In most accounts of international human resource management, the issue of international recruitment and selection is seen primarily as an issue of expatriate. However, internationalization affects many other types of role. Bartlett and Ghoshal (1992), for example, identify four types of international manager, each of which requires a different mix of competencies.
Business managers or product division managers, `strategies plus architects plus co-ordinates`.
country managers, `sensors plus builders plus contributors` conveying to others the importance of collecting and evaluating information and responding to local sensitivities.
Functional managers, `scanners plus crass-pollinators plus champions` extremely important for organisational learning in scanning globally for specialized information and promoting the transfer of best practice and information between different parts of the organisation.
corporate managers, `leaders plus talent scouts plus developers` who play the initial role of co-ordinators and developers of new talent.
However such a full range of roles applies only to the few fully developed transnational’s, and only focuses on top managers. International responsibilities, skills and mind sets need to be developed much deeper with in the organisation and at other managerial levels.
The different international strategies require different kinds of managers and different requirements for cultural sensitivity. In a phase one, domestic ethnocentric organisation, little in the way of international experience or orientation becomes very important for a variety of functional managers-sales representatives, technical experts and, managing directors amongst others.
When organisations attempts to recruit across borders, they may find that the selection systems they use are ineffective. National differences within Europe, for example, may put barriers in the way of harmonizing recruitment practices and developing pan European policies. British graduates may find it insulting to be told they have been rejected by a French company over their hand writing, French graduates from prestigious grand’s enclose may find it equally insulting to be put through a battery of psychometric tests and group exercises in an assessment centre.
If we move from graduate recruitment to the recruitment of more experienced mangers, it appears shortages of such managers are hampering the globalization efforts of many British and Irish companies in particular(scullion 1992; 1994): the failure to recruit, retain and develop host country nationals is of course one factor. Such firms often appear to lack knowledge of lack labour markets, show ignorance of the local education, training and qualifications system, ignore language and cultural problems, and attempt to export domestic recruitment practices to foreign countries. One response to the shortage of international managers has been to use external recruitment more often to fill international management positions. Broadening recruitment activities to include a more internationally diverse pool in which to fish, especially developing euro managers, is also as we have seen, a step many firms have taken. However, restrictions on international mobility remain, and the pace of internationalization may outstrip the supply of appropriate international managers. One area is the reward package offered, especially acute problems for British firms in particular. Another is the growing resistance to international mobility exhibited by many managers, stemming from a variety of sources. These include perceived poltical and security instability, a concern with the home economy in a recession and its impact on re-entry, an unwillingness to disrupt children’s education, a concern with quality of life issues and dual career family issues in particular, and the increasing reluctance of partners to leave their own job or career. In the face of such recruitment difficulties, it seems bizarre of European MNCs to rarely consider women for international positions. There is concern that women may not be politically, socially or culturally acceptable in many countries where women in management in particular are a rarity.
Every year, hundreds of companies expand their operations into the international market place. At the same time, corporations that are established in the international sphere redefine their business to maintain a competitive edge. For organisations like in more categories, recruitment and selection of international managers are key to the success or failure of international business. Selecting the right people for these assignments is a matter of great concern, as early return or failure is costly and can be damaging to business relations with international partners or customers. It is difficult to find people who have the skills necessary to perform well in the international environment. By keeping long term goals in sight during recruitment efforts, multinational firms can build a globally aware work force, one composed of talented members who support the company’s global philosophy.
For any organisations, recruitment and selection for international managers are key determinants of long term success. International recruitment is synonymous with expatriate selection. Significant process made to ensure candidates are screened for global competency, which according to most experts includes such qualities as flexibility, open mindedness, technical expertise, multiple language proficiency and the willingness to take risks. Today, HR professionals in progressive global companies are discovering that it isn’t enough just to look for these skills among members of the expatriate community. Rather every employee needs to have a certain level of global awareness, and many companies are finding that screening must begin at selection and recruitment level.
2) RECRUITING AND SELECTING THE INTERNATIONL MANAGERS:
Recruiting and selecting is an extremely significant issue in international human resource management, for the simple reason that an expatriate assignment can be a catastrophic waste of money and time for both the manager in question and their company. An assumption is often made that an effective manager at home will also be an effective manager abroad. One of the main dimensions of International human resource management is selecting and recruiting the qualified managers capable of furthering organisational goals. Adopting an international strategy for global expansion is likely to lead to the extensive use of expatriate managers. These are managers from the home country who are recruited to work overseas. Such expatriates will typically fill the key positions in the overseas operation. Adler (1984). In international management, it has been said that managers who are unwilling or incapable of generating global learning practices significantly reduce the effectiveness of an organisation.
Recruitment can broadly define as the practice of deciding what the company needs in a candidate and instigating procedures, what sort of person is needed for it, to attract the most appropriate candidate for job. Recruitment thus involves identifying the needs of the company regarding the position to be filled, and attracting suitable candidate for the job.
Selection by contrast, involves choosing the right candidate for the position from those who have been recruited. This holds true as much when selecting international managers as when selecting those who will be working closer to home. Finally an international manager is define the term is broadly speaking, used to describe a manager who is sent on an international assignment. Edwards and Cris Rees (2006).
Selection of such expatriates is, therefore crucial as they will determine the success or failure of the overseas operation. As early as 1966 it was noted that selection and training for international assignments were inadequate. This situation appears to have changed little with few companies systematically attempting to develop selection methods which accurately predict overseas assignment success. Anderson and Herriot. (1997).
Research in this area of selection is limited, although it is clear that the successful use of expatriate managers depends on a number of variables, including technical competence on the job, personality traits or relational abilities, environment variable and the family situation of the individual. Moreover research suggests that a majority of firms base their selection decisions mainly on technical abilities and do not assess the individual personality, adaptation skills or family issues perhaps not surprising therefore the failure rate for expatriate assignments is high. In the UK it is estimated that one in seven such assignments end in failure. In the US estimated that between 1965 and 1985 the premature return rate for expatriates had fluctuated between 25% to 40%, while Hogan and Goodson (1990) give a figure of 40%for failure in overseas assignment.
The cost of such a high level of failure enormous. These includes start up cost and cost of increasing salaries as a result of working abroad, opportunity costs, psychological cost for the expatriate brought on by the recognition of failure ,damages to the credibility of the parent organization in the eyes of host country nationals, and the cost of projects that been left unfinished. Given this failure rate it would seen important to develop more stringent selection methods which included the evolution of an individual ability to adapt to the new culture. Utility analysis demonstrates very clearly how even small improvements in selection validate can improve job performance markedly (Schmidt et al., 1979). Thus much work remains to be done in this area of predicting expatriate success on overseas assignments.
3) RECRUITING AND SELECTING MANAGERS FOR TRANSNATIONAL COMPANIES:
Recruitment for the transnational company however, depends on the selection of individual from the countries in which it is developing in business, in order to fully utilise the resources and capabilities present in this countries. In this strategy rather than attempting to export national ways of operating, cultural diversity id encouraged and extolled. While the selection of personnel for overseas assignment is not without its difficulties, as already noted, the selection of personal from different countries is likely to be an even greater challenge.
Any company wishing to recruit someone from outside its own country will have problems there are number of challenger to be overcome .Hendry (1994) lists some of these. Lack of knowledge of local labour market. Lack of presence in the other country which makes it harder to attract good candidates. Ignorance of local education system and the status of qualification. Variability in the experience and qualifications of graduates even in different structures of national systems. Trying to transfer native recruitment methods to other countries where different system may apply, Language and cultural problems at the interview, Pay difference and expectation about the pay. Lack of pension and finally Constraints on and attitudes to mobility.
Selection is thus only one of the challengers to such international recruitment, but it is nevertheless the important issue which companies need to consider .this is because approaches to selection and recruitment vary significantly across cultures.
The traditional psychometric view of selection and recruitment can be compared with an obstacle, race, where the recruiting organization puts up the hurdles over which recruits have to jump. The recruit who managers to get over the most hurdles, while knocking the fewest over, will be taken on the company. In this perspective, recruitment and selection are seen as a managerial decision making task ,in which knocking the fewest over, will be on by the company .these hurdles might be in the forms of interviews, references, tests, group discussions and soon on . one of the main problems with this approach is that it ignores the fact that the candidates themselves are making decisions throughout the process.
3.1) CASE STUDY OF HSBC: THE INTERNATIONAL MANAGER PROGRAMME:
HSBC is a major financial services organisation that employs about 170,000 people and operates in over 80 countries. The bank has colonial roots and was originally based in Hong Kong. It was managed by international officers who were largely British expatriates. In the early 1990s, Midland bank was acquired. Major acquisitions in North America have also made HSBC the largest foreign bank in Canada and USA. The corporate centre is now in the UK. The banks vigorous advertising campaign features the need to be sensitive to local culture and customs in order to succeed in business, proclaiming it to be Worlds local bank.
The expanding geographical reach of HSBC and its growth through acquisitions have increased the need for international development of people. This currently outweighs the decreasing need for expatriates in some of HSBC`s earlier markets, where more highly skilled local people are now available. HSBC has retained a specific group of international managers. Individuals recruited to the international manager programme either from higher education or internally. The career deal for IMs is clear. They can be sent anywhere and at short notice, and so give high commitment to the organisation. In return, the individual has a good employment package, a wide range of challenging jobs and good career prospects leading to general management positions.Harris, Brewster and sparrow. (2003).
4) DIFFERENT METHODS IN SELECTING PROCESS:
International human resource management have different techniques and programmes for recruiting of mangers. In that only a small amount of empirical evidence on the relative use of the various methods of selection by different countries. Thus, as sparrow and Hiltrop (1994) point out, we must be careful in making sweeping generalization because without a large scale comparative study, the data that are available need to be treated as a series of snapshots and insights into national practice nevertheless this does provide an indication of the diversity.
Shackleton and Newell (1994) compared the methods used to recruit managers in France and the UK. The samples for this survey were drawn from directories listing the top 1000 companies in each country. These questionnaires asked a range of questions relating to the frequency with a variety of selection methods was used. The results from this selection method that psychologists advocate as having higher reliability and validity French companies in general continued to use methods that have lower reliabilities and validities, especially graphology. Companies in the UK also made extensive use of references that are known to have low validity in the typical open format. For example even though interviews were the dominant selection method in both countries, the format of these differed. Over 90% of the respondents from the French companies used more than one interview for the candidate compared with only 60% of the respondents from the British firms.
In an attempt to look more broadly at the diversity in selection across Europe, Shackleton and Newell (1994) expanded this comparison to include Belgium, Germany, and Italy. The same questionnaire are sampling methods were used so that direct comparison across five European countries. The data from Australia are directly comparable. The data on North America are not based on the same set of questions but on a published studies of selection methods usage. For this reason the North America data present a range of reported usage, rather than specific percentages.
5) INTERNATIONAL DIFFERENCE IN SELECTION METHODS:
One of the key problems of many expatriate recruitment and selection programmes is that they tend to focus on standard, traditional hiring practices. However, many researchers are coming to realize that, given the difference between companies and the contested nature of globalization, this approach is detrimental to good performance. In trying to understand the observed difference in selecting methods used in different countries national cultures appears to be most obvious starting point. Hoecklin (1993) suggests that in Anglo Saxon cultures, selection methods are devised to test how far an individual is likely to be able to contribute to the tasks of the organization. Assessment centres, intelligence tests and measurements of competence each of which can be designed to measure such attributes, will thus be the norm in such cultures. In Germanic cultures selection will focus on the quality and specialization of the education standard reached. Finally in Latin cultures selection methods will focus on establishing how well the candidate is likely to get on with those in his/her prospective working group. There are two aspects that are seen as important in such cultures. First, the elitism of the higher educational establishment attended, for example attending a prestigious grand evolve in France is taken as evidence of managerial quality. Secondly the interpersonal style of the individual and his or her ability to develop networks. Such abilities will typically be assessed during interviews, but if test are used they are likely to be tests that assess personality communication and social skills rather than the more Anglo Saxon tests that measure intelligence or cognitive ability.
Hoecklin (1993) suggest that these difference in the focus of assessment and thus the selection methods used can be understood in terms of the relative position countries on the cultural dimensions of universalism particularism, achievement ascription and the difference in how people from different cultures perceive the organizationthus, countries that are more universalist and the achievement-oriented trend to use more objective criteria ,which are measurable such as intellectual abilities or technical skills and so assess the ability to satisfy technical task demands. More particularistic, ascription oriented countries are more concerned with assessing whether the personality of the individual is likely to match the work group. Thus for example in France and Italy there is a tendency to use a number of interviews and interviewers this is sensible if one believes that organizational success depends on the ability of function in a web of relationships and hierarchies in this context it is more plausible to assess interpersonal skills than more objective technical skills.
6) CONCLUSION:
The one certain thing in international recruitment would seem to be the lack of certainty. While one can identify certain general skills and abilities that can be useful under particular circumstances, the nature of globalization and the political manoeuvring that the implementation of IHRM policy involves mean that it is impossible to identify hard and fast criteria for all expatriates, or for that matter all expatriate assignments. Each situation must therefore be taken on its own merits. The strategy of the company, the MNCs relationship with home and host country cultures, the tension between global and local interests within the MNC and the agendas of the candidate and their family all need to be taken into account, and the recruitment and selection programme needs to be designed accordingly. Instead of forcing the individual to conform to the company’s policies and practices, the overall objective is to capture and leverage the knowledge and expertise that each organisational member brings to the company.
The conclusion drawn from the analysis of these data was that the methods used to select managers vary significantly across countries in Europe. From the perspective of international recruitment these differences are likely to be important. For example an Italian candidate on the basis of common practice in his or her own country is likely to expect to be faced with some interviews and to have a reference taken up about his or her suitability. However if an Italian candidate applies for a job with a Belgian company and that company uses selection methods typical in Belgium then he or she will asked to sit various cognitive and personalities tests, may be asked to supply some handwritten for analysis if the company is based in the French speaking part of Belgium and may have to go to as assessment centre, as well as go through the more familiar interviews and supply reference. Given this dramatic difference, expectations of both parties are unlikely to be met.
The world of work is changing fast, as everyone is aware now here more so than in the area of internationalizing. Mergers, acquisitions, takeovers, joint ventures and collaborating across borders are taking place like never before. The truly global product, be it cars, furniture, jeans, or audio equipment, is getting ever closer. The people managing this process in the transnational and international companies are themselves more and more international in outlook. The recruitment and selection process seems much improved according to these internationalisation trends.
7) REFERENCES:
·Anderson, N. And P Herriot. (1997). International handbook of selection and assessment. London. John Wiley & sons. Pp. 81-97.
·Adler, N. J. (1984). Women in international management: what are they? California management review, vol. no. 26. Pp. 78-89.
·Edwards, T and C Rees. (2006) International human resource management: Globalization, national systems and multinational companies. London, FT prentice hall. Pp. 195-213.
·Harris, H. Brewster, C. And P Sparrow. (2003). International human resource management .London. Cipd. Pp. 144-159.
·Hogan, G.W. and Goodson, J.R. (1990). The key to expatriate success. Training and development journal. Vol.no. 44(1). Pp.50-53.
·Hoecklin, L.A. (1993). Managing culture difference for competitive advantage. Journal of multicultural differences. Vol.no.44 (3). Pp. 21-29.
·Hendry, C. (1994). Human resource strategies for international growth. London and Newyork. Routledge. Pp. 150-162.
·Schmidt, F.L., Hunter, J.E. and Muldrow, T.W. (1979). Impact of valid selection procedures on workforce productivity. Journal of applied psychology. Vol.no.64. Pp. 604-626.
·Shackleton, V.J. and Newell, S. (1994). European management selection methods: a comparison of five countries. International journal of selection and assessment, Vol.no. 2(2). Pp. 91-102.
·Sparrow, P. And Hiltrop, J.M. (1994). European human resource management in transition. Hemel Hempstead. Prentice Hall. Pp. 340-354.
Recruitment is a process to discover the source of manpower to meet the requirements of the staffing and to employ effective measures for attaining the manpower in adequate number to facilitate effective selection of an efficient working function.Along with this the employee training and development is an activity that an organization must commit resources to maintain knowledge workforce.Stating that if recruitment is analogous to the process of lubricants and keeping the vehicle in condition ready to use may sum it up.
Until now very few organizations in India paid attention to manpower planning although they took more care in planning capital and material resources needed for the organizational operations.
2) COMPANY’S OVERVIEW:
The organization chosen for the purpose of this assignment is “Choice Solutions” which represents the aspirations of many people. These individuals transformed their ideas within the environment of an organization. Worldwide associates are working to meet the objectives, and fulfill the dreams, of their clients and partners
2.1) CHOICE INFRASTRUCTURE:
Choice Solutions has progressed in implementing a strong communication and support operation infrastructure, which provides its customer with higher efficiency and low turnaround time in addressing issues.
2.2) CHOICEOPERATIONS:
Choice Solutions is involved in multifaceted business with three core areas. All the businessevolved in a gradual form, each deriving mileage from the other.Choice Solutionshas three Sub’s (Strategic Business Units).Choice Solutions has built a technology base, which can provide this cutting edge to an organization in its effort toderive a competitive advantage in the marketplace. With 7 branch offices in India and 2 overseas subsidiaries located in North America (Boston) and Europe (London), we are a rapidly expanding company.
2s.3) PARTNERS OVERVIEW:
Over the past two decades, IT has evolved from being technology-centric to almost completely a user-driven initiative. Now, IT in your organization needs to transition from being a cost center to a value center to get visibility within the enterprise.
Enabling this transformation is not easy. Your IT executives need to change the way they view their operation, from its decision making processes through to its operational procedures and service level commitments. At Choice Solutions, our commitment to transform your IT into a “ValueCenter” is unparalleled. “We want to be your Information Technology Partner”.
2.4) REASONS FOR BUILIDING RELATIONS WITH CHOICE SOLUTIONS
i. Business Reasons:
·Choice will improve your internal operational efficiencies
·Choice use credible metrics to demonstrate return on value
·Choice will have a positive impact on a company's P&L – Reduce cost of doing business
ii. Technological Reasons:
·ISO 9000:2001 certified process oriented and systematic approach in engineering and delivering the technical solutions.
·Highly skilled and experienced professionals capable of providing Project Management, Analysis, Architecture, Design, Development, Testing, Quality Management, Documentation and Rollout of the systems: all phases of an aggressive incremental and iterative approached project life cycle
·Extensive experience in implementing Enterprise wide web-centric architectures
Choice is a recognized leader in India’s IT revolution. Choice has become a proven leader in IT in India. In order to better position us to partner with clients all over the globe, we operate our fulfillment centers from Boston, Massachusetts (U.S) and London (U.K) complementing our SDC in India. This allows us to provide virtually round the clock development environment, enables us to be more agile, scalable and offerarapidapplicationdevelopmentenvironment. Our state – of - the-art communication center enables us to provide secure, interruption - free support to clients worldwide.(COMPANY SITE)
3) RECRUITMENT:
The term ‘recruitment’ applies to the process of attracting potential employees to the organization.To recruit means to enlist, replenish or reinforce.It refers to the process of bringing together prospective employees and employer with a view to stimulate and encourage the former to apply for a job with the latter.Thus, it is a ‘linking activity’ bringing together those with jobs and those seeking jobs.The purpose of recruitment is to prepare an inventory of people who meet the criteria laid down in job specifications so that the organization may choose those who are found most suitable for the position vacant.
Recruitment is an important part of a Business Human Resource Planning.In all businesses, people are a vital resource – and they need to be managed as such.The overall aim of the recruitment and selection process is to obtain the number and quality of employees that are required in order for the business to achieve its objectives.
P. SUBBA RAO defines recruitment as “ a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employee effective measures for attracting that manpower in adequate number to facilitate affecting selection of an efficient work force.”
K.ASWATHAPPA defines recruitment as “the process of searching for prospective employees and stimulating them to apply for jobs in the organization”.
There are three main stages in recruitment:
1) Identify and define the requirements.This involves the preparation of job descriptions, job specifications and person specifications
2) Attract potential employees – there are various methods for doing this – which are described in a separate revision note
3) Select and employ the appropriate people from the job applicants
It is important to appreciate that recruitment is a continuous process – because of:
ØChanges in business requirements (e.g., new products, markets, expanded operations)
ØChanges in business location (are relocation often triggers the need for substantial recruitment)
ØPromotions
Recruitment is becoming more and more important in business.In particular, this reflects the increasing need for a well-motivated and flexible workforce that requires less management supervision.
3.1) RECRUITMENT AND SELECTION PROCESS IN CHOICE SOLUTIONS LTD:
Choice believes in recruiting the candidates through the following sources of recruitment.They give much importance to the employee referrals and consultancy. The first step in the procurement function of Choice solutions that is manpower planning aims at ascertaining the manpower needs of the organization both in right number and or right kind.Once a determination of human resources requirements has been made, the recruitment and selection process, which forms the next phase of procurement function, can be.Recruitment and selection represents one of the most routine yet one of the most vital functions of any organization.Procurement of efficient and capable employees can significantly contribute to the success of an organization.
SOURCES OF RECRUITMENT:
In general sources of recruitment (manpower supply) can be classified into two broad categories:
Internal sources
External sources
Internal source of recruitment:
An internal source of recruitment means promotion of workers from the lower ranks to the upper ranks.Majority of companies has to establish a policy of promotion from with in that is, promoting the personnel to the higher level fills up vacancies other than at the lowest level.
External Sources of Recruitment:
It is always not possible to recruit the workers from within especially vacancies at lowest level or recruitment at the time of expansion of the firm or where job specifications cannot be met by the present employees, the employer has to go to external sources of manpower supply.Among the most commonly used outside sources are as follows:
1) Internet Job Boards:
They normally rely on the jobsites and the databases for the recruitment process.
2) References:
They rely mostly on the employee referral, which is one of the easiest sources of the recruitment process.
3) Consultancy:
Choice rely on some consultancies namely Kaizein Technologies, Core Career, Reach Management Consultancy and Accent Carrier Solutions.
Choice chooses consultancies in the following way:
Consultancy’s presence in the market
Technology that the consultancy adopt at sourcing
The filtering process that the consultancy follow before sending the candidate for the interview
3.2) OBJECTIVES OF RECRUITMENT:
1) To attract people with multi-dimensional skills and experiences that suits the present and future organizational strategies.
2) To develop an organizational culture that attracts competent people to the company.
3) To induct outsiders with a new perspective to lead the company.
4) To recruit people whose skills fit the company values.
5) To search for talent globally and not just within the company.
6) To device methodology for assessing psychological traits.
7) To design entry pays that computes on quality but not on quantum.
8) To anticipate and find people for positions that does not exist yet.
3.3) FACTORS AFFECTING IN RECRUITMENT:
All organizations whether big or small do engage themselves in recruiting activities.The factors that affect recruitment in Choice’s are given below.
Recruitment factors are mainly two types they are as under:
ØInternal factors
ØExternal factors
Explanation of the factors:
ØInternal factors
It can have the following aspects, which are given below:
·Company’s pay packages
·Quality of work life
·Organizational culture
·Career planning and growth
·Companies size
·Companies products/services
·Geo-graphical spread of the company’s operations
·Companies growth rate
·Role of trade unions
·Cost of recruitment
ØExternal factors:
It has the following aspects, which are given as under:
·Socio economic factor
·Supply and demand factor
·Employment rate
·Labour market conditions
·Political-legal and government factors (like reservations for Sc/St, Bc)
·Information system like employment exchanges/tele recruitment like Internet.
4) SELECTION:
Introduction:
To select means to choose Selection is a process by which the qualified personnel can be chosen from the applicants by obtaining and assessing pertinent information about them.It is “the process in which candidates for employment are divided into two classes – those who will be offered employment and those who will not (i.e., those who will be rejected).Since more candidates may be turned away than hired, selection is frequently described as a negative process, in contrast with the positive program of recruitment.
Thus, unlike recruitment, selection is a negative process as it seeks to eliminate the least promising candidates and to discover those that appear most likely to succeed.This process essentially candidates.The choices are made by elimination of the unsuitable candidates at successive stage of the selection process.
Meaning and Definition:
After identifying the source of human resources, searching for prospective employees and stimulating them to apply for jobs in an organization, the management has to perform the function of selecting the right employees at the right time.The obvious guiding policy in selection is the intention to choose the best - qualified and suitable job candidate for each unfilled job.The objective of the selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates.The selection procedure is the system of function and devices adopted in a given company to ascertain whether the candidates’ specifications are matched with job specifications and requirements or not.The selection procedure cannot be effective until and unless:
Requirement of the jobs to be filled have been clearly specified (job analysis) etc.
Employee’s specifications (physical, mental, social, behavioural) etc have been clearly specified.
Candidates for screening have been attracted.
Thus, the development of job analyses, human resources planning and recruitment are necessary prerequisites to the selection process.A breakdown in any of these processes can make even the selection system ineffective.
4.1) ESSENTIALS OF SELECTION PROCEDURE:
The selection process can be successful if the following requirements are satisfied:
Someone should have the authority to select.This authority comes from the employment requisition, as developed by an analysis of the workload and work force.
There must be some standard of personnel with which a prospective employee may be compared, i.e., a comprehensive job description and job specification should be available beforehand.
There must be a sufficient no. of applicants from whom the required no. of employees may be selected.
4.2) SIGNIFICANCE OF SELECTION PROCESS:
Selection of personnel to man to organization is a crucial, complex and continuing function.The ability of an organization to attain its goals effectively and to develop in a dynamic environment largely depends upon the effectiveness of its selection program.If right personnel are selected, the remaining functions of personnel management become easier, the employee contribution and commitment will be at optimum level and employee-employer relations will be congenial.In an opposite situation where the right person is not selected, the remaining functions of personnel management, employee-employer relations will not be effective.If the right person is selected, he is valuable asset to organization and if any faulty selection is made, the employee will become a liability to the organization.
4.3) NEED FOR SCIENTIFIC SELECTION SYSTEM:
Every organization has to follow a systematic selection process since problem with employee start after his selection and employment.In other words, if an organization selects a wrong person, it has to face a no. of problems with him.In addition to the cost of selection, training and other areas will become a recurring expenditure to the company owing to employee turnover caused due to improper selection technique.Every organization is influenced by the social factors as it is a part and parcel of the society. Above all, the organization should also follow the government rules and regulations regarding filling up of certain no. of vacancies by the candidates belonging to certain communities and certain regions.
4.4) SELECTION PROCEDURE:
There is no standard selection process that can be followed by all the companies in all the areas.Companies may follow different selection techniques or methods depending upon the size of the company, nature of the business, kind and no. ofpersons to be employed, government regulations to be followed etc.Thus, each company may follow any one or the possible combinations of methods of selection in the order convenient or suitable to it.
Following are the selection methods generally followed by the companies.
Selection procedure employs several methods of collecting information about the candidates’ qualifications, experience, physical and mental ability, nature and behaviour, knowledge, aptitude and the like for judging whether a given applicant is or is not suitable for the job.Therefore, the selection procedure is not a single act but is essentially a series of methods or stages by which different types of information can be secured through various selection techniques.At each step, facts may come to light, which are useful for comparison with the job requirement and employee specifications.
4.5) STEPS IN SCIENTIFIC SELECTION PROCESS:
Recruitment
Job Analysis
Application form
Written Examination
Preliminary Interview
Group Discussion
Tests
Final Interview
Medical Examination
Reference Checks
Line Manager’s Decision
Employment
4.6) FACTORS AFFECTING SELECTION DECISIONS:
The goal of selection is to sort out or eliminate those judged unqualified to meet the job and organizational requirements, whereas the goal of recruitment is to create a large pool of persons available and willing to work.Thus, it is said that recruitment tends to be positive while selection tends to be somewhat negative.
The number of factors affects the selection decision of candidates.The important among them are:
i.Profile matching.
ii.Organizational and Social Environment.
iii.Successive Hurdles.
iv.Multiple Correlations.
I.Profile matching:
Tentative decision regarding the selection of candidates (who are known) is taken in advance.The sources secured by these known candidates in various tests are taken as a standard to decide the success or failure of other candidates at each stage.Normally, the decision about the known candidates is taken at interview stage.Possible care is also taken to match the candidate’s bio-data with the job specifications.
ii.Organizational and Social Environment:
Some candidates who are eminently suitable for the job may fail as successful employees due to varying organizational and social environment.Hence, candidate’s specifications must match with not only job specifications but also with organizational and environment requirements.
iii.Successive Hurdles:
In this method hurdles are created at every stage of selection process.Therefore, applicants must successfully pass each and every device in case of successive hurdles.
iv.Multiple Correlations:
Multiple correlations is based on the assumption that a deficiency in one factor can be counter-balanced by an excess amount of another. A candidate is routed through all the selection steps before a decision is made.The composite test score index is taken into accounting the selection tests.Hence, for broader line cases multiple correlation method is useful and for other successive hurdles method is useful.
On the basis of detailed analysis of the primary data through referring; it can be drawn that the study on the Recruitment and Selection process being followed is more an assortment of the different recruitment modes.
These modes of Recruitment and Selection are applied on the derivation of the nature of the job.It is observed that the recruitment practices in Choice are efficient and effective.And Choice endeavours to recruit individuals who have commitment for high achievement in striving to fulfil the organization’s vision.Choice believes that people are the most important asset and the future of the organization depends on hiring and retention of talent.
Person in HRD who is in charge of the recruitment shall take the information regarding the vacancies from the concerned department and start sourcing the applicants.
The source of recruitment may be through Consultancy, Employee Referrals, Internet Job Boards and Advertisements in newspapers.
5) CONCLUSION:
Choice thus selects / recruits the candidates through the above process. Choice thus provides not just opportunities, but careers to individuals with a zeal for achievement, by providing them with an opportunity to map their own growth path within the organization. Choice Solutions believe that individuals welded into cohesive teams are single most indispensable asset of any organization, in today’s ever-changing business scenario.
6) REFERENCES:
1. Armstrong, M., 2005, a Handbook of Human Resource Management, London.
2.Dr C B Mamoria., Personnel Management by CB Mamora, Himalya Publication, New Delhi, India.
3. P.Subba rao`s., Personnel and Human Resource Management, 2007, India.
4. Mirza S Saiyadam`s, Human Resource Management; Tata McGraw Hill Publishers, New
Delhi, 1997, India.
5. K. ASWATHAPPA`s., Human Resource and Personnel Management,4th edition, Tata McGraw Hill Publishers,2005, India.
