageable number. The purpose
is to “weed out” the applicants who are obviously not a fit. Screening interviews are usually
done by phone, tend to be very short, and the questions will focus on basic qualifications.
Phone Interviews
Most screening interviews are done by phone, but phone interviews will also
be used for other reasons, such as geographic obstacles – the applicant lives in another city or
state. In this case, phone interviews will be longer and more detailed. Here are a few do’s and
don’ts of phone interviews in all situations:
Be well prepared.

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Never conduct a phone interview in your car or in a public area – you need to focus all your
attention on the interview.
Use a land line to avoid the possibility of a cell phone call being dropped or poor
reception.
s and friends not to disturb you during the interview.
– avoid
distractions and focus on the interview. Also, phone interviews are often not scheduled in
advance, they will just call you. If you are busy, driving or in any way not able to focus 100%
on the interview, tell them you are busy and ask to schedule a time later in the day or week.
Don’t worry, interviewers know they are calling you without an appointment and are very
flexible – they will work with you.
One-on-One Interviews
This is the most common interview method and involves you and the
interviewer alone in a private office. Once you are face-to-face with the interviewer your
dress, appearance, non-verbal communication skills and other visual factors, as well as your
verbal communication skills will come into play. Building rapport with the interviewer is
usually easiest in this setting.
Panel Interviews
Sometimes the employer will have a “selection committee” or for some other
reason there will be multiple people involved in conducting interviews. They may want to
conduct a “panel interview” in which you will be interviewed by several people at the same

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time. Panel interviews are very efficient from the employer’s perspective because it allows
them, in effect, to do many interviews all at once. Remember that in a panel interview you
must connect with and engage every member of the panel, not just the person asking the
question. Make sure you get a business card from every panel member and send each a thank
you note afterwards. Always bring extra resumes and offer one to each member of the panel
at the beginning of the interview.
Serial Interviews
In a serial interview you will meet with several people throughout the day,
usually back-to-back. One person will interview you, then pass you to the next person, and so
on throughout the day. Serial interviews are physically and mentally tiring because they can
often take the entire day. Remember that each time you are passed onward your chances of
being hired improve! Serial interviews are typically used for senior-level positions, but there
are exceptions.
Lunch Interviews
Sometimes the employer will take you to an interview lunch or even dinner.
Interview lunches are very unstructured, and they will probably be evaluating your social
skills and manners. If you haven’t yet done so, make a point of attending the University
Career Center Professional Etiquette dinner to familiarize yourself with the basics of dining
etiquette. When ordering off the menu, stick with something in the mid-range of prices that’s
easy to eat. Never under any circumstances order an alcoholic drink during a lunch or dinner
interview.

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Group Interviews
You may be asked to do a “group” interview, which is the opposite of a panel
interview. Instead of several interviewers and one candidate, one interviewer will sometimes
interview several candidates at the same time. The interviewer will ask questions of no one in
particular in hopes that a “leader” will emerge. Group interviews are not very effective for
most situations and are rarely used.
Stress Interviews
Stress interviewing is a generally ineffective and antiquated interview
method, and most – but unfortunately not all – employers have discontinued this practice.
The theory is to see how you react to stress. The interviewer may make the room physically
uncomfortable by turning up the heat, make the candidate sit in an uncomfortable chair or
sometimes even stand, ask off-the-wall questions that have nothing to do with the job and
possibly refuse to answer your questions. Today’s job candidates are too sophisticated to
tolerate these methods and this technique is very ineffective.
Conclusion
Employers conduct multiple interviews as a filtering or screening process. At
each step candidates are eliminated from consideration until at the end only one person
remains. Each time you are invited back for a subsequent interview means you are one step
closer to a job offer!
In all interviewing situations the key to success is good preparation. The more
effort you put into it, the better your odds of succeeding.

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SELECTION
Selection is the process of picking up individuals (out of the pool of job applicants)
with requisite qualifications and competence to fill jobs in the organization. A formal
definition of Selection is as under
Definition of Selection: Process of differentiating “Selection is the process of differentiating
between applicants in order to identify and hire those with a greater likelihood of success in a
job.”
DIFFERENCE BETWEEN RECRUITMENT AND SELECTION:
Recruitment Selection
1. Recruitment refers to the process of
identifying and encouraging prospective
employees to apply for jobs.
2. Recruitment is said to be positive in its
approach as it seeks to attract as many
candidates as possible.
1. Selection is concerned with picking up
the right candidates from a pool of
applicants.
2. Selection on the other hand is negative
in its application in as much as it seeks to
eliminate as many unqualified applicants
as possible in order to identify the right
candidates.

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PROCESS / STEPS IN SELECTION
1. Preliminary Interview:
The purpose of preliminary interviews is basically to eliminate unqualified
applications based on information supplied in application forms. The basic objective is to
reject misfits. On the other hands preliminary interviews is often called a courtesy interview
and is a good public relations exercise.
2. Selection Tests:
Jobseekers who past the preliminary interviews are called for tests. There are various
types of tests conducted depending upon the jobs and the company. These tests can be
Aptitude Tests, Personality Tests, and Ability Tests and are conducted to judge how well an
individual can perform tasks related to the job. Besides this there are some other tests also
like Interest Tests (activity preferences), Graphology Test (Handwriting), Medical Tests,
Psychometric Tests etc.
3. Employment Interview:
The next step in selection is employment interview. Here interview is a formal and
in-depth conversation between applicant’s acceptability. It is considered to be an excellent
selection device. Interviews can be One-to-One, Panel Interview, or Sequential Interviews.
Besides there can be Structured and Unstructured interviews, Behavioral Interviews, Stress
Interviews.
4. Reference & Background Checks:
Reference checks and background checks are conducted to verify the information
provided by the candidates. Reference checks can be through formal letters, telephone
conversations. However it is merely a formality and selections decisions are seldom affected
by it.

Page 31
5. Selection Decision:
After obtaining all the information, the most critical step is the selection decision is to
be made. The final decision has to be made out of applicants who have passed preliminary
interviews, tests, final interviews and reference checks. The views of line managers are
considered generally because it is the line manager who is responsible for the performance of
the new employee.
6. Physical Examination:
After the selection decision is made, the candidate is required to undergo a physical
fitness test. A job offer is often contingent upon the candidate passing the physical
examination.
7. Job Offer:
The next step in selection process is job offer to those applicants who have crossed all
the previous hurdles. It is made by way of letter of appointment.
8. Final Selection
The final phase of the interview involves a round up with the seniormanagement; this
includes negotiations regarding the compensation and any further enquiries regarding the job
RATE

Page 32

Page 33
CHAPTER 3
CONCLUSION
The employees of any organization are its life blood, without doubt. With the dawn of
this realization upon the present day business organizations, there appears to be a major shift
towards human resource management. In fact, the employees of today are encouraged to
participate in the major decisions and thus play a vital role in the management of the firm.
The performance of the organization depends on the efficiency that its employees exhibit.
Hence it is of crucial importance that employees with the most suitable qualifications be
selected. This is where the processes of recruitment and selection come in. It is difficult to
separate one from the other. The various company illustrations given in this report indicate
that these processes require a great deal of thought and advanced planning. In fact, it is not
only the HR department that is involved. The finance department provides the budget for the
processes and the manpower gap is determined by inputs from all the departments. Also the
gruelling procedure through which the candidate goes through is, in itself, an indicator of the
significance of these processes in the efficient functioning of the organization. The
information provided in this guide is designed to help you find the right people in the first
instance then to lead and manage them in a way that maximises their levels of engagement.
In their 2013 paper, “The future of employment: How susceptible are jobs to
computerization”, Oxford University academics, Carl Benedikt Frey and Michael Osborne,
predict that even accountancy, a profession that has long been portrayed as the ultimate
symbol of mundane stability and job security, is almost certain to suffer
significant unemployment within the next 20 years.91 With predictions like this, we can

Page 34
assume that many things we now take for granted about the modern-day workplace will soon
diminish or disappear completely.
Savvy individuals will seek to stay ahead of the game before events overtake them,
acquiring the skills and experience that the companies of the future will need. To do this, they
will have to rely principally on their good sense and instinct. Major companies, however,
have no such excuse. They have the resources and the collective manpower to understand and
even fashion the future, and then modify their organizations accordingly.
So many fundamental issues—changes in the age, cultural and gender profile of
workers, flexible working, skills shortages, technological impact, the decline of the job for
life now confront the HR strategist. It has surely never been a more exciting or interesting
time to be one. People are the very lifeblood of a knowledge economy. And those people,
along with their working routine and the nature of their jobs, are changing in front of our
eyes. Will companies be sufficiently alert and nimble to respond to this huge challenge?

Page 35
BIBLIOGRAPHY
1. ABC recruitment and induction , Acas , accessed 10 may 2015
2. Teacher’s guide to performance-based learning and assessment
3. Hays Quarterly report sharing our recruiting know-how ,nick Deligiannis, april – june
2012
4. Darling Peter (august 2007). ‘Disabilities and the work place’. Business NH magazine
24 (8): 28.
5. Valdosta state university. Retrieved 7 aril 2014
6. Atlassian’s social hiring spree pays off. Itnews

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