UNIT- I INTRODUCTION

Human Resource Management (HRM) is a relatively new approach to managing people in any organisation. People are considered the key resource in this approach. it is concerned with the people dimension in management of an organisation. Since an organisation is a body of people their ac!uisition development of skills motivation for higher levels of attainments as well as ensuring maintenance of their level of commitment are all significant activities. "hese activities fall in the domain of HRM. Human Resource Management is a process which consists of four main activities namely ac!uisition development motivation as well as maintenance of human resources. Scott #lothier and Spriegel have defined Human Resource Management as that branch of management which is responsible on a staff basis for concentrating on those aspects of operations which are primarily concerned with the relationship of management to employees and employees to employees and with the development of the individual and the group. Human Resource Management is responsible for maintaining good human relations in the organisation. $t is also concerned with development of individuals and achieving integration of goals of the organisation and those of the individuals. %orthcott considers human resource management as an e&tension of general management that of prompting and ' stimulating every employee to make his fullest contribution to the purpose of a business. Human resource management is not something that could be separated from the basic managerial function. $t is a ma(or component of the broader managerial function. )rench *endell defines +Human resource management as the recruitment selection development utilisation compensation and motivation of human resources by the organisation. ,ccording to -dwin .. )lippo +Human resource management is the planning organising directing and controlling of the procurement development resources to the end that individual and societal ob(ectives are accomplished. "his definition reveals that human resource (HR) management is that aspect of management which deals with the planning organising directing and controlling the personnel functions of the enterprise.

Science Vs Art
*hile technology threatens to take over most functions of business management away from the e&perts HRM is one field which is unlikely to be faced with this threat. $t

was is and will always be an e&pertise that is as much of a skill as an art and hence beyond the intelligence that our computers possess.

The Demand for Human Resources

*e are starting to see growing demand for Human Resources professionals with knowledge skills and e&perience in social media. $n /uly 012 (ob ads for Human Resource (obs included social media skills in their (ob re!uirements 3 up 4056 from /uly '545. Hiring Demand for HR Professionals ith Social !edia S"ills

Source7 *,%"-8 ,nalytics "he ma(ority of these (ob ads were for Recruiters (125). 8uring the month of /uly 96 of all new (ob ads for recruiters re!uired social media skills : up from (ust 16 in /uly '545. Many of these (obs are located on the -ast #oast with %ew ;ork .oston *ashington 8# and Philadelphia appearing in the top < metro areas with the highest hiring demand. #hicago was the metropolitan area with the 0th highest hiring demand. Philadelphia e&perienced the highest year:over:year growth and more than 0=56.

# !etro$olitan Areas ith the Highest Demand for HR %o&s ith Social !edia S"ills

Source7 *,%"-8 ,nalytics *ith the increase in hiring demand how difficult is it to fill HR (obs that re!uire social media skills> .ased upon the Hiring Scale we estimate that it will be it moderately difficult to fill these open positions. ?f these < areas mentioned above recruiters in .oston are likely to have the most difficult time filling these open positions.

Intorduction of Human Resouce Planing

Human Resource Planning is concerned with the planning the future manpower re!uirements is the organisation. HR manager ensures that the company has the right type of people in the right number at the right time and place who are trained and motivated to do the right kind of work at the right time. ?bviously human 4@

resource planning primarily makes appropriate pro(ections for future manpower needs of the organisation envisages plan for developing the manpower to suit the changing needs of the organisation from time to time and foresees how to monitor and evaluate the future performance. $t also includes the replacement plans and managerial succession plans. Human Resource planning is the process by which a management determines how an organisation should move from its current manpower position to its desired manpower position. "hrough planning a management strives to have the right number and the right kinds of people at the right places at the right time to do things which result in both the organisation and the individual receiving the ma&imum long:range benefit.

Definitions of Human Resource Planning '

() Coleman has defined Human Resource Planning as +the process of determining manpower re!uirements and the means for meeting those re!uirements in order to carry out the integrated plan of the organisation.

*) ,ccording to +i"strom, Human Resource Planning consists of a series of activities viA.

-a. /orecasting future manpower re!uirements either in terms of mathematical pro(ections of trends in the economic environment and developments in industry or in terms of (udgemental estimates based upon the specific future plans of a companyB

-&. !a"ing an in0entor1 of present manpower resources and assessing the e&tent to which these resources are employed optimallyB

-c. Antici$ating manpower problems by pro(ecting present resources into the future and comparing them with the forecast of re!uirements to determine their ade!uacy both !uantitatively and !ualitativelyB and

-d. Planning the necessary programmes of re!uirements selection training development utilisation transfer promotion motivation and compensation to ensure that future manpower re!uirements are properly met.

N22D AND I!PORTANC2 O/ HU!AN R2SOURC2 P3ANNIN4

Human Resource planning is the process by which a management determines how an organisation should move from its current manpower position to its desired manpower position. "hrough planning a management strives to have the right number and the right kinds of people at the right places at the right time to do things which result in both the organisation and the individual receiving the ma&imum long:range benefit. Human resource planning is a double:edged weapon. $f used properly it leads to the ma&imum utilisation of human resources reduces e&cessive labour turnover and high absenteeismB improves productivity and aids in achieving the ob(ectives of an organisation. )aultily used it leads to disruption in the flow of work lower production less (ob satisfaction high cost of production and constant headaches for the management personnel. "herefore for the success of an enterprise human resource planning is a very important function which can be neglected only at its own peril. Coleman has defined Human Resource Planning as +the process of determining manpower re!uirements and the means for meeting those re!uirements in order to carry out the integrated plan of the organisation. O&5ecti0es of HR Planning "he ma(or ob(ectives of Human Resource Planning in an organisation are to 7 (i) ensure optimum use of human resources currently employedB (ii) avoid balances in the distribution and allocation of human resourcesB (iii) assess or forecast future skill re!uirements of the organisationCs overall ob(ectivesB (iv) provide control measure to ensure availability of necessary resources when re!uiredB (v) control the cost aspect of human resourcesB (vi) formulate transfer and promotion policies.

HR! in changing en0ironment

*ith the evolution of the study of HRM it is no more mere an academic discipline

rather an important factor of organiAational success in the practical field. "oday HRM needs to sense respond and deal with all the issues of the organiAation at different levels and prove its worth.HRM has to deal with all the challenges that organiAation faces and these are at the following levels7

6 2n0ironmental Challenges -Se0en.

4. Rapid #hange '. *ork )orce 8iversity 1. DlobaliAation 0. Eegislation <. "echnology =. -volving *ork and )amily Roles 9. Skill Shortages and the Rise of the Service Sector

6 Organi7ational Challenges -/our.

4. #ontrolling #osts '. $mproving Fuality 1. #reating 8istinctive #apabilities 0. Restructuring

6 Indi0idual Challenges
4. Productivity '. -mpowerment 1. .rain 8rain 0. -thics and Social Responsibility <. /ob $nsecurity =. Matching People and ?rganiAations Research

Human Resource Accounting HRA

Human Resource ,ccounting (HR,) means to measure the cost and value of the people (i.e. of employees and managers) in the organisation. $t measures the cost incurred to recruit hire train and develop employees and managers.HR, also finds out the present economic value of its employees and managers. ,fter measuring the cost and value of its employees and managers the organisation prepares a report. "his report is called HR, Report. $t is shown to the top level management. $t can also be shown to the employees

managers and outside investors.

!ethods of HRA
"here are many different methods of HR, some of which are7:

,ctual #ost Method Replacement #ost Method Standard #ost method etc.

Definition of HRA
,ccording to ,merican ,ccounting ,ssociation GHR, is the process of identifying and measuring data about human resources and communicating this information to interested parties.G

Ad0antages of HRA
.enefits ob(ectives advantages of human resource accounting HR,7: () Information for man$o er $lanning HR, provides useful information about the cost and value of human resources. $t shows the strengths and weakness of the human resources. ,ll this information helps the managers in planning and making the right decisions about human resources. "hus HR, provides useful information for Manpower Planning and 8ecision Making. *) Information for ma"ing $ersonnel $olicies HR, provides useful information for making suitable personnel policies about promotion favourable working environment (ob satisfaction of employees etc. 8) Utilisation of human resources HR, helps the organisation to make the best utilisation of human resources. 9) Pro$er $lacements HR, helps the organisation to place the right man in the right post depending on his skills and abilities. #) Increases morale and moti0ation HR, shows that the organisation cares about the employees and their welfare. "his increases their morale and it motivates them to work hard and achieve the ob(ectives of the

organisation. :) Attracts &est human resources ?nly reputed organisations conduct HR,. So competent and capable people want to (oin these organisations. "herefore HR, attracts the best employees and managers to the organisation. ;) Designing training and de0elo$ment $rogrammes HR, helps the organisation to design (make) a suitable training and development programme for its employees and managers. <) Valua&le information to in0estors

HR, provides valuable information to present and future investors. "hey can use this information to select the best company for investing their money.

Valuation of Human Resources

Hntil recently the value of an enterprise as measured within traditional balance sheets was viewed as a sufficient reflection of the enterpriseIs assets. However with the growing emerge of the knowledge economy this traditional valuation has been called into !uestion due to the recognition that human capital is an increasingly important part of an enterpriseIs total value. "his has led to two important !uestions 7 4) how to assess the value of human capital in addition to an enterpriseIs tangible assets and ') how to improve the development of human capital in enterprises. "he emergence of methods for accounting human resources aimed at measuring developing and managing the human capital in an enterprise can thus be said to reflect the need for improving measuring and accounting practices as well as human resource management. "he accounting of human resources can be seen as (ust as much a !uestion of philosophy as that of techni!ue. "his is one of the reasons behind the wide variety of approaches and the broad range of purposes for which human resources are valued. The four ma5or methods of 0aluation of human resources are the Historical cost method multiplier method replacement cost method and the economic value method. Historical cost method

"his method is similar to the conventional Profit J Eoss ,ccount and .alance Sheet which are also stated on historical cost basis. Here the amount actually spent on an employee for recruitment induction training and development is added and capitaliAed as the opening value of cost of that employee. "he capitaliAed amount is then amortiAed akin to depreciation of fi&ed assets over a period of time. "he e&penditure incurred in ac!uiring and integrating new employees are amortised over the period that these employees are e&pected or estimated to stay in the organiAation. "he e&penditure incurred in their training and development would mostly be amortiAed over a shorter period of time. "he historical cost method presumes that there is a distinct relation between the cost incurred on an employee and his value to the organiAation at a point of time. !ulti$lier !ethod $n this method employees are categoriAed into senior management middle management and clerical employees. Multipliers are determined for each of these categories. "he largest multipler would undoubtedly apply to the senior management whereas the smallest multiplier would apply to the lower levels in the hierarchy. "he multiplier is then applied to the aggregate of the salaries and wages of each group to arrive at the asset value. "he most important element is the multiplier in this method and they must be consistent with the total value of the business. "his method does not assume there is a one to one relation between the cost incurred on an employee and his value to the organiAation. Re$lacement cost !ethod -ven as the very name suggests this method values the human resources based on the cost that it would take to replace the organisationIs e&isting human resources. "his would therefore not take into account the historical cost but the cost that would be incurred on recruitment inducting training and development of a new employee to replace the earlier employee. "here would also be an additional factor involved which is the opportunity cost of lost revenue during the training and induction period of the new employee. "his method is inconsistent with the historical cost method. However it would render more meaning and have some substance if all the assets in the organiAation were valued on a replacement cost basis instead of only the human resources. "his does not happen in contemporary accounting. 2conomic 0alue !ethod "his method presumes that a portion of the future revenues of the organiAation are directly attributable to the human resources of the organiAation. "hus the present value of

future earnings calculated by applying a suitable discounting factor is taken to be the value of the human resources assets. "he practicality of this method is suspect since the discount rate is highly sub(ective and the apportionment of future revenues to all the factors resulting in those revenues is also sub(ective.

Introduction
-mployees are valued at the present worth of the services they are e&pected to renderduring their stay for a particular period. ,ssigning value to employees on the basis of their future economic services tothe organiAation. Cont) "he value of an enterprise as measured withintraditional balance sheets was viewed asenterpriseIs assets. "he growing emerge of the knowledge economy this traditional valuation has been called into!uestion due to the recognition that human capitalis an increasingly important part of an enterpriseIstotal value. Cont)) 4) how to assess the value of humancapital in addition to anenterpriseIs tangible assets. ') how to improve the developmentof human capital in enterprises.

UNIT- II

%o& Anal1sis and %o& Descri$tion

/ob analysis is primary tool in personnel management. $n this method a personnel manager tries to

gather synthesiAe and implement the information available regarding the workforce in the concern. , personnel manager has to undertake (ob analysis so as to put right man on right (ob. "here are two outcomes of (ob analysis 7

4. '.

/ob description /ob specification

"he information collected under (ob analysis is 7

1. 0. <. =. 9. 2.

%ature of (obs re!uired in a concern. %atureK siAe of organiAational structure. "ype of people re!uired to fit that structure. "he relationship of the (ob with other (obs in the concern. Lind of !ualifications and academic background re!uired for (obs. Provision of physical condition to support the activities of the concern. )or e&ample: separate cabins for managers special cabins for the supervisors healthy condition for workers ade!uate store room for store keeper.

Ad0antages of %o& Anal1sis

@. 45. 44. 4'. 41. 40. 4<.

/ob analysis helps the personnel manager at the time of recruitment and selection of right man on right (ob. $t helps him to understand e&tent and scope of training re!uired in that field. $t helps in evaluating the (ob in which the worth of the (ob has to be evaluated. $n those instances where smooth work force is re!uired in concern. *hen he has to avoid overlapping of authority: responsibility relationship so that distortion in chain of command doesnMt e&ist. $t also helps to chalk out the compensation plans for the employees. $t also helps the personnel manager to undertake performance appraisal effectively in a concern.

A $ersonnel manger carries anal1sis in t o a1s '

4=. /ob description 49. /ob specification 42. %O= D2SCRIPTION is an organiAed factual statement of (ob contents in the form of duties and
responsibilities of a specific (ob. "he preparation of (ob description is very important before a vacancy is advertised. $t tells in brief the nature and type of (ob. "his type of document is descriptive in nature and it constitutes all those facts which are related to a (ob such as 7

4@. "itleK 8esignation of (ob and location in the concern. '5. "he nature of duties and operations to be performed in that (ob. '4. "he nature of authority: responsibility relationships. ''. %ecessary !ualifications that are re!uired for (ob. '1. Relationship of that (ob with other (obs in a concern.

'0. "he provision of physical and working condition or the work environment re!uired in performance of
that (ob. Ad0antages of %o& Descri$tion

'<. $t helps the supervisors in assigning work to the subordinates so that he can guide and monitor their '=. '9. '2. '@. 15.
performances. $t helps in recruitment and selection procedures. $t assists in manpower planning. $t is also helpful in performance appraisal. $t is helpful in (ob evaluation in order to decide about rate of remuneration for a specific (ob. $t also helps in chalking out training and development programmes.

%O= SP2CI/ICATION is a statement which tells us minimum acceptable human !ualities which helps to perform a (ob. /ob specification translates the (ob description into human !ualifications so that a (ob can be performed in a better manner. /ob specification helps in hiring an appropriate person for an appropriate position. "he contents are 7

14. /ob title and designation 1'. -ducational !ualifications for that title 11. Physical and other related attributes 10. Physi!ue and mental health 1<. Special attributes and abilities 1=. Maturity and dependability 19. Relationship of that (ob with other (obs in a concern.
Ad0antages of %o& S$ecification

12. $t is helpful in preliminary screening in the selection procedure. 1@. $t helps in giving due (ustification to each (ob. 05. $t also helps in designing training and development programmes. 04. $t helps the supervisors for counseling and monitoring performance of employees. 0'. $t helps in (ob evaluation. 01. $t helps the management to take decisions regarding promotion transfers and giving e&tra benefits to
the employees.

)rom the above advantages we can (ustify the importance of (ob analysis and itMs related products. .oth (ob description as well as (ob specification are important for personnel manager in personnel management function. "herefore (ob analysis is considered to be the primary tool of personnel management.

Contents of a %o& Descri$tion

"he main contents of a (ob description are7 /ob "itle7 this indicates the roleKfunction that the (ob plays within an organisation and the level of (ob within that function (e.g. )inance 8irector would be a more senior position than )inancial ,ccountant : although both (obs are in the Gfinance departmentG) Reporting responsibilities7 who is the immediate boss of the (ob holder> SubordinatesB who reports directly "? the (ob holder> Main purpose : who is involved in the (ob overall Main tasks and accountabilities7 description of the main activities to be undertaken and what the (ob holder is e&pected to achieve (e.g. in the case of the Management ,ccountant this might include G#omplete monthly management accounts by 45th working day of each month and prepare report on all key performance variancesG) -mployment conditions

Im$otance of %o& descri$tion

*ho knew that a good (ob description could be such as a versatile management tool> "hough it still remains a hiring tool in the most traditional sense::a written description identifying a (ob by title essential functions and re!uirements::a well:crafted description also spells out the knowledge abilities and skills re!uired to perform a (ob successfully. "hese additional descriptions are e&tremely helpful when it comes to employee training and career development. , business owner can use a good (ob description not only as a valuable aid in the (ob: recruiting process but also as an outline for reporting relationships and working conditions. , well:crafted (ob description can also be used for7 Performance management. ;ou can use it to set measurable performance goals based on duties in the (ob description and then coach your employees to meet these goals as needed. "raining and employee development. ;ou can use your employee (ob descriptions along with descriptions of possible (ob promotions as incentives for employees to pursue classes seminars and other career development activities. #ompensation. /ob descriptions can be helpful in developing a standardiAed compensation program with minimums and ma&imums for each position. Recognition and rewards. ;ou can use the descriptions as a baseline for performance and as a tool to encourage employee performance Gabove and beyondG the (ob description in order to receive recognition and rewards. 8iscipline. $f you need to you can use the (ob description to illustrate that an employee

isnIt ade!uately performing (ob functions. Return:to:work programs. ;ou can prepare for light or modified duty options to allow for a smoother transition from a workersI compensation in(ury or leave. -ssential (ob function analysis. *ritten (ob descriptions have become increasingly important due to the enactment in /uly of 4@@' of the ,mericans with 8isabilities ,ct (,8,). , well:developed (ob description can provide details on the Gessential functionsG of a (ob. "his is very helpful when an employee re!uests a reasonable accommodation under the ,8,. "he (ob description can contain prere!uisites for positions such as educational re!uirements employment e&perience physical re!uirements supervisory responsibilities and certificates or licenses needed. *ell:developed accurate (ob descriptions may also prove useful in providing a defense against charges of employment discrimination beyond the recruiting process. *hen it comes to (ob description fle&ibility is the key. $t may be wise to create more generic (ob descriptions that emphasiAe e&pectations and accountabilities rather than specific tasks thereby encouraging employees to focus on results rather than (ob duties. , more wide:ranging (ob description is also easier to maintain::it doesnIt re!uire modification with every minor change in duties. De0elo$ing of %o& descri$tion 8evelop (ob descriptions to help you articulate the most important outcomes you need from an employee performing a particular (ob. /ob descriptions are a communication tool to tell coworkers where their (ob leaves off and the (ob of another employee starts. "hey tell an employee where their (ob fits within the overall department and the overall company. "hey help employees from other departments who must work with the person hired understand the boundaries of the personIs responsibilities. )inally (ob descriptions are an integral piece of the performance development planning process. ;our goal in hiring is to find the brightest most competent fle&ible reliable multifaceted employees you can find. , (ob description if not viewed as a straight (acket helps your successful recruiting in several ways. , (ob description7 causes the manager of the position and any other employees already performing the (ob to agree on the responsibilities and scope of the position helps Human Resources know the knowledge skills education e&perience and capabilities you seek in your new employee so an effective recruiting plan is formulated informs candidates about the duties and responsibilities of the position for which they are applying informs employees who are assisting with the interview process about the !uestions to ask candidates and what you seek in the new employee and may protect you legally when you can demonstrate why the candidate selected for a

position was your most !ualified and culturally suited applicant. () Inter0ie s - all t1$es $nterviews can take many forms and styles. "he type of interviewing recommended throughout the Hniversity is #riteria:.ased .ehavioural $nterviewing. "his type of interviewing is based around the criteria identified in the person specification 3 the essential and desirable criteria. $t is therefore really important to prepare a good person specification right at the start of the recruitment process. $t is also important to identify how each of the criteria will be assessed. Some items in the criteria e.g. a !ualification can be assessed by reference to the application form these can be called the Nhard or factual criteriaO and can usually be assessed on the application form or c.v. ?ther criteria e.g. interpersonal skills which can be called Nsoft criteriaO can only be assessed through an interview. .y clearly identifying your criteria on the person specification and how you intend to assess each of these you will ensure that you are7 thoroughly checking each candidate against the right criteria able to plan the whole process to include any tests etc fairly applying the criteria to each candidate able to discriminate fairly between candidates not missing an important aspect of the re!uirements

"he interview will tend to concentrate therefore on the soft criteria though you will also be checking to make sure the candidate does possess the Nhard dataO they have claimed in their application. "he interview will follow a structure and should be planned and prepared in advance. )or more information on interviewing you should really attend the training course. A fe general ti$s on inter0ie ing are included &elo ' Pur$ose of an Inter0ie ' 8oes candidate meet person specification 3 knowledge skills e&perience personal !ualities behaviours> 8oes candidate know enough to decide this is right (ob and organisation for them> (so they stay) Dood impression of Hniversity> (even if not successful)

4eneral $rinci$les of Criteria-=ased =eha0ioural Inter0ie s 00. Recruit for attitude train for skills 0<. .est indicator of future behaviour is past behaviour 0=. -vidence:based approach 09. .ased on thorough person specification 02. Rela&ed but not informal format 0@. #andidate stretched not stressed <5. Probing !uestions not personal <4. 8o not reveal personal views 4ood Inter0ie s should' <'. .e friendly <1. Stretch the candidate <0. Make the candidate workKthink hard <<. Should cover a lot of ground <=. Really test the candidates skills <9. .e very thorough <2. .e 256 to @56 of candidate talking Common Issues of Poor Inter0ie s' <@. $nterviewers talked too much 3 <56 or more =5. $nterviewers read out their !uestions =4. Fuestions long and comple& ='. $nterviewers did not probe =1. #andidates not given an opportunity to e&pand answers =0. $nterview finished too !uickly (before scheduled to finish) =<. $nterviewer did not make much eye contact ==. $nterviewer shuffling papers (obviously has not read cv prior to interview) -mployee Selection is the process of putting right men on right (ob. $t is a procedure of matching organiAational re!uirements with the skills and !ualifications of people. -ffective selection can be done only when there is effective matching. .y selecting best candidate for the re!uired (ob the organiAation will get !uality performance of employees. Moreover organiAation will face less of absenteeism and employee turnover problems. .y selecting right candidate for the re!uired (ob organiAation will also save time and money. Proper screening of candidates takes place during selection procedure. ,ll the potential candidates who apply for the given (ob are tested. .ut selection must be differentiated from recruitment though these are two phases of employment process. Recruitment is considered to be a positive process as it motivates more of candidates to apply for the (ob. $t creates a pool of applicants. $t is (ust

sourcing of data. *hile selection is a negative process as the inappropriate candidates are re(ected here. Recruitment precedes selection in staffing process. Selection involves choosing the best candidate with best abilities skills and knowledge for the re!uired (ob. The 2m$lo1ee selection Process ta"es $lace in follo ing order-mployee Selection is the process of putting right men on right (ob. $t is a procedure of matching organiAational re!uirements with the skills and !ualifications of people. -ffective selection can be done only when there is effective matching. .y selecting best candidate for the re!uired (ob the organiAation will get !uality performance of employees. Moreover organiAation will face less of absenteeism and employee turnover problems. .y selecting right candidate for the re!uired (ob organiAation will also save time and money. Proper screening of candidates takes place during selection procedure. ,ll the potential candidates who apply for the given (ob are tested. .ut selection must be differentiated from recruitment though these are two phases of employment process. Recruitment is considered to be a positive process as it motivates more of candidates to apply for the (ob. $t creates a pool of applicants. $t is (ust sourcing of data. *hile selection is a negative process as the inappropriate candidates are re(ected here. Recruitment precedes selection in staffing process. Selection involves choosing the best candidate with best abilities skills and knowledge for the re!uired (ob. The 2m$lo1ee selection Process ta"es $lace in follo ing orderPreliminar1 Inter0ie s: $t is used to eliminate those candidates who do not meet the minimum eligiblity criteria laid down by the organiAation. "he skills academic and family background competencies and interests of the candidate are e&amined during preliminary interview. Preliminary interviews are less formaliAed and planned than the final interviews. "he candidates are given a brief up about the company and the (ob profileB and it is also e&amined how much the candidate knows about the company. Preliminary interviews are also called screening interviews. A$$lication &lan"s- "he candidates who clear the preliminary interview are re!uired to fill application blank. $t contains data record of the candidates such as details about age !ualifications reason for leaving previous (ob e&perience etc. +ritten Tests- Parious written tests conducted during selection procedure are aptitude test intelligence test reasoning test personality test etc. "hese tests are used to ob(ectively assess the potential candidate. "hey should not be biased. 2m$lo1ment Inter0ie s- $t is a one to one interaction between the interviewer and the potential candidate. $t is used to find whether the candidate is best suited for the re!uired (ob or not. .ut such interviews consume time and money both. Moreover the competencies of the candidate cannot be (udged. Such interviews may be biased at times. Such interviews should be conducted properly. %o distractions should be there in room.

"here should be an honest communication between candidate and interviewer. Medical e&amination: Medical tests are conducted to ensure physical fitness of the potential employee. $t will decrease chances of employee absenteeism. A$$ointment 3etter- , reference check is made about the candidate selected and then finally he is appointed by giving a formal appointment letter.: $t is used to eliminate those candidates who do not meet the minimum eligiblity criteria laid down by the organiAation. "he skills academic and family background competencies and interests of the candidate are e&amined during preliminary interview. Preliminary interviews are less formaliAed and planned than the final interviews. "he candidates are given a brief up about the company and the (ob profileB and it is also e&amined how much the candidate knows about the company. Preliminary interviews are also called screening interviews. A$$lication &lan"s- "he candidates who clear the preliminary interview are re!uired to fill application blank. $t contains data record of the candidates such as details about age !ualifications reason for leaving previous (ob e&perience etc. +ritten Tests- Parious written tests conducted during selection procedure are aptitude test intelligence test reasoning test personality test etc. "hese tests are used to ob(ectively assess the potential candidate. "hey should not be biased. 2m$lo1ment Inter0ie s- $t is a one to one interaction between the interviewer and the potential candidate. $t is used to find whether the candidate is best suited for the re!uired (ob or not. .ut such interviews consume time and money both. Moreover the competencies of the candidate cannot be (udged. Such interviews may be biased at times. Such interviews should be conducted properly. %o distractions should be there in room. "here should be an honest communication between candidate and interviewer. !edical e>amination- Medical tests are conducted to ensure physical fitness of the potential employee. $t will decrease chances of employee absenteeism. ,ppointment Eetter: , reference check is made about the candidate selected and then finally he is appointed by giving a formal appointment letter. 2ssentials of selection $rocedure' "he selection procedure adopted by an organiAation is mostly tailor made to meet its particular needs. "he thoroughness of the procedure depends on three factors. "hey are /irst fator' "he nature of selection whether faulty or safe because faulty selectionaffects not only the training period that may be needed but also results in heavye&penditure on the new employee and the loss that may be incurred by theorganiAation in case the (ob occupant fails on his (ob.

Second factor' "he policy of the company and the attitude of the management as a practice some companies usually hire more than the actual number needed witha view to remove the unfit persons from the (obs. Third factor' "he length of the probationary or trail period is longer periodB the greater is the uncertainty in the minds of the selected candidates about his future. "he hiring process can be success full if the following preliminaryre!uirements are satisfied. 4 .Someone should have the authority to hire. "his authority comes fromthe employment re!uisition as developed by an analysis of the work ladand work force. '. Here must be some standard or personnel with a prospective employeemay compared i.e. there should be available before hand acomprehensive (ob description and (ob specifications as developed by a (ob analysis. 1. "here must be a sufficient number of applicants from whom the re!uirednumber of employees may be selected.