A STUDY PROCESS OF RECRUITMENT ANALYSIS AT

INSMAGRO GLOBAL SOLUTION PRIVATE LIMITED

GUNA SUNDARAM.T

(REG.NO:215062101062)

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT STUDIES

in partial fulfillment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

DR.M.G.R EDUCATIONAL

AND RESEARCH INSTITUTE COLLEGE

CHENNAI - 600 095

MAY 2023
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 DECLARATION

I hereby declare Guna Sundaram.T that the project report entitled “A STUDY
PROCESS OF RECRUITMENT ANALYSIS AT INSMAGRO GLOBAL SOLUTION
PRIVATE LIMITED” is done by me under the guidance of ARCHANA is submitted in
partial fulfilment of the requirements for the award of the degree in MASTER OF
BUSINESS ADMINISTRTION

DATE: GUNA SUNDARAM.T

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PLACE: SIGNATURE OF CANDIDATE

BONAFIDE CERTIFICATE

Certified that the project report titled “A STUDY PROCESS OF RECRUITMENT

ANALYSIS AT INSMAGRO GLOBAL SOLUTION PRIVATE LIMITED ” is the bonafide
work of Mr. GUNA SUNDARAM.T (Reg. No. 215062101062) who carried out the
research under my supervision. Certified further, that to the best of my knowledge the
work reported herein does not form part of any other project report dissertation on the
basis of which a degree or award was conferred on an earlier occasion on this or any
other candidate.

ARCHANA Dr.G.BRINDHA

Internal Guide Head of Department

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INTERNAL EXAMINER; EXTERNAL EXAMINER

ACKNOWLEDGEMENT

First of all I would like to thank the almighty for granting me the
wisdom,strength and grace on doing this project.

I would like to convey my sincere gratitude towards Dr.M.G.R university for

giving an opportunity to do an organizational study as part of the university
syllabus.

I owe my sincere gratitude to chancellor A.C.SHANMUGAM B.A,B.L I wish to

thank to our president Mr. A.C.S ARUNKUMAR,B.E

I take this opportunity to thank our secretary thiru A.RAVIKUMAR. I would

like to thank our vice chancellor DR.S GEETHALAKSHMI.

For the kind hearted co operation,direction and assistance in spite of their busy
schedule which has helped me a lot in completing this report successfully.

I would also like to thank my head of the department DR.G BRINDHA and my
guide ARCHANA for her valuable guidance and advice.

I profusely thanks to my project thanks to my project guide for her valuable

guidance and encouragement throughout this project.

I also extend my sincere thanks to all the faculty members of management

studies for this moral support.

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 CHAPTER TITLE PAGE PAGE

ABSTRACT

CHAPTER 1

1.1 Introduction about the topic

1.2 Industry Profile

Company Profile

1.3 Objectives of the study

1.5 Scope of the study

CHAPTER 2 - Review of Literature (Books and Journals)

CHAPTER 3 – Research Methodology

CHAPTER 4 - Data Analysis and findings

CHAPTER – 5

5.2 SUGGESTION

5.3 CONCLUSION

REFERENCES

Questionnaire

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 ABSTRACT

The purpose of this review is to review what came in some studies and articles that talk about
the topic of employment and selection during the time period between 2010 and 2022 in order to study
the modalities that are carried out in these two tasks in various organizations. The review provided an
explanation of both tasks, taking into account what came from the recommendations in those studies.
Finally, the researcher presented a brief summary about the recruitment and selection process.

The main purpose of this study is to provide a new, macro-level model of strategic staffing to bridge
the gap in the knowledge regarding how practices within recruitment and selection systems can work
to provide a competitive advantage among various sectors. This study identifies the various methods of
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recruitment and selection process through a systematic review of literature, which would be the right fit
for attracting and selecting employees in an organization.

The human resource management activities are considered one of the most important activities that
have an impact on companies and among these activities we will review in our review these are related
to recruitment and selection activities to try to clarify these activities more and to stop the most
important practices used in recruitment processes and the selection to review through our review
what came in many of the research
papers Documented and published in publishing magazines and websites.

The recruitment process aims to provide the best elements with excellent qualifications and
qualifications. The importance of the recruitment process to the Human Resources Department is to
prevent hiring the wrong person, who may cost the organization very much. Away from the salaries
and incentives offered, the process of employing an inappropriate and effective component may cost
larger losses based on the decisions and activities wrongly practiced. Therefore, this process is
one of the most important processes for managing human resources and for the company as a
whole.

Whereas, the selection process is the process that aims to select the best and most suitable donor for
the job. Taking into consideration the conditions necessary in this process and adopting the principle
of justice, equality and equal opportunities for all candidates, and that selection be made on the basis of
merit and merit, and there must be a type of control when selecting employees, as the right person is in
the right place.

Based on the foregoing, recruitment and selection processes are among the most important topics that
we need to study and care about, and therefore I chose this topic because of its importance, trying to
provide information of its importance through my review of some of the studies published between
2010 and 2022.

CHAPTER - 1

INTRODUCTION

Human Resource Management is a strategic process of coordinating, planning, organizing, directing,

and controlling the organization system. In order to achieve the goals of an organization, a team or
group of employees must be developed to pave the way for the recruitment and selection process. It
should be handled in a structured manner to select the right candidate for suitable positions.
Recruitment and selection is the process of getting human resources into the organizations'
departments, sections, and jobs (McKenna & Beach 2011). Venkatesh and Jyothi (2014) use what
might be an even more useful definition of recruitment that is about the art of discovering and
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procuring potential applicants for the actual and anticipated vacancies in organizations. Different
strategies are adopted for selecting a candidate between the countries. Scrutinizing the Indian context,
the exogenous factors, such as recruiting policy, human resource planning, size of the organization,
cost involved in recruitment, growth and expansion of an organization, etc. influences the recruitment
strategy. On the other hand, recruiters focus on job analysis, environmental analysis, and personality
traits of the prospective candidate in the global context. By adding an extension to the process, they
make an analysis of expatriate factors, such as family stress, culture, inflexibility, emotional
immaturity, physical breakdown, responsibility overload, etc. These factors have not been given any
prime importance and are neglected in the Indian context. Thus, in order to bridge this research gap, the
researcher has done a detailed study of recruitment and selection through a systematic literature review

Design/methodology/approach: Content analysis method is adopted to review the literature and

subcategories were formed to analyze the research. Literature was collected from 40 articles of a
reputed journal from 2010 to 2018.
Main findings: The review of literature revealed that the recruitment and selection process is carried
out in organizations by adopting latest technologies like online portals, outsourcing, job fair, campus
interviews, and mobile recruitment applications. The representation of this practice is to find the
best candidate for an organization. Besides adopting the latest technology, consideration of the
expatriate factor would lead to an effective way of recruitment practices in finding out the right
candidate for the right job and thus create a healthier work environment. The expatriate factors have
not been considered well in the Indian context, but have been given importance in the global context in
the process of recruitment and selection.

Social Implications: Highlighting the significance of various recruitment practices results in the
selection of the right person in the right job, which enhances a healthier working environment in
organizations, in turn rendering high quality products and services to the society.

Originality of the study: Prior research has studied various factors that influence internal recruitment,
external
recruitment, and selection process. This study is an attempt to analyze the expatriate factors and other
factors through the content analysis method.

Keywords: Recruitment and Selection, Literature Review, Content Analysis, Strategic Staffing,
Competitive Advantage

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INDUSTRY PROFILE

Recruitment is a critical function in any organization that aims to attract and retain the best talent to
achieve business objectives. The recruitment industry is an essential part of the broader human
resources (HR) sector, which focuses on managing people and ensuring they are productive, engaged,
and satisfied with their work.

The recruitment industry is a fast-paced, dynamic, and competitive field that is constantly evolving
due to technological advancements, changing market trends, and economic conditions. Recruitment
agencies, job boards, and internal HR teams are the main players in this industry, and they offer
various services to employers and job seekers.

The recruitment industry is vast and covers a broad range of sectors, including IT, healthcare,
finance, education, hospitality, and many more. Recruiters specialize in sourcing and screening
candidates for various roles, ranging from entry-level positions to senior management roles.

The recruitment process includes several steps, such as job analysis, candidate sourcing, screening,
interviewing, reference checking, and onboarding. The recruitment industry has evolved to include a
range of digital tools, such as applicant tracking systems, video interviewing platforms, and AI-
powered software, which help recruiters to streamline the process and reduce time-to-hire.

The recruitment industry faces several challenges, such as talent shortages, changing workforce
demographics, and increasing competition. Recruiters need to stay up-to-date with the latest trends,
technologies, and best practices to remain competitive and deliver high-quality services to their
clients.

Overall, the recruitment industry is a vital part of the economy, helping organizations to find the best
talent and individuals to find rewarding employment opportunities.

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 COMPANY PROFILE
To Insmagro Global Solutions Private Limited

Creating the Future TODAY!

At Insmagro Global Solutions Private Limited, we along with our clients work to develop software
solutions that transform the way your business operates. Since our launch, we enjoy continuous
growth year on year and have partnered successfully with various organizations to deliver results by
maintaining timeliness, accuracy and on minimal cost.

Considering the fact that every business operates in its own way we do not believe in a “one size fits
all” approach. Our team works to give you best solution based on your objectives by understanding
your needs and business strategy. In a short span of time we gained clients confident that we deliver
projects by maintaining timeliness and accuracy which in turn leads us to be their preferred partner
for all their software solutions. We deliver a full spectrum of software consulting and development
services to our clients worldwide. We assist our clients to succeed in this competitive world.

Our Business Stream

 Custom Software Application Development and Maintenance

 Software Product Development & Customization
 Software Application Modernization
 Web, Mobile and Desktop based Software Application Development
 E-Commerce, ERP and CRM Software Development
 SEO and Digital Marketing
 Research and Development

10
Software application development based on the distinctive business needs and processes which
makes your products and services to win in this competitive environment.
Software maintenance services ensure application performance at the highest level

Insmagro Global Solutions provides a full spectrum of custom software development and
maintenance services. We do analysis of client business processes and requirements for existing and
potential business applications. We identify and prepare system specifications and functional
requirement documents. We provide interfacing with core system and we also support, maintain and
enhance existing applications. Our experienced engineers will progress your imaginations and draw
on their problem-solving creativity when “plug and play” or “out of the box” software packages – no
longer meet the increasingly complex industry and IT needs of your growing business. We also
ensure to deliver custom software development initiatives that power and support sustainable
business solutions.

Excellence in Development combined with Increased Value

With the decade of domain knowledge and diverse technology expertise in the IT outsourcing
industry we maintain consistent on-time delivery and proven results by this. To meet the business
objectives of our clients worldwide we provide application development & maintenance services. By
an optimal balance of offshore and onsite delivery models we are able to realize both substantial cost
savings and high quality. Insmagro customized solutions and applications integration focused on your
specific IT requirements makes you to maximize your return on IT spending and maintain your
competitive edge.

As per surveys, to maintain current IT operations and functionality, Global organizations spend up to
75 percent of IT budgets on costs, this urges IT management and application maintenance to become
more cost and process efficient. Insmagro Global Solutions offers scalable and robust architectures to
support global business availability with reduce in development cycle times by using the latest trends
in technologies and tools. We maintain project excellence, transparency, and holistic direction of
work processes, with our industry knowledge and expertise in web-based technologies.

Design and Development

Expertise in design, develop and manage Next Generation Software Application and Software
Product. We develop complex applications at lower cost and enable rapid response to requests for
new functionality and requirements.

 Gathering and analyzing the customer business functions

11
  Designing an application solution to meet the prioritized business requirements.
 Extended Support and Maintenance

Maintenance and Management

Our Application Maintenance and Support is a new generation enables clients’ business to
continuously reinvent system landscapes and achieve IT goals that align with business needs. By
aligning IT with business value, we help clients push the envelope beyond cost and quality.  We will
analyze with deep knowledge of an organization to drive automation and innovation.

 Greater efficiency
 Simplified process
 Transformation in-flight

Customization and Modernization

We provide tailored solution for every type of business processes in cross platform, feature-rich
corporate and consumer-facing applications.. We develop custom software application and product
development. As well as customize and modernize existing application (or) product as per our
clients’ requirements to serve with strategic benefits.

 Software to optimize internal operations

 Software for B2C interactions
 Software for B2B interactions

THE COMPANY

Considering the fact that every business operates in its own way we do not believe in a “one size fits all”
approach. Our team works to give you best solution based on your objectives by understanding your needs and
business strategy. In a short span of time we gained clients confident that we deliver projects by maintaining
timeliness and accuracy which in turn leads us to be their preferred partner for all their software solutions. We
deliver a full spectrum of software consulting and development services to clients worldwide. We assist our
clients to succeed in this competitive World.

THE GOAL

We have software designing experience and our software development services make your business processes
more efficient, maintaining timeliness and cost control. Our diverse client base approach boasts some of the
country’s most successful businesses. The competitive edge we are able to provide user friendly software and
have helped them gain is a testament to the robust. With our expertise we are able to exceed our customer
expectation irrespective of business type and size of the Organizations. Software created by us solves complex,
unique problems that off-the-shelf software just cannot address.

THE TEAM

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Our Software Development and R&D team invent the next wave of cutting-edge business solutions and
explores new and emerging information technologies to create a vision of how technology will shape the
future .With our clear focus on creating a higher value we are able to deliver world – class products and
services. Insmagro Global Solutions firmly believes that quality needs to be firmly rooted and institutionalized
in the culture and value system of the Company.

THE PROJECTS

We works for continuous improvement in quality, be it in products, services, systems or performance. Our aim
is to establish systems and processes to promote organizational creativity and innovation. We brainstorm our
Software Development and R&D team with the new ideas which are often sparked at Innovation Workshops
where businesses explore emerging technologies, and gain first-hand experience with our technology
prototypes.

Custom Software Application Development and Maintenance

Insmagro aims to provide custom software development and maintenance to suit the needs of any
business and perfectly fits for your business. We ensure a customized software solution by
combination of technology, expertise and innovative outlook.

Software Product Development & Customization

Insmagro services covers all activities involved in taking a product from basic vision to Perfect
Leveraging, We assist our customers in converting their product vision into a tangible design,
architecture, and finally a successful product. To ensure predictable quality of a perfect product, We
have evolved processes, developed components and methodologies.

Software Application Modernization

Insmagro's legacy application modernization is a project designed to create new business value from
existing, aging applications by updating them with modern features and capabilities. By migrating
your legacy applications with Insmagro, you can include the latest functionalities that better align
with the system which needs for your business to succeed.

Web, Mobile and Desktop based Software Application Development

Business moves faster than ever in the digital world. To respond to new opportunities and changing
customer demands you need to be able to build, adapt and scale applications quickly and easily. At
Insmagro, We develop Web, Mobile and Desktop based software application for your business needs.

E-Commerce Software Development

Insmagro has been building e-commerce systems since year 2010. We have pioneered several facets
of modern e-commerce that are common place now. As the industry matured we kept pace and
became one of the leading e-commerce developers. Stop losing your loyal customers to online
competitors by launching your e-store in just 2 weeks.

ERP and CRM Software Development

Insmagro provides customized desktop, web and mobile based ERP & CRM software. We develop
solution for your organization by considering the entire exclusivity of your business. We provide

13
totally cost effective ERP & CRM Solutions and end-to-end development which ensures that every
aspect of your business process is considered carefully and implemented accurately.

SEO and Digital Marketing

Insmagro provides SEO and digital marketing services at a tremendous value proposition. Our global
experience combined with our insight into the domestic Indian market delivers superior results at an
affordable cost. We assure our client for more traffic, more leads, more revenue, more brand
awareness and more business growth through our SEO and digital marketing strategy.

Research and Development

Our R&D team explores new and emerging information technologies to create a vision of how
technology will shape the future and invent the next wave of cutting-edge business solutions.
Insmagro is committed to delivering world-class products and services. We are committed to the
establishment of systems and processes to promote organisational creativity and innovation.

Unite against COVID 19 Pandemic for a better tomorrow

Due to this COVID-19 pandemic, we are facing a truly unprecedented situation. The global
coronavirus pandemic is affecting all of our families, our businesses, our communities, and our way
of life. We have always prioritized the safety of our clients, and in these uncertain times, this is no
different.

Insmagro is happy to be the part of IBM i in 30th Anniversary

IBM i – 30th Anniversary – This year marks three decades of innovation and community on the IBM
i operating system. Insmagro is happy to be the part of IBM i in educating and delivering business
operation code. The biggest part of these IBM i 30 Technology Release

Try our latest EServ at No Charge

IGS EServ is One of the best prominent application for utilizing various information and
communication technology services in different streams which includes all utilities bill payments,
recharges, tickets bookings, insurance payments, money transaction and access all E-Government
applications. Our EServ Application has planned and developed to reach the place

Make in Global Movement – In Action

Insmagro Global Solutions introduces Make in Global Movement. Every member of our IT family
have their own requirement, commitment, challenge and dreams. Just to Say, Small software
companies dream is to get Multi-National Projects. Some small company computer Professionals
dream is to join in some Multi-National Companies. Some Multi-National Company .

14
Come, Join our Data Traffic Team

We Build, We Transform Data traffic is the amount of data moving across a network at a given point
of time. It’s also the flow of data across the Internet. Because of the distributed nature of the Internet,
there is no single point of measurement for total data traffic. Internet Read More…

Threats to your Security, Create your Identity TODAY !!!

Social networking website has changed the model you interact with friends and associates. All our
conversations become E-chat now. While social networking websites play a significant role in our
lives, they are also a high risk for security threats. With hundreds of millions of users online, these
tools not only.

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OBJECTIVE OF STUDY

PRIMARY OBJCTIVES:

To study of the SURVEY OF EMPLOYEE RECRUITMENT ANALYISIS AND SELECTION

PROCESS at INSMAGRO GLOBAL SOLIUTION PVT.LTD

SECONDARY OBJECTIVE:

 To study the job satisfactions of the employee.

 To study the interpersonal relationship among peers and superiors

.
 To study the factor recruitment of process INSMAGRO GLOBAL SOLUTION PVT.LTD.

 To identify employees work related stress.

 To identify the conflicts a raised in the work place .

 To find out the challenges towards emotional intelligence in work place.

16
SCOPE OF THE STUDY

 To understand the employee‘s attitude and t understand what they needed in the organization.

 To analyse the recruitment of employees in the organization

 The study allows how the management cares about the employees

 To analyse the mental strength of the employees

 To know how the employee

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 CHAPTER – 2

LITERATURE REVIEW

2.1 The Concept of Recruitment

Amstrong (2006) defines recruitment as the process of searching the candidates for employment
and stimulating them to apply for jobs in the organization. Recruitment is the activity that links the
employers and the job seekers. Recruitment can also be defined as a process of finding and attracting
capable applicants for employment. The process begins when new recruits are sought and ends when
their applications are submitted. The result is a pool of applications from which new employees are
selected or the process to discover sources of manpower to meet the requirement of staffing schedule
and to employ effective measures for attracting that manpower in adequate numbers to facilitate
effective selection of an efficient working force (Ahmad et al.,
2002). Recruitment of candidates is the function preceding the selection, which helps create a pool of
prospective employees for the organization so that the management can select the right candidate for
the right job from this pool.

According to Armstong (2006), recruitment is essential to effective Human Resource

Management (HRM). It is the heart of the whole Human Resource (HR) systems in the
organization. The effectiveness of many other HR activities, such as selection and training depends
largely on the quality of new employees attracted through the recruitment process. Recruitment policies
should always be reviewed as these are affected by the changing environment since the policies
increase managerial effectiveness by standardizing many routine decisions. Management should get
specific training of the process of recruitment to increase their awareness on the dangers of wrong
placements. HR practioners should be on the guard against all the malpractices and advocate for
professional approach throughout the system. HR should indicate disagreement in the event that
biasing toward certain candidates is creeping in
and point out the repercussions that may follow in terms of performance and motivation. Hence
recruitment process should be seen in the context of ongoing staff planning that is linked to the
strategic and financial planning of the organization (Graham et al., 2009).

2.2 Recruitment Process

The main objective of the recruitment process is to expedite the selection process.
Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified
applicants for the future human resources needs even though specific vacancies do not exist.
Usually, the recruitment process starts when a manager initiates an employee requisition for a
specific vacancy or an anticipated vacancy. Recruitment needs of an agency are of three types:
Planned needs are the needs arising from changes in the agency and retirement policy; Anticipated
needs are those movements in personnel, which an agency can predict by studying trends in internal
and external environment; and, Unexpected needs arising due to resignation, deaths, accidents, illness
(Torrington et al., 2010)

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Recruitment methods such as newspaper advertising and the use of employment agencies are regarded
as formal recruitment methods, while word-of-mouth and referrals are regarded as informal recruitment
methods (Armstrong, 2006). Generally, informal recruitment methods are associated with smaller
agencies (Barber et al., 1997; Carrol et al., 1999). Dessler (2003) has shown that larger agencies are
more likely to use formal recruitment methods. Stewart and Knowles (2000) have shown a positive
relationship between the size of an agency and the likelihood of recruiting graduates
methods also vary according to the industry. In the services and traditional manufacturing sectors,
informal methods are preferred, but in the high technology sector formal methods are used widely.
Armstrong (2006) states that recruitment methods differ with the type of position that needs to be
filled. Informal methods are used when managers and manual employees are recruited, while formal
methods are used to recruit technical, clerical, and, managerial employees.

2.3 Undertaking a Job Analysis

By analyzing the outcomes, duties and responsibilities of the position, undertaking a job
analysis will help to identify the knowledge, competencies, skills and attributes required of the
applicant to adequately perform these duties. According to Fine et al., (1999), a job analysis
should be undertaken both for existing vacant positions and new positions and forms part of the
review of the position description. A good job design is fundamental to ensuring that the new
staff member recruited is both productive and satisfied in their position. Armstrong (2006) states
that the manager/supervisor should consider the following issues when undertaking a job
analysis: the work and activities that will be carried out in the position; the responsibilities of the
position; the goals and outcomes required of the position; who the position reports to and where
it is located; whether the position is professional or locally recruited; and, the length of
appointment, i.e. continuing, fixed-term or casual.

When the world of work is undergoing changes, the types of jobs needed also tend to change.
According to Stewart and Carson (1997), modem agencies are moving beyond hierarchical
structures and controls toward flexible, network-oriented, team-based designs. Hence, the
contemporary organizing perspective assumes that work activities are structured around people,
and that a person's role is largely dependent on the particular contracts an individual enters into.
The trend toward relational organizing should thus be accomplished by reduced reliance on the
results of objective job analysis. These fundamental changes in the nature of work create many
problems and questions (Peterson et al., 2001). In this context, Stewart and Carson (1997) stated
that while the legal environment currently implies that businesses conduct some type of job
analysis, the degree to which participants agree about and actually follow job analysis depends
on the extent to which the structure is based on evolved relationships rather than hierarchical
relationships. Thus, staffing is one particular facet of contemporary agency’s that is in need of a
new perspective. Yet, staffing needs to be considered as an integrated process rather than a
marginal, ad hoc activity (Hsu and Leat, 2000).

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2.4 Preparing a Position Description

According to Dessler (2003), the position description contains various components including:
Job purpose which is a concise statement that makes clear the overall and broad objective of the
job and avoids detail; Duties which include the major responsibilities and roles required of the
position; Statistics, that is, measurable statistics such as budgets, volume of work, value of assets
controlled and number of staff; Reporting relationships which includes supervisor's position and
positions reporting to the jobholder; Principal accountabilities which includes all the expected
key outputs - end results of the job - not duties or activities; Grouping accountabilities which are
the main areas of things that get done; Minimum education required which indicates the
educational level or name of qualification, either essential or desirable, required for the job; and
the selection criteria is the basis upon which applicants will be assessed (includes qualifications,
experience, and skills that are essential for competent performance in the job).

2.5 Identifying When and How to Recruit

The "public face" of recruitment begins with the announcement or advertising of the position.
The aim at this stage is to attract high quality and suitable applicants in order to increase the
chances of ultimately finding the right person for the job. Whether the process is advertised
internally or externally, it is important to ensure that high quality applicants apply. The strategy
employed to advertise the vacancy will be determined by a range of factors including the type of
job, the location and the availability of skilled applicants in that field (Anderson et al., 2001). It
is important to clearly describe the job and present a positive image of the role and the agency in
the advertisement. Therefore, the advertisement should catch the eye of relevant people and
emphasizes the importance of presenting useful information that will help them decide to apply.
Before beginning the recruitment process, the manager/supervisor may wish to consider options
other than traditional recruitment and selection, which may better meet the needs of the
department/unit.

.
According to Ahmad et al., (2002), when a vacancy occurs, the manager/supervisor may
consider the following questions: Is the work essential to the operation of the area or could it
cease?; is the function/service currently being provided by another area/s in the agency?; could
other staff in the departmental unit undertake the work or some of the duties?; what would be the
best way to structure the work?; and, what are the budget/financial implications of recruiting,
both short and long term? Some thought also needs to go into when to recruit since some agency
units experience busy periods at different times of the year, and may find it appropriate to defer
recruitment during a slow period. Also, attempting to recruit during certain times of the year, i.e.
Christmas/New Year break or Easter break, can sometimes mean there is less likelihood of
attracting a wider pool of applicants.

20
 According to Anderson et al., (2001), whether filling an existing vacancy or creating a new
position, the manager/supervisor needs to consider the following: what knowledge, skills, and
abilities are required to perform the position? what type of attributes would be best suited to the
position? who is the target audience? Would it be possible/appropriate to fill the position through
redeployment, secondment or internal temporary transfer? Does the position have to be
advertised? And if so What advertising strategy will attract the best possible applicants?-
Should the position be advertised internally or externally?- Where is the most appropriate place
to advertise (Newspapers/publications or websites). If filling an existing vacant position; has
the job changed? (eg. new duties, new skills, new work area); is the position description still
appropriate for the position designation and salary level, and if required, has it been updated?;
can the position be broadbanded?. If creating a new position; does the draft position description
accurately reflect the tasks and responsibilities of the new position?; could the job be offered on
a flexible basis? (eg. part-time/fractional or job share).

2.6 Preparation for Recruitment

In the prescriptive HRM literature, recruitment is seen as a process that should be supported by
job analysis, job description and job specification. However, Plumbley (1985) states that, in
small agencies, management would only need to determine an employee’s main tasks, and that a
detailed job analysis, job description and job specification process may not be needed. Some
empirical studies have found that informal recruitment methods produce workers who stay with
the agency longer than those recruited by other methods (Moser, 2005). Researchers have also
investigated the relationship between recruitment methods and the job performance of recruits.
Ahmad and Schroeder (2002) found that employees who were recruited through informal
methods received higher appraisals from their supervisors than those who were recruited
through other methods. Two explanations are offered of why some recruitment methods
outperform others. The “individual difference” hypothesis (Schwab, 1982; Taylor and Schmidt,
1983) postulates that specific recruitment methods reach different applicant populations and that
recruits from different sources differ in personality, ability, motivation, or some other personal
attributes that may impact job performance and attitudes (Dessler, 2003). Informal recruitment
methods would draw recruits from acquaintances of present employees, while formal methods
would attract recruits from different populations of potential employees. These different
populations are thought to differ in terms of their abilities. However, the variance in job
performance may not be real, but perceived, due to rater errors in performance appraisal.

The “realistic information” hypothesis (Wanous, 1980) states that certain recruitment methods,
such as employee referrals, act as realistic job previews and thus provide potential applicants
with accurate and detailed information about the agency and the job. In this way, applicants can
make more informed choices between accepting and declining positions and will join the
workforce with more realistic expectations. Informal methods, like employee referrals, may also
be more effective in smaller agencies because the current employees may be more willing to
help to socialize with, support and provide mentoring to new employees who they have
themselves helped to recruit. Bonn and Forbringer (T992) give examples of the use of informal

21
methods in the hospitality industry where some agencies offer bonuses to employees who
introduce successful new recruits. However, there are some problems associated with the use of
informal recruitment methods. By only using referrals or contacts, only a small pool of potential
employees will be created and some very suitable candidates will never be reached. While this
may be acceptable for positions requiring little skill it may not be sufficient for positions that
require special qualifications. External sources are more likely to provide a rich source of fresh
talent and ideas to the agency. Another problem associated with relying solely on informal
recruitment methods is that people from some disadvantaged groups in society may not be given
a fair chance. Recruitment through informal networks may reinforce existing race, gender or
disability imbalances within the workforce (Carroll et al., 1991).

After sourcing for target candidates, the load of recruiters is not relieved until the most suitable
candidate for the job has been identified, assessed and selected. The success of sourcing is futile
if employers fail to narrow the group of prospects to pick the most optimal candidate. Research
shows that agencies with effective selection systems can better identify and hire employees with
the right skills and motivations to succeed in the positions and agencies. When employees are
successful in their jobs, agencies benefit through increased productivity, higher quality products
and services (Bemthal, 1987). The corner stones for high job performance are: Person-Job fit -
this is a match between a person’s knowledge, technical skills and abilities, and other
requirements typically identified through job analysis (Kristof-Brown, 2000). It is an integral
part of a candidate’s actual on-the-job success, especially for jobs that demand specific sets of
skills and technical knowledge. Without a proper match between the person and the job
attributes, improvement of an individual’s long term job performance with training or coaching
will be minimal, hence resulting to low productivity; Person-Group fit - this is the match
between the new hire and the immediate workgroup. Quality interactions between the new hire
and his/her workgroup are vital because the performance of other group members is somewhat
dependant on the newcomer’s ability to interact with them (Kristof-Brown, 2000). Research
demonstrates that team members who share certain beliefs and values are likely to express more
positive work attitudes than those who do not (Ostroff & Kozlowski, 1992); Person-
Organization fit - this is the congruence of an individual’s personality, beliefs and values with
the culture and values of the agency (Kristof-Brown, 2000). A cultural mismatch between new
hires and the organization has been demonstrated to be significant contributor to potential job
dissatisfaction and reduced work group cohesion, thus leading to poor job performance and high
attrition rates (Muchinsky & Monahan, 1987). New hires who can identify with the culture of
the organization are more likely to value the incentives offered by the organization. As
incentives are meant to motivate, new hires who attach importance to such incentives are likely
to improve in work attitudes and to remain in the organization.

According to Dessler (2003), recruitment depends on agency policies since the policies seek to
achieve uniformity, economies, public relations benefits or other objectives that are sometimes
unrelated to recruiting. At times, policies can be a potent source of constraints, for example,
promotion from within policies is intended to give present employees the first opportunities for
job openings. These policies help to ensure that each employee has a career not just a job.
These policies also aid employee morale, attract recruits looking for jobs with a future and help
retain present employees, agency establish pay wages and salaries. Since recruitment and
22
selection are the fist stages of dialogue between applicant and the agency it forms the employee
relationship and human resource managers may need to realize the importance of the formation
of expectations during the recruitment and selection process. Many agencies use Realistic Job
Previews to help prospective employees get a balanced picture of the positive and negative
aspects of work they will be doing and the organizational climate, prior to the offer of a position.
This is especially important in “hidden” industries, such as human services where many people
may not have any information about the tasks and responsibilities of the job (O’Nell et al.,
2001). A Realistic Job Preview is therefore any method or part of the selection process that
gives the applicant a clear idea or balanced picture of what it will be like to work at the job if
they are hired. The preview typically happens early in the selection process. It is the degree to
which a new recruit has a complete and accurate understanding of what life is like in the agency.
It presents the prospective employee with specific information about the work they will be doing
and also shows both the positive and negative sides of the job .

2.7 Sources of Recruitment

2.7.1 Recruitment Agencies

Recruitment agencies can be viable sources of applicants. These firms most frequently charge the
organization a fee for referral of candidates, either on a contingency or retainer basis. The agencies
normally prescreen the applicants for the organization and refer only those that are qualified. The
agencies often have contacts and relationships that the organization does not, and might be able to
locate excellent candidates for higher level managerial and hard-to-fill technical and professional
positions. The main advantages with using a recruitment
specialist skills they bring and the speed with which they normally provide candidates. They also
reduce the administrative burden of recruitment. The cost is the high agency fees charged -
often up to 30% of the first year salary for the position being recruited (Beardwell et al., 2007).

2.7.2 Poaching/Raiding

“Buying talent” (rather than developing it) is the latest mantra being followed by organizations
today. Poaching means employing a competent and experienced person already working with
another reputed agency in the same or different industry; the agency might be a competitor in the
industry. An organization can attract talent from another organization by offering attractive pay
packages and other terms and conditions, better than the current employer of the candidate. But
it is seen as an unethical practice and not openly talked about. It has become a challenge for human
resource managers to face and tackle poaching, as it weakens the competitive strength of
the agency (Shaun et al., 1998).

Lazear (1986) explains why the best workers are stolen away by rivals. In essence, employee
poaching occurs when the worker is more valuable to the raiding agency. This occurs when the
worker’s agency-specific skills have a negative value at the current place of employment. When
the two agencies are both informed about the worker’s productivity, the outside agency is
willing to offer a higher wage, and the current employer chooses not to match the offer. More
recently, Boschmans and Bouckaert (2004) use the distribution of the workers’ switching costs
23
to explain poaching. In their model, workers are equally productive at both agencies, but the
outside agency can profitably poach those with relatively low switching costs.

2.7.3 E-Recruitment

The latest trend in recruitment is the “E-Recruitment” also known as “Online recruitment”, it is
the use of technology or the web based tools to assist the recruitment process. The tool can be
either a job website like http://jobs.un.org, the agency’s corporate web site or its own intranet.
Many big and small agencies are using Internet as a source of recruitment. They advertise job
vacancies through the worldwide web. The job seekers send their applications or curriculum
vitae (CV) through an e-mail using the Internet. Alternatively job seekers place their CV’s in
worldwide web, which can be drawn by prospective employees depending upon their
requirements (Shaun et al., 1998). The two kinds of e- recruitment that agencies use are job
portals which is the posting the position with the job description and the job specification on the
job portal and also searching for the suitable resumes posted on the site corresponding to the
opening in the agency; and, creating a complete online recruitment/application section in the
agency’s own website. Resume scanner is one major benefit provided by the job portals to the
agencies. It enables the employees to screen and filter the resumes through pre-defined criteria’s
and requirements (skills, qualifications, experience, payroll etc.) of the job (Shaun et al., 1998).

Job sites provide daily access to the database of the resumes to the employees facilitating the
just-in-time hiring by the agencies. Also, the jobs can be posted on the site almost immediately
and is also cheaper than advertising in the daily newspapers. Sometimes agencies can get
valuable references through the “passers-by” applicants. Online recruitment helps the agencies
to automate the recruitment process hence saving on save time and costs. According to Shaun et
al., (1998), the online recruitment techniques that should be observed are as follows: give a
detailed job description and job specifications in the job postings to attract candidates with the
right skill sets and qualifications at the first stage; e-recruitment should be incorporated into the
overall recruitment strategy of the agency; a well-defined and structured applicant tracking
system should be integrated and the system should have a back-end support; and, along with the
back-office support a comprehensive website to receive and process job applications (through
direct or online advertising) should be developed (Shaun et al., 1998).

According to Ahmad et al., (2002), E-recruitment has the following advantages: lower costs to
the agency since posting jobs online is cheaper than advertising in the newspapers, there are no
intermediaries, reduction in the time for recruitment (over 65 percent of the hiring time),
facilitates the recruitment of right type of people with the required skills; Improved efficiency of
recruitment process; gives daily access to an online collection of resumes; online recruitment
helps the agencies to weed out the unqualified candidates in an automated way; and, recruitment
websites also provide valuable data and information regarding the compensation offered by the
competitors etc. which helps the HR managers to take various HR decisions like promotions,
salary trends in industry etc. On the other hand, e-recruitment has the following disadvantages:
screening and checking the skill, mapping and authenticity of millions of resumes is a problem
and time consuming exercise for agencies; there is bow Internet penetration and no access and
24
lack of awareness of internet in many locations across the world; and, agencies cannot be
dependent solely and totally on the online recruitment methods. In most cases, the employers
and the employees still prefer a face-to-face interaction rather than sending e-mails (Ahmad et
al., 2002).

2.7.4 Benchmark Recruiting

According to Ifill and Moreland (1999), benchmark recruiting refers to the process of identifying
individuals who developed and implemented the best practices in their agencies. These
individuals demonstrate not only their superior knowledge, but also their ability to get good
ideas implemented. Displaying characteristics of a “high performer” have made them invariably
ideal targets to recruit. However, getting through to these high performers can be extremely
difficult. Organizations could have devised stringent controls to prevent head hunters from talking to
them. Most high-performing individuals who are not hunting for another job would also refuse to
answer calls from recruiters

Benchmark recruiting allows the employer to call as the subject-matter expert instead of a
recruiter, hence avoiding the stereotypical image of a recruiter. Responses received would be a
lot more favourable. This is because when doing benchmarking, the employer is essentially
complementing the target candidates by asking about their best practices while at the same time,
giving them an opportunity to learn about the best practices in the organization. Benchmark
recruiting allows the employer to gather best practices information, identify target candidates, as
well as build relationships with these target candidates all at the same time. Benchmark
recruiting can also occur at any level in the organization. Organizations can reach their managers
or top performers how to conduct benchmarking so that they can begin gathering both best
practices information as well as names of key individuals involved. In this way, everyone in the
organization contributes to effective recruitment (Graham et al., 1998).
Benchmark recruiting can be carried out in the following two ways, firstly, identify individuals
within the organization who are currently doing benchmarking on best practices and use them to
identify potential candidates and either have them pass the names to recruiters or do the initial
recruiting themselves. Secondly, identify individuals who benchmark the organization. Those
who actively benchmark are usually rapid learners since they are exposed to best practices from
leading organizations. This invariably makes them very desirable to hire .

2.7.5 Media Advertisements

Advertisements of the vacancy in newspapers and journals are a widely used source of
recruitment. The main advantage of this method is that is has a wide reach. Most newspapers
and journals now have their own websites and charge a minimal fee for advertising. Since 1999,
electronic or website advertising has proved to be a successful and cost-effective means of
recruitment advertising. Press advertisements using the internet has the following advantages:
functions as a complimentary or alternative medium to traditional advertising; improves the
effectiveness and efficiency of recruitment advertising; allows for 'targetted' advertising to
capture a specific audience; dynamically changes the way adverts are presented; cheaper; faster
communication; global marketing-potential to reach broader national/intemational labour
25
markets; and, holistic approach for employers/employees. On the other hand, it has the
following disadvantages: whilst national websites like Mycareer.com and Seek.com are very
popular and generate a lot of interest, careful monitoring has shown that the target audience gets
quantity rather than quality of applications.

2.7.6 Other Sources

Target sourcing: Target sourcing involves generating applicant lists from target sources such as
alumni directories, trade conference attendance, professional association memberships and
possible referrals from the agency own clients. Employers then conduct cold calls to potential
candidates to narrow down the pool for selection (Zottoli et al., 2000).

Educational institutions: Various management institutes, engineering colleges, medical colleges,

etc. are a good source of recruiting well qualified employees. Many organisations conduct
preliminary search of prospective employees by conducting interviews at the campuses of
various institutes, universities, and colleges. This source is quite useful for selecting people to
the posts of management trainees, technical supervisor, scientist, and technicians. The
organisations hold preliminary interviews on the campus on the predetermined date and
candidates found suitable are called for further interviews at specified places (Anderson et al.,
2001)Unsolicited applicants: Many job seekers visit the offices of agencies or organizations on their
own. Such callers are considered nuisance to the daily work routine of the organization. But can
help in creating the talent pool or the database of the probable candidates for the organization.
The organizations keep inventories of unsolicited applications and call them as and when
necessary (Anderson et al, 2001).

Referrals and recommendations: Employee referral means using personal contacts to locate job
opportunities. It is a recommendation from a current employee regarding a job applicant. The
logic behind employee referral is that "it takes one to know one". Employees working in the
organization, in this case, are encouraged to recommend the names of their friends working in
other organizations for a possible vacancy in the near future. In fact, this has become a popular
way of recruiting people in the highly competitive Information Technology industry nowadays.
Companies offer rich rewards also to employees whose recommendations are accepted - after
the routine screening and examining process is over - and job offers extended to the suggested
candidates. As a goodwill gesture, companies also consider the names recommended by unions
from time to time (Torrington et al., 2005).

Employee recommendations can be considered to employ personnel particularly at the lower

levels. The idea behind employee recommendations as a source of potential applicants is that the
present employees may have specific knowledge of the individuals who may be their friends,
relatives, or acquaintances. If the present employees are reasonably satisfied with their jobs, they
communicate these feelings to many persons in their communities (Torrington et al., 2005).
Public employment exchanges: This type of recruitment method is normally used in the
government offices. The Government establishes public employment exchanges throughout the
country. These exchanges provide job information to job seekers and help employers in
identifying suitable candidates (Anderson et al., 2001).
26
Transfers and promotions: This is a method of filling vacancies from within the organization
through transfers and promotions. A transfer is a lateral movement within the same grade, from
one job to another. It may lead to changes in duties and responsibilities, working conditions,
etc., but not necessarily salary. Promotion, on the other hand, involves movement of employee
from a lower level position to a higher-level position accompanied by (usually) changes in
duties, responsibilities, status and value. The employees are transferred from one department to
another according to their efficiency and experience. On the other hand, the employees are
promoted from one department to another with more benefits and greater responsibility based on
efficiency and experience (Plumbley 1985).

Retired and retrenched employees: Retired and retrenched employees may also be recruited once
again in case of shortage of qualified personnel or increase in load of work. Recruitment of such
people saves on time and costs of the organizations as the people are already aware of the
organizational culture and the policies and procedures (Plumbley 1985).
Gate hiring: The concept of gate hiring is to select people who approach on their own for
employment in the organisation. This happens mostly in the case of unskilled and semi-skilled
workers. Gate hiring is quite useful and convenient method at the initial stage of the organisation
when large number of such people may be required by the organisation. It can be made effective
by prompt disposal of applications, by providing information about the organisation's policy and
procedures regarding such hiring and providing facilities to such gate callers (Armstrong, 2006).

2.8 The Concept of Selection

Selection can be conceptualized in terms of either choosing the fit candidates, or rejecting the
unfit candidates, or a combination of both. So, selection process assumes rightly that, there is
more number of candidates than the number of candidates actually selected, where the
candidates are made available through recruitment process (Prasad, 2005). According to Gupta
(2006), selection is a process of choosing the most suitable persons out of all the applicants. In
this process, relevant information about the applicant is collected through series of steps so as to
evaluate their suitability for the job to be filled. On other hand, selection is the process of
assessing the candidates by various means and making a choice followed by an offer of
employment (Graham et al., 1998).

2.9 Selection Process

The selection methods available to HR professionals can be characterised along a continuum

that ranges from more traditional methods of interviews, application forms and references,
through to more sophisticated techniques that encapsulate aptitude tests, assessment centres,
work samples, psychological testing, and so forth. The degree to which a selection technique is
perceived as effective and perhaps sophisticated is determined by its reliability and validity
(Hunter and Hunter, 1984; Muchinski, 1986). Evidence also reveals that the choice of selection
methods is inherently linked to the job category in question. Curriculum vitae (CVs) and cover
letters are used to shortlist candidates for interviews (Stewart and Knowles, 2000). However, it
27
is widely held that application form as a discrete selection tool is open to misinterpretation,
particularly where applicants portray a false persona (Muchinski, 1986). Evidence further
reveals the wide use of presentations and reference checks as selection devices (Stewart and
Knowles, 2000; Heraty and Morley, 1998). However, it has been shown that referees who like a
particular candidate tend to write longer and more complimentary references (Dobson, 1989;
Reilly and Chao, 1982).

As a selection method, agencies perceive interviews to be the easiest, quickest and cheapest
method (Stewart and Knowles, 2000). Some agencies tend to use a series of interviews to clarify
whether the candidate possesses the qualities he/she mentioned in the application or CV and also
to asses whether he/she is the right person. Evidence reveals the use of scoring systems
duringinterviews when more than one person assesses candidates. However, agencies do not always
depend solely on the interview performance; they use tests to support the interview (Stewart and
Knowles, 2000).

The reason for the use of psychometric tests is to measure psychological traits that are
considered to be relevant to the performance of job tasks (Van Clieaf, 1991). A test score
banding method, in which selection within bands takes into account criteria that are likely to
enhance workforce diversity, has also been proposed by Campion et al. (2001). Assessment
centres are formal, multi-day sessions in which candidates are tested on their skills relative to
the job they applied for (Sackett, 1987; Van Clieaf, 1991; Campbell and Bray, 1993). Though
sophisticated selection techniques such as assessment centres and psychometric tests are
reported to be used on a piecemeal, incremental basis rather than as a norm for all job vacancies,
it appears that these methods will become more popular (Heraty and Morley, 1998). There are
many different types of selection situations, from internal promotions to selecting candidates
from the open market. In all cases, the objective is to choose the candidate most appropriate for
the job by using a high quality selection procedure based on the skills/competencies relevant to
the job (Heraty and Morley, 1998). There is a broad range of options available for assessing the
knowledge, skills and experience that are required for a job.

When choosing a selection process it is important to consider such issues as fairness, cost and
acceptability to candidates. The interview is a feature of most, if not all, selection processes and
is a central feature of inter-departmental promotion schemes. In recent years, with a move
towards greater use of competitive merit based promotions, the interview has become a much
more common feature of promotion schemes within Departments. However, in many cases,
especially if there are large numbers of candidates (e.g. an internal promotion scheme attracting
very high numbers of applicants), it may be necessary to consider using additional selection
techniques/tools before the interview to assist with decision making (Torrington 2005).

Following an advertisement which has attracted a high quality candidate pool, attention turns to
implementing a selection system that can effectively eliminate less suitable candidates.
Provision of accurate and relevant information about the job is essential. This should result in a
degree of self-selection by potential applicants on whether to proceed with an application or to
28
withdraw. On-line technology can be a valuable tool in facilitating this. On-line screening
questionnaires may help candidates determine for themselves whether they have appropriate
competencies, skills and knowledge for the position. Preparing a shortlist from the applications
received must be a rigorous and highly disciplined process. Members of a short-listing board
should be properly briefed and prepared for the task to ensure consistency of approach in rating
candidates. The entire process should be documented carefully in order to defend decisions taken and
provide feedback to candidates
According to Ahmad et ai, (2002), the selection processes vary widely and there is no
standard methodology that meets all circumstances equally well. There are a several factors
that need to be taken into account in making the right choice of method. Firstly, create a level
playing field where candidates are drawn both from inside and outside the agency. Secondly,
match the criteria in the selection process to the characteristics of the job (e.g. good ‘people
skills’ are not necessarily reflected in good academic qualifications; ‘years of experience’ may
mask a lack of up to date technical knowledge). Thirdly, avoid ‘cultural’ stereotyping-decision
makers who can be inclined to favour people who share their own personal lifestyle and values
and place these ahead of a candidate’s likely competence in the job and fit within the
organisation as a whole. Lastly, avoid ‘fads’ in selection techniques, there are many highly
doubtful and often expensive techniques being touted as the new best thing in staff selection,
these can range from ‘graphology’ to ‘paintball contests’. Even in the more traditional areas of
psychometric testing and assessment there can be quite unreliable results if too much weight is
placed on them (Ahmad et al., 2002)

2.10 Developing Selection Criteria

The selection criteria describes skills, knowledge, qualities, experience needed to do a job and
are the basis for developing interview questions, evaluating candidates and shortlisting
applicants. It is crucial that everyone involved on a Selection Committee understands the list of
selection criteria and use them as the focal point throughout candidate assessment. Essential
criteria are those critical skills, knowledge, qualifications and experience that are vital to a
person's ability to perform the duties of the position. The selection criteria should closely reflect
the content of the position description and departmental needs. Determining essential criteria
must be decided upon before applications are reviewed. Agreement on the relative importance
of each of the essential criteria will make it easier to choose between candidates later in the
selection process. This is particularly helpful when there is more than one strong candidate, each
with different skill sets. It is advisable to consider a broad mix of selection criteria when looking
for the ideal candidate. The "best" candidate might not be the one with the most publications,
prestigious degrees or the most seniority (Plumbley, 1985).

A balanced list of criteria includes the length and type of experience as it relates to the position;
technical and/or pedagogical skills that might be specific to a particular job (for example,
research methodology, graduate teaching experience, computer programming, supervisory
expertise); performance skills that an individual may use on or off-the-job (for example, written
and oral communication, analytical ability, persistence, assertiveness); unique experiences or
ideas that an individual brings to the department; affirmative action goals; ability to function as
29
part of a team; creativity and flexibility in adapting to a challenging environment; problem
solving and conflict resolution abilities; leadership potential among peers and subordinates; and,
evidence of ability to be an effective employee and role model in a diverse setting (Torrington et
al., 2005).

2.11 Short Listing Applicants

Once the application deadline has closed, HR will send the supervisor the applications received
together with an alphabetical summary listing of all the applicants. The supervisor then
distributes copies of the applications to all Selection Committee members and should ensure that
they receive all relevant documentation necessary for shortlisting, including the advertisement,
the position description and any information package sent to applicants. The Selection
Committee members will then assess the applications to determine who will be invited to
interview. During shortlisting, Selection Committee members compare all applicants against the
essential and desirable selection criteria to eliminate unsuitable applicants, and identify
applicants who best match the selection criteria (Graham et al., 1998).

2.12 Selection Tests

A range of selection tools are available to the Selection Committee, this may include written
applications and resumes; interviews; search plans; public seminars and lectures; assessment
centres; aptitude tests; and psychometric tests. The minimum tools that should be used in the
selection process are an interview and referee reports, however there is a range of other tools
that can improve the selection process. HR staff should be available to assist in planning the
process and choosing appropriate tests, tools and questions. The tests chosen must be valid that
they allow a process that is rigorous and fair. It is important that the same selection process be
applied to all candidates.

2.12.1 Written Applications and Resumes

Written applications and resumes are the normal means by which a candidate provides the base
information upon which initial assessment of an application is carried out. They are usually
submitted in hard copy, but increasingly these will be received by the agencies as attachments
via email, or as web-based preforms. As applications are assessed against the selection criteria
for the position, the advertisement will invite the candidate to address the selection criteria as
part of their application (Ahmad et ah, 2002).

The process of applying for a job usually requires some form of writing. This could be writing a
letter of application, completing an application form, or writing a resume. The letter of
application is often the first contact the employer has with the applicant. It will also be the
employer's first impression of the job seeker and the employers will use applications as a
30
screening device, a way to eliminate undesirable applicants from consideration. Employers will
also usually refer to the application during the interview and it will also become the basis for
most of the interview questions. The application will also allow employers the opportunity to
compare the applicants (Terpstra, 1996). The written application should be positive and
confident, and should contain the information needed by the employer to make the hiring
decision. There are two types of letters of application: those in which applicant’s apply for a job
that has already been advertised, and 'canvassing letters’, where one makes a general inquiry
about the possibility of an agency having a position for which their skills are suitable,
Letters of application should include the following: applicants address and the date; the name
and address of the agency/organization to which one is applying; appropriate salutation (Dear
Sir/Madam (or address the letter to a particular person if the applicant can identify the
appropriate person); the name of the position and where it was advertised; something about the
applicant and why one is applying for the job, state why one believes that one would be good in
this job, point out how applicant’s qualifications, abilities and experience are related to the
position; a reference to the resume and any other copies of documentation that are required; a
concluding sentence referring to applicant’s availability for an interview, and give a telephone
number where one can be contacted easily; a formal ending (If the letter is addressed to a person
byname, the letter should end ‘Yours sincerely’. If your letter starts with ‘Dear Sir/Madam’, end
it with ‘Yours faithfully’; and, finish with applicant’s signature and name printed below
(Armstrong, 2006).

A resume clearly and concisely describes the applicant’s personal details, education, skills and
work experience. A resume is short and information is presented under headings and in point
form. A resume is typed and is not signed. It is important to keep the resume up-to-date. The
following information should be included in the resume: full name and contact details; education
details (where and when applicant attended school; what level was completed; what subjects
were studied; any other training programs that have been completed or qualifications gained -
these should be listed in reverse chronological order, starting with the most recent and working
back); employment history (show the employer’s name; periods of employment; briefly describe
the duties one performed including positions of responsibility held; include any unpaid work
experience or volunteer work; interests and hobbies; and, finally provide the names and contact
details of referees (Columbia Encyclopedia, 2005).

2.12.2 Interviews

The interview provides information about the personal qualities of the applicant, and will allow
the applicant to elaborate and/or verify information about particular skills and attributes. A
selection panel interviews shortlisted candidates in a structured fashion. The benefits of having a
structured approach is that there is less likely to be bias, it is more likely that the interview will
be objective and more information can be obtained from the applicant. Interviews are a two-way
process during which information is obtained from the candidate in relation to the selection
criteria which cannot easily be gained from other sources, information is provided to the
applicant about the position, conditions of employment and working environment, and the
applicant is given the opportunity to ask questions (Kamoche, 1994).
The interview also allows the candidate to find out more about the position. It is important to
31
recognize that the interview as a selection tool does have shortcomings, and that steps can be
taken to improve the way in which interviews are conducted (Kamoche, 1994). These include
ensuring that the selection criteria include all the essentially required elements of the position,
preparation of open questions around the selection criteria which can elicit information both
about past performance and how the candidate might handle particular scenarios in the new role,
awareness of equity issues such as stereotyping and making assumptions of performance based
on irrelevant criteria, validating information gained at interviews against other selection tools,
for example, referee checks, seminars, skills tests etc (Kamoche, 1994).

Where possible, shortlisted applicants should attend an interview in person. Where this is not
possible the selection panel may agree to an alternative, such as a phone interview or
teleconference. The format of an interview should be creative, relevant to the position and
realistic. Equal and sufficient time should be scheduled for each interview. The interviews
should be kept similar in structure and the same basic topics covered for each applicant.
However, this should not prevent the panel from pursuing individual leads or exploring
particular areas of the applicant's curriculum vitae, interest or experience in relation to the
criteria for the position, provided these questions are not directly or indirectly discriminatory
(Ahmad et al., 2002).

According to Armstrong (2006), at the start of an interview the applicant should be introduced to
the panel members, explained the purpose and structure of the interview and advised that they
are able to clarify any question at any time. They should be advised of time constraints and
requested to answer questions concisely. They should be put at ease and may bring in additional
information for panel perusal or notes to guide their answers. It is important to avoid mistaking a
person's performance at the interview with their capacity to perform the roles of the position.
Interview questions are to be as clear and specific as possible and at the end of the interview the
applicants will be provided with the opportunity to ask questions including clarification on any
issue relating to the position or terms and conditions of appointment (e.g. remuneration). This
time enables applicants to provide additional relevant information and then the panel can advise
on the timing of the decision-making and notification of the outcome of the process .

There are a number of different ways of conducting an interview and the technique chosen
enables the panel to gain the most valuable information about the applicant in the most efficient
way. Most employers typically use a selection panel to conduct interviews with members
selected on their relevant expertise as it relates to the position advertised. The interview methods
that are recommended are; firstly, structured interviews-whereby the panel, prior to interviews,
determines the agenda for the session, the interview questions, and each panel member's
responsibility, and secondly, behavioral interviews, whereby its a type of structured interview
that has questions specifically targeted at gaining information about the applicants experience
and skills by them providing real examples of past experiences (Ahmad et al, 2002). The panel
should discuss the interview questions and their allocation to specific panel members at the recruitment
planning stage and ensure they are related to the position as advertised and designed
to allow the applicants to provide evidence of their abilities (Armstrong, 2006).

32
Creating appropriate questions for interviews is an extremely important part of the selection
process as the fundamental purpose is to obtain as much information as possible from the
applicant to assist the panel to determine whether the applicant is suitable for the position or not.
A series of questions related to the position as advertised should be agreed prior to the interview
and the selection criteria from the job profile provides a good basis for interview question
creation as it guides the panel to enable them to gauge whether the candidate meets the criteria
(Ahmad et al, 2002). The questions should be designed to elicit information and evidence in
relation to the selection criteria for the position.
The Selection Committee interviews all applicants, decides on the successful applicant/s and
other potential eligible applicants. The Committee should determine how the applicants will be
rated against the answers they give to each question and ensure that no question is irrelevant to
the position or addresses inappropriate issues such as age, disability, marital status,
political/religious affiliations etc. Also, it should avoid a line of questioning which places undue
emphasis on local knowledge or experience (Torrington et al., 2005)

2.12.3 Search Plans

Search plans are recruitment strategies designed to broaden the field of qualified candidates,
invite applications from candidates who might not otherwise think of applying to work at the
agency, provide a mechanism by which the agency can expect to develop over time, provides a
more diverse staff profile, and makes sure that equity and diversity issues are considered
(Truxillo et al., 2006). An example of when to use a search plan is the customary searches for
female applicants. It is suggested that, for instance, where less than 30% of the staff in an agency
is female, a search plan is developed to attract well qualified female candidates. Additionally,
committees are advised to consider the profile of the staff in the relevant department and to
make efforts to attract suitably qualified candidates from a range of backgrounds.

A search plan is developed on the basis of diversifying the composition of the staff in the area,
for example, advertising through job networks, advertising casual or short term contract
positions through employee associations, advertising in community newsletters, and through
relevant associations and specialised journals including those for librarians, human resource and
information technology professionals (Ahmad et al., 2002).

2.12.4 Public Lecture or Seminars

It is good practice for short listed candidates for senior academic positions to be asked to give a
public lecture or seminar as part of the selection process. Selection Committee members should
attend any such seminars and lectures, and members of the agencies in which the vacancy exists
can also be encouraged to attend. There may be circuit stances in which a candidate has concerns
about the confidentiality of their application, and the Appointment Committee may choose to
have the lecture or seminar delivered to them only, if this is the candidate's wish. Only members
of the Appointment Committee are able to participate in selection decision, and the assessment

33
must be related to the gathering of evidence as to the candidate's merit against the selection
criteria (Ahmad et al., 2002).

2.12.5 Assessment Centres

According to Campbell et al., (1993), an assessment centre is a process designed to evaluate a

person's capability to perform in a job and candidates participate in a number of exercises
designed to capture the activities of the position they are being selected for. The exercises are
chosen based around the requirements of the position and the critical competencies that someone
will need in order to be successful in the position. Exercises can include the following: job
specific activities (for example word processing a document, setting up equipment for a routine
technical practice); job simulations (for example role plays, counselling simulations, problem
analysis exercises); group activities and discussions; situational interviews; leadership exercises
and leaderless group discussions; report writing and analysis; oral presentations, such as mock
lectures or seminars, mock press conferences, briefing sessions; and, psychological assessment.

Any test conducted as part of an assessment centre must be in relation to the requirements of the
position and must not disadvantage any candidate unfairly on equity or diversity grounds
(Sackett, 1987). The benefit of an assessment centre is that it allows the candidates to
demonstrate their skills through a number of job relevant situations, in which they are required
to adopt behaviours similar to those that will be required in the position. As the candidates are
put through a number of exercises, it is possible to view their performance from more than one
angle.

Trained assessors are utilised to provide an objective and comparative assessment of the
candidates' capacity to effectively perform "on the job". It is recommended that members of the
appointment committee attend assessment centre activities and observe candidate's performance
also. However, assessment centers tend to be time consuming - they typically run from half a
day to two days - and they are resource intensive and expensive. They are therefore most
effective for senior management positions or large scale recruitment efforts. Assessment centres
are best used in conjunction with other selection tools such as interviews and reference checking
(Sackett, 1987).

2.12.6 Aptitude Tests

According to Terpstra (1996), aptitude tests are tests of special abilities that are required in
specific jobs, which help to predict aptitude for a particular job or type of training. Research
suggests aptitude tests are valid for virtually all jobs. They must be selected and administered in
ways that do not raise equity and diversity issues. The use of aptitude tests can be of value in
situations where a candidate has had little or no experience related to the job requirements.

The aptitude tests can be broadly classified onto the following groups: Verbal Ability Tests
(includes spelling, grammar, ability to understand analogies and follow detailed written
instructions); Numeric Ability Tests (includes basic arithmetic, number sequences and simple
34
mathematics. In more complex numerical critical reasoning questions, blocks of information are
provided that require interpretation); Abstract Reasoning Tests (measures ones ability to identify
the underlying logic of a pattern and then determine the solution); Spatial Ability Tests
(measures ones ability to manipulate shapes in two dimensions or to visualize three-dimensional
objects presented as two-dimensional pictures); Mechanical Aptitude Tests (designed to assess
ones knowledge of physical and mechanical principles); Data Checking Tests (measure how
quickly and accurately errors can be detected in data and is used to select candidates for clerical
and data input jobs); and, Work Sample Tests (involves a sample of the work that the applicant
will be expected do), (Terpstra 1996).

2.12.7 Psychometric Tests

Psychometric tests aim to measure attributes like intelligence, aptitude and personality. They
provide a potential employer with an insight into how well the applicant will work with other
employees, how well the applicant can handle stress, and whether he/she will be able to cope
with the intellectual demands of the job. Psychological assessment (pyschometric testing) can
add value to a human resource decision by developing a picture of an individual's aptitudes and
attributes and predicting how these will affect their performance in the position. The tests must
be selected and administered in ways that do not raise equity and diversity issues. There are tests
for general problem solving, numerical/verbal reasoning, interpersonal style, work/team style,
leadership style, and motivational style (Salgado et. al., 2001).

Psychometric tests should not be the sole instrument used for selecting candidates. They should
be used in conjunction with other procedures, as one element of the selection process. Most
commonly, they are used to assess the preferred candidate for a position, or to compare two or
three short listed candidates. There are a number of factors that impact on the success of these
tests. These include investigating the validity ofthe test being used the better tests are supported
by extensive research and data that allows comparison of results to relevant reference groups;
and, defining the critical characteristics needed for success in the position - to determine the
match between the candidate's profiles and the "ideal" profile for the position. Psychometric
tests may be used in conjunction with aptitude tests (Muchinski, 1986).

2.13 Deciding on the Successful Applicant

The Selection Committee completes the Selection Committee Report form which indicates the
successful applicant and other potential eligible applicants, and forwards this to the HR Officer.
Applicants should be ranked appointable or non-appointable based on the written application,
performance at interview, further evidence (for example, additional forms of assessment) and
referee checks. Each Selection Committee member should initially make rankings on the basis
of their own notes and assessment of each applicant's performance in relation to the selection criteria.
The Presiding Member should seek initial rankings from all members without
35
discussion. Ranking differences and reasons for ranking should then be discussed, considering
only relevant/appropriate information (Beardwell et al., 2007).

The Selection Committee needs to agree on the applicant to be recommended for appointment.
A unanimous decision is the preferred option and if a unanimous decision is not reached, a
majority is acceptable. Where the vote is tied, the Presiding Member has a casting vote.
Dissenting members may submit a minority report to HR clearly explaining why the decision
was not unanimous. The Selection Committee should also consider other applicants eligible for
appointment and agree on an eligibility list. The Selection Committee records its decision and
reasons for the applicant selected for appointment on the Selection Committee Report form
which should be signed by all Selection Committee members (Muchinski, 1986).

2.14 Reference Checks

References are very informative in the recruitment process and it is important to undertake a
thorough checking of all potential applicants to gain a better insight into their capabilities
(Ahmad et al., 2002). Applicants can nominate referees who can account for their current skills
and attributes relevant to the position. Referees could include members of the selection panel in
which case the panel member should declare this at the beginning of the recruitment process.
The maintenance of confidentiality of referee reports is essential and all documentation in the
possession of panel members in relation to this must be destroyed after the process is concluded.
All referees are to be assured of the maintenance of confidentiality throughout the process
(Armstrong, 2006).

Referee reports can have the following limitations. Firstly, candidates usually name referees who
they believe will provide only positive comments. Secondly, referees will not always have a
detailed understanding of the position and the work environment. Thirdly, referees may have an
interest in either keeping or in losing an employee, and finally, referees may only report on
positive aspects and not report on any weaknesses (Anderson et al., 2001).

Referee checking can occur before and/or after interview. This decision is to be included in the
recruitment strategy and depends on the nature of the position. Reports obtained before
interviews provide the opportunity to investigate particular matters which may be identified in
the referee report with an applicant during the interview, (whilst maintaining confidentiality of
the referee).

However some selection panels assess referee reports after interview to check a particular aspect of the
applicant's candidature. This is generally discouraged because if any
issue is identified then another interview generally has to be scheduled to be able to get a
response from the candidate. The selection panel should determine what information they want
to get from the referees and what the reference check will be used for, as this assists in
determining when the best time to obtain them is (Hsu et al., 2000).

Referees tend not to document an applicant's shortcomings but they may be prepared to discuss
them by phone and in more detail. For this reason, verbal references are preferred. A structured
36
approach, where the similar topics are covered with each referee and the answers are recorded,
provides the best result. However specific questions relating to a particular applicant may also
be raised arising from information provided by the candidate in his/her application form,
curriculum vitae, presentation or interview. Other specific issues to be raised with a referee may
include matters raised by other referees or by panel members during the prior knowledge
declaration (Plumbley, 1985).

In conclusion, reference checking allows the selection panel to ensure that they find the most
qualified person who is also a good match for the position. By conducting reference checks, the
panel can avoid costs associated with failed probation periods and poor performance, which can
impact on the organization hence damage its image or reputation (Ahmad et al., 2002).

2.15 Medical Examination

Applicants who have crossed the above mentioned stages are sent for a physical examination
either to the agency’s physician or to a medical officer approved for the purpose. Such
examination serves the following purposes. Firstly, it determines whether the candidate is
physically fit to perform the job, where those who are physically unfit are rejected. Secondly, it
reveals existing disabilities and provides a record of the employee’s health at the time of
selection. This record will help in settling agency’s liability under the workmen compensation
Act for claim for any injury. Thirdly, it prevents the employment of people suffering from
contagious diseases. Fourthly, it identifies candidates who are otherwise suitable but require
specific jobs due to physical handicaps and allergies (Graham et al., 1998).

2.16 Recruitment and Selection Model

The effective and efficient management of the various recruitment and selection activities is
dependent on all role-players having a holistic view of what the process entails

The role-players should have a thorough grasp of what the different activities are, what the
interdependencies between these activities are and what their responsibilities entail. It is clear that the
entire process can be divided into six distinct phases, starting off with job
evaluation and ending up with the final selection of the most successful candidate(s). Each phase
consists of a number of activities that have to be executed before role-players can commence
with the next phase (Sangweni, 2004). The first phase is the job evaluation which includes the
methods and practices of ordering jobs or positions with respect to their value or worth to the
organization. This begins with a well written job description which is a clear, precise, systematic
and logical analysis of content, accountabilities and the objectives of a position. The second
phase is advertising, this involves selecting the medium in which the job will be broadcasted to
the target audience. This will also include the preferred mode of receiving the applications,
37
either by email, hardcopies or fax. The third phase is registering the applications, which involves
acknowledging receipt of the application letters. The fourth phase is the screening of
applications. This involves selecting the applicants who comply with minimum appointment and
advertised requirements. In addition, letters of regret are sent to the unsuccessful applicants. The
fifth phase is the short listing of applicants, which involves selecting a pool for the most suitable
candidates. The last phase is the final selection of the successful candidate. This involves
informing the successful candidate and/or sending of letters of regret and filing the unsuccessful
applications on record (Sangweni, 2004).

2.17 Challenges Faced in Recruitment and Selection

It is argued that mistakes are caused by the fact that agencies generally give little thought to the
critical nature of staffing decisions and make little or no attempt to validate staffing practices.
Evidence reveals that HR managers tend to rely on feedback from line managers on probationary
periods and disciplinary procedures to weed out mistakes; no attempt is made to analyze the
constitution of labour turnover. Thus, agencies are surprised and disappointed when an
appointment fails, and often the person appointed is blamed rather than recognizing the
weaknesses in the process and methodology (Florkowski and Schuler, 1994; Ifill and Moreland,
1999).

I fill and Moreland (1999) identified areas where the recruitment and selection process of an
agency fails. Some of these areas include: no obvious link of recruitment and selection with HR
strategy and with broader agency goals; unavailability of job analysis information; the use of
invalid prediction methods; the lack of monitoring of the recruitment and selection process; and
the lack of remedial actions in those agencies that do monitor staffing practices. In this context,
the need to investigate the reactions of new hires and applicants to the selection methods and the
decision-making in the selection process have been highlighted (Ifill and Moreland, 1999).

Further, Ryan et al., (2005) and Jones et al., (2006) also revealed the importance of investigating
how recruitment source (referral, newspaper ad) affects post hire outcomes such as turnover and
performance, while Anderson and Goltsi (2006) revealed the importance of investigating the
psychological effects of selection methods. Furthermore, Slaughter et al., (2005) highlighted the
importance of comparing profiles of an organization's pool of new hires to those of the larger
applicant population. Thus, HR specialists have an important role to play in connection to
assessing staffing practices. However, the non-existence of trained HR managers was
acknowledged as a potential problem for the absence of formal systems for the validation of
staffing practices.

The recruitment and selection function of an agency is affected and governed by a mix of
various internal and external forces. The internal forces or factors are the factors that can be
38
controlled by the agency; whereas the external factors are those factors which cannot be
controlled by the agency.

2.17.1 Internal Forces

According to Ahmad et al., (2002) the internal forces are: Firstly, the recruitment and selection
policy of an agency specifies the objectives of recruitment and selection and provides a
framework for implementation of recruitment and selection programme. It may involve
organizational system to be developed for implementing recruitment programmes and
procedures by filling up vacancies with best qualified people. Factors affecting recruitment and
selection policy include agency objectives, personnel policies of the agency and its competitors,
government policies on reservations, preferred sources of recruitment, need of the agency, and,
recruitment costs and financial implications. Secondly, effective HR planning helps in
determining the gaps present in the existing manpower of the agency. It also helps in
determining the number of employees to be recruited and selected and what qualification they
must possess, Thirdly, the size of the agency is an important factor in recruitment and selection
process. If the agency is planning to increase its operations and expand its business, it will think
of hiring more personnel, which will handle its operations (Ahmad et al., 2002).

Fourthly, the recruitment and selection processes incur cost to the employer, therefore, agencies
try to employ that source of recruitment and selection which will bear a lower cost of
recruitment and selection to the agency for each candidate. The recruitment and selection
process should also be cost effective. Fourthly, there’s lack of motivation since recruitment and
selection is considered to be a thankless job. Even if the agency is achieving results, the HR
department or professionals are not thanked for recruiting and selecting the right employees and
performers. In addition, there is the process analysis, that is, the immediacy and speed of the
recruitment and selection process. The process should be flexible, adaptive and responsive to the
immediate requirements. Lastly, there’s strategic prioritization whereby the emerging new
systems are both an opportunity as well as a challenge for the HR professionals. Therefore,
reviewing staffing needs and prioritizing the tasks to meet the changes in the market has become
a challenge for the recruitment professionals (Ahmad et al., 2002).

2.17.2 External Forces

According to Armstrong (2006), the external forces are the forces which cannot be controlled by
the agency. The major external forces are: Firstly, the availability of manpower both within and
outside the agency is an important determinant in the recruitment and selection process. If the
agency has a demand for more professionals and there is limited supply in the market for the
professionals demanded, then the company will have to depend upon internal sources by providing
them special training and development programs. Secondly, employment conditions
in the community where the agency is located will influence the recruiting and selection efforts
of the agency. If there is surplus of manpower at the time of recruitment, even informal attempts
at the time of recruiting like notice boards display of the announcement in the meeting etc will
attract more than enough applicants. Thirdly, the image of the employer can work as a potential
constraint for recruitment and selection. An agency with positive image and goodwill as an
39
employer finds it easier to attract and retain employees than an agency with negative image.
Image of an agency is based on what it does and affected by the environment in which it
operates. Fourthly, various government regulations prohibiting discrimination in hiring and
employment have direct impact on recruitment and selection practices.

In addition, the unemployment rate - is one of the factors that influence the availability of
applicants is the growth of the economy (whether economy is growing or not and its rate). When
the agency is not creating new jobs, there is often oversupply of qualified labour which in turn
leads to unemployment. Also, the recruitment and selection policies of the competitors also
affect the recruitment and selection function of the agencies. To face the competition, many a
times the agencies have to change their recruitment policies according to the policies being
followed by the competitors. In addition, adaptability to globalization affects recruitment and
selection hence HR professionals are expected and required to keep in tune with the changing
times, i.e. the changes taking place across the globe and HR should maintain the timeliness of
the process (Armstrong, 2006).

According to a Reuters report on 1st July 2002, dubbed “Singapore’s government and big
businesses blame a limited talent pool for their dependence on a political elite and a growing
number of foreign chief executives,” international agencies around the world are facing
unprecedented staffing challenges. At the time when the agency needs to be most adept at luring
talent, their ability to do so has been constrained and complicated by economic, social and
political pressures. Also, there is the labour market competition, that is, whether the national
economy is healthy or weak, staff turnover and attrition necessitate agencies to constantly search
for talents. With an aging population, employers without systematic manpower planning may
fall short of meeting their recruitment needs. In addition, there is talent shortage, that is, an
agency’s shortage of talents has been ascribed to a number of factors, such as the surge in
retirement amongst the baby boomers with insufficient replacements coming on stream from
succeeding generations, as well as brain drain from the more developed countries. Insufficient
homespun expertise has proved recruiting to be a daunting task. Very often, agencies have to resort to
importing talents to fill key positions and layoffs will not ease recruitment and
selection. With layoffs putting a large number of active jobseekers on the market, it seems at
first that employers will have an easy time filling the needs of their agencies (Reuters, 2002).

While recruitment is extremely trying in a tight labour market, employers face a different set of
challenges in a soft labour market scenario. In addition, to the astounding volume of resumes
flooding the market, employers are faced with the voluminous task of screening and filtering
applicants. A large amount of their time is therefore spent filtering out unqualified applicants
rather than picking the desired ones. Also, there is the issue on demographics, since there is a
much smaller pool of replacement workers in some countries to fill positions of those who will
be retiring (Armstrong, 2006).

40
 LITERATURE SURVEY LIST

THE NAME OF THE STUDY AND THE MOST IMPORTANT FINDINGS

YEAR AUTHOR AND
RECOMMENDATIONS
Recruitment and Selection Process at Workplace: A Qualitative, Quantitative
and Experimental Perspective of Physical Attractiveness and Social
Desirability. (2022)
The most important results and recommendations mentioned in this review
came to search of three studies related to the subject of the recruitment
2022 Sania Usmani process and selection in the workplace: a qualitative, quantitative and
experimental perspective of physical attractiveness and social desire. It was
concluded that all three studies and data analysis, and found that physical
attractiveness does not play a role in the selection and employment process
Individually, this review will help shed light on theories on the factors that
affect the recruitment process. The results of this review will also guide all
future studies on how appearance, confidence, communication skills and
resumption of clarity play an important role in the recruitment process rather
than physical or facial attractiveness.

41
 A Pragmatic study on Human Resources Trends in recruitment and selection
process in Non-Banking Financial Companies in Kanniyakumari district
(2022)
The most important study recommended that it is necessary to enhance the
Dharshini.K.A new form of talent acquisition, such as campus recruitment, the trainees
2022 & Seleena.R program to employ the appropriate talents, and the evaluation of candidates
during recruitment must be more efficient. This study provided a conclusion
that the recruitment process and selection among employees of non-banking
financial companies have a positive importance Regarding their job
satisfaction, the company still has to enhance the level of employment in new
formulas for employment of qualified employees in the coming time period.

Internship Report on Recruitment and Selection Process of BRAC Bank LTD.

(BBL)(2022)
The report made several recommendations, the most important of which was
that some procedures could be computerized via the Internet so that some
2022 Bushra Bintey work is reduced and opportunities for manual errors are reduced. It also
Mahbub recommended that it is necessary to assign more manpower. There is a need
for more manpower in proportion to work. And the need to give more
facilities
to the trainees, and the most important goal was that they should search for
quality instead of quantity in the case of selecting or employing employees
sometimes to achieve the goal and incentive

Indonesian Language Assistant Program In Australian Schools: Recruitment

And Selection Process (2021)
It became evident from this study that the UPI Indonesian recruitment process
Tri Indri has several stages. Each stage has its own purpose to choose the best
2021 Hardini and candidates required by both UPI and DET. It is expected that each process of
Others selection processes will thoroughly explore the general skills
and competencies of the candidates. The study recommended the necessity
of sustaining this program, and it is also necessary to continuously
improve the recruitment and selection system in order to select the
best candidates for the coming years

Challenges in Recruitment and Selection Process: An Empirical Study (2021)

The study indicated that there are some restrictions and it was considered an
introductory study for future research. The first limitation relates to the cross-
sectional nature of this study describing participants' feelings and thoughts
42
 about the selection process at a particular time only. Therefore, the results are
Sophia Diana based on the participant's emotions for that period only rather than evidence
2021 Rozario and over a period of time for all VTA members. Another limitation is that the
Others results are presented only to the views of the participants in this study only,
and therefore represent a partial perspective for reviewing the selection
process when considering all other employees in the organization who did
not participate in the study. Based on the results of this research, one of the
important results is to provide a comprehensive and representative research
By involving more participants from each organization in this sector.
This will greatly enhance the empirical knowledge base on employee
selection as well as provide valuable insights and comparisons on perceptions
of talent acquisition between different sectors. This will make a valuable
contribution to developing a more comprehensive understanding of talent
acquisition and staff selection in the recruitment process.

A Study On Recruitment And Selection Process Of Airtel (2020)

The study presented several recommendations, the most important of which
was the necessity of an effective human resources management in the
organization that depends on the effectiveness of many other human
resources activities such as selection and training on the quality of new
employees who are attracted through the recruitment process. Also on raising
2020 Ahmedabad awareness about the risk of wrongful appointments, management must obtain
specific training on the recruitment process. Finally, an improvement in
organizational results was observed as a result of improved recruitment and
selection strategies. More effectively, the more organizations recruit and
choose candidates, the more likely they will be recruited and retained. In
addition, the effectiveness of the enterprise selection system can affect low
business outcomes, such as productivity and financial performance. Therefore,
money investment is spent on developing a comprehensive and valid selection
system

Recruitment and Selection Practices in Business Process Outsourcing

Industry(2020)
The study recommended that access to employee services, develop their skills,
Dr. Amer and motivate them at high levels of performance, and in order to ensure the
2020 Hani Al- maintenance of their commitment to the organization, this is necessary to
Kassem achieve organizational goals. Also, no organization can survive without giving
importance to its employees. Moreover, the adoption of different business
models, best practices and strategies is the motto that the institution must
follow to retain its employees. Achieving reasonable expectations for
employees must be an ongoing process.

The Role of the Internet and Social Networks in Recruitment and Selection
Process(2020)
The results of the research conducted show that in Serbia, the internet and
43
 social networks are used in the recruitment process, but still not to a large
extent. According to the results of the survey, 30% of organizations in Serbia
2020 Agneš Slavić use advertising job vacancies on the company's official website and 32% of
and Others organizations do this on commercial websites. The conclusion is that the
decision to select a suitable candidate should not only be based on social
network data, but this information can help in making decisions. Combining
traditional selection methods with modern online methods can provide better
results and provide a better database for decision makers to choose a suitable
candidate.

Merit System in Recruitment and Selection Process of Civil Servant

Candidate in Malang Indonesia (Implementation of Recruitment and Selection
of Civil Servant Candidate in 2013) (2019)
The results showed that formation submission has not been based on the
analysis on the needs of employees, as well as job and workload analysis.
There are three factors inhibiting the application of the merit system in the
Endah recruitment and selection of employees. The first is the administrative barriers
2019 related to the lack of harmonization between the policy framework which
Setyowati
became the legal basis for carrying out recruitment and selection of
employees. The results showed indications of corruption in the process of
recruitment and selection of employees. Results also indicate that the practice
of transaction between applicants and committee still happens. The third is
the technical barriers associated with the limited ability of personnel resources
in carrying out the responsibility and the lack of infrastructure in the process
of
recruitment and selection of employees.

Equal employment opportunities in the recruitment and selection process of

human resources(2019)
Taking into account all the results of the research, it can be generally
2019 Stoilkovska concluded that the HR managers in the companies in the Republic of
and others Macedonia generally consider that they do their work professionally and
employ the best personnel without any influence of prejudice and
discrimination on any grounds during the recruitment and selection process
while the opinion is different among the people who have experienced these
processes and they consider that this concept has not been enough preserved.
From the presented conclusions the following recommendations arise:
It is necessary to prepare amendments to the Law on ethnic minorities in the
institutions so as to provide equal employment opportunities for all citizens
regardless of their ethnicity.
The gender of the desired candidate should not be included in the job adverts
if there is no special need for it and it is not related to the nature of the work.
The companies should ensure equal employment opportunities regardless of
the candidates’ age or to hire real professionals according to their expertise
and not according to their age.
44
 Analysis of the Recruitment and Selection Process(2018)
The Research has investigated or come to the point that the Recruitment and
Selection processes used in the Organization (s) is varying in nature. As per
the
small firms are concerned the way of recruiting and selection is on a little
scale
Asif Kamran,
and sometimes have influence of others as well, but coming to large
Jawad
organizations the influence is not there but the large scale or recruiting and
2018 Dawood and
selection is quiet lengthy and time consuming.
Saad Bin Hila
Recommendations
1.The process of Recruitment and Selection should be well defined for a rapid
response from the person applying.
2.The response time from the HR team should be quick and criteria should be
judged in accordance with time limit, hence they will not loose the employee
to rivals.
3.he traditional recruitment and selection methods or procedures should be
changed and unconventional methods, like moving towards universities and
fresh candidates would help in getting energetic and willing full recruits.
4.Panel interviewing is most suitable for now days and is less time consuming
so by traditional means of different stages interview should be cut down and
this method should be implemented on regular basis.
5.The amounts of money spend on the recruitment and selection procedures
should be taken in account and more specialized and new ways of procedures
should be adopted, which will be beneficial for the organization.

The Importance of the Strategic Recruitment and Selection Process on

Meeting an Organisations Objectives’.(2018)
The purpose of this study was to highlight the importance of the strategic
recruitment and selection process on meeting an organisations objectives’. It
was evident from both my primary and secondary research that the strategic
2018 Mary Argue recruitment and selection process is fundamental to the running of any
organisation and its objectives. Based on the findings of this research,
recommend that organisations design a clear and descriptive job analysis.
However, evidence shown in my findings. I do think this depends on the
job type.
Recruitment and Selection Process of Higher Education Sector and Its Impact
on Organizational Outcomes(2017)
Researchers in this research are of the view that GCU needs revision of its set
up of selection and recruitment starting from job advertisement to the hiring
of employees. As advertisements are given in newspaper while it could be
improved by giving advertisement in other medium like internet etc that
would
increase the pool of candidates. Organization needs to remind itself the crucial
role of HR in employee‟s selection and recruitment.
45
 The researchers mentioned several recommendations, the most important of
them
:
1)The organization should maintain a proper formal written recruitment and
Ayesha selection process.
2017 Yaseen 2) The organization should advertise for high and average skills positions in
the
metropolitan daily newspaper and internet.
3)The organization adopts structured interviews for all positions classed as
high and average skilled.
4)The organization should use comfortable lounge-type seating area and a
coffee table to be used to take interviews in the interview room.
5)The organization should adopt and flourishes an employee orientation
program.
6)The organization should take care of that the orientation program is held
with new employees on their very first day, where it must be held on first day
or may than in initial week.
7)All employees should be aware of selection and recruitment policy, criteria
and tools.
8)Selection and recruitment should be free of political influence and personal
biasness.
9)Organization should focus more on qualified as well as experienced
candidates.

A study on recruitment and selection process of sai global Yarntex (india)

private limited (2017)
The study presented many results and recommendations, the most important
of which came
1. The management of Sai Global Yarntex can increase its scope of
Syamala Devi requirements through advertisements and company can go for job fairs where
Bhoganadam people get to know about the openings.
2017 and Dr. 2. They should also follow new selection techniques and methods for better
Dasaraju recruitment.
Srinivasa Rao 3. The member of the selection committee should be well qualified and
experienced people. So that the selection of the employee will be more
effective.
4. For filling up vacancies recruitment process can be adopted more in the
concerned.
Staff Recruitment and Selection Process in the Nigerian Public Service: What
is to be done?(2016)
On the whole, it is safe to conclude that staff recruitment and selection in the
Public Service in Nigeria are complementary and critical indispensable
institutional activities that add significant value to Nigeria’s civil service. This
is
due to the fact that they jointly provide the basis or bottom line for the
46
 efficacious role of the civil service in supporting the policy formulation
Bernard process
Oladosu and translating policies into action. After all, the onerous task of the civil
Omisore, service is to operate the administrative machinery in accordance with the
2016 Ph.D and policy established by the political executive, and the work of government
Bernadette cannot be done without it.
Ivhaorheme The researchers mentioned several recommendations, the most important of
Okofu (Mrs.) them:
1. The Nigerian Public Service Commission should try as much as possible to
ensure that no unlawful discrimination occurs in the recruitment and selection
process on thegrounds of sex, ethnic origin and religion.
2. Staff recruitment and selection in the Public Service, should not be based on
the skills of the applicants alone.
3. Political office holders and other top government functionaries should
minimize or stop constant interference in the issue of recruitment and
selection of staff in the public service.
4. Public Service employers should be cautious in choosing recruitment and
selection methods as well as assessing the predictive value of the methods in
order to maintain credibility among applicants.
5. recruiters in the Nigerian Public Service need to keep abreast of changes in
the labour market to ensure that their recruitment efforts are not wasted or
directed at too small a pool of labour.

A Recruitment And Selection Process Model: The Case Of The Department

Of Justice And Constitutional Development (2015)
The purpose of this article was to report on findings obtained through a
literature survey and an empirical investigation conducted among respondents
within the DOJCD. The focus was on developing an appropriate intervention
mechanism to address the recruitment and selection challenges identified in
2015 Prof G van this study. A comprehensive recruitment and selection process model was
der Waldt designed and proposed as such a mechanism of intervention.
The application of the comprehensive model can help build an organisation
that displays adequate values, competencies, capabilities and human resource
strengths. These gains could aid the different government departments in
South Africa to operationalise its constitutional mandate and strategic
objectives successfully.

A Study of the Recruitment and Selection process: SMC Global (2014)

he found that the company is following an effective Recruitment and Selection
process to maximum extent. out of the various methods of sourcing
candidates, the best one is – getting references via references and networking.
In the process, I came across various experiences where the role of an HR and
Neeraj the relevant traits he finds in the candidates were displayed. The structure of
2014 Kumar the financial sector (as well as that of SMC Ltd) was known along with the
analysis that recruitment is an ongoing process in this industry and therefore
47
 new innovative methods have to be thought of and applied to meet the
demand. Company should focus on long term consistent performance rather
then short term. The emphasis towards training and enhancing skills of
recruiters needs to be more and also consistent.

Recruitment and Selection Process: A Case of City council of Nairobi,

Kenya(2013)
The study made important recommendations based on its findings and the
most important of those recommendations was that for any organization in
the competitive business world today to achieve its goals and objectives and in
Wycliffe M. order to remain relevant to the market, it must invest heavily in the
2013 Nyangaresi appointment and selection of its employees. And on the need to choose the
. and others right people for the right jobs right on time. And the recruitment and selection
procedures must be fair enough for all applicants who provide equal
opportunities to all applicants. It must be based on job descriptions and job
descriptions for every job in the company. Employees must be appointed on
the basis of their qualifications for the advertised position and not on the basis
of someone who knows someone at the higher levels of that organization. If
employees are hired on this basis, organizations are subject to failure

The Impacts of well Planned Recruitment and Selection Process on Corporate

Performance in Nigerian Banking Industry(2013)
The study recommended that the goal of employment goes beyond merely
filling vacancies to include individual development and achievement. It aims
to
build a strong organization where effective teamwork takes place, while
MUSTAPHA,
2013 meeting the needs of individuals at the same time. To achieve this goal, the
Adeniyi
organization must re-adopt internally consistent recruitment policies that also
Mudashiru
align with the organization's goals and the expectations of the larger
(Ph.D) and
community. A good selection process is one that is properly planned and well
others
run. Weak hiring efforts may lead to poor applicants being chosen because
jobs have to be filled very quickly. In addition, a weak recruitment and
selection process can affect individual development and deprive the
organization of achieving its set goals and objectives. Therefore it is
recommended that the recruitment and selection process be effective, it
should be consistent with a stable, fair and transparent standard, and ensure
that the peg is placed in the right slot

The Recruitment and Selection Process of Pharmaceutical Companies in

Bangladesh: A Case on GlaxoSmithKline Bangladesh Limited(2012)
The goal of GSK is to be indisputable leader in the field of world
pharmaceutical companies. To achieve this goal, GSK has to develop a global
set up for each operating country office with local competencies. Keeping this
target in mind GSK realizes the obligatory need of identification of
2012 Laila Zaman prospective
48
 employees and placing the right people to the right position. It recognizes that
while recruiting people it is possible to identify those candidates who have the
potentiality to contribute to achieve the strategic aim of the company. This is
why to GSK highlights more on its recruitment and selection process. This
study could be helpful for some of the employers in Bangladesh and around
the world to get and hire suitable candidate for their organization by following
the mentioned chain and sequence of activities and also helpful for researcher
to do more research on recruitment and selection process as the study has
showed the detail actions pertaining to recruitment and selection of different
level of management and non-management employable candidates.

Internship report On Recruitment and Selection Process at Viyellatex

Group(2012)
Although the HR activities of “Viyellatex Group” is at satisfactory level at the
present, but there is scope to enhance development both internally and
externally. To streamline and strengthen overall activities of the factory the
following areas have been identified:
2012 Nipupurni
Should hire more HR Associates in the organization.
Biswas
Should give proper attention management of the interns in HR department.
For future the success of the firm depends on evolving innovative ways and
resolving solutions to human resource problems.
Suitable candidates should be selected for particular posts.
Proper attention should be given to strengthen HR department of the
company.
Socio-cultural activities can be developed to create better working
atmosphere.

Effectiveness of Online Recruitment and Selection Process : A Case of

Tesco(2011)
The aggregate research data indicated that online recruitment and selection
are effective in terms of the time needed to employ reducing employment and
saving and managing costs. Apart from that, it was determined that online
recruitment is also effective in terms of developing a competitive advantage
2011 Aakash for companies by developing a market image and obtaining high-quality
Gopalia candidates. Use of online recruitment and selection process in the form of
economies of scale. Therefore, this feature of e-recruiting would attract lot of
corporations to invest their resources in developing e-recruiting . Only limited
researchers have been conducted over the effectiveness of online recruitment
and selection process. So, there is lot of scope to conduct further research over
this growing phenomenon that is currently on the prime focus for
corporations.
Internship Report on Recruitment and Selection Process of Robi Axiata
Ltd(2011)
Human resource management is one of the main tasks to be done. Because
without appropriate staff support, the organization may find it difficult to
49
 achieve its goal. So recruitment and selection are very important for any
organization. The recruitment and selection process allows the organization to
evaluate the vacancy and select the best staff who will lead the organization in
the future. Ruby's selection and selection process is a highly developed and
effective process. Ruby is determined to achieve its goal and goal and to be
2011 Sintheya present in the market with the support of every employee. However, they do
Rahman have some major changes to do in terms of resource policy and HRIS. If they
could do it as they had planned, the Robi HR department would be more
effective and efficient.
The report mentioned in the recommendations section a number of
recommendations that must be made by the company in order to eliminate
the weaknesses represented in:
1-Currently the HRIS that Robi is using cannot provide much useful
information.
2-At present Robi does not have any resourcing policy. They are still
developing it.
3-Robi should sometimes go for open recruitment, because in targeted
recruitment process sometimes for a less number, a good and efficient
applicant failed to apply.

Recruitment and Selection Process: A Case Study of Hindustan Coca Cola

Beverage Pvt.Ltd, Gangyal, Jammu, India(2011)
This is concluded from the above mentioned studies that the performance of
the company is nice. 120 out of 120 employers said that company maintains
and manage candidate’s file including maintenance of database to ensure
comprehensive data collection of candidates. 70 out of 120 employers said
Geeta Kumari that the company spends about 20%-30% of its total expenditure on
2010 and others recruitment and selection. 120 out of 120 employees’s accepted the fact that
coca-cola follows recruitment and selection procedure. It basically depends on
the post the candidate is applying for, in most of the cases the company does
compensate the employees for the expenses incurred by them. 70 out of 120
employers said that the company compensates the employees for the
expenses made by them, while 50 employeres said no. 120 out of 120
employers said that company maintains and manages candidate’s file
including
maintenance of database to ensure comprehensive data collection of
candidates. It can be concluded that this company is doing very well in the
area of soft drinks if it is compared with the other competitors.

50
 CHAPTER – 3

RESEARCH METHODOLGY
3.1 Research Design

The study was carried out through a census survey. This is because of the cross-sectional nature
of the data that was collected. A census survey involves collection of data from all members of
the population .

3.2 Data Collection

The study used primary and secondary data. The primary data was collected using a
questionnaire. The questionnaire allowed for a more flexible and comprehensive view of
obtaining relevant data through a semi-structure containing both open and closed ended
questions. It was administered through the “drop and pick later” method. Depending on the HR
organization in each of the fifteen agencies, the questionnaires were dropped to the
administrative officer, finance officer and HR manager/director, and picked later.
Several secondary data collection methods were also utilized. The researcher gathered secondary
data from agency recruitment and selection manual, minutes to management meetings, and other
agency reports that related to this study.

3.3 Data Analysis

Collected data was analyzed using descriptive statistics (frequencies, cumulative frequencies,
percentages and mean scores). This is because the data was descriptive and quantitative in
nature. The frequencies and percentages were used to identify the predominant practices in the
employment recruitment and selection practices of UN agencies in Gigiri. Mean scores were
used to depict the relative potency of particular employee recruitment and selection practices
and their variations among respondent’s perceptions of recruitment and selection. The analyzed
data was then presented in tabular form for ease of interpretation and reporting

Research Methodology:

The primary data are those which are collected a fresh and the first time, and these happen to be
original in character. The tools for collecting this primary data are by two types namely:

1. Interviewing method
51
2. Questionnaire method
Data collected from 200 employees sample size has been taken as 70 with the help of the convenience
sampling method and data analysis did on the basis of frequency and percentage method. Age,
Gender ,Education Qualification, Salary considered and took as independent variables. The secondary
data are those which have already been collected by someone else which have already been passed
through the statistical process in the company
Recruitment Process

Recruitment is the process of searching the candidates for employment and stimulating them to apply
for jobs in the organization(Biswas2012). Stonner, Freeman and Gilbert (2000) stated that the purpose
of recruitment is to provide a group of candidate that is large enough to let managers select the
employees they need. Recruitment according to Nzuve (1997) refers to the discovery and development
of the sources of required personnel so that sufficient number of candidates will always be available for
employment in the organization. The purpose of recruitment is to seek out or explore, to evaluate, to
induce and to obtain commitment from the prospective employees so as to fill up positions required for
successful operation and organization. )Raghavi and Gopinathan 2013) define it as the process of
creating a group of qualified candidates for vacancies within organizations. In both professional and
non-professional fields, employment will include an attempt to identify a diverse group of applicants
with the necessary qualifications and capabilities, and inform them of available job opportunities.
There are various methods of recruitment but for the sake of simplicity, they have been
categorized under two broad headings.) Neeraj Kumari 2013)

Internal Recruitment

This is for those people who are already working in the organization; the HR people publish the
circular on notice board and online portal to invite the deserving employees to participate in the
interview via they can also upgrade their position level and avail their career growth. In this case,
employees refer their resume personally and sometimes by their internal communication portal. This
process may not be followed in all companies and organizations, for example in the study (Sintheya
Rahman 2011). Some of the advantages of internal hiring have been mentioned. We review what each
of Stonner, Freeman and Gilbert (2000) identified three advantages of an organization policy to recruit
from within. First, individuals recruited from within are already familiar with the organization and its
members, and this knowledge increases the likelihood that they will succeed. Secondly, a promotion
from within policy fosters loyalty and inspires greater effort among organization members. Finally, it is
usually less expensive to recruit or promote from within than to hire from outside the organization.
Certain disadvantages to internal recruitment were also recognized. It limits the pool of available talent.
In addition, it reduces the chance that fresh view points will enter the organization, and it may
encourage complacency among employees who assume seniority ensures promotion.

External Recruitment

From other organization/company/institute or fresh graduate people this process is applicable, step by
step selection and recruitment process is shown (Bushra Bintey Mahbub 2020). Many vacancies are
52
 filled from outsiders. Even when an company own candidates if transferred or promoted elsewhere in
the company there comes a vacant position, which should be filled externally. (Ayesha Yaseen 2015) .

The process below shows how groups of candidates are created from different sources. It is impossible
to gather all candidates from a different category and experience using only one source. These sources
have proven to be very useful and effective for finding the right number of people who are able.

Preliminary Steps for Recruitment:

There are some issues which are controlled by the administration of the company during the
recruitment process.
These are given below:
1) Requisition: Whenever recruitment is needed the respective department informs
the HR Operations about their vacancy position and thus the HR starts their
activities.
2) Timing: The HR Operations department usually gets 60 days to recruit and select a
candidate. This time is not specified by the respective department in which a
vacancy has been opened. Time period is totally controlled by the HR Operations.
3) Types of Contact: Qualification needed to perform the job is provided to the HR
operation by the respective department to make the recruitment process more
efficient. candidates if transferred or promoted elsewhere in the company there comes a vacant
position, which should be filled externally. (Ayesha Yaseen 2015) The process below shows how
groups of candidates are created from different sources. It is impossible to gather all candidates from a
different category and experience using only one source. These sources have proven to be very useful
and effective for finding the right number of people who are able

Preliminary Steps for Recruitment:

There are some issues which are controlled by the administration of the company during the
recruitment process. These are given below:

1) Requisition: Whenever recruitment is needed the respective department informs the HR Operations
about their vacancy position and thus the HR starts their activities.

2) Timing: The HR Operations department usually gets 60 days to recruit and select a candidate. This
time is not specified by the respective department in which a vacancy has been opened. Time period is
totally controlled by the HR Operations.

3) Types of Contact: Qualification needed to perform the job is provided to the HR operation by the
respective department to make the recruitment process more efficient.

53
4) Recruitment budget: Robi Axiata Ltd. allocates a fixed amount of recruitment budget every year.
Division wise this budget is allocated.

5) Sources of candidates: Robi Axiata Ltd. always prefers recruiting online. They have their own website
where applicants send their CV‟s.( Sintheya Rahman 2011) .

However, through my review of the overall studies that I have researched, I found that there are
deficiencies that may be taken into consideration for such issues, but this ruling may not be correct,
perhaps mentioning these issues was ignored because they may be considered one of the axioms related
to the recruitment process . While there was consensus in the steps necessary to perform the
recruitment process, but differences may be in the nature of the work of each organization or company
and in general, the steps used in the recruitment process Common sequential steps in the recruitment
process:
1) Identify the need to recruit/determine whether a vacancy exist
2) Update the job description, specification and profile
3) Determine the key performance areas of the job/recruitment planning
4) Consult the recruitment policy and procedure
5) Consider the sources of recruitment (searching)
6) Choose the appropriate recruitment method
7) Develop the recruitment advertisement/strategy development
8) Place the advertisement in the most appropriate and suitable communication
medium/implement a decision
9) Ensuring availability of application blanks/ensure pool of potential qualified
applications/allow sufficient time for responses
10) Screen responses/screening
11) Recruitment evaluation and control

The organization’s decision on whether to adopt the internal or external depends on many factors.
Motivating factors have been mentioned on the recruitment and selection process in more than one
study, but overall we find that there is a great similarity between those factors and differences that may
occur based on the nature of the work of each organization and on the environment Work in which the
company does its business. As for those factors, he came up with a study (Dr. Nazrul Islam and others
2010) .

Internal Factors:

Recruitment policy, Human resource planning, Size of the Firm, Cost of recruitment, Growth and
Expansion.

External Factors:
Supply and demand, Labor market, Image / Goodwill, Political/Social
and Legal, Environment, Unemployment rate, Competitors

54
The level of position to be filled, The number of job positions to be filled. AhmedAbad(2018)
mentioned in his study about many factors, most of which are consistent with what most of what was
mentioned above, but he also mentioned a factor that differs from what has been mentioned, which are
factors related to the
criteria of recruitment Technical criteria, that is, professional skills and experience in your field.
Candidate's personality and charisma are the most effective criteria in the recruitment process in
France. And Communication skills and knowledge of foreign languages are also very important, to
ensure that the smooth flow of communication between the company and its subsidiary company is
ensured. As for the advantages and disadvantages of internal employment, this was mentioned in the
study Zenyka Viedeyona Zebedeus 2015) through a table sourced from (Bernardin & Russell (2013).

The advantages of the internal recruitment came as follows: a healthier evaluation for the candidates
and reduces the training time, and it is considered quick in comparison with the external recruitment,
by cheaper confirmation, and more than that, it motivates the current employees. But at the same time
it has the disadvantages of it creating vacancies that can stifle the diversity of politics and may be the
shortage of
candidates.

On the other hand, mentioned the advantages of external employment, which he summarized as
increasing diversity and facilitating growth and can provide training time and is also considered to be
able to solve new problems. But the disadvantages that we may be exposed to by adopting external
employment are expensive and considered slower than employment The procedure may have less valid
data on the candidates, and it may hinder the upward movement of individuals.

The study mentioned the benefits and benefits related to employment in another way, as it was
mentioned that employment helps to create a pool of talents from potential candidates for the benefit of
the organization and it also increases the total number of candidates looking for work at the lowest cost
and it also
helps to increase the success rate of the selection process by reducing the number of qualified visits
One or more qualified job applicants and helps in identifying and preparing potential job applicants
who will be the appropriate candidate for the job and in the end recruitment processes help to increase
the organization and individual effectiveness of different employment techniques and for all types of
applicants For jobs.

The advantages of the internal recruitment came as follows: a healthier evaluation for the candidates
and reduces the training time, and it is considered quick in comparison with the external recruitment,
by cheaper confirmation, and more than that, it motivates the current employees. But at the same time
it has the disadvantages of it creating vacancies that can stifle the diversity of politics and may be the
shortage of
candidates.

On the other hand, mentioned the advantages of external employment, which he summarized as
increasing diversity and facilitating growth and can provide training time and is also considered to be
able to solve new problems. But the disadvantages that we may be exposed to by adopting external
55
employment are expensive and considered slower than employment The procedure may have less valid
data on the candidates, and it may hinder the upward movement of individuals.

The study mentioned the benefits and benefits related to employment in another way, as it was
mentioned that employment helps to create a pool of talents from potential candidates for the benefit of
the organization and it also increases the total number of candidates looking for work at the lowest cost
and it also helps to increase the success rate of the selection process by reducing the number of
qualified visits One or more qualified job applicants and helps in identifying and preparing potential
job applicants who will be the appropriate candidate for the job and in the end recruitment processes
help to increase the organization and individual effectiveness of different employment techniques and
for all types of applicants For jobs.

Selection Process:

Selection is the process of picking individuals who have relevant qualifications to fill jobs in an
organization. Selection is much more than just choosing the best candidate. It is an attempt to strike a
happy balance between what the applicant can and wants to do and what the organization requires.
( Neeraj Kumari 2012). (Aleksandra Stoilkovska and others 2015) knows the process of selecting
qualified individuals to fill vacancies in the
organization. In other words, the organization will not have much chance of success if it fails to choose
the people with the necessary qualifications because the main goal is to hire the best person and it is a
fundamental principle in equal employment opportunities laws. He says (Bernard Oladosu Omisore
2016) is the process of choosing from the group of applicants who will be appointed by the institution
based on specific regulatory requirements. Finally (Ayesha Yaseen 2015) explained it End result of a
constructive recruitment is having suitable competent candidates from the pool of people. Next step is
selecting the most productive and suitable person according to the requirements of the job vacancy it
can be done by assessing the candidates by various
tools or measures and making a rational choice or decision followed by an offer of employment.

The basic aim of selection as stated by Castetter (1992) is to fill the vacant vacancies with personnel
who meet the job related competencies, self-motivated and directed or inclined towards success,
consistent, efficient towards goals, system and organization, contribute well and quick learner directed
towards self-development.

In the (Aisha Yassin 2015) study, he stated that the goals and objectives of the selection
process lie in the following:

 Gather as much relevant information to analyze the facts.

 Organize and evaluate the information to make the rational choice.
 Assess each candidates in order to choose the best person for the job
 Forecast performance of a candidate on the job and its compatibility with the firm.
 Provide knowledge to applicants so that they can judge whether or not they are ready
to accept an offer of employment considering the hardships and opportunities.

56
Performance:
At first, our own performance depends in part of our own subordinates. Employees with right skills
will do a better job for any company and for the owner. Employees without these requisite skills or
who are abrasive would not perform effectively and the company performance will suffer to a great
extent. So there is a time
to screen out undesirables and to choose the better and perfect candidate that can effectively contribute
to company success.
Cost:
Second, it is important because it is costly to recruit and hire employees so cost-benefit ratio have to be
considered while hiring of employees in order to avoid any unnecessary wastage of money and the
valuable resources .The total cost of hiring a manager could easily be 10 times as high as once one add
search fees, interviewing time, reference checking, and travel and moving expenses.
Legal Obligations:
Thirdly it is important because of the two legal implications of incompetent hiring. Firstly equal
employment law requires nondiscriminatory selection procedures for selected groups. Secondly, courts
will find the employer liable when employees with criminal records or other problems use access to
customers’ homes to
commit crimes. Lawyers call hiring workers with such backgrounds, without proper safeguards,
negligent hiring. So the negligent hiring highlights the need to think through what the job human
requirements are. So in order to avoid the concept of negligent hiring, it is necessary to make a
systematic effort in order to gain relevant information about the applicant and verify all the
documentation. We come to mention the steps related to the selection process and I have noticed in
many studies a great agreement between these steps and there may be slight differences based on the
nature of the work of each organization and the environment in which it works, but the most
comprehensive steps mentioned in the study (G van der Waldt 2014).

Common sequential steps in the selection process:

1) Reception and initial screening interview
2) Application form
3) In-depth selection interview
4) Background and reference checking
5) Medical examination and physical pre-employment testing
6) Assessment center’s
7) Make a final hiring decision
8) Final decision and make a fair job offer

There are many steps that are taken in order to perform the selection process correctly. )MUSTAPHA,
Adeniyi Mudashiru 2013( study mentioned these common methods that are used :

57
Initial or preliminary interview: This initial interview is usually quite short and has as its objective the
elimination of the obviously unqualified. In many instances it is a standing interview conducted at a
desk or railing.

Application Blank: One of the general principles of hiring procedures is to assign each step information
objectives that can be best obtained by the methods of that particular step. Factual information should
be obtained by means of an application blank. We should not automatically assume that all information
written on the blank by the applicant is correct.

References: The purpose of the reference check is to obtain information about past behavior of
applicants and to verify the accuracy of information given on the application blank.

Psychological Tests: The next step in the procedure outlined above is that of testing. Most of the larger
companies that can afford to have a more detailed and accurate selection procedure do utilize some
form of employment testing. It is the smaller company that frequently does not bother with tests, but
places great reliance upon the interview.

Interviewing: Interviewing is probably the most widely used single method of selection. A substantial
amount of subjectivity, and therefore/ unreliability, is to be expected from interviewing when used as a
tool of evaluation. For any applicant to be hired or offered employment in any organization, the
applicant must attend an interview (which is the selection process). According to Humphrey (2010).
According to the (Bernard Oladosu Omisore, Ph.D 2014) study, the interviews are divided into two
types :
Directed interviews :In this style of interview, direct questions requiring definite answers are used. This
style
is especially appropriate for school leavers, for applicants with complicated job histories and when
there is a suggestion that “facts” are in dispute.
Non-Directed interviews: Open questions that allow the candidate to choose an answer should always
be relied
on. It is the best way of searching or developing a candidate’s views on any subject. Prompting is a
useful technique. Another technique is for the interviewer to keep silent, thus building pressure on the
interviewee, who usually cannot resist the need to fill the vacuum by continuing to talk, trying to
establish his/her point (Humphrey 2010).
We now come to mention some of the factors that have an impact on the recruitment process, as
mentioned in the (Sintheya Rahman 2011) study There are some common factors that have affect on
every organization’s selection process.
These factors are:

Organizational Hierarchy: This has an obvious affect on selection process. At first the selection process
for entry level employees and for upper level employees are not the same. The higher the job post is the
more critical the selection process. Speed of Decision Making: Making a correct decision in a very
short time is very
difficult.
Employee Pool: The greater the number of employee for the selection, the number of choices
organization gets to select the right person for a vacant position is better. To facilitate the selection
58
process, the Robi Axiata Ltd. stores many CV in their CV bank. As for the factors that must be
considered when making the selection process, the )Ayesha 2015.

1) Size of the organization

2) Number of people to be hired
3) Nature of the job to be filled
4) An outside pressure or influence
5) Pinpoint criteria of an organization selection process

The success of any company depends on its employees. If the employee is ideal for a job, the entire
organization will enjoy the benefits of its unbeatable success. Recruitment and selection help in
selecting the right candidate for the right position. It helps reduce an organization's losses. Although
the recruitment and selection process is essential for any company or organization, however, the fact
that it is a basic process does not mean that it is simple and that it can be easily implemented, because
the results can lead to counter-results. Based on the foregoing, we review through the following table
what came in studies and articles, the most important of what is the outcome and recommendations that
have been mentioned.
CHAPTER - 4

DATA ANALYSIS AND FINDINGS

4.1 Response Rate

Response rate refers to the percentage of subjects who respond to questionnaires. A response rate of
50% is adequate for analysis and reporting, whereas a rate of 60% is good and a rate of 70% and over
is very good (Mugenda & Mugenda, 2003). Table 4.0 illustrates the response rate of the study at 87%
(computed by actual response/study’s population) which is very good for analysis and reporting and is
adequately representative of the entire population.

Overall data analysis:

Q1: What is the source that made to apply for a job?

SL.N0 NATURE OF NO. OF PERCENTAGE OF

RESPONSE RESPONDENTS RESPONDENTS
Employee referral 25 35.72
Campus recruitment 15 21.42
Advertisement 11 15.71
Recruitment agencies 19 27.14
TOTAL 70 100

Q2 : Does the position defines the objective and candidate specification in selection process?

59
 SL.N0 NATURE OF NO. OF PERCENTAGE OF
RESPONSE RESPONDENTS RESPONDENTS
Yes 41 58.57
No 29 41.42
TOTAL 70 100

Q3: Is the Process of recruitment and selection are on timeline?

SL.N0 NATURE OF NO. OF RESPONDENSPERCENTAGE OF

RESPONSE RESPONDENTS
Yes 50 71.42
No 20 28.75
TOTAL 70 100

Q4: At what extent the effectiveness of selection process?

SL.N0 NATURE OF NO. OF PERCENTAGE OF

RESPONSE RESPONDENTS RESPONDENTS
Excellent 49 55.71
Adequate 21 30
Poor 0 0
TOTAL 70 100

. Q5: Does the Hr Team train the employees the recruited employee to make the hiring decision as the
best?

SL.N0 NATURE OF NO. OF PERCENTAGE OF

RESPONSE RESPONDENTS RESPONDENTS
Yes 46 65.71
No 24 34.28
TOTAL 70 100

Q6: How is the Hr department performance in recruitment and selection process?

SL.N0 NATURE OF NO. OF PERCENTAGE OF

RESPONSE RESPONDENTS RESPONDENTS

60
 Excellent 50 71.42
Adequate 20 28.57
Poor 0
TOTAL 70 100

Q7: Does the selection Policy have efficiency in process?

SL.N0 NATURE OF RESPONSENO. OF RESPONDENTS PERCENT AGE

OF RESPOND
ENTS

Yes 70 100
No 0
TOTAL 70 100

Q8: How many stages involved in selection process?

SL.N0 NATURE OF NO. OF PERCENTAGE OF

RESPONSE RESPONDENTS RESPONDENTS
2 0 0
3 70 100
4 & more 0 0
TOTAL 70 100

Q9: Is Reference check as a n integral part of recruitment?

SL.NO NATURE OF NO. OF PERCENTAGE OF

RESPONSE RESPONDENTS RESPONDENTS
Strongly agree 0
Somewhat agree 10 14.28
Neutral 10 14.29
Strongly disagree 20 28.57
Somewhat disagree 30 42.85
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 TOTAL 70 100

Q10. At what extent salary factor is an attractive for the employee potential?

SL.N0 NATURE OF NO. OF PERCENTAGE OF

RESPONSE RESPONDENTS RESPONDENTS
Strongly agree 15 21.42
Somewhat agree 20 28.57
Neutral 25 35.71
Strongly disagree 10 14.28
Somewhat disagree 0 0
TOTAL 70 100

Q11: What is your Satisfaction level of recruitment and selection process?

SL.N0 NATURE OF NO. OF PERCENTAGE OF

RESPONSE RESPONDENTS RESPONDENTS
Highly satisfied 25 35.71
Satisfied 30 42.85
Neutral 15 21.42
Dissatisfied 0
TOTAL 70 100

Q12. Overall opinion of the recruitment and selection process

SL.N0 NATURE OF RESPONSENO. OF RESPONDENTS PERCENT AGE

OF RESPOND
ENTS

Excellent 25 35.71
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 Good 30 42.85
Satisfactory 15 21.42
Poor 0
TOTAL 70 100

4.2 SUGGESTIONS AND RECOMMENDATIONS:

42.85% respondents are above 40 years and 28.71% of respondents are between 20-30 years.
Majority of the respondents are males (67.14%). 42.85% of the respondents are having 15Years of
experience and 11.42% of respondents are having below 5 years of experience. 41.42% of respondents
are qualified with SSC level. Only 15.71% are qualified with ITI and 14.28% are belongs to Under
graduation level 35.71% of the respondents are recruited through the employee referral and 15.71% of
the respondents are recruited through advertisements. 58.57% of the employees said that the
organization clearly defines the position objectives through recruitment process and 41.42% are not
clear about the above said. 42.85%of employees are satisfied & 35.71% of employees are highly
satisfied with the recruitment and selection procedure in the organization.30% of respondents are
telling that the company is taking candidate feedback on recruitment process.

At present the company is showing importance to the experience rather than qualification so, it is
suggested to them to give importance on all factors such as experience, qualification, skills, and
abilities in order to select a candidate for the jobs. It is suggested that not only through internet
recruitment strategy & also should be publish in print media about recruitment. Most of the employees
are selected through reference but not skill based, it is suggested not to follow of this kind of selection
more frequently. Though the company is defining the position objectives and candidate specification in
recruitment process it was not clear so for the candidates can understand. So, noticing them to consider
this suggestion. It is also suggested that to adopt the recent updates channel and public media for
recruitment process.

The way forward for the future study:

Lack of time is spending to recruit the employee. And operations will be stopping some time. It is
very expensive. Lack of money to spent the company on recruitment and selection process. It is
lengthy of recruitment and selection process to appoint the employees in the organization. So that for
the researchers who are willing to take as way forward it may helpful in depth of the process

4.3 Panel Interview Questions

 Tell me about yourself.

63
  Where do you see yourself in three to five years?
 What is your greatest strength?
 What is your greatest weakness?
 Why do you want to work here?
 How would a colleague describe you?
 How are you at handling tight deadlines for projects where there is minimal supervision?
 Imagine that you are introducing a new policy to your co-workers or employees, and you are
facing opposition. How would you handle it?
 Describe a time when you were working on a team project, and there was a conflict in the
group. How did you handle the situation?
 Tell us about an occasion when you had to deal with a difficult client. How did you prevent
the situation from escalating?
 What is the worst mistake you made in your previous position? How did you remediate this?
 Give an example of a time when you had to explain a complex issue to someone who was
unfamiliar with the topic.
 Describe who you are? or Tell me about your background.

 What are your strengths and weaknesses?

 You have not done your PG yet. This is not a drawback, but don’t you think you should get a
PG degree asap?
 You have changed jobs/jumped ship too many times already, why so?
 What are your strong points? or What are your strengths?
 What is your greatest fear?
 If I call up your current or previous reporting manager now, what will be their opinion about
you? What will they say that you need to work on?
 Do you have any serious medical issues?
 Did you ever have a conflict with your current/previous boss or professor?
 What do your friends/co-workers say about you?
 What did you do in the last year to improve your knowledge?
 Explain the difference between group and team. Are you a team player?
 What is your ideal company or workplace?
 Have you ever had to fire anyone? How did you feel about that?
 What is the most difficult thing that you’ve ever accomplished? or What is the most difficult
thing you have ever done?
 What is the difference between hard work and smart work?
 How do you feel about working weekends and night shifts?
 Where do you see yourself 3 years from now? or Where do you see yourself in 5 years?
 Give an example of a time you had to respond to an unhappy manager/ customer/ colleague/
professor/ friend.
 How quickly do you adapt to new technology?
 What software packages are you familiar with?
 On a scale of 1 to 10 how would you rate yourself as a leader?
 What makes you angry?
64
  Are you open to take risks? or Do you like experimenting?
 What are your future goals? Tell me about your short term and long-term goals.
 What motivates you?
 What are your hobbies? or What are you passionate about?
 What are your biggest achievements till date?
 What are you most proud of?
 What has been your greatest failure?
 What do you always regret? or Do you have any regrets?
 How do you respond to change?
 Are you demanding as a boss?
 Are you an organized person?
 Can you describe your time management skills?
 What’s your absenteeism record like?
 Are you reliable? or Can I trust you with responsibilities?
 What are the three things that are most important for you in a job?
 What was the toughest decision you ever had to make?
 If you won a Rs.10-crore lottery, would you still work?
 Give me an example of your creativity.
 What makes you happy?
 How do you work under pressure? Can you handle the pressure?
 Are you willing to relocate or travel?
 What do you know about us or our company?
 How long do you think you will work for us after we hire you?
 Are you applying for other jobs? Do you have any other offer in hand?
 Why do you want to work for us or our company? or Why do you want this job?
 Do you know anyone who works for us?
 Why should we hire you? or Why should I hire you?
 What are your salary expectations?
 Do you have a good work ethic?
 How do you deal with feedback and criticism?
 Why do you want to leave your current job?
 Your interview is more or less coming to an end when the interviewer asks you, “Do you
have any questions for me?”

Job Selection Process: The job selection process, especially in India, comprises of the following rounds

1. A written test
2. A group discussion
3. Personal interview with a panel
4. Technical/Role-specific interview
5. HR interview

65
As a candidate, here you are supposed to give a brief introduction, answer a few HR interview
questions and answers about your job role or career and in the end, discuss salary, perks, benefits,
deductions, company rules and regulations, conditions etc., with the HR.

Getting nervous is perfectly human, but how to ensure that the answers that you are about to give are
smart enough and will lead to selection?

Recruiting Analytics

Recruitment analytics refers to the practice of data-driven decision-making by merging

recruiting with other HR and non-HR data sources to identify drivers of workforce performance.
Recruitment analytics is a subcategory of workforce analytics and standard modern practice in
advanced recruiting and hiring management.

Recruitment analytics can benefit all the stakeholders in the organization. For executives, this practice
gives them an unprecedented level of insight into hiring performance and the ability to align
recruitment strategies with overall business goals. For recruiting teams, this practice gives them much-
needed tools to monitor the health of their talent pipeline, identify potential recruitment risks, and
proactively avoid or alleviate them. For line managers, they can get quick access to insights that they
can easily act upon and dashboards to track their progress and measure success.

THE 3 PRINCIPLES OF RECRUITMENT

The most fundamental level, recruiting is a triad. All recruiting comes down to three basic
decisions:

1) Time

2) Cost

3) Quality.

66
 These are the three recruiting pillars when it comes to effective recruiting and hiring.

These 12 Are The Most Important

 Identifying a new vacancy

 Planning your approach
 Writing a job description
 Advertising and promotion
 Search and recruitment
 Applicant screening
 Interview process
 Skills assessment
 References and verifications
 Making an offer
 Hiring
 Onboarding

The 5 Golden Rules To Recruitment

 Make sure your recruitment ad is legal.

 Check CVs thoroughly.
 Screen your candidate before the interview.
 Be honest with your candidates.

Four Recruitment Processes

 Resume Screening,
 Interviewing,
 Testing
 Reference Checking.

Biggest Recruitment Challenges Faced By Recruiters

 Attracting the right candidates.

 Engaging qualified candidates.
 Hiring fast.
 Building a strong employer brand.
 Creating an efficient recruiting process.
 Recruiting fairly.
67
 Ensuring a good candidate experience.
 Using data-driven recruitment.

68
 CHAPTER - 5

CONCLUSIONS AND RECOMMENDATIONS

5.1 Conclusions

This paper reviewed some of the research papers, articles and reports published during the past ten
years of the year 2022. The researcher focused on one of the most important topics of the Human
Resources Management Department, which is recruitment and selection processes. The review
provided a detailed overview of both recruitment and selection, and reviewed the procedures and
processes that are performed with these tasks according to their nature from one organization to
another, but there is a general character or we can say that there is a general framework for
carrying out these tasks. The researcher found through his review of studies and articles that the
process of selection and selection is one of the most important jobs that the Human Resources
Department claims, and the importance of these jobs lies in being the first source in supplying
organizations and companies with the workforce required to achieve the goals of the
company.

The objective of this study was to establish the staff recruitment and selection practices used by
InsMagro Global Solution. To this regard, the study collected and analyzed data relating to
the UN agencies general information, employee recruitment and selection practices and the
challenges faced in employee recruitment and selection. This section draws conclusions from the
research findings in this study .Research findings (in Chapter Four) illustrated that majority of the
agencies had a HR department which is charged with the responsibility of employee recruitment
and selection; and that most of the agencies had between twenty (20) to thirty nine (39) employees.
This research finding led to the conclusion that indeed majority of InsMagro Global Solution
undertook employee recruitment and selection within the organization and that they were
recruiting and selecting a considerable large number of staff and hence, there was an employee
recruitment and selection practice that was adhered to. With regards to research findings on
employee recruitment; referrals and recommendations and e-recruitment are each utilized by
majority of the InsMagro Global Solution. However, transfers and promotions, media
advertisements, target sourcing, poaching/raiding, recruitment agencies, retired/retrenched
employees, educational institutions, public employment agencies and unsolicited applicants were
also evidently utilized by the InsMagro Global Solution as recruitment sources. This research
finding led to the conclusion that most InsMagro Global Solution pooled their human resource
from recommended sources especially from those referred by other individuals both within and
without the agencies. E-recruitment was also popular due to convenience and potential employee
profiling for future reference whenever the agencies were considering employee recruitment and
selection.

Selection of employees by the InsMagro Global Solution both internationally and locally was
majorly based on qualification, professionalism, competence, experience and past performance.
Research findings further illustrated that interviews, application forms and short listing were each

69
undertaken by most of the agencies respectively, hence making them the most widely used
employee selection practices by InsMagro Global Solution.

Finally, the study collected and analyzed data on the challenges faced during employee
recruitment and selection. According to research findings, the internal forces
that most respondents strongly agreed as to them posing a challenge during employee
recruitment and selection included: recruitment and selection policy, effective HR planning and
budget limitations. On the other hand, the respondents strongly agreed that manpower
availability and employment conditions were external factors posing a challenge during the
employee recruitment and selection process by the InsMagro Global Solution. However, the
respondents disagreed that the unemployment rate in the country was posing any challenge during
employee recruitment and selection.

Hence, from the study’s findings and observations, it can be concluded that most InsMagro Global
Solution have a closed employment selection and recruitment policy whereby majority
of the employees are referred for recruitment from recommended sources and selected based on
qualification, professionalism, competence, experience and past performance. It can also be
concluded that most of the InsMagro Global Solution are facing challenges in the recruitment and
selection of employees due to inadequate planning, internal policies and budget limitations.

5.2 Recommendations

Based on the conclusion drawn in section 5.1 above, the researcher made the following
recommendations: First and foremost, InsMagro Global Solution should increase the use of
transfers and promotions, media advertisements, target sourcing, poaching/raiding, recruitment
agencies, retired/retrenched employees, educational institutions, public employment agencies and
unsolicited applicants as recruitment sources, as this will ensure that the agencies accord
themselves with human resource from external sources which could in turn, come in with new
and/or different experience and work culture.

Secondly, the UN agencies should increasingly utilize psychometric tests and aptitude tests as
these employee selection practices ensure that the employees are best suited with their respective
job descriptions based on their knowledge, skills, abilities and experience. Thirdly, the
researcher recommends that the InsMagro Global Solution should continue selecting employees
both internationally and locally based on qualification, professionalism, competence, experience
and past performance. The use of interviews, application forms and short listing by the InsMagro
Global Solution is also equally recommended.

Finally, the researcher recommends that the InsMagro Global Solution should review their

70
recruitment and selection policy, allocate more resources to ensure effective HR planning and
increase their budgetary allocation to ensure that funds are sufficient. The company should also
continually improve on the employment conditions and put in place training programs that can
ensure that their manpower remains well informed and equipped with the necessary knowledge
and skills relating to their respective job.

5.3 Recommendation for Further Research

The researcher recommends that future research should be undertaken in the following areas:
factors affecting the recruitment and selection of employees by international organizations based
in InsMagro and the role of government in ensuring that human resource is attractive and
fairly recruited and selected by international organizations.

71
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