1. FORMULATION AND IMPLEMENTATION OF RECRUITMENT
AND SELECTION PROCESS IN SUN MATCH CO (PVT) LTD
Submitted to National Institute of Business management
A Project by
Madhubhashini D K D
Advance Certificate Level of Human Resources Management
September, 2011

2. Acknowledgement
I consider it is a great privilege to thank all those people who helped me to complete this project work. I
express my sincere thanks to the management of National Institute of Business Management-Kandy
branch and my project guide Miss ShamalkaM.Uduwellafor giving me this opportunity to commence the
project work and guidance do so.
I express my profound thanks to, Mr.Karunakaran Corporate Manager,Mr.B.D.RRajan Managing
Director,Sun Match Company Limited, Bamunupolawatte, Kundasale, Srilanka; for giving me valuable
assistance and guidance and sparing valuable time in clarifying various points raised by me.
At for last not for least like to thank my parents who gave me a great deal of helping hand to make this
project a success.
D.K.D.Madhubhashini
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3. Abstract
Human resource management defined in A handbook of human resource management practice by
Michael Armstrong as „A strategic and coherent approach to the management of an organization’s most
valued assets – the people working there who individually and collectively contribute to the achievement
of its objectives.’ with key functions of organizing, resourcing, human resource planning, reward
management and employee relations.
The project report is about recruitment and selection process that‟s an important part of any organization
coming under resourcing. Human Resource which is considered as a necessary asset of a company
should assign after a thorough inspection unless the wastage will be high in organization premises. In
fact, recruitment and selection gives a home ground to the organization acumen that is needed for proper
functioning of the organization. It gives an organizational structure of the company. It‟s a methodology
in which the particular organization works and how a new candidate could be recruited in such a way
that he/she would be fitted for the right kind of career. There are two types of factors that affect the
Recruitment of candidates for the company
 Internal factors
 External factors
The objective of selection decision is to choose the individual who can most successfully perform the
job from the pool of qualified candidates. Selection process or activities typically follow a standard
patter, beginning with an initial screening interview and concluding with final employment decision.
So in this project there is the theoretical knowledge of how Recruitment and Selection process
commence and the application of that theory the Sun Co (PVT) Limit. Introduction of Sun matches Co
Present Functions of Sun matches Co (PVT) Ltd, Quality Policy of Sun matches Co (PVT) Ltd Human
Resources Policy in Recruitment and Selection Process, and Data analysis are being included to get that
knowledge.
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4. Table of Contents
Acknowledgement ....................................................................................................................................................................... 1
Abstract ....................................................................................................................................................................................... 2
Table of Contents ........................................................................................................................................................................ 3
List of Figures ............................................................................................................................................................................... 4
List of Tables ................................................................................................................................................................................ 5
Chapter 1 ..................................................................................................................................................................................... 6
What is Human Resource Management?................................................................................................................................ 6
Introduction to Human Recruitment and Selection process ................................................................................................... 6
What is Human Resource Planning? ................................................................................................................................... 7
Important of Human Resource Planning ............................................................................................................................ 7
What is Job Analysis? .......................................................................................................................................................... 8
Recruiting .............................................................................................................................................................................. 13
Purpose and Importance .................................................................................................................................................. 13
Attracting recruits ............................................................................................................................................................. 14
Factors considering setting recruitment plan. .................................................................................................................. 15
Factors Affecting Recruitment .......................................................................................................................................... 15
Sources for Recruiting ....................................................................................................................................................... 19
Selection ................................................................................................................................................................................ 24
Selection Process .............................................................................................................................................................. 25
Difference between Recruitment and Selection ................................................................................................................ 25
Steps in selection .............................................................................................................................................................. 26
Selection techniques ......................................................................................................................................................... 26
Chapter 2 ................................................................................................................................................................................... 32
Introduction of Sun matches Co (PVT) Ltd ............................................................................................................................ 32
Present Functions of Sun matches Co (PVT) Ltd ................................................................................................................... 33
Quality Policy of Sun matches Co (PVT) Ltd ...................................................................................................................... 33
Human Resources Policy in Recruitment and Selection Process ...................................................................................... 33
Data analysis ......................................................................................................................................................................... 38
Chapter 3 ................................................................................................................................................................................... 39
Suggestions ........................................................................................................................................................................... 39
Conclusion ............................................................................................................................................................................. 40
References ................................................................................................................................................................................. 41
Annexes ..................................................................................................................................................................................... 42
INTERVIEW RESPONSE FORM ................................................................................................................................................ 42
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5. List of Figures
FIGURE 1- HRM RESOURCING PROCESS ...................................................................................................... 7
FIGURE 2-IMPORTANCE OF JOB ANALYSIS .................................................................................................... 8
FIGURE 3-EXAMPLE FOR JOB DESCRIPTION ............................................................................................... 10
FIGURE 4-EXAMPLE FOR JOB SPECIFICATION ............................................................................................. 12
FIGURE 5-SELECTION PROCESS .................................................................................................................. 26
FIGURE 6-EXAMPLE JOB APPLICATION ...................................................................................................... 27
FIGURE 7-ROAD MAP TO THE COMPANY ..................................................................................................... 32
FIGURE 8-QUALITY POLICY ....................................................................................................................... 33
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6. List of Tables
TABLE 1- ADVANTAGES AND DISADVANTAGES OF INTERNAL RECRUITMENT ............................................ 24
TABLE 2-ADVANTAGES AND DISADVANTAGES OF EXTERNAL RECRUITMENT ............................................ 24
TABLE 3-DIFFERENCE BETWEEN RECRUITMENT AND SELECTION .............................................................. 25
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7. Chapter 1
What is Human Resource Management?
As Michael Armstrong define HRM is „A strategic and coherent approach to the management of an
organization‟s most valued assets – the people working there who individually and collectively
contribute to the achievement of its objectives.‟
HRM is a management function that helps organization to recruit, select, train, develop and manage its
members. Simply stated, HRM is all about management of people in the organization from Recruitment
to Retirement. HRM refers to set of programs, functions, and activities designed and carried out in order
to maximize both employee as well as organizational effectiveness. Recruitment and selection is just sub
functions of Human Resource Management which comes under Resourcing a keyfunction of HRM.
Introduction to Human Recruitment and Selection process
“The number and categories of people required should be specified in the recruitment. Program which is
derived from Human resource plan…” (A Handbook of Human Resource Management Practice
page409- 410)
People are integral part of any organization today. No organization can run without its human resources.
In today‟s highly complex and competitive situation, choice of right person at the right place has far
reaching implications for an organization‟s functioning. Employee well selected and well placed would
not only contribute to the efficient running of the organization but offer significant potential for future
replacement. This hiring is an important function. The process of hiring begins with human resource
planning (HRP) which helps to determine the number and type of people on organization needs. Job
analysis and job design enables to specify the task and duties of hobs and qualification expected from
prospective job HRP, job analysis, hob design helps to identify the kind of people required in an
organization and hence hiring. It should be noted that hiring is an ongoing process and not confined to
formative stages of an organization. Employees leave the organization in search of greener pastures,
some retire and some die in the saddle. More importantly an enterprises grows, diversifies, take over the
other units all necessitating hiring of new men and women. In fact the resourcing function stops only
when the organization ceases to exist.
Resourcing involves two board activities:-
i) Recruitment
ii)Selection
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8. What is Human Resource Planning?
“Human Resource Planning is the process by which an organization ensures that it has the right number
of people, at the right place and at the right time, capable of effectively and efficiently completing those
tasks that will help the organization to achieve its overall strategic objective” Decenzo and Robbins have
define HRP as such.
And the simplified meaning of the Human Resource Planning is the process of filling the gap between
the future human resource supply forecast and human resource demand forecast in the least time,
money, effort consuming way.
Important of Human Resource Planning
Minimizing the risk of over recruiting
Facilitates in budget allocation for various Human Resource activities including Training and
development
Linking business strategy to the Human resource strategy
To minimize risks resulting from the environment uncertainties
To identify possible internal candidates for positions arising in the future
And by below you can understand the link between HRP and Recruitment and selecting process
Access
Organization Establish Human
current HR Recruitment
corporate goals Resource
needs- and selection
Mission and objective Planning
Job analysis
Figure 1- HRM Resourcing process
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9. What is Job Analysis?
“Job Analysis is a process of collecting and studying the information relating to operations and
responsibilities of a specific job. The immediate products of this analysis are „Job Description‟ and „Job
Specifications‟.”
It is a basic technical procedure that is used to define duties and responsibilities and accountabilities of
the job.
Purpose of Job Analysis
Human Resource Planning (HRP) : Job analysis helps in determining staffing needs, type,
quality and quantity.
Recruitment & Selection: Knowing the staffing needs is essential for Recruitment and
Selection – Right person for each job. Sourcing of recruits also becomes easy and cost effective
Training & Development : Job analysis is the key to determining Training and Development
programs.
Job Evaluation : Job evaluation means determination of relative worth of each job for the
purpose of establishing wage and salary. This is possible with the help of job description and
specifications; i.e. Job Analysis.
Remuneration:Job analysis also helps in determining wage and salary for the jobs.
Performance Appraisal : Job analysis helps in fixing the bench marks of performance
standards which in turn help in objective Performance appraisal, rewards, promotions, etc.
Safety &Health: Job Analysis helps to uncover hazardous conditions and unhealthy
environmental factors so that corrective measures can be taken to minimize and avoid possibility
of human injury.
Human Resource planning. Selection process
Performance appraisal
Job analysis
Training & development
Basis line management function
Compensation
Figure 2-Importance of Job analysis
(International Students Edition Managing Human Resource Edition 13page 156)
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10. Job description
It is the lists the and tasks, duties and responsibilities for a particular job and specifies the major job
elements, provides examples of job tasks, and provides some indication of the relative importance in the
effective conduct of the job.Job description is a word picture of the duties, responsibilities and
organizational relationships that constitutes a given job or position. It defines work assignment and a
scope of responsibility that are sufficiently different from those of the other jobs to warrant a specific
title. Job description is a broad statement of purpose, scope, duties and responsibilities of a particular
job.
Contents of Job Description
1. Job Identification
2. Job Summary
3. Job Duties and Responsibilities
4. Supervision specification
5. Machines, tools and materials
6. Work conditions
7. Work hazards
8. Definition of unusual terms
Format of Job Description
1. Job Title
2. Region/Location
3. Department
4. Reporting to (Operational and Managerial)
5. Objective
6. Principal duties and responsibilities
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11. Following is an example for a job description.
Figure 3-Example for Job Description
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12. Job/Personal specification
This focuses on the individual who will perform the job and indicates the knowledge abilities, skills and
other characteristics that an individual must have to be able to perform the job.
In other words, it is a statement of minimum acceptable physical/psychological attributes and
professional skills necessary to perform the job properly. Job specifications seek to indicate kind of
persons who can be expected to meet the role requirements. Thus, it is basically concerned with matters
of selection, screening and placement and is intended to serve as a guide in hiring.
Contents of Job Specifications
1. Physical Characteristics
2. Psychological characteristics
3. Personal characteristics
4. Educational Qualifications
5. Skill Set and Experience/Responsibilities
6. Demographic features
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13. Following is an example for a job specification
Figure 4-Example for Job Specification
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14. Recruiting
“Is the process of developing a pool of qualified applicants who are interested in working for the
organization and from which the organization might reasonably. Select the best individual or individuals
to hire for a job.” (International Students Edition Managing Human Resource Edition 13 page 183)
The word „recruitment‟ has many meaning and plays an important role. Employees leave the
organization in search of greener pastures- some retire some die in saddle. The most important thing is
that enterprise grows, diversifies, and takes over other units-all necessitating hiring of new men and
women. In fact recruitment functions stop only when the organization ceases to exist. To understand
recruitment in simple terms it is understood as process of searching for obtaining applications of job
from among from which the right people can be selected. To define recruitment we can define it
formally as it is a process of finding and attracting capable applicants for employment. The process
begins when new recruit are sought and ends when their application are submitted. The result is a pool
of applicants from which new employees are selected. Theoretically, recruitment process is said to end
with receipt of application in practice the activity extends to the screening applicants as to eliminate
those who are not qualified for job.
Purpose and Importance
The general purpose of recruitment is to provide a pool of potentially qualified job candidates.
Specifically, the purposes are to:
1. Determine the present and future requirement of the organization in conjunction with its personnel
planning and job analysis activities;
2. Increase the job pool of job candidates at minimum cost;
3. Help increase the success rate of the selection process by reducing the number visibly under qualified
or job application;
4. Help reduce the probability that job applicants, once recruited selected, will leave the organization
only after a short period of time;
5. Meet the organizations legal and social obligation regarding the composition of its workforce;
6. Being identifying and preparing potential job applicants who will be appropriate candidates;
7. Increase organization individual effectiveness in the short term and long term;
8. Evaluate the effectiveness of various recruiting technique and sources for all types of job applicants.
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15. Attracting recruits
“Attracting candidates is primarily a matter of identifying, evaluating and using the most appropriate
sources of applicants. However, in cases where difficulties in attracting or retaining candidates are being
met or anticipated, it may be necessary to carry out a preliminary study of the factors that are likely to
attract or repel candidates – the strengths and weaknesses of the organization as an employer.”
To select that kind of individual attraction needed. Ways of attracting right person for the correct job
 Walk-ins
 Recruitment brand development
 Employer website
 Recruitment microsites
 National media
 Local media
 Specialist media
 Lifestyle magazines
 Radio commercials
 Billboards
 Candidate referral and network schemes
 Online resume databases
 E- recruitment
 Word of mouth
 Regional job boards
 National job boards
 Generic job boards
 Specialist/niche job boards
 Lifestyle websites
 Websites of professional bodies and institutions
 Pay per click campaigns
 Generalist recruiters
 Specialist recruiters and head hunters
 Internal market optimization
 Good Leaver schemes
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16. Attraction strategies
 Communications and promotions (increasing awareness):
Design and develop presentation “deck "for use at career fairs and community outreach
presentations. Creating relationship between possible candidate pool.
 Design, develop and implement promotional materials, like executive recruitment brochure and
career advertisements.
 Design, develop and implement a corporate careers website to provide information about career
opportunities, culture for employees and the public
 Corporate employee orientation (welcoming culture):
Design, develop, and implement a corporate employee orientation program for employees
Factors considering setting recruitment plan.
 Cost
 Time taken
 Labor market
 Mobility of labor
 Legislation on gender, race, disability discrimination
Factors Affecting Recruitment
There are a number of factors that affect recruitment. These are broadly classified into two categories:
1. Internal factors
2. External factors
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17. Internal Factors
The internal factors also called as “endogenous factors” are the factors within the organization that
affect recruiting personnel in the organization.Such as
Size of the organization
The size of the organization affects the recruitment process. Larger organization finds recruitment less
problematic than organization with smaller in size.
Recruiting policy
The recruitment policy of the organization eg:recruiting from internal sources and external sources also
affect the recruitment process. Generally, recruitment through internal sources is preferred, because own
employees know the organization and they can well fit in to the organization culture.
Image of the organization
Image of the organization is another factor having its influence on the recruitment process of the
organization. Good image of the organization earned by the number of overt and covert action by
management helps attract potential and complete candidates. Managerial actions like good public
relations, rendering public service like building roads, public parks, hospitals and schools help earn
image or goodwill for organization. That is why chip companies attract the larger numbers of
application.
Image of the job
Better remuneration and working conditions are considered the characteristics of good image of a job.
Besides, promotion and carrier development policies of organization also attract potential candidates.
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18. External Factors
Like internal factors, there are some factors external to organization, which have their influence on
recruitment process. Some of these are given below
Recruitment Policy
Every company adopts a uniform method of resourcing staff some may direct on internal recruiting
method while some focuses on external recruitment. In meanwhile in some organizations it depend on
the situation, job and HRP.
Demographic factors
As demographics factors are intimately related to human beings, .eg: employees, these have profound
influence on recruitment process. Demographic factors include age, sex, Literacy, economics status etc
Labor market
Labor market condition like supply and demand of labor is of particular importance in affecting
recruitment process. E.g. if the demand for specific skill is high relative to its supply is more than for
particular skill, recruitment will be relatively easier.
Unemployment situation
The rate of unemployment is yet another external factor its influence on the recruitment process. When
the employment rate in an area is high, the recruitment process tends to simpler. The reason is not
difficult to seek. The number of application is expectedly very high which makes easier to attract the
best-qualified applications. The reserve is also true. With low rate of unemployment, recruiting process
tend to become difficult.
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19. Growth and Expansion Plans
This means organizational over roll strategy matter when the resourcing recruits. If they need new blood
to make innovations they recruit form outside or else they need to keep market secrets long term recruit
internally.
Labor laws
There are several labor laws and regulations passed by the provisional and district governments that
govern different type of employment. These cover working condition, compensation, retirement
benefits, safety and health of employee in industrial undertakings.
 Shop and Office Act no 19 of 1954
 Industrial Disputes Act
 Wages Board Ordinance
 Workmen‟s Compensation Ordinance
 Trade Union Ordinance
Legal consideration
Another external factor is legal consideration with regard to employment reservation of jobs for
schedule communities, and other backward class (OBC) is the popular examples of such legal
consideration.
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20. Sources for Recruiting
One fundamental decision that organization must make as part of its recruiting strategy is whether to
focus recruiting efforts internally or externally. Both internal and external recruiting methods have own
advantages and disadvantages.
Internal Source
Recruitment lies within the organization is called internal sources. The main ones are listed as follows:
Job posting
Is a mechanism for internal recruiting in which vacancies in theorganization are publicized through
various media such as company newsletters, bulletin boards, internal memos, and the firm‟s intranet.
Present employees
Promotions and transfer from among the present employees can be good sources of recruitment.
Promotion implies upgrading of an employee to a higher position carrying higher status, pay and
responsibilities. Promotion from among the present employees is advantageous because the employees
promoted are well acquainted with the organization culture, they get motivated and it is cheaper also.
Promotion from among the person employees also reduces the requirement of job training. However, the
disadvantage lies in limiting the choice of the few people and denying hiring of outsiders who may be
better qualified and skilled. Furthermore, promotion from among present employees also results in
inbreeding, which creates frustration among those not promoted. Transfer refers to shifting an employee
from one job to another without any change in the position/post, status and responsibilities. The need for
transfer is felt to provide employees a broader and carried base, which is considered necessary for
promotion. Job rotation involves transfer of employees from one job to another job on the lateral basis.
Former employees:
Former employees are another source of applicant for vacancies to be filled up in the organization.
Retired or retrenched employees may be interested to e come back the company to work on the part time
basis. Similarly, some former employees who had left the organization for any reason, any come back to
work. This source has the advantages of hiring people whose performance is already known to the
organization.
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21. Employee referrals:
This is yet another internal source of recruitment. The existing employees refer to the family members,
friends and relatives to the company potential candidates for the vacancies to be filled up in the
organization. This source serves as the most effective methods of recruiting people in the organizations
because refer to those potential candidates who meet the company requirement known to them from
their own experience. The referred individuals are expected to be similar in type in the of race and sex,
for example, to those who are already working in the organization
Previous applicant:
This is considered as internal source in the sense that applications from the potential candidates are
already lying with organization. Sometimes the organization contacts though mail or messengers these
applicants to fill up the vacancies particularly for unskilled or semiskilled jobs.
Union through assigning
This method is particularly common in organizations that have strong and well-established unions.
Indeed the union contract itself may specify that union members be accorded the opportunity to apply
for new position on a priority basis. The mechanics of this approach may parallel those of job posting,
along with application procedures and this information is made available to union members through
various channels like newsletters, bulletin boards.
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22. External Sources
External sources of recruitment lie outside the organization. These outnumber internal sources. The
main ones are listed as follows:
Employment exchanges:
The main functions of these employment exchanges with the branches in most cities are registration of
job seeker and tier placement in the notified vacancies. It is obligatory for employer to inform about the
outcome of selection within 15 days to the employment exchange. Employment exchange is particularly
useful in recruiting blue-collar, white- collar and technical workers.
Employment agencies:
In addition to the government agencies, there are number of private agencies that the register candidates
for employment and furnish a list of suitable candidates from the data bank as and when sought by the
prospective employer. Generally, these agencies select personnel for supervisory and the higher levels.
The main function of these agencies is to invite application and short-list the suitable candidates for the
organization. Of course, the representative of the organization takes the final decision on selection. The
employer organizations derive several advantages through this source. The time saved in this method
can be better utilized elsewhere by the organization. As the organizational identity remains unknown to
the job speakers, it, thus, avoid receiving letters and attempts to influence.
Professional Associations
Very often, recruitment for certain professional and technical positions is made through
professionals association also called ‘Headhunters’. Instituteof Chartered Accountants , etc.,
provide placement service to the members. The professional associations prepare either list of
jobseekers or publish or sponsor journal or magazines containing advertisements for their
member. It is particularly useful for attracting highly skilled and professional personnel.
E-recruitment
E-recruitment or online recruitment uses web-based tools such as a firm‟s public internet site or its own
intranet to recruit staff. The processes of e-recruitment consist of attracting, screening and tracking
applicants, selecting, and offering jobs or rejecting candidates
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23. Advertisement:
This method of recruitment can be used for jobs like clerical, technical, and managerial. The higher the
position in the organization, the more specialized the skills or the shorter the supply of that resources in
the labor market, the more widely dispersed the advertisement are likely to be. Some
employers/companies advertise their post by giving them post box number of the name of some
recruiting agency. This is done to particular keep own identity secret to avoid unnecessary
correspondence with the applicants. However the disadvantage of these blind advertisement
Advertising is the most obvious method of attracting candidates. Nevertheless, the first question to ask is
whether an advertisement is really justified. This means looking at the alternative sources mentioned
above and confirming, preferably on thebasis of experience, that they will not do. Consideration should
be given as to whether it might be better to use an agency or a selection consultant. The advertisement
copy should be prepared by using a four-point guide called AIDA. The letters in the acronym denote that
advertisement should attract Attention, gain Interest, arouse a Desire and result in action. When making
the choice, refer to the three criteria of cost, speed and the likelihood of providing good candidates. The
objectives of an advertisement should be to:
 Attract attention – it must compete for the interest of potential candidates against other
employers;
 Create and maintain interest – it has to communicate in an attractive and interesting way
information about the job, the company, the terms and conditions of employment and the
qualifications required;
 Stimulate action – the message needs to be conveyed in a manner that will not only focus
people‟s eyes on the advertisement but also encourage them to read to the end, as well as prompt
a sufficient number of replies from good candidates.
A recruitment advertisement should start with a compelling headline and then contain information on:
●The Organization;
●The Job;
●The Person Required – Qualifications, Experience Etc;
●The Pay and Benefits Offered;
●The Location;
●The action to be taken.
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24. Campus Recruitment
This is another source of recruitment. Though campus recruitment is a common phenomenon in
Srilankahave started visiting educational and training institute/ campuses for recruitment
purposes. Many Institutes have regular placement offices to serve liaison between the employer and
the students.
The method of campus recruitment offers certain advantages to the employer organizations. First, the
most of the candidates are available at one place; second, the interviews are arranged at short
notice; third, the teaching is also met; fourth, it gives them opportunity to sell the
organization to a large students body who would be graduating subsequently. The disadvantages
of this of recruitment are that organizations have to limit their selection to only “entry’’
positions and they interview the candidates who have similar education and experience, if at all.
Deputation
Another source of recruitment is deputation such sending an employees to another organization
for the short duration of two to three years. This method of recruitment is practice in a pretty
manner, in the Government department and public sector organization does not have to incurred
the initial cast of induction and training
Word-of-mouth:
In this method , the word is passed around the vacancies or opening in the organization. Another
form of word-of-mouth method of “employee-pinching’’ like the employee working in another
organization is offered by the rival organization.
The advantage of this method is no cost involved in recruitment. However, the disadvantages of this
method of recruitment are non- availability of the candidates when needed choice of candidates is
restricted to a too small number.
Walk-ins
This means direct applicants who seek employment with or without encouragement from other source. If
there isn‟t suitable position for them they are been added to pool of candidates for future reference.
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25. Alternative ways
 Leasing employees
 Overtime
 Part time workers
 Temporally workers
 Out sourcing
Advantages and Disadvantages of Sources of Recruiting
INTERNAL RECRUITMENT
Advantages Disadvantages
1. Less Costly 1. Old concept of doing things
2. Candidates already oriented towards 2. It abets raiding
organization 3. Candidates current work may be
3. Organizations have better knowledge affected
about internal candidates 4. Politics play greater roles
4. Employee morale and motivation is 5. Morale problem for those not
enhanced promoted.
Table 1- Advantages and Disadvantages of internal recruitment
EXTERNAL RECRUITMENT
Advantages Disadvantages
1. Benefits of new skills, talents and Ideas 1. Better morale and motivation
2. Benefits of new experiences associated with internal recruiting is
3. Compliance with reservation policy denied
becomes easy 2. It is costly method
4. Scope for resentment, jealousies, and 3. Chances of creeping in false positive
heartburn are avoided. and false negative errors
4. Adjustment of new employees takes
longer time.
Table 2-Advantages and Disadvantages of external recruitment
Selection
Selection is the process of picking individuals who have relevant qualification to fill jobs in an
organization. Can also say selection is the process of picking up individuals (out of the pool of job
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26. applicants) with requisite qualifications and competence to fill jobs in the organization. A formal
definition of Selection is as under:
Selection Process
Concerned with identify the best candidates or candidates for job form among the pool of qualified
applicants developed during recruiting process.
Difference between Recruitment and Selection
Recruitment Selection
1. Recruitment refers to the process of 1. Selection is concerned with picking up
identifying and encouraging people the right candidates from a pool of
with required qualifications to apply for applicants.
job. 2. Selection on the other hand is negative
2. Recruitment is said to be positive in its in its application in as much as it seeks
approach as it seeks to attract as many to eliminate as many unqualified
candidates as possible. applicants as possible in order to
identify the right candidates.
Table 3-Difference between Recruitment and Selection
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27. Steps in selection
Selection
Preliminary screening interview
Completion of application or form if not done previously
Employment tests
Comprehensive interview
Back ground investigation
Final employment decision
Figure 5-Selection process
Selection techniques
Application and back ground Checks
“An employment application asks individuals for various bits of information pertaining to the personal
backgrounds” (International Students EditionManaging the Human Resources –Page221)
Application forms set out the information on a candidate in a standardized format. They provide a
structured basis for drawing up short lists, the interview itself and for the subsequent actions in offering
an appointment and in setting up personnel records.
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28. An example of a form is
Figure 6-Example Job Application
The following suggestions have been made by Pioro and Baum (2005) on
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29. How to use application forms more effectively:
● Decide what the criteria for selection are and how these will be assessed by use of the application
form.
● Keep questions clear, relevant and non-discriminatory.
●Ask for only the minimal personal details.
● Widen your pool of applicants by offering different options and guidance for completing and viewing
application forms.
● Develop a consistent and effective sifting process.
● Use a team of sifters from a range of backgrounds to represent the diversity of your candidates.
Evaluation of Application Forms
Clinical method:
In this method, all the information furnished by the applicant in the application form is analyzed and
inferences are made about applicant's personality.
Weighted method:
In this method, certain points or weights are assigned to each item in the application form.
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30. Psychological Testing
Test is defined as a systematic procedure for sampling human behavior
Classification of Tests on the Basis Of Human Behavior
Aptitude or potential ability test
Such tests are widely used to measure the latent ability of a candidate to learn new jobs or skills.
 Mental/Intelligence Test - measures and enables to know whether he or she has mental capacity
to deal with new problems.
 Mechanical Aptitude Test - measures the capacity of a person to learn a particular type of
mechanical wok.
 Psychometric tests – these tests measures a person‟s ability to do a specific job
Achievement test
Also known as proficiency tests they measure the skill, knowledge which is acquired as a result of a
training program and on the job experience they determine the admission feasibility of a candidate and
measure what he/she is capable of doing.
 Tests for measuring job knowledge – this type of test may be oral or written and administered to
determine proficiency in operating computers and simple mechanical equipment.
 Work sample tests – demand the administration of the actual job as a test. A typing test provides
the material to be typed and notes the time taken and mistakes committed.
Personality tests
These tests aim at measuring those basic make up or characteristics of an individual which are non-
intellectual in their nature/ discover clues to an individual‟s value system, his emotional reactions and
maturity and motivation interest his ability to adjust himself to the illness of the everyday life and his
capacity for interpersonal relations and self-image.
Objective tests – it measures neurotic tendencies self-sufficiency dominance submission and self-
confidence. These are scored objectively. They are written tests or personal discoverers.
29

31. Projective tests – it is a test in which a candidate is asked to project his own interpretation into certain
standard stimulus situation.
Situation tests – these tests measures an applicant‟s reaction when he is placed in a peculiar situation his
ability to undergo stress and his demonstration of ingenuity under pressure.
Interest tests – these tests aim at finding out the types of work in which a candidate‟s likes and dislikes
of the people of some occupation hobbies and recreational activities. They are useful in career guidance
and are assessed in the form of answers to a well prepared questionnaire
Interviews
Interviews are a crucial part of the recruitment process for most organizations. Their purpose is to give
the selector a chance to assess the candidate and to demonstrate their abilities and personality, assess
them and to make sure the organization and position are right for the candidate. An interview is an
attempt to secure maximum amount of information from candidate concerning his suitability for the job
under consideration.
The interview format can vary considerably and may include an assessment centre and/or tests. The
number of interviews also varies.
 Chronological Interviews -These work chronologically through the candidate‟s life to date and
are usually based on the CV or a completed application form.
 Competency-Based Interviews -These are structured to reflect the competencies that an employer
is seeking for a particular job (often detailed in the recruitment information). This is the most
common type of interview for graduate positions today.
 Technical Interviews - If a candidate has applied for a job or course that requires technical
knowledge (, at some stage in the selection process, that the candidate will be asked technical
questions or have a separate technical interview to test his/her knowledge.
Kinds of Interviews:
1. One to one interview: in this type of interview one selector interviews one candidate alone.
2. Informal interview: in this type there are discussions between the candidate and two or more
interviewers.
3. Panel of interviews: in these pre planned standard questions ranging overall aspects of the job are
asked. They focus directly on elements of person specification.
30

32. 4. Direct planned interview: this interview is straight forward, face to face, question and answer
situation intended to measure the candidate‟s knowledge and background.
5. Indirect and direct interview: in this type of interview the interviewer refrains from asking direct
and specific questions but creates an atmosphere in which the interviewee feels free to talk and go into
any subject he considers important. The object of the interview is to determine what individual himself
considers of immediate concern, what he thinks about these problems, and how he conceives of his job
and his organization.
6. Structured interview: in this interview a series of questions which illuminates validated against
the record of employees who have succeeded or failed on the job.
7. Stress interview: in this interview the interviewer deliberately creates stress to see how an
applicant operates in stress situation. To induce stress, the interviewer responds to the applicant‟s
answers with anger, silence and criticism. This interview aims attesting the candidate‟s job behavior and
level of withstanding during the period of stress and strain.
8. Unstructured interview: in this type of interview, the candidate would be examined extensively
in core areas of knowledge and skills of the job.
Medical, Background Checks and Enquiries
Offers of appointment are subject to references and security checks and medical checking. The
references given in the candidate‟s application will be taken up and a security check will be conducted.
Security checks can take a while if the candidate has lived abroad for any period of time.
Final Selection Decision
Those individuals who perform successfully on the employment tests and the interviews, and are not
eliminated by development of negative information on either the background investigation or physical
examination are now considered to be eligible to receive an offer of employment.
31

33. Chapter 2
Introduction of Sun matches Co (PVT)Ltd
Launched in Sri Lanka in 1979, Sun Match Company Ltd has a collaboration agreement with the Indian-
based Pioneer Group of Companies. The two state-of-the-art factories situated in Kundasale and Digana
provide employment for 3000 persons, the company said in a statement.
Sun Match Co (PVT)Ltd is a company that based on quality which received ISO 9001:2000 QMS
Certification and also SLS quality standard. Excellence in manufacturing has enabled Sun Match
Company to become the largest producer of promotional matches in Srilanka.It owns more than 50% of
the industrial market and been awarded from Surya-Sinha logo as one of the leading local product. The
brands are mostly local and hold a strong position in their respective markets.
Figure 7-road map to the Company
32

34. Present Functions of Sun matches Co (PVT) Ltd
Quality Policy of Sun matches Co (PVT) Ltd
Quality Policy
We are committed to understand
customers’ requirements and to meet
those by production and selling
consistently improvement the
effectiveness of our quality management
system. We are committed to develop the
skills of our fellow employees to achieve
excellence in our work.
Figure 8-Quality Policy
Human Resources Policy in Recruitment and Selection Process
Objective
Purpose of the procedure is to hire the best qualified applicant for a position vacancy promoting a fully
efficient and consistent approach to meet the organization goal responsibility.
Responsibilities
The group co-ordinary
1. Secretary is responsible to ensure that the procedure is implemented it the organization
effectively and to review the same as and when required.
2. All the division managers are responsible for implementing Human Resource procedure at the
division level of the organization.
33

35. Procedure
When vacancies occur such vacancies should be advertise internally or externally with the approve of
the managing director.
The procedure is for recruitment of permanent/ temporally cadre excluding casual employment.
Job Vacancy
The occurrence of a vacancy in an opportunity to review the necessity for the post and its duties,
responsibility and grade of a post have changed significantly the head of division must seek
confirmation from the Human Resource division of vacant position should fill the form HR/FM/01
Job description
A job description is a document inresourcing process it should clearly and accurately set out duties and
responsibilities of the job and must include.
 The job title
 Division
 Grade
 Reporting to
 Main duties and responsibilities
 And special working conditions
Job Specification
Should include the Knowledge, Skills, Experiences, Abilities and Expertise that are required to
perform a job. It should drown up after the Job Description. Must include personal
 Knowledge
 Skills
 Abilities
 Experiences
 Aptitudes
34

36. Attracting Recruits-method Advertising
This could be done both internally and externally. Internal advertise to the available position through e-
mail and other means of communication. In the even suitable applicant is not found an external
advertisement could be placed. An advertisement is written from job description and job specification
and should contain following.
 Company name and logo
 Title of vacancy
 Brief details of the job
 Key details of Job Specification
Interview
Selecting Interview Panel
 All interviews must be conduct by a panel
 The preliminary interview will be held by a panel of members. Panel including Group Co-
Ordinating Secretary, Management-Consultant and the Divisional Head of the vacant post. The
same panel members should assist in the short listing process.
 After the closing date, the interview panel will assess the applicants‟ suitability‟s and short list
candidates for second/final interview
 The preliminary interview panel should undertake the task of shortlisting decision based on
evidence that the applicant has met the requirements of the job description and the job
specification.
 All shortlisted applications will be handed over to the Human Resource Division.
35

37. Arrangement for the interview
1) All shortlisted applications should be offered an interview(through letters or telephone/e-mail)
2) Human Resources Division will inform the reception to receive and direct the candidates to
interview venue. Prior to the interview the Human Resources Division will ensure that all members
of interview panel have,
a) CV‟s of those shortlisted.
b) Advertisement
c) Job Description and Job Specification
d) Salary scales
e) Interview data sheet
3) Also candidates informed following
a) Forward original certificates
b) Date, time and place their interview
c) One Passport size photograph
d) Instructions on how to find their way to the interview venue
4) Those interviewed and founded suitable will be shortlisted by the preliminary interview panel and
will called for the second/final interview venue.
Final Interview
 The final interview for the clerical grade upwards will be conducted with the participant of the
Director/ Managing Director.
 Director/Managing Director will participate in the selection of Sales Executives, Executives,
Managing grades and professionals.
 For grades below the clerical grades, selection will be done by the preliminary interview panel
and shall obtain Managing Director/ Director‟s approval
Appoint Successful applicants
Selected applicants CV‟s along w the duly filled interview data sheet will be handed over to the HR
Division to informal (Letter/email/telephone) to enable them call over to collect their offer letter.
The offer and appointments letters are prepared and issued by the Human Resources Division, other than
senior managerial positions which is handled by Director.
Offer letter (with two copies) include the following
 Position offered
36

38.  Probation period
 Salary offered
 Office hours
 Leave
 Terms if any
The successful applicant upon calling over to the office will be issued with the originalof the offer letter
on signing; confirming his acceptance of the terms and conditions stipulated and will communicate the
date of reporting to the work.
The Appointment Letter (original and copy), the original will be issued will be issued on the date of
reporting to work on signing, confirming his acceptance of the terms and conditions stipulated therein.
Induction Program
All employees who are new to the company undergo a training period during which they will be
introduced to the main duties and responsibilities of their post.
Process of introducing the new employee to the general and the job environment. Further details are
given in the employee hand book work rules)
Forms
HR/PO/01- Staff Requisition form -HR/FM/01
HR/PO/01-Job Description form -HR/FM/02
HR/PO/01-Interview letter -HR/FM/03
HR/PO/01-Interview data sheet -HR/FM/04
HR/PO/01-Offer letter -HR/FM/05
HR/PO/01-Appointment letter -HR/FM/06
HR/PO/01-Personal Information -HR/FM/07
37

39. Data analysis
 Recruitment and Selection processstrategy is linked with over roll strategy of Quality and
Continuous Improvement.
 HRP occurrence of a vacancy in an opportunity to review the necessity for the post and its
duties, responsibility and grade of a post have changed significantly the head of division must
seek
 Recruiting both internally or externally. Mostly in external and labor union placements are not
seen in Sun Co(PVT) Ltd as they don‟t have a labor union.
 Attracting process based on Advertising in internally or externally
 Selection process
Call of Application
Preliminary screening interview
Completion of application or form if not done previously
First Comprehensive interview
Final second interview
Back ground investigation
Appointment
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40. Chapter 3
Suggestions
 Recruiting for each department in the company is identified well in advance.
 Can use more attracting methods to attract the recruits
 The recruitment team of the HR department alone cannot satisfy it, then help from the placement
agencies is needed.
 Time management is very essential and it should not be ignored at any level of the process.
 The recruitment and selection must be adopting new techniques as interview method is not the
most essential in every situation.
 The recruitment and selection procedure should not to lengthy and time consuming.
 The candidates called for interview should be allotted timings and it should not overlap with
each other.
 Should try to find candidates have possible practical knowledge before recruiting
 They give appointment at once and selection is not that much based on the way they handle
practical situation after job is given slack him if he is not suitable that is waste of recruiting and
selecting expense
39

41. Conclusion
Recruitment and selection are getting very much importance these days in the organization. It is very
critical thing to evaluate the human resources.
It is a systematic procedure that involves many activities. The process includes the step like HR
planning attracting applicant and screening them. It is very important activity as it provides right people
in right place at right time. It is not an easy task as organization‟s future is depends on this activity. If
suitable employees are selected which are beneficial to the organization it is at safe side but if decision
goes wrong it can be dangerous to the organization. So it is an activity for which HR department gets
very much importance.
Recruitment and selection procedure and its policies changed as per the organization. And as for the sun
(PVT) Limit Recruitment and Selection process strategy is linked with over roll strategy of Quality and
Continuous Improvement thus they try to build the best talent level of employees to up the level quality
and market that they want to achieve. Its importance also gets changed as the organization changed
according to the market need and recruiting and selecting process will be a continues as the organization
change.
40

42. References
Name of the book or Website Author Published year Publisher and
and the edition address
Human Resource Management. -H.JhonBernardin 1998 McGraw-Hill Book
Co-Singapore
An Experiential approach -Joyce E.A Russell 2nd Edition
Human Resource Management. Edited by JhonStorey 1995 Routler
A Critical Text 11 new Fetter Lane,
London ECA4p 4EE
Cases in Human Resource Edited by Ann E. 1996 PITMAN
Management McGoldrick PUBLISHING,128
1st Edition
Long Acre, London
WC2E 9AN
http://www.google.lk
A Handbook of Human Resource Michael Armstrong 2006 120 Pentonville Road ,
Management Practice London N1 9JN
10th edition
United Kingdom
525 South 4th Street,
#241, Philadelphia, PA
19147, USA
Personnel and Human Resources G.A Cole 2002 Gamut, The Tower
Management building, 11 York
5th Edition
road,
London SE17 7 NX
International Students Edition -G.Bohlander 2007 Thomas Higher
Managing the Human Resources. Education, 519 Natorp
-S.Shell 13th Edition
Boulevard, Mason OH
International Students Edition
45040, USA
41

43. Annexes
INTERVIEW RESPONSE FORM
(To be filled for all Managerial and other key positions by the interviewer)
Kindly spare a couple of minutes to fill the information asked below. This would help us in improving
the speed as well as the quality of hiring.
1) What is the status of the candidate a) Shortlisted for the next round
b) Final selection
c) Waitlisted
d) Rejected
2) Please list the main reasons why the candidate is shortlisted/waitlisted/rejected
1)
2)
3)
3) - Current Salary (monthly Take home):
- Expectations:
4) Any other comments:
Name of the Interviewer: Date:
Signature:
Thank You,
HR Department
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44. Walk in Interviews
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52. 51