HUMAN RESOURCE MANAGEMENT UNIT - II

Unit - II

Recruitment and Selection – Procurement process – Placement – Induction – Objectives of

recruitment Sources – Internal and External recruitment – Application blank - Testing – Interviews
- Types.

---------------------------------------------------------------------------------------------------------------------

INTRODUCTION

Recruitment, selection, placement, induction, training and development are all the core
functions of HRD. Once it is determined what types of jobs in how many numbers are to be filled
up with the qualifications fixed, the next step is for search of qualified people. Hiring of people
involves these broad groups of activities but not mutually exclusive viz., recruitment, selection
and placement.

RECRUITMENT

Recruitment is the first step in the process of filling a vacancy. Recruitment is the
generating of applications or applicants for specific positions to be filled up in the organization. It
is a process of searching for and obtaining applicants for jobs so that the right people in right
number can be selected.

CONCEPT OF RECRUITMENT

According to Edwin B. Flippo, “Recruitment is 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 of
candidates is the function preceding the selection, which helps create a group of prospective
employees for the organization so that the management can select the right candidate for the right
job. The main objective of the recruitment process is to expedite the selection process.

DEFINITION

According to Bergmann and Taylor, “Recruitment is the process of locating, identifying

and attracting capable applicants”.

“It is a process of finding and attracting capable applicants for employment”.

1
HUMAN RESOURCE MANAGEMENT UNIT - II

FACTORS AFFECTING RECRUITMENT

There are various factors that influence recruitment. They are as follows:

1. Internal factors

2. External factors

INTERNAL FACTORS

1. Size: The organizational size is an influencing factor. Larger organizations find recruitment less
problematic than smaller size units.

2. Policy: The policy of recruitment by the organization, whether recruitment is from internal
source (from own employees) or from external sources also affect the recruitment process.
Generally, recruiting through internal sourcing is preferred in view of cost consideration,
familiarity and in easily finding the most suitable one.

3. Image: Image of the organization is another internal factor influencing recruitment. Managerial
actions like good public relations, rendering public services like building roads, public parks,
hospitals and schools help to earn a good image or goodwill for the organization.

4. Image of jobs: Better remuneration and working conditions are considered as the characteristics
of good image of a job. Besides, promotion and career development programmes of the
organization also attract potential candidates.

EXTERNAL FACTORS

1. Demographic factors: Demographic factors such as gender, age, literacy, economic status etc,
have influence on recruitment process.

2. Labour markets: Labour market conditions, that is, supply labour is of particular importance
in affecting recruitment process. If the demand for a specific skill requirement is high relative to
its supply, recruiting employees will involve more efforts. On the contrary, if supply is more than
demand for particular skill, recruitment will be relatively easier.

3. Unemployment situation: The rate of unemployment is yet another external factor having its
influence on the recruitment process. When the unemployment rate in a given area is high, the
recruitment process tends to be simpler.
2
HUMAN RESOURCE MANAGEMENT UNIT - II

4. Labour laws: There are several labour laws and regulations passed by the central and state
Governments that govern different types of employment. These cover, working conditions,
compensation, retirement benefits and safety and health of employees in industrial undertakings.

SOURCES OF RECRUITMENT

The different sources of recruitment could be classified into two broad categories, viz.,

a. Internal sources and

b. External sources

INTERNAL SOURCES

The various internal sources are

a. Present employees - Promotions and transfers from among the present employees can be a good
source of recruitment. Promotion implies upgrading of an employee to a higher position carrying
higher status, pay and responsibilities.

b. Employee referrals - The existing employees refer their family members, friends and relatives
to the company as potential candidates for the vacancies to be filled up most effective methods of
recruiting people in the organization because employees refer to those potential candidates who
meet the company requirement by their previous experience.

c. Former Employees - Former employees are another source of applicants for vacancies to be
filled up in the organization. Retired or retrenched employees may be interested to come back to
the company to work on a part-time basis. Some former employees, who left the organization for
any reason, may again be interested to come back to work.

d. Previous applicants - Those who applied previously and whose applications though found good
were not selected for one reason or other may be considered at this point of time. Unsolicited
applications may also be considered.

Advantages of internal source are

1. Familiarity with their own employees

2. Better use of the talent

3
HUMAN RESOURCE MANAGEMENT UNIT - II

3. Economical recruitment

4. Morale booster

5. Gives motivation.

Disadvantages of Internal Source

1. Limited choice

2. Discourages competition

3. Creates conflicts.

EXTERNAL SOURCES

The different external sources are

a. Employment Exchanges - Employment exchanges are particularly useful in recruiting blue-

collar, white collar and technical workers.

b. Advertisements - Advertisement is perhaps the most widely used method for generating many
applications. This is because its reach is very high. This method of recruitment can be used for
jobs like clerical, technical and managerial.

While preparing advertisement, a lot of care has to be taken to make it clear and to the
point. It must ensure that some selection among applicants takes place and that only qualified
applicants respond to the advertisement. Advertisement copy should be prepared very well to
answer AIDA. That is, the advertisement should arrest attention, gain interest, arouse desire and
result in action.

c. Employment Agencies - In addition to the government agencies, there are a number of private
employment agencies who register candidates for employment and furnish a list of suitable
candidates from their data bank as and when sought by prospective employers. The main function
of these agencies is to invite applications and short list the suitable candidates for the organization.
Of course, the final decision on selection is taken by the representatives of the organization. The
representatives of the employment agencies may also sit on the panel for final selection of the
candidates.

4
HUMAN RESOURCE MANAGEMENT UNIT - II

d. Professional Associations - Very often recruitment for certain professional and technical
positions is made through professional associations. Institute of Engineers, Indian Medical
Association, All India Management Association etc., provide placement services for their
members. For this, the professional associations prepare either list of job seekers or publish or
sponsor journals or magazines containing advertisements for their members.

e. Campus Recruitment - This is another source of recruitment. This is gaining popularity in

India. The advantages are:

i. Most of the eligible candidates are available at one place.

ii. The interviews are arranged in a short notice.

iii. The teaching faculty can also be consulted.

iv. Gives opportunity to sell the organization to a large students’ body who would be graduating
subsequently.

f. Deputation – Yet another source of recruitment is deputation i.e., sending an employee to

another organization for a short duration of two or three years. This method of recruitment is in
vogue in Government Departments and public sector organizations. This method provides ready
expertise and the organization does not have to incur the initial cost of induction and training.

g. Word-of-Mouth - Some organizations in India practice ‘the word-of-mouth’ method of

recruitment. In this method, the word is passed around about the possible vacancies or openings in
the organization. Another form of word-of-mouth recruitment is “employee-pinching” ie., the
employees working in another organization are offered an attractive offer by the rival
organizations. This method is economic, both in terms of time and money.

h. Raiding or Poaching - Raiding or poaching is another method of recruitment whereby the rival
firms by offering better terms and conditions, try to attract qualified employees to join them. This
raiding is a common feature in the Indian organizations.

Merits of External Source

1. Larger availability of talented candidates.

2. Opportunity to select best candidates.

5
HUMAN RESOURCE MANAGEMENT UNIT - II

3. Provides healthy competition among job seekers.

Demerits

1. Expensive and time consuming

2. Unfamiliarity with the organization

3. Discourages the existing employees and they may feel belittled.

RECRUITMENT PROCESS

The recruitment process consists of the following:

1. Recruitment Planning
2. Strategy development
3. Searching
4. Screening
5. Evaluation and control

Planning involves drafting a comprehensive job specification for the vacant positions
outlining their major and minor responsibilities; the skills, experience and qualifications needed;
grade and level of pay; starting data; whether temporary or permanent; and mention of special
conditions, if any, to the jobs to be filled.

The next step involved is to devise a suitable strategy for recruiting the candidates in the
organization. The strategic consideration would include the type of recruitment method, the
geographical area to be considered for the search, source of recruitment and sequence of activities
for recruitment.

Searching involves deciding internal or external sources. Sometimes both internal and external
may be decided.

Screening is the next step. Job specification is invaluable in this regard. Screening is done on
the basis of qualification, knowledge, skills, abilities, interest and experience mentioned in job
specification.

Evaluation and control in recruitment is needed as considerable cost is involved in the

process. This includes
6
HUMAN RESOURCE MANAGEMENT UNIT - II

a. Salary of the recruiters

b. Cost of time spent for preparing job analysis, advertisement etc.,

c. Administrative expenses

d. Cost of outsourcing or overtime while vacancies remain unfilled and

e. Cost incurred in recruiting unsuitable candidates.

OBJECTIVES OF RECRUITMENT

Recruitment is a crucial function of Human Resource Management (HRM) that aims to

attract and select qualified individuals to fill vacant positions within an organization. It is a
strategic process that plays a vital role in building a competent and diverse workforce. The
objectives of recruitment are:

1. Identifying Talent: The primary objective of recruitment is to identify and attract talented
individuals who possess the required skills, knowledge and abilities.
2. Diversifying the Workforce: Diversity in the workforce is crucial for sustainable growth and
success. Recruitment plays a pivotal role in promoting diversity by actively seeking candidates
from different backgrounds, cultures, genders and experiences.
3. Reducing Employee Turnover: Efficient recruitment practices can help reduce employee
turnover rates. Reducing turnover not only saves recruitment costs but also contributes to
increased employee morale and organizational stability.
4. Enhancing Organizational Performance: Effective recruitment is directly linked to
improved organizational performance. Hiring individuals with the right skill set and experience
ensures that tasks are performed efficiently, leading to higher productivity and overall success.
5. Adapting to Technological Advancements: Online job portals and social media platforms
have transformed the way organizations search for and hire talent. The objective of recruitment
is to use technology to reach more candidates, screen applications efficiently and streamline
the hiring process.
6. Improving Employer Branding: A strong employer brand is a magnet for top talent. The
recruitment process provides an opportunity for organizations to showcase their values, work
culture, and growth prospects to potential candidates.

7
HUMAN RESOURCE MANAGEMENT UNIT - II

7. Complying with Legal and Ethical Standards: Recruitment must adhere to legal and ethical
standards to ensure fairness, prevent discrimination and uphold the organization’s reputation.

EFFECTIVENESS OF RECRUITMENT PROGRAMME

Following are the pre-requisites.

 A well-defined recruitment policy.

 A proper organizational structure.
 A well-laid down procedure for locating potential job seekers.
 A suitable method and technique for tapping these candidates.
 Continuous assessment of effectiveness of recruitment programme.
 Ethical practice in recruitment policy and procedure.

SELECTION

Selection starts where recruitment ends. Selection is hiring the best candidates from the
group of applications. It refers to the process of offering jobs to one or more applicants from the
applications received through recruitment. Selection is the process of picking the suitable
candidates from the group of job applications to fill various jobs in the organization.

DEFINITION

“Selection is the process in which candidates for employment are divided into two classes-
those who are to be offered employment and those who are not” - Dale Yoder.

CONCEPT OF SELECTION

Selection is the process of picking individuals with requisite qualification and competence
to fill jobs in organization. It involves predicting which candidates will make the most appropriate
contribution to the organization - now and in the future. Selection is the process of gathering
information about applicants for a position and then using that information to choose the most
appropriate applicant.

“Selection is a managerial decision-making process to predict which job applicants will be

successful if hired”.

8
HUMAN RESOURCE MANAGEMENT UNIT - II

OBJECTIVES OF SELECTION

1. Matching the right person to the right job: This involves assessing the candidates and
matching their skills and abilities to the job requirements.
2. Ensuring a good organizational fit: The selected candidate should not only be competent but
also align with the organization’s culture and values.
3. Predicting job performance: The selection process should be able to predict the candidate’s
future performance.
4. Reducing turnover: By selecting the right candidate, organizations can reduce employee
turnover and increase job satisfaction.

SELECTION PROCESS

Following are the steps involved in a standard selection process:

1. Preliminary Interview
2. Application Blank
3. Selection Tests
4. Selection Interview
5. Reference checks
6. Physical Examination
7. Final selection

Preliminary Interview

After screening the applications, preliminary interview will be conducted. The purpose of
preliminary interview is to eliminate unsuitable or unqualified candidates from the selection
process. In screening unqualified candidates are eliminated on the basis of information given in
the application form, whereas preliminary interview rejects misfits for reasons, which did not
appear in the application forms.

Application Blanks

This is a method for getting information from a prospective candidate. This serves as a personal
record of the candidate bearing personal history profile, detailed personal activities, skills and

9
HUMAN RESOURCE MANAGEMENT UNIT - II

accomplishments. Almost all organizations require job seekers to fill up the application. Usual
contents are as follows:

i. Biographical information – Age, father’s name, sex, nationality, height, marital status.

ii. Educational information - Name of the institutions where the candidate studied – marks –
Divisions – Distinctions.

iii. Work Experience – previous experience – nature of job – salary – duration – reason for quitting.

iv. Salary – last drawn salary – minimum salary acceptable.

v. Extra-curricular information – NSS – NCC – hobbies etc.

vi. References – Name and address.

Selection Tests

Individuals differ in many respects including job related abilities and skills. In order to select a
right person for the job, individual differences in abilities and skills are to be adequately and
accurately measured for comparison.

“A test is a systematic procedure for comparing the behaviour of two or more persons.”

In simple words, test is a systematic procedure for sampling human behaviour.

Tests may be for psychological testing and for testing specific abilities and skills.
Psychological tests may be conducted for various purposes:

i. Guiding and counseling

ii. Career guidance

iii. Research on human behaviour and personality

iv. Employment selection for placement

v. For appraising employees’ promotional potentials

vi. For counseling to perform better in their jobs.

10
HUMAN RESOURCE MANAGEMENT UNIT - II

Types of tests

Broadly there are two types of tests viz.,

1. Ability tests and

2. Personality tests.

I. Ability Tests

Aptitude Test

Aptitude tests measure ability and skills of the candidate. These tests measure and indicate how
well a person would be able to perform after training. Thus, aptitude tests are used to predict the
future ability. There are two objectives of the aptitude tests. One is to advice youth or job seekers
regarding the field where they are likely to succeed. This is called ‘vocational guidance.’ The
second is to select best persons for jobs where they may succeed. This is called ‘vocational
selection.’ There are specific aptitude tests for mechanical aptitude test, clerical aptitude test,
management aptitude test etc.,

Achievement Test: Achievement test measures the person’s potential in a given area or job. In
other words, these tests measure what a person can do based on skill or knowledge already
acquired.

11
HUMAN RESOURCE MANAGEMENT UNIT - II

Intelligence Test

Intelligence tests measure general ability for intellectual performance. The core concept
underlying the intelligence test is mental age. It is presumed that with physical age, intelligence
also grows. There may be exceptions to this rule. If a five-year-old child does the test for six years
or above, his or her mental age would be determined accordingly. Mental age is generally indexed
in terms of Intelligence Quotient (IQ) and is calculated using the following formula:

Mental age
IQ = --------------- x 100
Actual age

It means that IQ is a ratio of mental age to actual age multiplied by 100.

IQ levels may vary because of culture and exposure. Intelligence testing in industry is based
on the assumption that if organization can get bright, alert employees quick at learning, it can train
them faster than those who are less endowed.

Judgment Test

These tests are designed to know the ability to apply knowledge in solving a problem.

Personality Tests

Interest Tests

These tests discover a person’s area of interest and find the kind of work that would satisfy him.
The most widely used interest test is Kuder Reference Record. It consists of three forms. The first
form measures vocational interest such as mechanical, computational, artistic, literary, music and
clerical interest. The second form measures vocational interest such as group activities, avoiding
conflicts etc. The third form of interest measures preference to particular occupations such as
accountants, salesman, managerial position etc.

Personality tests

These tests are also known as ‘personality inventories.’ These tests are designed to measure the
dimensions of personality ie., personality traits such as interpersonal competence, dominance,
submission, extroversions – introversions, self-confidence, ability to lead and ambition.

12
HUMAN RESOURCE MANAGEMENT UNIT - II

Projective tests

These tests are based on pictures or incomplete items. The candidate is asked to narrate or project
his own interpretation on these. The way in which the candidate responds, reflects his or her own
values, motives, attitude, apprehensions, personality etc. These tests are called projective because
they induce the candidate to put him or herself into the situation to project the test situation.

Attitude Tests

These tests are designed to know the candidate’s tendencies towards favouring or otherwise to
people, situations, actions and a host of such other things. Test of social responsibility,
authoritarianism, study of values, employee morale are the well-known examples of attitude tests.

Advantages of Testing

The merits of testing for selection are many.

i. Such tests predict future performance of personnel and for transfer, promotion etc.

ii. It is a method of diagnoses of the situation and behaviour.

iii. Cost effective - as test administered to a group saves time and cost.

iv. Uncovers qualifications and talents, which cannot be detected from application blanks and
interviews.

v. Tests serve as unbiased tools of selection process.

vi. Tests being quantifiable yield themselves to scientific and statistical analysis.

Developing Test Programme

The main steps are

1. Deciding the objectives – Hiring, promoting and counseling of people.

2. Analyzing jobs – Jobs are duly analysed to identify as to which human traits and skills are
necessary for the job.

3. Choosing tests to measure characteristics – reliability, validity, ease of administration and the
cost involved are important criteria in the choice.

13
HUMAN RESOURCE MANAGEMENT UNIT - II

4. Administration of tests.

5. Test results and evaluation.

Selection Interview:

The next step in the selection process is ‘employment interview.’ Interview is the widely used
selection method. It is a face-to-face interaction between interviewer and the interviewee. If
handled properly, it can be a powerful technique in having accurate information of the interview
otherwise not available.

Objectives of Interview

1. Verifies the information obtained through application form and tests.

2. Helps to obtain additional information from the applicant otherwise not available.

3. Gives the candidate necessary facts and information about the job and the organization.

4. Helps to establish mutual understanding between the company and the candidate and build the
company’s image.

Types of Interviews

Four types of interviews for selection have been identified. They are:

1. Preliminary Interview

This process would be initiated to screen the applicants to decide whether a further detailed
interview will be required. The candidate is given freedom by giving job details during the
interview to decide whether the job will suit him. This method saves time and money for the
company.

2. Patterned Interview

In this type of interview, the pattern of the interview is decided in advance. What kind of
information is to be sought or given, how the interview is to be conducted and how much time isto
be allotted, all these are worked in advance. In case the interviewer drifts he or she is swiftly guided
back to structural questions. Such interviews are also called as standardized interviews.

14
HUMAN RESOURCE MANAGEMENT UNIT - II

3. Depth Interview

Under this method, the interviewer tries to portray the interviewee in depth and detail. Accordingly,
the life history of the applicant along with his or her work experience, academic qualifications,
health, attitude, interest and hobbies are also analyzed.

4. Stress Interview

Such interviews are conducted for the jobs which are to be performed under stressful conditions.
The objective of stress interview is to make deliberate attempts to create stressful or strained
conditions for the interviewee to observe how the applicant behaves under stressful conditions.
The common methods used to induce stress include frequency interruptions, keeping silent for an
extended period of time, asking too many questions at a time, making derogatory remarks about
the candidate, accusing him that he is lying and so on. The purpose is to observe how the candidate
behaves under the successful conditions – whether he loses his temper, gets confused or frightened.

How to Make Interview Successful?

1. The interview should have a definite time schedule. This should be known both to the
interviewer and interviewee.

2. Interview should be conducted by the competent, trained and experienced interviewers.

3. The interviewers should be supplied with specific set of guidelines for conducting interview.

4. Resumes for all candidates to be interviewed should be collected and shared with the
interviewers before the interview begins.

5. The interview should not end suddenly; it should conclude smoothly.

6. Interviewers should be sensitive to the interviewee's feelings and show empathy.

7. Interviewers should display emotional maturity and a calm, stable personality during the
interview.

Reference Checks

In the selection process, the next step is verifying information or obtaining additional information
through reference. The applicant is asked to give the names of one or two referees who know him

15
HUMAN RESOURCE MANAGEMENT UNIT - II

personally. Previous employers, University Professors, neighbours and friends are usually referees.
However, references are treated as a mere formality and are hardly used to influence the selection
decisions.

Physical Examination

The last tool used in the selection process is physical examination. The main purpose of conducting
physical or medical examination is to have proper matching of job requirement with the physical
ability of the candidate. Among various objectives of physical test, the major ones are, to detect if
the individual is carrying any infectious diseases, to identify health defects of an individual
undertaking certain works determined to his or her health and to protect companies from
employees filing compensation claim for injuries and accidents caused by pre-existing ailments.

Final Selection: Final selection follows the above procedures outlined. Selected candidates would
be sent with appointment orders. Additional names than required vacancies may be kept in the
waiting list.

DIFFERENCE BETWEEN RECRUITMENTAND SELECTION

The process of searching for appropriate employees and encouraging them to apply for
jobs is known as Recruitment. The main objective of recruitment is to attract personnel with the
required qualifications for the jobs. It is a positive process as it attracts people to apply for jobs. It
is an important part of staffing, and it is also an ongoing process. Its main aim is to attract a large
number of qualified candidates to apply for the job.

The process of identifying and choosing the best person out of a number of prospective
candidates for a job is known as Selection. It is called a negative process because more candidates
are eliminated than employed.

16
HUMAN RESOURCE MANAGEMENT UNIT - II

PROCUREMENT
Procurement refers to the process of identifying, attracting, and selecting the best qualified
candidates to fill open positions within an organization, essentially encompassing the entire
recruitment and hiring process, including needs analysis, sourcing candidates, evaluating

17
HUMAN RESOURCE MANAGEMENT UNIT - II

applications, interviewing, and making job offers; it's about acquiring the necessary human capital
for the company to function effectively.
PROCUREMENT PROCESS
1. Identifying needs: Analyzing current workforce and future requirements to determine staffing
gaps and identify specific roles that need to be filled.
2. Job analysis: Defining the responsibilities, skills, and qualifications necessary for each position
to be filled.
3. Job posting: Advertising open positions through various channels like internal job boards,
online platforms, and professional networks.
4. Candidate sourcing: Actively seeking potential candidates through recruitment strategies like
headhunting, employee referrals, and attending job fairs.
5. Screening applications: Reviewing resumes and cover letters to shortlist qualified candidates
based on job requirements.
6. Preliminary interviews: Conducting initial phone or video interviews to assess basic fit and
qualifications.
7. In-depth interviews: Conducting more detailed interviews with shortlisted candidates to
evaluate their technical skills, cultural fit, and potential for the role.
8. Assessment tests: Administering skills tests, aptitude tests, or personality assessments to further
evaluate candidates.
9. Reference checks: Verifying candidate information and past employment details with
references.
10. Decision making: Selecting the best candidate for the role based on evaluation results and
making a job offer.
PLACEMENT
After a candidate has been selected, he should be placed on a suitable job placement is
actual posting of an employee to a specific job. It involves assigning a specific rank and
responsibility to an employee. It is an important human resource activity. If neglected, it may create
employee adjustment problems leading to absenteeism, turnover, accidents, poor performance etc.
The employee will also suffer seriously. He may quit the organization in frustration, complaining
bitterly about everything. Proper placement is therefore, importance to both the employee and the
organization.

18
HUMAN RESOURCE MANAGEMENT UNIT - II

After the employee is hired and oriented, he/she must be placed in his/her right job.
Placement involves assigning a specific job to each one of the selected candidates. It involves
striking a balance between the requirements of a job and the qualifications of a candidate. The
importance of placement is that it reduces employee turnover, absenteeism, accidents and
dissatisfactions.
Placement is the process of assigning a selected candidate to a job in an organization. It
involves matching the candidate's qualifications with the job requirements. The goal of placement
is to create a long-term employment relationship between the employee and the employer.
PRINCIPLES OF PLACEMENT
1. Principle of Job first, Man next - The job should not be adjusted and Job first, man next,
should be the principle of the placement.
2. Principle of Qualification - The job should be offered to the person according to his
qualification.
3. Principle of Working Conditions - The employee should be made familiar with the working
conditions prevailing in the organization
4. Principle of Loyalty and Co-operation - While introducing the job to the new employees, an
effort should be made to develop a sense of loyalty and cooperation in him.
5. Principle of Timely Preparation - The placement should be ready before the joining date of
the newly selected person.
6. Principle of Transfer - The placement in the initial period may be temporary as changes are
likely after the completion of training. The employee may be later transferred to the job where he
can do better.
PROCESS OF PLACEMENT
1. Collect Details of the employee
2. Construct his/her profile
3. Match between sub-group profile and employee’s profile
4. Compare sub-group profile to job family profile
5. Match between family profile and sub-group profile
6. Assign the individual to job family
7. Assign the individual to specific job after further counselling and assessment

19
HUMAN RESOURCE MANAGEMENT UNIT - II

INDUCTION
Induction is introducing the new employee to work surrounding and people already
working there. In other words, induction is the process of receiving and welcoming an employee
when he first joins a company, and giving him basic information he needs to settle down quickly
and happily and start work.
“Induction is a technique by which a new employee is rehabilitated into the changed
surroundings and introduced to the practices, policies and purposes of the organizations.”
CONCEPT OF ORIENTATION /INDUCTION
“Orientation is the process of planned introduction of employees to them jobs, their co-workers
and the organization” – Robert L. Malthis.
“Orientation is a procedure for providing new employees with basic background information about
the firm” – Gary Dessler.
Orientation is defined as those activities and experiences that are planned, implemented
and evaluated for either new employees or for those employees’ changing roles. Orientation is a
means by which new staff members are introduced to the philosophy, goals, procedures, role
expectation, physical facilities and special services in a specific setting.
Once an employee is selected and placed on an appropriate job, the process of familiarizing him
with the job and the organization is known as induction.
Induction is the process of receiving and welcoming an employee when he first joins the
company and giving him basic information, he needs to settle down quickly and happily and stars
work. In short, during Orientation employees are made aware about the mission and vision of the
organization, the nature of operation of the organization, policies and programmes of the
organization.
OBJECTIVES OF INDUCTION
1. To reduce the initial anxiety which all new entrants feel, when they join a new job in a new
organization.
2. To familiarize the new employees with the job, people, work-place, work environment and the
organization.
3. To build new employee confidence in the organization.

20
HUMAN RESOURCE MANAGEMENT UNIT - II

4. To ensure that the new comer do not form false impression and negative attitude towards the
organization
5. To help the new comer to overcome his shyness and nervousness in meeting new people in a
new environment.
6. To develop among the new comer a sense of belonging and loyalty to the organization.
FORMAL INDUCTION /ORIENTATION PROGRAMME
Formal induction is a planned programme carried out to integrate the new entrant into the
organization.
Following are the contents in a formal induction programme:
1. Brief history of the organization.
2. Organizational mission, vision, objectives and philosophies.
3. Policies and procedures of the organization.
4. Rules and regulations of the organization.
5. Organization structure and authority relationship.
6. Terms and conditions of the job including remuneration, working hours, holidays, promotional
avenues etc.
7. Welfare measures like subsidized canteen, transport and recreation facilities.
8. Safety measures.
9. Grievances procedures.
10. Benefits and services of employee.
11. Standing orders and disciplinary procedures.
INFORMATION INDUCTION
In this system, the immediate job supervisor conducts the induction programme for the new
entrant. He briefs the new entrant about the job, the department, routine and introduces to the
colleagues, and various sections.
MAKING INDUCTION PROGRAMME SUCCESSFUL
First impression is the best impression. The new employee should feel happy and proud
about his company. This will create a lasting association and commitment.
Effective induction needs -
1. Good reception when receiving the new employee.
2. Finding the needs and doubts of new employee.

21
HUMAN RESOURCE MANAGEMENT UNIT - II

3. Proper and good presentation about the company and work culture.
4. Induction training by the right instructor.
5. Proper evaluation and follow-up measures.

ADVANTAGES OF INDUCTION OR ORIENTATION

1. Induction helps to build up a two-way channel of communication between management and
workers.
2. Proper induction facilitates informal relation and team work among employee.
3. Effective induction helps to integrate the new employee into the organization and to develop a
sense of belonging.
4. Induction helps to develop good relation.
5. A formal induction programme proves that the company is taking interest in getting him off to
good start.
6. Proper induction reduces employee grievances, absenteeism and labour turnover.
7. Induction is helpful in supplying information concerning the organization, the job and employee
welfare facilities.

---------------------------------------------------------------------------------------------------------------------

22