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te, , , , , , , , a Promotion Direct ;, : Casual recruitment, >{_Transter | | Seth ey, Advertising, , i, |, Employment, exchanges |], = Placement agencies and, management consultant, bP, , , , Campus ‘, recruitment :, Recommendation, from present employees, Labour ‘ : sas, contractors, , Advertising on, e, publishing ape
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S. No., , Chapter: 6 Staffing | 257, , , , Difference, between Internal and External Source of Recruitment, , , , Point of difference, , Internal recruitment, , External recruitment, , , , Meaning, , , , , , Internal recruitment means, , making use of existing staff to fill, , up the vacant job positi i, > oO, organisation. nes, , outsiders to fill up the vacant job, , External recruitment means, making use of new personnel or, , positions in the organisation., , , , , , , , Time, , , , Itis less time-consuming., , It is more time consuming., , , , Economy, , , , This process is more economical, as it does not involve any cost of, searching external sources., , This process is costly as, vacancies have to be notified in, newspapers, magazines, etc., , , , , , Quality, , There is a limited choice so, better quality may not be, assumed., , It provides a wider choice and the, best quality is assumed., , , , , , Morale of the, employees, , , , , , This method boosts up the, morale of the employees, because existing staff gets, chance of promotion., , , , This method brings down the, morale of the employees as they, , do not get chance of growth and, development.
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Selection It is the process. of carefully screening the candidates, so.as to, identify and choose the most suitable person for the job., According to David and Robbins, “Selection isa managerial, decision process as to predict which job applicants will be, successful if hired.” . Wai) irage ag 3, , , , SelectionProcess its, The important steps in the process of selection are as follows, PR Lae REE NING? AOR het ee yes ee,, 1. Scrutiny of Applications: Applications are recer ed in, response to the advertisement or from other sources:, They are scrutinised in the light of requirement-and’, _. suitability and those found unsuitable. are dropped. or, rejected. we GOS aee lancet uate, 2, Selection/Employment Tests. These tests are developed, by psychologists and: other experts to assess candidate s, nature, abilities and characteristics. There are several, ‘tests such as aptitude test, intelligence test, interest test,, personality test, trade test, etc. eg
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. Reference and Background Checks Many employers, ae me addresses and telephone numbers of, nee oe the purpose of verifying information and, gaining additional information of an applicant., , 3 Selection Decision Candidates who are considered, suitable are selected after taking the opinion of all the, selectors, especially the manager of the concerned, department. AE TL, , . Medical or Physical Test Selected candidates may be, asked to get themselves throughly examined by a, prescribed doctor within or ‘outside the organisation., , . Job Offer If a candidate clears all the above formalities,, then a job offer is given to him so that within a, reasonable time he would be able to report., , . Contract of Employment After the acceptance of job, offer, a contract of employment is given to the, employees that includes terms and conditions of, employment such as job title, job description, pay, ete.
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I Selection, (i) Choosing the prospective, (ii) Streamlining the attribute, , (iii) Negative process, , candidates:, s of different candidates, , I. Types of Tests, (i) Intelligence Test: A test to measure intelligence quotient of an individual., skills in future., , (ii) Aptitude: To measure the potential to learn new, (iii) Personality Test: To measure the person's emotions, values and personality., , (iv) Trade Test: To measure the existing knowledge., (vy) Interest Test: To know the area of interest of fascination of an individual.
