Recruitment and selection, Recruitment polic, Promotion and Transfers, Placement and Induction, Quality of work life

UNIT 3
Recruitment and Selection

DEFINITION
“Recruitment is the process of searching for
prospective employees and stimulating and
encouraging the to apply for the job.” – (Flippo EB,
1980)
“Recruitment is a process to discover the sources of
manpower to meet the requirements of the staffing
schedule and to employ effective measures for
attracting that manpower in adequate numbers to
facilitate effective selection of an efficient working
force.” – (Yoder D, et al 1972)
4

RECRUITMENT
Recruitment needs are of three types:
 Planned: Arises from changes in organization and
retirement policy.
 Unexpected: Arises during resignations, deaths,
accidents and illness.
 Anticipated: Refers to those movements in personnel
which an organization can predict by studying trends in
the internal and external environments.
5

Features of Recruitment:
 It is a process rather than a single act or event.
 Linking activity as it brings together the employer and
the prospective employees.
 Positive activity to seek out eligible persons from which
suitable ones are selected.
 To locate the sources of people required to meet job
requirements.
 Ability to match jobs to suitable candidates.
 A two way process between recruiter and recruited.
 A complex job that involves lots of factors like image of
the company, nature of jobs offered, organizational
policies, working conditions etc.
6

RECRUITEMENT PROCESS
Definition and requisitions
Sources
Communication of information
Identifying prospective employees
Encouraging and attracting applicants
Candidate assessment
7

Steps in Recruitment Process:
 Requisitions contains the details about the positions to
be filled, no. of persons to be recruited, etc.
 Developing and location of sources, i.e both internal
and external.
 Communicating the information of the organization to
acquire prospective employees.
 Encouraging the identified candidates to apply for the
job.
 Analyzing and evaluating the effectiveness of
recruitment process by candidate progression.
8

Elements of Recruitment process
 Recruitment Policy
 Recruitment organization
 Developing sources of recruitment
 Methods of recruiting
9

Recruitment Policy
It specifies the objectives of recruitment and provides a
framework for the implementation of the recruitment
programme
It involves :
• Enriching the organisation’s human resources by filling
vacancies with the best qualified people
• Attitudes towards recruiting handicaps, minority groups,
women, friends and relatives of present employees
• Promotion form within
• Development of organizational system for implementing the
recruitment programme and procedures to be employed
11

General Principles
General principles a recruitment policy involves
which reflect the employer’s commitment are :
 To find and employ the best qualified persons for
each job
 To retain the most promising of those hired
 To offer promising opportunities for the life time
working careers
 To provide facilities and opportunities for
personal growth on the job
13

Factors affecting recruitment policy
 Organizational objectives
 Personnel policies of the Organization and its
competitors
 Government policies on reservations
 Preferred sources of recruitment
 Organization’s recruitment needs
 Recruitment costs
 Financial implications
 Selection criteria and preferences etc.
14

Pre-requisites of a good recruitment policy.
It should :
 Abide by the relevant public policy and legislation on
hiring and employment relationship
 Provide employees with job security and continuous
employment
 Integrate organizational needs and employee needs
 Provide each employee with freedom and
opportunities to utilise and develop knowledge and
skills to the maximum possible extent
 Treat all employees fairly and equitably in all
employment relationships
15

 Provide suitable jobs and protection to
handicapped, women and minority groups
 Encourage responsible trade unions
 Be flexible enough to meet the changing needs
of the organisation
16

Recruitment Organization
 Centralized recruitment
 Decentralized recruitment
17

Centralized recruitment
 Under this personnel department at the head office
performs all the functions or recruitment
Advantages :
 It reduces the administrative cost by consolidating
all recruitment activities at one place
 It helps in better utilization of specialists
 It ensures uniformity in recruitment and selection
of all types of employees
 It facilitates interchangeability of staff between
different units/zones
18

It relieves the line executives in the recruitment
problem thereby enabling them to concentrate on their
operational activities.
It tends to reduce favoritism in recruitment and makes it
more scientific
Disadvantages :
 There is delay in recruitment as operating units cannot
recruit staff as and when required
 The central office may not be fully familiar with job
requirements of different units and the most suitable
sources for the required staff
 Recruitment is not flexible because operating units lose
control over the recruitment process
19

INTERNAL SOURCES
 Refers to recruitment that takes place from
within the organization. It includes:
A) Transfers & Promotions:
Transfers implies shifting of an employee from
one job to another without any shift in change of
responsibilities, and on the other hand
promotion refers to shifting of an employee to a
higher position carrying higher status,
responsibilities and pay.
22

B) Retired and retrenched employees who
want to return to company may be hired.
C) Dependents and relatives of deceased
and disabled employees.
23

Merits
 Morale and motivation of employees
improves.
 Promotes loyalty and commitment amongst
employees due to sense of job security and
advancements.
 Chances of proper selection high
 Present employees familiar with organization
surroundings.
 Time and expenditure for recruitment reduced
24

Demerits
 Fails to bring in fresh blood into organization.
 Promotion based on seniority.
 Choice in selection is restricted.
 All vacancies cannot be filled from within
organization.
 Not available to newly established enterprise.
25

EXTERNAL SOURCES
 External sources of recruitment lie outside the
organizations The include:
A) Educational Institutions:
Various companies visit many colleges which have
made arrangements for campus interviews and
recruit candidates. Colleges like IIT’S and IIM’s have
a more than 100 famous companies like Barclays,
Boston consultancy group coming and recruiting
candidates.
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B) Recruiting Agencies:
• These are basically various private consultancy
firms like Price Waterhouse coopers, ABC group
which recruit candidates on behalf of the client
companies by charging a fee.
27

C) Employment exchanges
These exchanges provide information about job
vacancies to jobseekers. These can be private
and also government exchanges.
28

D) Casual callers:
Many candidates visit the company by
themselves and give interviews. The companies
may not need them presently but can call them
anytime in future when there are vacancies.
29

E) Labor contractors:
Manual workers recruited through contractors
who maintain close relations with such labors.
Basically seen in construction jobs.
30

F) Gate recruitment:
In this method a notice on the noticeboard of
the company specifying job details of job
vacancies can be put. This method is also
called direct recruitment
G) Recommendations:
Employees recruited through recommendations
by trade unions.
31

H) PressAdvertising:
Advertisements in newspapers and journals.
Has wide reach. This method can be used for
technical, clerical and managerial jobs.
32

Merits
 People having requisite skill, education and
straining can be recruited.
 Best selection made irrespective of
cast,creed,religion, sex.
 Helps to bring new blood
 Expertise and experience from other
organization can be bought.
 “never dries up”. Applicable to new firms as
well.
33

Demerits
 Time consuming and expensive
 Employees unfamiliar with organization and
its orientation.
 If higher level jobs are filled from external
sources, motivation and loyalty of existing
staff effected.
34

• Recruitment methods are the means by which
and organization attempts to establishes
contact with potential candidates, provides
them necessary information and encourages
them to apply for jobs.

1)Direct Methods:
• Under this method scouting, manned
exhibits and waiting lists are used.
• Scouting-where an company representatives
may be sent to educational and training
institutions.
• Manned exhibits- Where representatives sent
to seminars and conventions where they can
establish their mobile offices to go to desired
centers.
37

 Waiting lists of candidates who have indicated their
interest in jobs in person through mail over phone.
2) Indirect method
Advertisements in newspapers and journals,
radio, television used to publicize vacancies.
This helps to enable the candidates to assess
their suitability so that only those possessing
the requisite qualifications will apply.
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3) Third party methods:
Various agencies, public employment
exchanges and private consulting firms are
used to recruit personnel. In addition friends
and relations of existing staff deputation can be
used.
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“Selection is the process of choosing the most
suitable applicant/candidate for a job from
among the available applicants.”
35

• Selection gives the right place to the right
person.
• Rejecting the right person or the placement
of the wrong person will have a severe
impact.
36

Application
screening and
short listing
Presentation
of data in a
tabulated
form
Preliminary
interview
Employment
tests
Diagnostic
interview
Reference
checking
Medical
examination
Final selection
Collection of
various
documents
Job offer
interview
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Types of Interviews
38
1. Formal and Structured interviews /
Directive interviews
• very rigid in its structure andcontents
• ensures each and every candidate is tested
with identical questions.
• The interviewer selects the questions to be
asked
• plans the interview inadvance.
• Lack of subjectivity is the mainadvantage

2.Unstructured interviews / Nondirective
interviews
39
• no pre-determined set of questions
• take its own direction depending on the
answers given.

3. Stress interviews
40
• The objective is to test the applicant’s
ability to perform effectively and
efficiently under stress.

4. Group interview method
41
• Group of candidates are interviewed by an
interviewer.
• Usually they are interviewed at different stages
by different interviewer

5.Panel interviews
42
• Panel of experts test the each candidate

6. In depth interviews
43
• This is at the second stage of interview
• it goes to a deeper level to understand the
candidate better

7.Situational type of interviews
44
• Questions are focused on the individual’s
ability to understand what his or her
behaviour would be in a given situation

Intelligence means the
mental ability or
quickness of mind.
46
It is the ability for
“reasoning, judgment,
memory and the power of
thoughts.”
An IQ (Intelligent
Quotient) involves a
different ability, usually
comprising verbal
reasoning or numerical
ability

• measures the person’s ability to learn a
given job.
47

This includes
finger dexterity
manual dexterity
speed of the arm
movement
Reaction time
48

This is a behavioral test
A real situation is given to the applicant
and asked to tackle the situation as if he or
she got it in their real life.
49

5.Achievement Tests
50
These are knowledge tests

6.Interest Tests
to identify whether the applicant has a
genuine interest in the kind of work to be
performed
No point of assigning a job someone is not
interested in it.
51

7. Personality Tests
52
• Personality tests assess a person’s value
systems emotions
• Personal characteristics
• Self-confidence
• Judgment
• Dominance or submission
• Impulsiveness

Polygraph Tests
Test the truthfulness of an applicant answers
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Graphology
54
Analysis of hand writing to assess one’s
personality

WHAT IS PLACEMENT ?
 MEANING OF PLACEMENT:-
 Placement is a process of assigning a specific job
to each of the selected candidates. It involves
assigning a specific rank and responsibility to an
individual. It implies matching the requirements of
a job with the qualifications of the candidate.
 Placement is understood assigning jobs to the
selected candidates. Assigning jobs to employees
may involves a new job or different jobs.
 Thus, placement may include initial assignment of
job to new employee, on transfer, promotion or
demotion of the present employees.

“Placement is the determination of the job to
which an accepted candidate is to be assigned and
his assignment to that job. It is a matching of what
the supervisor has reason to think he can do with
the job demands (job requirements) and it is
matching of what he imposes (in strain, working
conditions etc.) and what he offers ( in the form of
payroll companionship with others, promotional
possibilities etc.).’’
-PIGORS and MYRES
PLACEMENT

IMPORTANCE OF
PLACEMNET
 It helps in reducing employee turnover.
 It helps in reducing absenteeism.
 It helps in reducing accident rates.
 It avoids misfit between the candidate and the
job.
 It improves employee morale.
 It helps the candidate to work as per the
predetermined objectives of the organisation

PLACING NEWLY HIRED EMPLOYEES
COLLECT DETAILS ABOUT THE EMPLYOEE
CONSTRUCT HIS PROFILE
MATCH INDIVIDUAL PROFILE WITH THE BEST SUITED
JOB FAMILY PROFILE
COMPARE SUBG-GROUP PROFILE WITH THE BEST
SUITED JOB FAMILY PROFILE
MATCH THE SUB-GROUP PROFILE WITH THE BEST
SUITED JOB FAMILY PROFILE
ASSIGN THE INDIVIDUAL TO THE JOB FAMILY
ASSIGN THE INDIVIDUAL TO SPECIFIC JOB AFTER
FURTHER COUNSELLING AND ASSESEMENT

WHAT IS AN INDUCTION?
 MEANING OF INDUCTION/ORIENTATION:-
 Induction is the process of introducing a new
employee to his/her job and organization and
giving him all the necessary information required
by him/her to start his work.
 The purpose of induction is to welcome a new
employee and inform them about the
organizational culture, introduce them to their
team and co-workers, give them an understanding
of their job, help them understand how their work
will be connected to his co workers and informing
him about the policies of the organization.

“Induction or Orientation is the process
of receiving and welcoming an employee
when he first join a company and giving
him he basic information he needs to
settle down quickly and happily and
start work.’’
-MICHAELARMSTRONG
DEFINITION OF INDUCTION

OBJECTIVES OF INDUCTION
 To reduce confusion and waste of time and
resources.
 To reduce the anxiety, shyness and
nervousness a new employee feels when he
joins new organization and is surrounded by
new people and a new environment.
 To introduce the employees their job, company
culture, policies, workplace, work environment
and the people of the organization.

 To ensure that the new employee does not
form a negative perception about the
organization.
 To foster good relations among employees
 To reduce the possibility of a new employee
being exploited by an evil co worker
 To build up the new employee’s confidence in
the organisation so that he may become a
efficient employee.

CONTENTS OF INDUCTION-
PROGRAMME
 Company’s history, philosophy and operations
 Product and services of the company
 Company’s organization structure
 Location of departments and employee
services
 Personnel policies and practices
 Employee’s activities
 Rules and regulations

 Grievance procedure
 Safety measures
 Standing orders
 Terms and conditions of services
 Benefits and services for employees
 Opportunities fro training, promotions,
transfers etc.

INDUCTION PROCEDURE
 The procedure should basically follow these
steps:-
1.First, the new person needs time and a place
to report to work
2.Second, it is very important that the
supervisor or the immediate boss meet
and welcome the employee to the
organization
3.Third, administrative work should be
completed
4.Fourth, departmental orientation to be
conducted
5.Fifth, verbal explanations are to be
supplemented by a wide variety of printed

PROBLEMS IN INDUCTION
 Busy or Untrained supervisor
 Too much information
 Overloaded with paperwork
 Given menial tasks and discourage interests
 Demanding tasks where failure chances are
high
 Employee thrown into action soon
 Wrong perceptions of employee

Meaning of Promotion
• According to E.B. flippo “promotion
involves a change from one job to another
that is better in the terms of status and
responsibilities.”
• According to Scott and Spreigal: “A
Promotion is the transfer an employee to
a job that pays more money or that
enjoys some preferred status.”

Purpose of Promotions
1. Recognize and reward employee’s good/superior
performance and commitment.
2. Promote a feeling of content with the existing conditions of
the company and a sense of belongingness.
3. Build loyalty and to boost morale and job satisfaction.
4. Retain skilled and talented employees and reduce
discontent and unrest.
5. Promotions acts as a tool for reducing labour turnover.
6. Increase interest in acquiring higher qualifications, training
and self development with a view to meet the requirements
of promotion.
7. Reduce/Eliminate problems created by the leader of
workers’ unions by promoting them to the officer’ levels
where they are less effective in creating problems.
8. Ultimately it improves organizational health.

Seniority
1. Seniority means length
of recognized service
in an organization.
2. Seniority means the calculation
of time from when an employee
has joined the company and
served for how many years in
the company.
3. The senior most person in the
lower grade shall be promoted
as and when there is an
opening in the higher position
4. Seniority is suggested as the
criteria for promotion on the plea
that there is a positive
correlation between length of
the service and talent
Merit
1. Merit means ability to work.
2. It denotes an individual
employee’s skill, knowledge,
ability, efficiency and aptitude as
measured from educational,
training and past record
3. If the merit is adopted as basis of
promotion then the person in the
lower grade ,no matter his junior
most in the company, shall be
promoted.
4. It encourage all employee to
improve their efficiency
Basis for Promotions

Seniority Based
1. Easy to measure the
length of service
2. Trade unions generally emphasis
on seniority.
3. Security and certainty.
4. Minimize the scope of
grievances and conflicts.
5. Reduce labour turnover
6. Sense of satisfaction to senior
employees and is in line with
the Indian Culture of
respecting seniority in all
walks of life.
Merit Based
1. Difficult to judge merit.
2. Implies the knowledge, skills and
performance record of an
employee.
3. Motivates competent employees
to work hard and acquire new
skills.
4. Maintains the efficiency of the
organization by recognizing
talent and performance
5. Attracts and retains young
and promising employees
in the organization
Advantages of Seniority and Merit Based
Promotions

Disadvantages of Seniority and Merit
Based Promotions
• Seniority Based
• 1. Length of Service is not directly
proportional to talent.
1. Performance and potential of an
individual is not recognized.
2. Demotivates and demoralizes the
young employees who are talented.
3. Kills the zeal and interest for self
development
4. Fails to attract young and
hardworking employees
• Merit Based
1. Measuring Merit is not easy.
Subjective judgement may be
involved.
2. Many, particularly trade unions
distrust the management’s integrity
in judging merit.
3. When younger employees are
promoted over the older one, the
older employees may feel insecure
or leave.

Seniority cum Merit as a Basis for
Promotion
As both seniority and merit as basis suffer from certain
limitations, a sound promotion policy should be based
on a combination of both seniority and merit.
A proper balance between the two can be
maintained by differentiating the way minimum
length of service is prescribed.
Relative weightage may be assigned to seniority and
merit and employees with a minimum performance
record and qualifications are treated eligible for
promotion. Seniority is used to choose from the
eligible candidates

Meaning of Transfer
• A transfer is a horizontal or lateral movement
of an employee from one job, section,
department, shift plant or position to another
at some other place where salary, status and
responsibility are usually the same.
• Transfer is defined as “a lateral shift causing
movement of individuals from one position to
another usually without involving any kind of
change in duties, responsibilities, skills needed
or compensation”.

Types of Transfers
1. Production Transfer: Such transfers are resorted to when there is
a need of manpower in one department and surplus manpower in
another department. Such transfers are made to meet the
company requirements.
2. Replacement Transfers: Replace an existing employee who has
been in the organization for a long time with a new employee and
thereby giving some relief to an old employee from the heavy
pressure of work.
3. Remedial Transfers: As the name suggest, these transfers are
made to rectify the situation caused by faulty selection and
placement procedures. Such transfers are made to rectify
mistakes in placement and recruitments.
4. Versatility Transfer: Such transfers are made to increase versatility
of the employees in more than one job and department. This type
of transfer, also referred to as ‘Job Rotation’ is a tool to train
employees.

5. Shift Transfers: are transfers of workers from one shift to
another on the same type of work. Workers generally dislike
second or third shift as it affects their participation in
community life.
6. Selection Transfers: they are made within the department
or section. It is to be train the workers and prepare them to
handle different types of operations within the department.
7. Departmental Transfers: transferring from one
department to another department within the plants.
8. Inter-Plant transfers: if there is more than one plant under
the control of same management transfer may be made from
one plant to another for varied reasons. Such transfers are
called inter- plant transfers.
Types of Transfers, contd.,

1. Increase in productivity and effectiveness of
the organization.
2. Greater job satisfaction to employees.
3. Stabilize fluctuating job needs.
4. Improve employee skills.
5. Remedy for wrong placement.
6. Improve labour relationships.
7. Develop employees for future promotions.
8. Avoid monotony and boredom.
Benefits of Transfer

1. Meet the organizational requirements and also personal requirements of
employees.
2. Satisfy employee’s needs.
3. Utilize employees’ skill, knowledge etc., where they are more suitable or
badly needed.
4. Correct inter-personal conflicts.
5. Avoid favoritism and nepotism.
6. Creates transparency among the employees and their work
7. Maintain healthy relationship among staff in order to ensure
harmonious environment and to avoid unnecessary disputes.
8. Limits the ability of an employee to take advantage and sole control over the
seat or section.
Reasons for Transfer

• The process of reorganizing or restructuring a business
by cost-cutting, reduction of workforce or reorganizing
upper- level management. The goal is to get the
company molded properly to achieve maximum profit.
The term rightsizing is often used by companies instead
of downsizing because it sounds less drastic.
• It is proactive and needs to be a constant part of the
process of managing an organization. To do rightsizing of
an organization, the leaders first look at market needs
and trends, technologies, alternative approaches, and
new ideas.
Right Sizing the Workforce
HRM 81www.learnito.co
m

Introduction
What is quality of work life?
Quality of work life refers to the favourableness or
unfavourableness of the job environment of an
organisation for its employees. It is a term which
covers a person’s feelings about every dimension
of its work e.g. economic incentives and rewards,
job security ,working conditions, organisational
and interpersonal relationships etc.

Characteristics of Q.W.L
•Job satisfaction
•Career growth
•Development of employee
•Considers humans as asset
•Job change:
1) job rotation
2) job enlargement
3) job enrichment
•Participation in management
•Proper physical conditions

Objectives of Q.W.L
• To create a positive attitude in the minds
of the employees.
• Toincrease the productivity.
• To improve standards of living of the
employees.
• To increase the effectiveness of the
organization (goal accomplishment,
profitability etc.)

STRATEGIES FOR IMPROVEMENT OF QWL
1. Self managed work team
• Autonomous work group or
integrated work teams
• Plan , co-ordinate & control activities with the help
of team leader
• employee participation
• Improve QWL

2. Participative management
• Allowed to participate in management participative
schemes – quality circle
• Develop a positive attitude
• Improve QWL
3. Worker- supervisor relationship
Social association , belongingness, achieve of work
results etc…

4. Promotion
• Opportunity to move in to jobs with
high job satisfaction and prestige
• Orderly, logical and prompt source of recruitment for the
management to fill vacancies
5. Recognition
Human being rather than employee rewarding system, job
enrichment, offering membership etc…

6.Organizational health program
• Educating employee about health problems
• Results in reduction of absenteeism,
hospitalization etc..
• 7. Alternative work schedule
• Work at home, flexible working hours, part
time employment etc…

MEASURING OF QWL
 Questionnaires and
 Interviews
Example In General Motors the management gives
a questionnaire of 16 critical dimensions of Q.W.L
to its employees each year. The responses are then
used to measure the employees’ perception of their
work life.

IMPLEMENTATION OF QWL
 Management and Employees’ co-operation
 Action plans developed must be followed
Support of middle-managers by top management
and bottom-level employees to implement the
program
The objectives of Q.W.L should be a joint
one, i.e., for workers it is to improve Q.W.L; for
management it is to improve organizational
efficiency

Methods to improve Q.W.L
1) Flexi Time – flexi time is a scheme where an organization
gives its employees the opportunity of a flexible working
hours arrangement. It has many advantages employee
retention, higher productivity, lesser work pressure and
increase employee loyalty.
Example of Flexi Time work schedule
(Total 8 hours of work should be done in a day.)
7am to 9 am starting time
9am to 11:30am core time
11:30am to 1pm Flexible lunch time (half an hour)
1pm to 4pm core time
4pm to 6pm flexible time for quitting

2)Flexi place- it is a working style which allows
employees to work from alternative places
instead of office itself. For example, an
employee may choose to work in the office or
from home or even a cafe.
Objectives
Increases job performance
Improves company loyalty
 Reduces work stress
Reduces employee turnover

3)Alternative work schedules-
Alternative work schedules encompass a variety of
options that create workplace flexibility related to
how many hours employees work and when and
where they work. Flexible work arrangements include
scheduling options such as compressed workweeks
wherein employees work four 10-hour days instead of
five eight-hour days. Alternative scheduling also
might include telecommuting options or
arrangements such as job-sharing and part-time
schedules

4) Compressed work week- It allows an
employee to work a traditional 35-40 hour work
week in less than the traditional number of
work days. It can be negotiated in different
ways. For example, a full-time employee
scheduled to work 40 hours per week could
work 10 hour days instead of 8 hour days.
Advantages
Full day off during work week
Keeping your full time income and benefits
Reduced commuting time

5)Job rotation- job rotation is a management
approach where employees are shifted from
one job to another.
Why is it done?
Reduce boredom
Brings variety
Same level of job
Not a challenging job
1
3
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6) Job Enlargement-it means increasing
the scope of a job through extending the
range of its job duties and responsibilities
generally within the same level and
periphery.
Horizontal expansion of the job
No additional skill required
Brings variety in the job

7)Job enrichment- it a technique used to
increase the satisfaction among the
employees by delegating higher authority
and responsibility to them and thereby
enabling them to use their abilities to the
fullest.
Vertical expansion of job
Level of responsibility increases
Additional job requires variety in skills
Makes job challenging

BARRIERS OF QWL
 Resistance to change both by mgt and employees
There is a general perception that Q.W.L
implementation will cost much to the organization
Continuous increase in Q.W.L may result in less
productivity, i.e., after a certain level the
productivity will not increase in proportion to the
increase in Q.W.L

BARRIERS OF QWL IN INDIA
Widespread unhappiness due to comparison
with colleagues
Skepticism about the performance appraisal
system and promotion criteria
Division into camps and cliques hampering
fruitful communication

Frequent fits of anger of top level officials
Regional prejudice
Glorification of speed and excitement as against
serenity
 Unreasonable personal expectation
Limitless addiction to lower-order material
needs

Limitations of Q.W.L
1.Lack of management support
2.Lack of communication
3.Delay in decisions
4.Immature decisions
5.Danger of failure
6.Few positions in small companies
7.Ever increasing demand of
employee

Recruitment and selection, Recruitment polic, Promotion and Transfers, Placement and Induction, Quality of work life

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Recruitment and selection, Recruitment polic, Promotion and Transfers, Placement and Induction, Quality of work life