1. RECRUITMENT, SELECTION, PROCESS, METHODS AND STEPS,
ROLE OF RECRUITMENT CONSULTANT, ADVERTISMENT AND INDUCTION

2. Recruitment:-
 Organizational activities that provide a pool of
applicants for the purpose of filling job openings.
 It is a process of searching for prospective
employees .
 Stimulating & Encouraging them to apply for jobs
in the org.

3. Factors Governing Recruitment
 Internal Factors
 Recruitment Policy of the Org
 Size of the org & the Number of Employees Employed
 Cost Involved in Recruitment
 Growth & Expansion Plans of the Org.
 External Factors
 Supply & Demand of Specific Skills in the Market
 Political & Legal considerations such as Reservations of
jobs for reserved Catagories
 Company’s Image Perception by the Job Seekers.

4. Sources Of Recruitment:
 Present Employees
 Unsolicited Applicants
 Educational and Professional Instituitions
 Public Employment Offices
 Private employment Agencies
 Employee Referrals
 Help wanted Advertising
 Walk-Ins

5. Selection:
 Is the process of discovering the qualifications &
characteristics of the job applicant in order to
establish their likely suitability for the job
position.
 A good selection requires a methodical approach
to the problem of finding the best matched
person for the job

6. Selection Process
1. Preliminary Interview
2. Selection Tests
3. Employment Interview
4. Reference and Background Analysis
5. Physical Examination
6. Job Offer
7. Employment Contract

7. Use of psychological test in
selection

8. Why choose testing
 Objectivity – good psychological tests are standardised on a large sample and
provide normative data across a wide range of demographics and age cohorts.
Well selected tests will allow you to demonstrate talents that may otherwise not
be evident.
 Validity – psychometric tests are a more valid method of assessment than
interviews, academic achievement & reference checks, and when utilised in
combination (for example in an assessment centre) are highly predictive of
future job performance.
 Cost – the cost of selection errors is large for both the employer and the
employee. Psychometric tests help to minimise costs while maximizing potential
fit between the candidate and the job.

9. Brief history of tests
Comparisons of human attributes and differences have a very long history.
 Hippocrates – (400BC) attempted to theoretically define four basic
temperament types: sanguine (optimistic), melancholic (depressed), choleric
(irritable) and phlegmatic (listless and sluggish).
 Galton - (19th century) measured human individual differences in terms of
ability to discriminate between stimuli.
 Binet - devised tests to measure differenced in specific human abilities. Now
numerous tests measure specific abilities, strengths and competencies.

10.  Army Alpha and Beta tests (WW1) – developed out of an urgent need
to select personnel with specific aptitudes for training in specialist
and strategic roles.
 Today – Psychological tests widely used in selection practices.

11. Psychological tests (definition and
dimensions)
A selection procedure measure the personality characteristics of applicants that
are related to future job performance. Personality tests typically measure one or
more of five personality dimensions:
 Extroversion,
 Emotional stability,
 Agreeableness,
 Conscientiousness and
 Openness to experience.

12. Types Of Psychological Tests
 Psychological tests fall into several categories:
 Aptitude tests: It refers to potentiality that a person has to profit from certain kind
of training.
 Achievement tests: It helps to measure the proficiency that a person has been able to
achieve.
 Intelligence tests: It attempts to measure the intelligence—that is, basic ability to
understand the world around you, assimilate its functioning, and apply this
knowledge to enhance the quality of your life. Or, as Alfred Whitehead said about
intelligence, “it enables the individual to profit by error without being slaughtered
by it.”[1] Intelligence, therefore, is a measure of a potential, not a measure of what
you’ve learned (as in an achievement test), and so it is supposed to be independent
of culture.
IQ=Mental Age/Actual Age*100
For example, a six year old child with a mental age of 6 would have an IQ of 100 (the
“average” IQ score); a six year old child with a mental age of 9 would have an IQ of
150. Today, intelligence is measured according to individual deviation from
standardized norms, with 100 being the average.

13. Cont…
 Neuropsychological tests: It attempts to measure deficits in cognitive functioning
(i.e., your ability to think, speak, reason, etc.) that may result from some sort of brain
damage, such as a stroke or a brain injury.
 Occupational tests : It attempts to match your interests with the interests of persons
in known careers. The logic here is that if the things that interest you in life match up
with, say, the things that interest most school teachers, then you might make a good
school teacher yourself.
 Personality tests : It attempts to measure your basic personality style and are most
used in research or forensic settings to help with clinical diagnoses. Two of the most
well-known personality tests are
1. Minnesota Multiphasic Personality Inventory (MMPI), or the revised MMPI-2,
composed of several hundred “yes or no” questions, and
2. Rorschach (the “inkblot test”), composed of several cards of inkblots—you simply give
a description of the images and feelings you experience in looking at the blots.
 Specific clinical tests :It attempts to measure specific clinical matters, such as your
current level of anxiety or depression.

14. USES OF TESTS
 Evaluation of right candidate
 Proper selection of candidate
 Identifying the candidates personality

15. Places Where Psychological
Testing Is Used
 Colleges or Educational Institutes
 Army,Navy etc.
 Bank
 Airlines
 Companies
 Schools
 So, now a days in most of the places candidates are
evaluated on the basis of the psychological test.

16. Advantages
 can result in lower turnover due if applicants are selected for traits that are
highly correlated with employees who have high longevity within the
organization
 can reveal more information about applicant's abilities and interests
 can identify interpersonal traits that may be needed for certain jobs

17. Disadvantages
 difficult to measure personality traits that may not be well defined
 applicant's training and experience may have greater impact on job
performance than applicant's personality
 responses by applicant may may be altered by applicant's desire to respond
in a way they feel would result in their selection
 lack of diversity if all selected applicants have same personality traits
 cost may be prohibitive for both the test and interpretation of results
 lack of evidence to support validity of use of personality tests

18. Tips
 Select traits carefully :
An employer that selects applicants with high degree of 'assertiveness',
'independence', and 'self-confidence' may end up excluding females
significantly more than males which would result in adverse impact.
 Select tests carefully:
Any tests should have been analyzed for (high) reliability and (low)
adverse impact.
 Not used exclusively:
Personality tests should not be the sole instrument used for selecting
applicants. Rather, they should be used in conjunction with other
procedures as one element of the selection process. Applicants should
not be selected on the basis of personality tests alone.

19. Types of Interviews
 Structured
 Unstructured
 Mixed
 Behavioral
 Stressful

20. BARRIERS TO EFFECTIVE
SELECTION
 Perception
 Fairness
 Validity
 Reliability
 Pressure

21. Stages In Selection Process:
• Stage 1: Screening Of Application Forms.
• Stage 2: Tests--Intelligence, Aptitude, Technical,
Psychometric, Ability, Interest.
• Stage 3: Selection Interview.
• Stage 4: Selection Decision

22. RECRUITMENT PROCESS
PRACTICES BY
CAPGEMINI INDIA

23. Steps Of Recruitment Process

24. RECRUITMENT PROCESS FOR
FRESHER
 WRITTEN /APPTITUDE.
 GROUP DISCUSSION.
 PSYCHOMETRIC TEST(CONDITIONAL).
 TECHNICAL INTERVIEWS(CONDITIONAL).
 HR INTERVIEWS.

25. RECRUITMENT PROCESS FOR
HIGHER POST
 PSYCHOMETRIC TEST.
 BUSINESS GAME.
 HR INTERVIEWS.

26. SELECTION PROCEDURE/STEPS
12 INTIMATION TO SALARY DEPT.
11 FINAL SELECTION
10 ORIENTATION
9 REFERENCE
8 ON THE JOB TEST
7 PHYSICAL TEST
6 INTERVIEW
5 PSYCHOLOGICAL TEST
4 WRITTEN TEST
3 TRADE TEST
2 SENDING APPLICATION FORMS
1 PRELIMINARY SCREENING

27. Difficulties in Recruitment process
 Talent Acquistion.
 Expensive.
 Time Constraint.
 Retention of employees.
 Managing low attrition rate.
 Budget.

28. Challenges in Recruitent &
Selection:
 Talent Shortage
 Attrition Rate
 Reservations and other Gov. Policies
 Remoteness of Job
 Scrutinity of employee’s credentials

29. Basic Diff. Between Recruitment
and Selection:
 Recruitment- searching for and attracting applicants
qualified to fill vacant positions
 Selection- Analyzing the qualifications of applicants and
deciding upon those who show the most potential

30. Case Study: Selection And
Recruitment Practices in Wipro
Tech
Wipro Tech is an information technology service company
established in India in 1980.
Headquarter Bangalore
Rank Third largest IT services
company in India
Employees Strength 78,000 as of September 2007

31. Q & A Session with WIPRO HR:
How requiremnt arises in Wipro?
 Acquisition of Projects, as per needs of PM,TL.
How do you come to know about technology on which
the workforce have to be recruited.
Project manager, technical lead handover(or
mail) HR team about Job description as well as little
bit project description ,& required technical
competencies.

32. Cont....
How do you come to know about no. of candidates to be
recruited?
First do check about current workforce which is on bench
and having the required skill then we decide about no. of
candidate to be recruited.
What's the first process of recruitment?
If the recruitment is on small level and the skillset is easily
available then we scan our database for candidates but if the
recruitment is very large and skillset is presice (or scarcity of
skillset ) then we give the advt in news papers.

33. Cont....
What is the next step you follow ?
We shortlisted the resume on the basis of skill and
experience and availability of skill set in market, then we
invite them for further process like Aptitude Test ,Group
Discussion, Interview.

34. Cont....
What kind of professionals can find job opportunities with the
company?
We have a rigorous recruitment process to ensure that we hire the
best talent in the industry. All our HR processes are competency
based.
 Educational qualifications are function dependent.
 In addition to a good education, we look for candidates with high
potential, integrity and the ability to lead the organisation in future.
 Our main focus is on `internal growth' and hence we look for
candidates who are steady, interested in building a career with Wipro
and who bring a new perspective to the organisation.

35. Cont...
What kind of retention policies do you implement to fight attrition?
Our values and culture, freedom and autonomy, exciting challenges and
opportunities for career advancement are our key retention tools.
 We work in a highly charged environment with talented and successful people
that motivate one and all.
 We believe that apart from salaries, employees seek fast growth, exciting work
environment and opportunity to make a difference through entrepreneurial
ventures, amongst other things.
 Each employee has a career growth plan in place. Based on the career plan we
give each of them opportunity to work in various functions to get a wide and
varied exposure.
 We also have a compensation design, which aggressively differentiates
between performers and non-performers.
 We were arguably the first FMCG company in India to offer stock options to
employees.
 We also purge the bottom 10% on a regular basis so that they do not become a
liability for others.

36. Role of recruitment consultants

37. What is Consultant
 A consultant (from the Latin consultare means "to discuss" ) is a professional who
provides advice in a particular area of expertise such as accountancy, the environment,
technology, law, human resources, marketing, medicine, finance, public affairs,
communication, engineering, graphic design, or waste management.
 A consultant is self-employed or works for a consultancy firm, usually with multiple and
changing clients.

38. Types of Consultant
 Environmental consultants.
 Technology Consultant.
 Human Resource Consultant
 Marketing Consultant
 Law Consultant
 Medicine Consultant
 Finance Consultant
and many more….

39. What Is Recruitment Consultant
 "Recruitment consultants work with companies to help them find the right people for
their positions. They also work for candidates to find a role that is suitable for them.
The key skill of a recruitment consultant is to meet the needs of both the client and the
candidate to ensure the best mutual fit; this is not simply a case of skills matching but of
truly understanding the business and its culture, as well as the aspirations of the
candidate."

40. Recruitment Consultant
Activities
 A recruitment consultant is responsible for helping employer clients to recruit staff for
job vacancies. These vacancies can be permanent or temporary roles.
 Recruitment consultants develop an understanding of their client's requirements, then
identify potential staff (candidates) through existing contacts or by advertising
roles/headhunting (executive search). They assess candidates' skills through interviews,
tests and background checks, then make recommendations to their client.
 Consultants also provide advice to both clients and candidates on salary levels, training
requirements and career opportunities. Developing solid relationships with clients is
integral to the role.
.

41. » Typical work activities
 A recruitment consultant's role is demanding and diverse.
 using marketing and business knowledge to extend company contacts.
 identifying and evaluating employers' recruitment needs.
 negotiating terms of employment.
 interviewing potential candidates
 clarifying and negotiating salary and benefits relating to the role.
 headhunting - identifying and approaching suitable candidates.
 monitoring candidates once placed.
 collecting feedback from employers on the performance of candidates who have previously
been placed with them.
 maintaining current records and personal statistics for review against performance targets.
 documenting clients' details and vacancy requirements in a brief.

42. Various Players In Recruitment
Consultancy
At National Level
 3P Consultant Pvt. Ltd.
 ABC International Placement Services
 Active Consultant
 Beta Consultancy HR Services
 Browse Consulting
 Career Graph
 CareerIndia
 Dynamic Consultant
 Enterprise Consulting
 HUDDAR
 Human Ware India
 JCG Associates
and many more……

43.  At Global Level
 ADD Resources
 BLT
 Camron James
 Osiris Connections
 Prism Executive Recruitment

44. What makes a Good Recruitment
Consultant
To be successful in the recruitment industry you must:
 be ambitious and confident
 be goal orientated
 have good interpersonal and communications skills
 be a good team player
 be able to handle multiple priorities
 be tenacious
 be a problem solver
 be able to work to deadlines and targets
 enjoy responsibility and working in a high-pressure environment
 have a good sense of humour

45. Opportunity as a Recruitment
Consultant
 A chance to work with a large successful organization.
 An opportunity to develop within the Recruitment Industry with one of the most
supportive and resourceful organizations.
 A role that could provide you with a solid future within Recruitment.
 A competitive annual salary and excellent commission packages
 Fantastic training and mentoring opportunities

46. Challenges Faced By
Recruitment Consultant
 Develop expertise in those strategic areas, where the consultants have not developed
expertise when firm is focused and the consultant is a generalist.
 Reinforce and update knowledge and skills in the areas of focus of the firm when the firm
is focused and the consultant is an expert.
 Provide the consultants exposure to areas where they do not have expertise in a non
focused firm with expert consultant. Here, the long-term objectives of the consulting firm
is to operate in a wide range of sections/functions.
 Expose the consultants to all upcoming sectors/functions in a non-focused firm with
generalist consultant .
 Three key areas which every consultant should be well conversant
1)knowledge and skills related to Man-management.
2)Business development, and Quality assurance.
3) evaluation technique.

47.  To maintain Effectiveness and Efficiency.
 Innovation and Quality Assurance are two key elements in the success of any consulting
firm.
 Maintain the customer relationship.

48. Advantages
 Fast Response
 Broad customer base in private and public sectors
 Improved attraction and recruitment strategies
 Identifies and prepares potential job applicants
who will be appropriate candidates.
 Higher succession rate of the selection process by
reducing the number of visibility under-qualified
or overqualified job applicants.

49. Disadvantages
 Non -ethical strategies.
 It won't always work.
 Cost.

50. What are Advertisements…..
50

51. ADVERTISEMENT
 What is advertisement?
Advertising is a one-way communication whose
purpose is to inform potential customers about
products
and services and how to obtain them
For Recruitment –
To provide information that will attract a significant
pool of qualified candidates and discourage
unqualified ones from applying. 51

52. Various kinds of Advertisement
Media
(E.g. billboards, printed flyers , radio, web
banners, web popups, human directorial, magazines,
newspapers, posters)
s Above the line Media: Press, TV, Outdoor, posters, and
radio ( recognized ad agencies get commission from these
media)
e Below-the-line Media: Direct mail, Sale Promotion,
merchandizing, exhibitions
52

53. Various kinds of Advertisement
 Price Advertisement
 Covert Advertisement
 Local Service advertisement
 Business to Business Advertisement
 Direct Response Advertisement
53

54. Medium for Recruitment
Advertising
 Television
(e.g. News pop-ups, Commercial ads like Accenture & many more)
 Radio (e.g. Radio Mirchi… )
 Magazines (e.g. Business Today, Winning Edge, Human capital…)
 Newspapers (e.g. Blind Box Ads, Business accents, Times classified
etc..)
 Internet (e.g. Web portal like Naukri.com, Monster.com…)
 Direct Mail
54

55. COST
55

56. COST
56

57. Graphical Comparison
57

58. 58

59. 59

60. 60

61. 61

62. 62

63. Success Factors
 Customer realization of Product.
 Quality of a Product is determined.
 Exposes company’s Culture
 Ramp Up Awareness of Brand among masses and hence
increase Demand
63

64. Use of Advertisements in
Recruitment Process.
 Creating awareness of Job Opportunities in the
specified field of Interest.
 Finding Desirable Candidates
 Keeping an competitive edge over competitors
as more advertisements attracts best of the job
seekers.
 Advertisement is the fastest way to spread
recruitment hiring information.
64

65. Evaluation and Effects
 Newspapers
 Advantages – Short lead time, flexible, reach large
audience, community prestige, intense coverage, reader
control of exposure, coordination with national
advertising, merchandising service, segment consumer
by geography.
 Disadvantages -- short life span, may be expensive
relative to other media, hasty reading, poor
reproduction, lack of creativity.
65

66.  Radio
 Advantages – audio capacity, short lead time, low cost
relative to other media, reach demographic and geographic
segmented audience, reach large audience.
 Disadvantages – don’t have visual capacity, fragmented and
inflexible, temporary nature of message.
 Magazines and Journals
 Advantages -- selectivity for demographic and geographic
segments, high in quality reproduction, lasts as long as
magazine is kept, prestigious advertisement is credibility of
magazine is high, extra services, issue may be read by more
than one person.
 Disadvantages – long lead time, lack of flexibility in gaining
attention, often limited control over location of
advertisement.
66

67.  Television
 Advantages -- impact mass coverage, repetition,
flexibility in getting attention of consumer, prestige,
visual and audio capabilities, short lead time.
 Disadvantages -- temporary nature of message, high
cost relative to other media, high mortality rate for
commercials, evidence of public distrust, lack of
selectivity, hard to target customer, requires production
specialists
67

68.  Outdoor Advertising
 Advantages – inexpensive relative to other media, quick
communication of simple ideas, repetition of exposure
to customers, ability to promote products available for
sale nearby
 Disadvantages -- brevity of the message, short exposure
time, cannot target customer, public concern over
aesthetics.
68

69.  Internet & Direct Mail
 Advantages – flexibility in reaching target audience,
short lead time, intense coverage, flexibility of format,
complete information, easy to personalize
 Disadvantages -- high cost per person, dependency on
quality of mailing list, consumer resistance, may be
considered as junk mail, may be difficult and expensive
to access mailing lists
69

70. What is
induction?
 Induction is process meant to help the new employee
to settle down quickly into the job by becoming
familiar with the people, the surroundings, the job,
the firm and the industry.
 Induction is the process of acquainting the new
employees with the existing culture and practices of
the new organization.
70

71. What is induction
 for?all anxiety of recruited person.
To sort out
 To ensure the effective integration of staff.
 History and introduction of founders.
 Understand the standards and rules (written and
unwritten) of the organisation.
 Introduction to the company/department and its
personnel structure.
71

72. Contd.....
 Relevant personnel policies, such as training,
promotion and health and safety.
 To clear doubtful situation between new employee
and existing one.
72

73. Who needs special
attention?
 Institute leavers.
 People returning to work after a break.
 Disabled employees.
 Management trainees.
 Employees with language difficulties.
73

74. Induction Programme
Before designing induction programme firm need to
decide four strategic choice.
Formal Informal
Individual Collective
Serial Disjunctive
Investiture Divestiture
74

75. Who is responsible
for the induction
process?
 HR manager
 Health and safety advisor
 Training officer
 Department or line manager
 Supervisor
 Trade union or employee representative
75

76. Organisational
HR Issues
Representative Employee
Benefits
Introduction
Special
Anxiety
Reduction To Placement
Seminars
Specific Job
Location and
Supervisor Duties
Formal Induction
Programme
76

77. Points while
implementing
Inductionobjectives and desired benefits.
 Identify the business
 Secure early commitment
 Agree roles and responsibilities of different players in
the process
 Think of induction as a journey
77

78. Contd.....
 Engage staff prior to joining
 Have clear learning objectives for training sessions
 Respect the induction needs of different audiences
 Keep induction material up to date
78

79. Evaluation
 Feedback from whom who completed induction
 Retention rates
 Exit interviews
 Monitoring queries
79

80. Trends in Induction
 Chalk and talk session
 Questionnaire
 From practicalities to discussion about culture
 Using technologies like e-learning
 Team building exercise
80

81. Problem in induction
 To keep it simple
 Supervisor is not trained enough
 Employee get so much of information in short span of
time
 Large no. of forms
 Employee is thrown into action too soon
 Wrong perception develop in short span
81

82. Advantages of Good
Induction
 Employee retention.
 Create good impression
 It creates good adhesion
 It take less time to familiarise
 Less turnover ratio
 Increase productivity
 No chaos
 Cost reduction
82

83. In absence of
Induction
Uneasiness of new employee in the environment of
the org.
 Poor integration in team
 Low morale
 Loss of productivity
 Failure to work with their highest potential
 Company image goes down
83

84. Contd.....
 Leads to Early leaving. It leads many problems like:-
a) High employee turnover
b) Lowering the morale of remaining staff
c) Additional cost for re-recruiting
d) Damage the company reputation
e) Affect new recruitment
f) Leaver’s record is affected
84