Human Resource Management (Unit – II)
T.Y.B.M.S (Sem – V)
MEANING AND DEFINITION OF RECRUITMENT:
According to Edwin Flippo, “Recruitment is the process of searching for prospective
employees and stimulating them to apply for jobs in the organization”.
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Recruitment means to estimate the available vacancies and to make suitable arrangement
for their selection and appointment.
In the recruitment process, the available vacancies are given wide publicity and suitable
candidates are encouraged to submit applications so as to have a pool of eligible
candidates for scientific selection.
In recruitment, information is collected from interested candidates.
Recruitment represents the first contact that a company makes with potential
employees.
Recruitment is a positive function in which publicity is given to the jobs available in the
organization and interested candidates (qualified job applicants) are encouraged to submit
applications for the purpose of selection.
It creates a pool of qualified and interested applicants for purposeful selection for the jobs
in the organization.
In the recruitment, a pool of eligible and interested candidates is created for the selection
of most suitable candidates.
For these different sources of recruitment such as newspaper advertisement, employment
exchanges, internal promotions, etc. are used.
SOURCES/METHODS OF MANAGERIAL RECRUITMENT:
Sources of recruitment are the outlets through which suitable and interested candidates are
available. Available sources of recruitment or methods of recruitment can be conveniently
divided into two broad categories. These are:
(1) Internal sources and
(2) External sources.
The chart given on the next page shows the sources of managerial recruitment.
Prof . Tahereem Bardi
1
Human Resource Management (Unit – II)
T.Y.B.M.S (Sem – V)
Sources/methods of Managerial
Recruitment
Internal sources
(1) Promotions
(2) Transfers
(3) Internal notification
(advertisement)
(4) Retirements
(5) Recalls
(6) Former employees
External Sources
(1) Campus Recruitment
(2) Press Advertisement.
(3) Management Consultancy
Services & Private Employment
exchanges
(4) Deputation of personnel or
transfer from one enterprise to
another.
(5) Management Training
schemes
(6) Walk-ins, write-ins, and
Talk-ins
(7) Miscellaneous External
Sources.
Internal sources/methods of managerial recruitment/manpower:
(1)
Promotions: In order motivate the employees, management follows the policy of
internal promotions, promotion means an improvement in pay, position, authority
status and responsibility of an employee within the organization. Many achieve
promotion through hard work and good performance, In non-unionized
companies; promotions are made on the basis of merit because employers are
free from the union pressure. In government departments promotions are given
on seniority basis. A promotion policy should establish a well-defined promotion
chart showing who can go up to what level in the organization.
(2)
Transfers: Whenever a new vacancy is created within the organization
management may fill the vacancy through transfer of existing employee rather
than employing a new hand, e.g., transfer from head office to branch office.
(3)
Internal notification (advertisement): sometimes, management issues an
internal notification for the benefit of existing employees. Most employees know
from their own experience about the requirements of the job and what sort of
person the company is looking for. Often employees have friends or
Prof . Tahereem Bardi
2
Human Resource Management (Unit – II)
T.Y.B.M.S (Sem – V)
acquaintances who meet these requirements. Suitable persons are appointed at
the vacant posts
(4)
Retirements: At times, management may not find suitable candidate in place of
the one who had retired, after meritorious services. Under the circumstances,
management may decide to call retired managers with new extension.
(5)
Recalls: When management faces a problem which can be solved only by a
manager who has proceeded on long leave, It may be decided to recall that
person. After the problem is solved, his leave may be extended.
(6)
Former employees: Individuals, who left for some other job, might be wiling to
com back for higher wages and incentives. An advantage with this sources is that
the performance of the person / employee is already known.
Advantages of internal sources of recruitment:
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
Internal recruitment is economical.
The present employees already known the company well and are likely to
develop a loyalty for the same.
It tends to encourage existing employees to put in greater efforts and to acquire
additional qualifications. This means there is motivation to employees.
It provides security and continuity of employment.
Internal recruitment helps to raise the morale of employees and develops cordial
relation at the managerial levels.
It reduces labor turnover as capable employees get internal promotions.
Internal recruitment is a quick and more reliable method.
People recruited internally do not need induction/induction training.
Limitations of internal sources of recruitment:
(1)
Internal promotions create a feeling of discontent among those who are not
promoted.
(2)
It prevents the entry of young blood in the organization.
(3)
Promotion to certain key posts may not be possible due to non-availability of
competent persons.
(4)
The organization will not be able attract capable persons from outside it internal
sources are used extensively.
(5)
It may encourage favoritism and nepotism within the organization.
(6)
Promotions by seniority may not be always beneficial to the organization.
Prof . Tahereem Bardi
3
Human Resource Management (Unit – II)
T.Y.B.M.S (Sem – V)
(B) External source/methods of managerial recruitment/manpower:
Company management has to use external sources for the recruitment of supervisory staff and
managers as and when necessary. This may be with a view to introducing ‘new blood’ in the
organization. Moreover, external sources need to be used when the internal sources do not
provide additional staff required by the organization. The management may not be able to
appoint existing employees who is not competent to take up the higher post which is vacant.
Here, the external sources need to be used for the recruitment of suitable candidates for the
vacancies available. In some companies, labor turnover may be high. Capable and competent
employees may leave the company for batter jobs in other organizations. Such companies may
not be able to get suitable candidates internally for the vacancies available. As a result, the
management will have to use external source, for the recruitment of suitable candidates.
External sources are used as supplementary sources of recruitment.
External sources/methods of managerial recruitment are as explained below:
(1) Campus recruitments/selection: The growth of management institutes, IITs and
Regional and other. Applications are collected from interested students. Such students
are interviews within the campus and suitable candidates are selected and are asked to
join the organization after the declaration of the result of final degree examination.
This method of recruitment/selection is easy, quick and economical. It is convenient
to the company as well as candidates. Private sector is able to attract many aspirants
from engineering collages. It is an excellent source of recruiting/selecting
management trainees. This method is convenient to companies and students studying
in the final year of engineering degree course. Promising services get job security
immediately after securing degrees due to such campus interviews / recruitment. For
campus selection, the selection committee of business organization may personally
visit the institute campus. It supplies information regarding company and the
vacancies available.
(2)
Press Advertisement: Press advertisement is very widely used for recruitment of
all categories of personnel particularly for the appointment of middle level
managers. Thought quite costly, it provides wide choice as it attracts a large
number of suitable candidates from all over country.
(3)
Recruitment through management consultants and private employment
exchanges: Management consultant makes necessary arrangements and selects
the suitable staff required by a business unit. For this, they give advertisement,
conduct tests and also arrange interviews, etc. Similar service is provided by
private employment exchanges that keep details of candidates interested in jobs
and provide services to employers; This source is mainly useful for the selection
of top level executive. Tata Consultancy services and Kirloskar Consultants are
two consultancy agencies useful for selection of managers at senior levels.
Prof . Tahereem Bardi
4
Human Resource Management (Unit – II)
T.Y.B.M.S (Sem – V)
(4)
Deputation of personnel: For executive position for short period, the services of
an executive from another company can be used on loan basis. This method is
useful only for a temporary period. The practice of hiring services of managerial
personnel is quite common in the case of sister enterprises. In the case of public
sector enterprise, officers can be transferred from one enterprise to another.
(5)
Management training schemes: Some companies introduce management
training schemes for recruitment and selection of executives (e.g., Hindustan lever
ltd.). Here, young talented candidates of the age group of 20 to 25 are selected as
trainee executives in different areas such as accounts, technical and commercial.
After selection, the candidates are sent to their management training institutes for
extensive training, after the completion of training, the candidate is appointed as a
regular executive or manager.
(6)
Walk-ins, Write-ins and talk-ins: The most economical approach for
recruitment of candidates is direct applications. The job seekers submit
applications or resumes directly to the employer. The advertisement mentions
date, day and timing during which the applicant can ‘walk-in’ fir an interview.
From applicant’s point of view, walk-ins are preferable as they are free from the
formalities associated with other methods of recruitment. Write-ins are those who
send written inquiries. Talk-ins are now becoming popular and the applicants are
required to meet the employer for detailed talks. The applicant is not required to
submit any application.
(7)
Miscellaneous external sources:
(a) Giving extension to existing executive after reaching the age of retirement.
(b) Appointment of retired officers from civil service or from public sector
organizations.
(c) Use of professional meetings and conventions for the selection of executives.
(d) Use of executive placement agencies.
(e) Assistance from professional associations.
(f) Recommendation of present employees of the company, and
(g) Employment exchanges run by the state governments.
Advantages of external sources of recruitment:
(1)
Entry of young blood in the organization is possible.
(2)
Wide scope is available for selection. This facilitates selection of people with
rich and varied experience.
(3)
Selection can be made in an impartial manner as large number of qualified and
interested candidates are available.
(4)
Scope for heartburn and jealousy can be avoided by recruiting from outside.
(5)
The management can fulfill reservation requirements in favour of the
disadvantaged sections of the society.
Prof . Tahereem Bardi
5
Human Resource Management (Unit – II)
T.Y.B.M.S (Sem – V)
Disadvantages of external sources of recruitment:
(1) External recruitment leads to labour turnover particularly of skilled, experienced and
ambitious employees.
(2) The relations between employer and employees deteriorate leading to industrial
disputes and strikes.
(3) The present employees may lose their sense of security. Their loyalty to the
organization may be adversely affected.
(4) Employees feel frustrated due to external recruitment and their morale goes down.
Prof . Tahereem Bardi
6
Human Resource Management (Unit – II)
T.Y.B.M.S (Sem – V)
Selection Definition:According to Yoder, “The hiring process is of one or many ‘go-on-go’ gauges. Candidates are
screened by the applicants go on to the nest hurdle, while unqualified are eliminated” great
attention has to paid to selection because it means establishing the “best fit between job
requirements on the one hand, and the candidates” qualification on other. Faulty judgment can
have a far reaching impact on the organization functioning.
Selection process
There is no shortcut to accurate evaluation of a candidate. A variety of method is used to select
personnel. The selection pattern, however, is not common in all organization. It varies from one
another, depending on the situation and needs of the organization. Therefore, there is no
standard selection procedure followed by all organization.
However the steps commonly followed are as under
Selection process
Application blank
Initial interview
Employment test
Interviews
Checking references
Physical or medical examination
Final
interview
Prof . Tahereem Bardi
7
Human Resource Management (Unit – II)
T.Y.B.M.S (Sem – V)
(1)Application bank. In a sense the application bank is a highly structured interview in which
the question are standardized and determined in advance. An application blank, is a traditional,
widely accepted devise for getting information from a prospective applicant. The application
blank provides preliminary information as well as aid in the interview by indicating areas of
interest and discussion. In an application blank, information is generally called as the following
terms.
a) Biographic data: This is concerned with such variables as age, sex, nationality,
height, weight, marital status, and number dependents. There is very little empirical
evidence to suggest that this information can be helped in predicting on the job
behaviors. However, this information can be used for future reference in case of
need.
b) Education and past experience: Education qualification, knowledge gained from
technical institutions etc. is needed by the employer. Today, employer look at grade
point, percentage of marks as prerequisites for a job. The reason to eliminate those
candidates who do not reach required grade. However, the magnitude of
coefficients between the grades points acquired and on the job performance is so
low that too much confidence cannot be placed in them.
c) Personal items: Extracurricular activities. Sports, hobbies, association members are
often required to find out candidates suitability for a post.
d) References: References are of letters of recommendation written by teachers
and/or previous employers requesting references wide spread practices with
substantial doubt as to its validity duty. References checking require the same use of
skills as requires by the interviewer. Some organization has found that by assuring
the referee of absolute confidentiality, reliable and valid references have been
obtained. Filling of the “application blank” by the candidate is the first step in the
process of selection. In these form, the applicant gives relevant personal data such
his qualification, specialization, experience etc. the applicant blanks are carefully
securitized by the company with reference to specification prescribed for the jobs to
decide the applicants who are too called for interview.
(2)Initial interview: those who are selected for interview on the bases of particulars furnished in
the application blank are called for initial interview by organization. These is mean to evaluate
the appearance of candidate and to established friendly relationship between candidate and the
company and for obtaining additional information or clarification on the information already on
the application blank. An interview is face to face, observational and personal appraisal method
of evaluating the applicant. Preliminary interview becomes a necessity, when large number of
candidates applies for the job.
Prof . Tahereem Bardi
8
Human Resource Management (Unit – II)
T.Y.B.M.S (Sem – V)
(3)Employment test: for the assessment of a candidate nature and abilities, some tests are used
in selection in the selection process. Tests are tools in evaluating the capabilities of an applicant
to a position. The different type test are:a) Aptitude test: Aptitude tests are widely used test to measure talent ability of a
candidate to learn new job or skill. Aptitude tests measure ability and skills. They enable
us to find out whether a candidate, if selected would be suitable for job. Specific
aptitude tests have been designed for the jobs required clerical, mechanical, and
manual abilities and skill. The disadvantage of aptitude test that it do not measure the
motivation. On the job motivation is often found to be more important than aptitude
for the job. That why aptitude test is supplemented by interest test and personality test.
b) Interest test: Interest test used to find out the type of work in which candidate an
interest has. An interest test only indicates the interest of a candidate on a particular
job. It does not reveal his ability to do it. These test aim at finding out the type of work
in which candidate is interested.
c) Intelligence test: This test is used to find out the candidates’s intelligence. By using this
test, the candidate’s mental alertness, reasoning ability, power of understanding etc.
are judged. Intelligence test is generally aptitude tests, although there is some
disagreement on this. Mental or intelligence test measure the overall intellectual
activity of a person and enable us to know whether he has the mental capacity to deal
with new problems. The score on intelligence test are usually expressed as intelligence
quotient (IQ).
d) Performance test: These tests is used to measure the candidate’s level knowledge and
skill in the particular trade or occupation in which he will appointed in case he is finally
selected. This measure the skill of knowledge which is acquired as a result of previous
experience or training secured by a candidate.
(4)Interview: A somewhat formal discussion between two parties in which information is
exchanged. For a business looking to fill an open job position, an employee might interview
potential candidates to gain a better understanding of their backgrounds, qualifications
and skills. There are different types of interview are as follows:
a) Preliminary interview: this interview is preliminary screening of applicants to decide
whether a more detailed interview will be worthwhile. The only argument for this method is
that it serves the company’s time and money.
b) The Informational Interview
Prof . Tahereem Bardi
9
Human Resource Management (Unit – II)
T.Y.B.M.S (Sem – V)
On the opposite end of the stress spectrum from screening interviews is the informational
interview. A meeting that you initiate, the informational interview is underutilized by jobseekers who might otherwise consider themselves savvy to the merits of networking. Job
seekers ostensibly secure informational meetings in order to seek the advice of someone in
their current or desired field as well as to gain further references to people who can lend
insight. Employers that like to stay apprised of available talent even when they do not have
current job openings, are often open to informational interviews, especially if they like to share
their knowledge, feel flattered by your interest, or esteem the mutual friend that connected
you to them. During an informational interview, the jobseeker and employer exchange
information and get to know one another better without reference to a specific job opening.
c) The Directive Style
In this style of interview, the interviewer has a clear agenda that he or she follows unflinchingly.
Sometimes companies use this rigid format to ensure parity between interviews; when
interviewers ask each candidate the same series of questions, they can more readily compare
the results. Directive interviewers rely upon their own questions and methods to tease from
you what they wish to know. You might feel like you are being steam-rolled, or you might find
the conversation develops naturally. Their style does not necessarily mean that they have
dominance issues, although you should keep an eye open for these if the interviewer would be
your supervisor.
d) The Meandering Style
This interview type, usually used by inexperienced interviewers, relies on you to lead the
discussion. It might begin with a statement like "tell me about yourself," which you can use to
your advantage. The interviewer might ask you another broad, open-ended question before
falling into silence. This interview style allows you tactfully to guide the discussion in a way that
best serves you.
e) The Stress Interview
Astounding as this is, the Greek hazing system has made its way into professional interviews.
Either employers view the stress interview as a legitimate way of determining candidates'
aptness for a position or someone has latent maniacal tendencies. You might be held in the
waiting room for an hour before the interviewer greets you. You might face long silences or
cold stares. The interviewer might openly challenge your believes or judgment. You might be
called upon to perform an impossible task on the fly-like convincing the interviewer to
exchange shoes with you. Insults and miscommunication are common. All this is designed to
see whether you have the mettle to withstand the company culture, the clients or other
potential stress.
f) The Behavioral Interview
Prof . Tahereem Bardi
10
Human Resource Management (Unit – II)
T.Y.B.M.S (Sem – V)
Many companies increasingly rely on behavior interviews since they use your previous behavior
to indicate your future performance. In these interviews, employers use standardized methods
to mine information relevant to your competency in a particular area or position. Depending
upon the responsibilities of the job and the working environment, you might be asked to
describe a time that required problem-solving skills, adaptability, leadership, conflict resolution,
multi-tasking, initiative or stress management. You will be asked how you dealt with the
situations
g) The Audition
For some positions, such as computer programmers or trainers, companies want to see you in
action before they make their decision. For this reason, they might take you through a
simulation or brief exercise in order to evaluate your skills. An audition can be enormously
useful to you as well, since it allows you to demonstrate your abilities in interactive ways that
are likely familiar to you. The simulations and exercises should also give you a simplified sense
of what the job would be like. If you sense that other candidates have an edge on you in terms
of experience or other qualifications, requesting an audition can help level the playing field.
h) The Group Interview
Interviewing simultaneously with other candidates can be disconcerting, but it provides the
company with a sense of your leadership potential and style. The group interview helps the
company get a glimpse of how you interact with peers-are you timid or bossy, are you attentive
or do you seek attention, do others turn to you instinctively, or do you compete for authority?
The interviewer also wants to view what your tools of persuasion are: do you use
argumentation and careful reasoning to gain support or do you divide and conquer? The
interviewer might call on you to discuss an issue with the other candidates, solve a problem
collectively, or discuss your peculiar qualifications in front of the other candidates.
i) The Follow-up Interview
Companies bring candidates back for second and sometimes third or fourth interviews for a
number of reasons. Sometimes they just want to confirm that you are the amazing worker they
first thought you to be. Sometimes they are having difficulty deciding between a short-list of
candidates. Other times, the interviewer's supervisor or other decision makers in the company
want to gain a sense of you before signing a hiring decision.
The second interview could go in a variety of directions, and you must prepare for each of
them. When meeting with the same person again, you do not need to be as assertive in your
communication of your skills. You can focus on cementing rapport, understanding where the
company is going and how your skills mesh with the company vision and culture. Still, the
interviewer should view you as the answer to their needs. You might find yourself negotiating a
compensation package. Alternatively, you might find that you are starting from the beginning
with a new person.
Prof . Tahereem Bardi
11
Human Resource Management (Unit – II)
T.Y.B.M.S (Sem – V)
(6)Checking reference:-The reference provided by the applicant has to be checked. This is to
find out from the past records of candidate. Reference checking requires the same use of skills
as required by the interviewer and diplomacy. The main difficulty is ascertaining the accuracy of
the information given. Besides inaccurate facts, the referee’s inability to assess and describe
the applicant and his limited knowledge about the candidate are the difficulties in the checking
references. In spite of its difficulties, it is necessary to verify the information secured. In many
organizations, reference checking is taken as a matter of routine and treated casually or
omitted entirely.
(7)Physical or medical examination: - The next step is getting the candidates medically if there
is a need. Quite often the candidates are told to get medically examined before reporting for
duty. In government and other quasi government organization getting medically is must before
reporting for duty or the time of reporting for duty. Medical examination is part of the selection
process for all suitable candidates in many organizations. The main purpose of the medical
examination is to see whether the candidate is medically fit to occupy a particular post and has
the capabilities to withstand the physical and psychological stresses and strains required of the
jobs
(8)Final interview: after candidate is finally selected the management will have to sell the job
to him. He should be told as to what the duties are, what is required of him and what the future
prospects in the organization are. Normally this information is given to candidate at the time of
final selection interview. This is the way how the candidate is inducted into the job. He is
formally appointed by issuing him an appointment letter or by concluding with him a service
agreement. The appointment letter contains the terms and condition of employment, pay scale
and other benefits associated with the job.
Prof . Tahereem Bardi
12
Human Resource Management (Unit – II)
T.Y.B.M.S (Sem – V)
RECRUITMENT V/S SELECTION
Recruitment
Selection
(1) Meaning: Recruitment is the process of
searching for prospective candidates and
motivating them to apply for job in the
organization.
(1) Selection is a process of choosing most
suitable candidates out of those who are
interested and qualified for job.
(2) Coverage/steps involved: Vacancies
available are finalized, publicity is given to them
and applications are collected from interested
candidates.
(2) In selection process, available applications are
scrutinized. Tests, interviews and medical
examination are conducted in order to select most
suitable candidates.
(3) Purpose: To attract maximum number of
interested candidates through applications.
(3) To select the best candidate out of those
qualified and interested in the appointment.
(4) Priority: Recruitment is prior to selection. It (4) Selection is next to recruitment. It is out of
creates proper base for actual selection.
candidates available / interested.
(5) Nature of function: positive function in
which interested candidates are encouraged to
submit applications.
(5) Negative function in which unsuitable
candidates are eliminated and the best one is
selected.
(6) Length of process: Recruitment is a short
process. In recruitment publicity is given to
vacancies and application is collected from
different sources.
(6) Selection is a lengthy process. It involves
scrutiny of applications, giving tests, arranging
interviews and medical examination.
(7) Services of experts: Services of experts are
not required.
(7) Services of experts are also required.
(8) Cost involved: recruitment is not costly.
Expenditure is required mainly for advertising the
posts.
(8) Selection is a costly activity as expenditure is
needed for testing candidates and conduct of
interviews.
Prof . Tahereem Bardi
13
Human Resource Management (Unit – II)
T.Y.B.M.S (Sem – V)
ORIENTATION (INDUCTION):
MEANING &DEFINITION:
ORIENTATION also called as INDUCTION, is designed to provide a new employee with the
information he or she needs to function comfortably and effectively in the organization. A formal
definition of orientation is
“…..planned introduction of employees to their jobs, their co-workers and the organization.”
Orientation or induction is the task of introducing the new employee to the organization
and its policies. a process through which a new employee is integrated into an organization,
learning about its corporate culture, policies and procedures, and the specific practicalities of his
or her job. An orientation program should not consist of a one-day introduction, but should be
planned and paced over a few days or weeks. There is a growing use of boot camps, which work
to assimilate a new employee rapidly into the culture of the employing organization.
OBJECTIVES / PURPOSE:
a. REMOVES FEARS: A newcomer steps into an organization as a stranger. He is new to
the people, workplace and work environment. He is not very sure about what he is
supposed to do. Induction helps a new employee overcome such fears and perform better
on the job. It assist him in knowing more about:
 the job, its content, policies, rules and regulations.
 The people with whom he is supposed to interact.
 The terms and conditions of employment.
b. CREATS A GOOD IMPRESSION: another purpose of induction is to make the
newcomer feel at home and develop a sense of pride in the organization. Induction helps
him in:
 Adjust and adapt to new demands of the job.
 Get along with people.
 Get off a good start.
Through induction, a new recruit is able to see more clearly as to what he is supposed
to do, how good the colleagues are, how important is the job, etc. he can pose
question and seek clarifications on issues relating to his job. Induction is a positive
step, in the minds of new recruits. They begin to take pride in their work and are more
committed to their jobs.
c. ACTS AS A VALUABLESOURCE OF INFORMATION: induction serves as a
valuable source of information to new recruits. It classifies many things through
employee manuals/handbook. Informal discussions with colleagues may also clear the
fog surrounding to the employees, put him at ease and make him feel confident about his
abilities.
Prof . Tahereem Bardi
14
Human Resource Management (Unit – II)
T.Y.B.M.S (Sem – V)
ORIENTATION METHOD/PROGRAMME:
A firm needs to make four strategic choices before designing its orientation programme.
They are
I. FORMAL & INFORMAL: In INFORMAL orientation, new hires are directlt put on the jobs
and they are expected to acclimatize themselves with the work and the organization. In contrast,
orientation can be formal too. In FORMAL orientation, the management has a structured
programme which is executed when new employees join the organization.
The choice between formal and informal orientation will depend on the management’s goals.
The more formal the programme , the greater the likelihood that the new hire will acquire a
known set of standards. That is, the new member is more likely to think and act like an
executive, a management trainee, or a management professor. But an informal programme is
desirable to maintain individual differences. Innovative ideas to solve organizational problems
and healthy questioning of the status quo are likely to be generated by a person who has been
inducted informally.
II.INDIVIDUAL OR COLLECTIVE: another choice to be made by the management is whether
the new hires should be inducted individually or in groups. The INDIVIDUAL approach is likely
to develop far less homogeneous views than collective orientation. Individual orientation is more
likely to preserve individual differences and perspective. Orienting each person separately is an
expensive and time consuming process. It also denies the new hire the opportunity of sharing
anxieties with fellow appointees.
COLLECTIVE orientation of the new hires solves the problems stated above. Most large
organizations tend to have the collective orientation approach. But small firms, which have fewer
new appointees to socialize, frequently use the individual approach. Individual socialization is
popular even with large firms when they hire executives whose number is small.
Prof . Tahereem Bardi
15
Human Resource Management (Unit – II)
T.Y.B.M.S (Sem – V)
III. SERIAL & DISJUNCTIVE: orientation becomes SERIAL when an experienced employee
inducts a new hire. The experienced employee acts as a tutor and model for the new hire. When
new hires do not have predecessors available to guide them or to model their behavior upon, the
orientation become DISJUNCTIVE.
Serial orientation maintains traditions and customs. Consistent use of this
strategy will ensure a minimum amount of changes within the firm over time. but further if the
experienced employee is frustrated and apathetic towards work and the organization. It is likely
that he or she would pass on the same to the new hire.
Disjunctive orientation almost stands on the another side of the spectrum. Such
induction is likely to produce more inventive and creative employees because the new hire is not
burdened by traditions. But this benefit needs to be weighed against the potential for creating
deviants, that is , individuals who fails-due to an inadequate role model-to understand how their
job is to be done hoe it fits into the grand scheme of the organization.
IV.
INVESTITURE & DIVESTITURE: INVESTITURE orientation seeks to ratify the
usefulness of the characteristics that the person brings to the new job. Most high-level
appointments follow this approach, because a person is appointed as an executive on the basis of
what he or she can bring to the organization. The new hires are given freedom to select their
office furnishings and subordinates and to make other decisions that will reflect on their
performance.
DIVESTITURE orientation, on the other hand seeks to make minor
modifications in the characteristics of the new hire, albeit, he or she was selected based in his or
her potential for performance. This is done to seek a better fit between a new member and the
organization. This fine-tuning may take the shape of requiring the appointees to serve old
friendship, accepting a different way of looking at their jobs, peers, or the organization’s goals.
The new hire may even be made to undergo harassment at the hands of a senior staff to verify if
he or she can be molded to the requirements of the senior organization. DIVESTITURE
strategies are followed for inducting new hires into military, professional football, police
academies, fraternal groups, religious cults and self-realization groups. The purpose behind
DIVESTITURE strategies is to dismantle the old mindset of the new member so that instilling a
new set of values or norms becomes easy.
Prof . Tahereem Bardi
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Human Resource Management (Unit – II)
T.Y.B.M.S (Sem – V)
PROCESS OF ORIENTATION PROGRAMME
The orientation programme is shared by the HR specialists and supervisors. The former covers
such areas as organizational issues, employee, and introductions while supervisors outline
mainly job duties.
Some companies also provides new employees with special anxiety-reduction seminars. Such
seminars may be used to focus on information about the company and the job and allow
opportunities for questions and answers. The new employees may be told what to expect in terms
of rumors and hazing from old employees. They may also be told about the chances of
succeeding on their jobs.
Induction process is normally a brief which is completed within a couple of days. Every
organization has to complete it in an orderly and anxiety-free manner. Many organizations have
developed formal orientation programme which may include visit to plant and administratative
office, introduction to the organization by responsible persons from the personnel department,
supply of booklets about rules, procedures, formalities to be followed in the organization and so
on.
Normal steps in the procedure are as follows:
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Human Resource Management (Unit – II)
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1. The person should be given time and place to report to work. On the appointed day he
should be given warm welcome and formal introduction to a manager directly connected
with induction procedure. This will make the new employee at ease at the initial stage.
2. In this second step, the immediate superior or supervisor should meet and welcome the
employee to the organization. Here, formal exchange of information, etc is possible.
3. In this third step, the administrative formalities should be completed. The joining report
should be collected. Details of rules and procedures should be made clear to new
employee. In addition, office manual, etc should be provided.
4. In the forth step, departmental orientation should be conducted. This includes
introduction to the department providing information about the functions/activities of the
department, higher level officers in the department, job induction and to whom he should
approach for guidance, etc.
5. In this fifth step , information on various matters is given in verbal form. In addition,
printed matter, booklets, circulars, etc are supplied to new employee for study and refrence
purpose. Details of pay and amenities provided are given. In this manner, the orientation is
to provide information which is essential in the initial period. This creates confidence and
favorable impression about the organization in the mind of a new employee. As a result, he
feels comfortable in the new organization.
6. Few other steps like;

Welcome to the organization.

Explain about the company

Show the location/department where the new recruit will work

Give the company’s manual to the new recruit.

Provide details about various work groups and the extent of unionism within the
company

Explanation regarding future training opportunities and career prospects.

Clarify doubts, by encouraging the new employee to come out with question.

Take the employee on a guided tour of building, facilities, etc. hand him over to
the supervisor.
Prof . Tahereem Bardi
18
Human Resource Management (Unit – II)
T.Y.B.M.S (Sem – V)
Placements
Definition: According to Dale Yoder, placement means” the determination of the job to which an
accepted candidate is to be assigned and his assignment to the job”.
 According to Pigors and Myers, the determination of the job to which an accepted candidate is
to be assigned and his assignment to the job. It is a matching of what the supervisor has
reason to think he can do with the job demands. It is a matching of what he imposes in
strain, working conditions, and what he offers in the form of payroll, companionship with
others, promotional possibilities, etc
Immediately after selection and appointment, a newly selected employee is placed in a
particular department for actual work. This is called placement.
Importance of Placements: It is a process of placing the right man on the right job. A worker should be placed on a
position where he can use his knowledge, education, skills, etc. in the possible manner.
 Wrong placement means not using the qualities of a newly appointed person for the
benefit of the organization. A misplaced employee is a frustrated person and may leave
the job as the as job is not as per his education, skills and liking proper placement reduces
labor his education, absenteeism and accidents to the lowest level. It also ensures full
utilization of the capacity and ability of an employee.
 Placement should be always based on the qualifications and qualities of the candidate
selected. It should also be based on the staff requirement of the departments.
 Placement is basically the responsibility of the Personnel Department. It has to bring
proper adjustment between the jobs and the quality available with the selected candidates.
In order words, right man for the right job within an organization is possible through
proper placement of selected/appointed candidates.
 The placement arrangement should be ready before the joining date of newly selected
candidates.
 The placement in the initial period maybe temporary as changes is likely after the
completion of the training.
 Placement is important to the organization as well as to the newly appointed employee.
 The capacity of an employee can be utilized fully if the candidate is placed in the most
suitable department.
Problems in placement:
 Wrong placement affects the morale of an employee. He may even leave the job and the
organization if he is given the job which is not as per his qualification, qualities and
liking. This suggests the importance of proper placement in personnel management.
 Wrong placement means denying opportunity to an employee to use his education, skills
and experience for the benefit of the organization and correct placement means giving
mental satisfaction to an employee and encourages him to give his best results.
 Proper placement ensures full utilization of capacity of every employee for the benefit of
the firm. It is therefore desirable to give adequate attention to proper placement of
Prof . Tahereem Bardi
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Human Resource Management (Unit – II)
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candidates by the personnel / HR manager. Immediate rectification should be made if the
original placement made is wrong or faulty.
STEPS in Placement
Collect details about the employee
Construct his/her profile
Which subgroup profile does the individual’s profile best fit?
Compare subgroup profile to job family profile
Which job family profile does subgroup profile best fit?
Assign the individual to job family
Assign the individual to specific job after further counselling
and assessment
Prof . Tahereem Bardi
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Human Resource Management (Unit – II)
T.Y.B.M.S (Sem – V)
QUESTIONS
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