HUMAN RESOURCE

MANAGEMENT

RECRUITMENT, SELECTION AND

ORIENTATION

Submitted by

Ankit Durga
4809
BBS 2A
 TABLE OF CONTENTS

Acknowledgement 3

Recruitment 4

Factors influencing recruiting 5

Process of recruitment 7
Philosophies of recruitment 12

Selection 13

Selection decisions !4
Selection process 15
Barriers to effective selection 19
New methods of selection 20

Orientation 21

Orientation Programmes 22
Placement 23

Bibliography 24

2
 ACKNOWLEDGEMENT

I would like to express our sincere gratitude to Mrs. Tarranum Ahmed for lending her
experience and guidance, which was essential for the completion of this term paper. The
knowledge imparted to us has been the impetus for this humble effort. The classroom
lectures with her inculcated in us the right spirit and knowledge to undertake this project.

I would also like to thank the college and our principal, Dr. Poonam Verma for subjecting
us to a curriculum, which provides us the much-needed exposure to the ever-changing
corporate environment.

3
 RECRUITMENT

Recruitment is understood as the process of

• Searching for and
• Obtaining applicants for jobs
• From among whom the right people can be selected.

Thus, a definition of Recruitment:-

• It’s a process of finding and attracting capable applicants for employment
• It begins with soughting out the new recruits and ends when their applications are
submitted.
• As a result of which, a pool of applicants is obtained from which new employees are
selected.

PURPOSE

1. To increase the pool of job applicants at a minimum cost.

2. Evaluate various techniques of recruiting i.e. in terms of effectiveness and thus
identify the one that fits in best with ones particular organisation.
3. Since, the company is recruiting, the strategy for various events is worked out
during recruitment, it makes the company proactive and thus lowers the
occurrence of errors by obtaining the most productive methods in hand.

4
 FACTORS INFLUENCING RECRUITMENT.

Broadly classified as :-
1. External forces
2. Internal forces.

This diagram demonstrates a number of possible external sources

EXTERNAL FORCES

These external forces are the uncontrollable variables and thus have to be taken care off
while recruiting. These include the following :-

1. Supply and demand :- the forces of demand and supply dictate the labour
market. Eg:- in case of professionals say, programmers or cost accountants their
demand is greater than their supply. Thus a company recruiting might have to
make a tremendous effort to strike a balance.
2. Unemployment rate :- the unemployment rate in an area is high, then the
recruitment process is simpler as the company recruiting is in a better position
to identify potential candidates from a better and larger pool of applicants. And
if the unemployment rate drops, then the company needs to focus on exploring
newer resources.
3. Political and Legal:- political decisions in terms of reservation of jobs for
SC’s /ST’S minorities or lesser privileged sections of the society, has to be

5
 respected by the recruiting company. Also legal considerations like for example
child labour prohibition in certain employment. Notification of vacancies by
employers to Employment Exchanges . recruiting companies need to abide by
these legalities subjectively.
4. Labour Markets :- The conditions in the labour markets affect the recruitment
process. When the company is making an attempt to find answer to the question
“where to Look” this factor and its current scene comes into action. Example if
there is shortage of blue collared employees in the local market , organisation is
compelled to conduct regional recruitment campaigns.
5. Sons of Soil:- it implies that preference be given to the people of their
respective states in matters of employment.
6. Companys Image:- perception of the job seekers about the company acts as a
key factor in attracting qualified prospective employees.

INTERNAL FORCES

1. Recruiting Policy:- whether its internal or external affects the process of

recruitment.
2. Size:- large companies there is less tedious job of recruiting and vice-versa.
3. Cost:- Recruiters must operate within budgets.
4. HRP:- Careful and tactful HRP by recruiters can minimize recruitment cost.
5. Growth:- the Phase of the life cycle of the company is to be considered. Eg: if
the company is in the growth stage it will recruit more people where as if its in
the decline or maturity phase it will not employ more people.
6. Dominion Status:- the dominion status of the organisation i.e. whether Indian
or an MNC.

6
 PROCESS OF RECRUITMENT.

The process comprises of 5 interrelated stages which are as follows:-

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

PLANNING STAGE

Its designing the set objectives that

1. Quantify i.e. number
2. Qualify i.e. type of applicant to be contacted.
In accordance with job vacancies and their job information.

1. NUMBER OF CONTACTS:
The company ascertains how many applicants are essential to fill in a particular
vacancy. These figure may be arrived by an organisation, taking into account its
past recruitment process. The organisation would derive a term called as YIELD
RATIOS.
Yield ratio gives the relationship between two variables. The number of
applicants (say 2000) against the actual number of people hired. (say 20) Thus the
Yield ratio here is 100:1 i.e. to employ one person the company needs to tap 100
competent applicants.

Yield ratio would literally be the ratio of o/p to i/p, or the ratio of what you reap is
to what you sow.

2. TYPE OF CONTACTS
People matter but the right type of people matter more. Thus, recruitment
planning is to identify the type of people that need to be looked at or approached
about job openings. These details would be availed through job description and
job specifications.

7
STRATEGY DEVELOPMENT STAGE

A strategy is a “plan of action”.

Once the organisation has summed up ‘how many’ and ‘what type’ of applicants
required, the other issues would be:-

1. Make or buy :- the company has to make call whether the equation would be

Hire less skilled employees + invest on training and education = ‘Make’

Or
Hire skilled employees + little Training and immediate work benefit = “buy”

Whatever would be the best fit according to the need of the hour has to be
accustomed and each has its own pros and cons.
For Eg: in case of buy—though an organisation might have an advantage with the
buy decision of little time and money spent on training and benefit of immediate
work handling, but due to high remuneration demanded the benefit are outweighed
by it.

2. Technological Sophistication

The decision as to use the available technology in the process.

EG: due to the advent of computers, the exchange of resumes online by job seekers
and employers has helped the organisation a chance to eliminate an unfit applicant
right in the screening stage, thus saving on time and travel expenses.

3. ‘Where To Look’:-

Here the geographic distribution of labour markets among job seekers is to be

considered. General strategy for an organisation :-
Top level Executives- go on to national level and even international if its an MNC.
Technical Employees - regional and local markets.
Eg:- IT people;- Banglore
Embroiders – Calcutta.
Clerical and Blue collar jobs:- Local Markets.

8
 Also, these aren’t water tight compartments and may be modified as per demand
and need. But, organisations adopt an incremental strategy in which initial efforts
are concentrated in regional or local markets and expanded if these efforts fail to
achieve desired results.

4. ‘How To Look”:-

This refers to the sources of recruitment. These can be external as well as internal

INTERNAL SOURCES.

1. •Present employees:- two ways of recruitment i.e. either by promotion or transfers.

Promotions and their advantages are as follows :
• It raises employee morale leading to better productivity.
• Less riskier as the employee performance is already known.
• Cheaper than going outside for recruiting.
However, it can be dysfunctional as we lose on the opportunity of hiring an outsider
more competent for the job.
Also, promotion to be effective, requires using job posting, personnel records and
skill banks.
JOB POSTING means notifying vacant positions by posting notices,
circulating publications or announcing at staff meeting and inviting
employees to apply.
PERSONNEL RECORDS help discover employees who are under
performing and also employees that have the potential for further training.
SKILL BANKS list current employees who have specific skills.
ANOTHER way to recruit present employees is transfers.

2. Employee referrals:- the job incumbents inform about the job vacancy to their
friends and families encouraging them to apply. This source is mostly a very
effective method of recruiting because the organisation is reached to many qualified
people at a very low cost. Also since the existing employees are already acquainted
with job requirements, organisational culture, thus they pass on the same to the
potential candidates for them to decide.

3. Former Employee:- the retired employees may join on a part time basis or just as
advisors or may even recommend competent candidates interested in the job.
Companies have a ALUNINI i.e. a platform that provides interaction between
former and existing.

4. Previous Applicants:- Companies (Le Meridien ) maintain data Banks where the
profile of the applicants are stored which can be used in times of vacancy. Thus, it’s
a quick and inexpensive way to fill in semi-skilled jobs.

9
EXTERNAL RECRUITMENT

1. Professional or Trade Associations:- Many associations publish journals or

magazines at regular intervals to be circulated amongst its members, which
can be used by organisations to place ads to attract highly educated,
experienced or skilled personnel.
2. Advertisements :- the most popular method as its reach is very wide.
Newspapers the most common medium, but the newspaper chosen to place the
ad should be thoughtful in terms of the target audience.
3. Blind ad.:- the employer does not disclose its identity, the job seekers are
asked to reply to a post box number or to a company retained consulting firm.
However, there’s reluctance on the part of respondents to a blind ad due to
bad reputation as company’s use it just to test the supply of workers in the
community, test their popularity among job seekers or identify the current
employees who are likely to fly away.
4. Ads. Are released by job seekers themselves, where they sell themselves by
describing the qualifications, experience and areas of interest of advertisers.
Also, advertisers must use AIDA formula i.e. attract attention, develop
interest, create desire and instigate action on the part of the job seekers.
5. Campus Recruitment:- Organistions use colleges, universities, research labs as
fertile grounds. Companies like HLL, Tatas, L&T, Le Meridien etc. recruit
regularly every year to skim the crème of campuses. However, campus
recruitment is often an expensive process, as quite possibly the ones who were
recruited quit their jobs due to lack of challenge offered by the organisation.
6. Walk-Ins, Write-Ins, and Talk-ins:- Direct applicants, common, least
expensive approach. It provides a pool of potential employees to meet future
needs. Eg.- Le Meridien fills in its junior level jobs and staff cadre through
direct application.
7. Consultants:- recruiting agencies lend professionalism to the hiring process
also providing nationwide contacts keeping the employer and employee
anonymous. However cost becomes a constraint as consultants charge fees
ranging from 20-50% of first year salaries of individual placed. Eg:- Abc
Consultants, Head Hunters, etc. Strategic Management Alliance (SMA) used
by Le Royal Meridien. I2C uses Mindspace, Infobase.
8. Displaced persons :- Such people are a source of recruitment when the project
is completed.
9. Radio and T.V. :- Not a very popular source in the corporate world, usually
used by the government to recruit. Eg: Indian army Ads invite youth to
safeguard the country.
10. Mergers and Acquisitions:- a large pool of employees is available at hand that
of qualified job applicants from among which the best qualified job applicants
can be drawn.
11. Competitors:- Rival firms can be a strong source of recruitment. Popularly
called ‘poaching’ involves identifying the right people in rural companies,

10
 offering them better terms and luring them. Eg: Chief of Crisil joined George
Soros, one of the largest firms in the market.

5. ‘When to Look’ :- to decide on the timings of events. Time Lapse Data is used in
determining the timings. TLD shows the time lag between ads placed for vacancies
till the employee on duty. Thus it shows the average time that elapses between
major decision points in the recruitment process. Therefore a company can know
the time it needs in hand to fill in vacancies.

SEARCHING STAGE

Also known as the Implementation Stage.

Step 1 is Source Activation . Sources and search methods are activated which results in a
flood of applications.

Step 2 is Selling . following the source activation would be the way in which the message
is sent across the organisation. A thoughtful and Tactful decision in identifying the way
in which the company ‘sells’ its vacancies.

SCREENING STAGE

Applications received in response to ads are screened and only eligible applicants are
called for an interview. Once the applications are scrutinized and shortlisted , the
selection process commences. The techniques used to screen applicants vary depending
on the candidate sources and recruiting methods used. Eg:- interviews and application
banks used to screen walk-ins.

EVALUATION and CONTROL STAGE

This step where the organisation goes back to the process and analyses the effectiveness
of the entire process.

Evaluation of Recruitment Process

The recruitment process has the objective of searching for and obtaining applications
from job-seekers in sufficient numbers and quality. Keeping this objective in mind, the
evaluation might include:
1. Return rate of applications sent out.
2. Number of suitable candidates for selection.
3. Retention and performance of the candidates selected.

11
 4. Cost of the recruitment process.
5. Time lapsed data.
6. Comments on image projected

PHILOSOPHIES OF RECRUITING

A philosophy of recruiting is an attempt made to enhance the effectiveness of the

recruitment process by matching the needs of the organization to the needs of the
applicants. Two approaches are available to bring about this match. They are
(i) Realistic job preview (RJP), and
(ii) Job compatibility questionnaire (JCQ).

1. Realistic Job Previews

Realistic job preview (RJP) provides complete picture of the job covering both
positive as well as negative aspects that helps the job seekers to evaluate the
compatibility among the jobs and their personal ends before hiring decisions are
made. It can result in self-selection process. Research shows that it leads to lower
rate of employee turnover when RJP’s implemented realistically. More beneficial
for organizations hiring at the entry level. Also for more complex and higher level
of job satisfaction and performance at the initial stages of employment.

2. Job Compatibility Questionnaire

The Job Compatibility Questionnaire (JCQ) was developed to determine whether
an applicant's preferences for work match the characteristics of the job. The job
seeker is required to collect information on job factors like absenteeism, turnover
and job satisfaction etc. Thus it’s administered to jobseekers who have bare idea
with the target job under study. The assumption is that JCQ is that the greater the
compatibility between an applicant's preferences for a job and the characteristics
of the job as perceived by the jobseeker, the greater the probability of employee
effectiveness and longer the tenure.
The JCQ is a 400-item instrument that measures job factors. Items cover the
following job factors: task requirements, physical environment, customer
characteristics, peer characteristics, leader characteristics, compensation
preferences, task variety, job autonomy, physical demands, and work schedule.

12
 SELECTION

Selection is defined as the process of differentiating between applicants in order to

identify (and hire) those with a greater likelihood of success in a job.

Selection is basically picking an applicant from (a pool of applicants) who has the
appropriate qualification and competency to do the job.

The difference between recruitment and selection:

Recruitment is identifying n encouraging prospective employees to apply for a job.
And
Selection is selecting the right candidate from the pool of applicants.

ROLE OF SELECTION

Selection is crucial for the organizations effectiveness for 2 reasons:

1) Work performance: Performance of the organization is very important to the success

of the company. So the organization always employs people who are well qualified
and competent.
2) Cost incurred: cost incurred while selection process also plays an important role.
This can be explained with an example:
Pepsi went on a crash recruitment drive. Six people from the company took over
Oberoi business center for six days. 3000 people who had responded to the
advertisements earlier issued were scanned: people were asked to respond within
100hrs by fax. People selected for the interview were flown into the city.
This example just shows how expensive selection can be. Hence cost incurred is very
important for the success of the selection process.

13
 SELECTION DECISIONS

SUCCESS
False Negative True Positive
FAILURE
True Negative False Positive
FAILURE PREDICTED SUCCESS PREDICTED

Outcomes of the selection process

There are 4 outcomes of the selection decisions

1) True positive error: True positive is when the company predicts

success and the result is a success ie when they select the right employee for
the right job.
2) True negative error: True negative is when a company predicts
failure and the result is a failure i.e when they reject a candidate appropriately.
3) False positive error: This happens when a company predicts
success and results in failure. That is when they select a wrong/ incompetent
employee for a job.
4) False negative error: This happens when a company predicts failure
when the result could have been a success. That is when they an employee
who is very competent due to wrong perceptions.

Types of cost incurred due to wrong selection decision:

1) Cost of selection
2) Cost of training
3) Cost of re-employment

SELECTION PROCESS IS PREFERABLE IF:

 It is easier for applicant because they can send their applications to a single
centralized department/agency.
 It facilitates contacts with applicants because issues pertaining to employment can be
cleared through one central location.
 It helps operating managers to concentrate on their operating responsibilities. This is
helpful during peak operating period.

14
 It can provide for better selection because hiring is done by specialist trained in
staffing techniques.
 The applicant is better assured of consideration for a greater variety of jobs.
 Hiring cost may be cut because duplication of efforts is minimized.
 With increased government regulations on the selection process, it is important that
people who know about these rules handle a major part of the selection process.
SELECTION PROCESS

1. Selection from the internal and the external environment: Several internal
factors such as the company policy, HRP and cost of hiring as well as external
factors such as supply and demand of specific skills in the labour market,
unemployment rate, labour market conditions, legal and political considerations,
company’s image etc., are among the major factors which are considered while
selecting and employee at any level of the organization.

2. Preliminary Interview: The next step that tag along the selection procedure is a
preliminary interview the wherein the applications are scrutinized so as to
eliminate unqualified applications.

3. Selection Tests: After passing through the interview the next stage that the
applicant has to prove himself on is the selection tests. There are different types of
selection tests for different levels of the organization and that too is further
differentiated within different types of organizations. Some of the most common
and well-known tests that an applicant has to go through are:
(a) Ability test
(b) Aptitude test
(c) Personality tests: which is common mostly for the higher level of
management are given to measure a prospective employee’s motivation to
function in a particular working environment.

4. Employment Interview: The interview can be (1) one to one; (2) sequential; (3)
panel interview. These can be divided into the following types:

• Type Description
1. Structured A predetermined checklist of questions usually asked of all
applicants
2. Unstructured Questions are made up during the interview.
3. Mixed A combination of structured and unstructured questions. This is
mostly practiced.
4. Behavioral Questions limited to hypothetical situations. Evaluation is based
on the solution and approach of the applicant.
5. Stress A series of harsh, rapid-fire questions intended to upset the applicant.

• Common Interview Problems:

15
 Regardless of the type, several problems are inherent in interviews. Selection
specialists must be aware of these problems and need to be trained to
overcome them. The problems are:
1. Interviewer often is often not aware the conditions under which the job is
performed.
2. Interviewers may make snap judgments early in the interview.
Consequently, they block out further potentially useful information.
3. Interviewers permit one trait or job related attribute to influence their
evaluation of the remaining qualities of an applicant. This process is called
the halo effect.
4. Interviewers have a tendency to be swayed by the negative information
about the applicants.
5. There often is no coordination between the interviewers while taking the
interview.
6. Interviewers judgments are often affected by the pressure to favour a
candidate or fill the position hence they lower their judgments.
7. Interviewers judgment regarding an applicant is often affected by the list
of available applicants. For instance a horse will always stand out from a
group of donkeys.
8. Sex, race and attitudes similar to those of the interviewer mat lead to
favorable evaluations.

• Steps to avoid these problems:

1. Plan the interview

2. Establish an easy and informal relationship
3. Encourage the candidate to talk
4. Cover the ground as planned
5. Probe where necessary
6. Analyse career and interests to reveal strengths, weakness and patterns of
behaviour.
7. Maintain control over the direction and time taken for the interview.
8. Always use a structured form of questions to be asked in the interview.
9. Evaluate the interviewee immediately after the interview.
10. Focus on traits accurately assessed in the interviews.
11. Get the interviewee to talk
12. Respect the reservation policy of the concerned government.

5. References and Background Checks: Many employer request names, address,

and telephone numbers or references for the purpose of verifying information and,
perhaps, gaining additional background information on an applicant.

16
External Environment / Internal Environment

Preliminary Interview

Selection Tests

Employment Interview

Reference and Background Analysis

Selection Decision

Physical Examination

Job Offer

Employment Contract

Evaluation

The selection process

6. Selection Decision: After collecting data from all the preceding steps, this is the
most crucial step in the entire selection process. The main difference between the
preceding stages and this is that former is used to short list the number of

17
 candidates and later one is to make a final decision from the pool of individuals
who pass the tests, interviews and reference checks.

The view of line manager will be generally considered in the final selection
because it is he/she who is responsible for the performance of the new employee.
The HR manager plays a crucial role in the final decision.

7. Physical Examination: After the selection decision and before the job offer is
made, the candidate is required to undergo a physical fitness test. The result of the
medical fitness test is recorded in a statement and is preserved in the personal
records. The main objectives of this test are as follows:
• To detect if the individual carries any infectious diseases.
• To determine whether an applicant is physically fit to perform the work.
• It helps to determine if there are any physical capabilities which
differentiate successful and less successful employees.
• Medical check up protects applicants with health defects from undertaking
work that could be detrimental to them or might otherwise endanger the
employer’s property.
• Last, but not the least such examination will protect the employer from
workers compensation claims that are not valid because the injuries or
illness was present when the employee was hired.

8. Job Offer: The next step in selection process is Job offer for those applicants who
had passed previous stages. Job offer is made through a letter of appointment.
Such letter usually contains the date by which the appointee must report on duty.
Appointee must be given a reasonable time for reporting because it may be quite
possible that appointee is employed in some other company or must be residing in
some other city and for such other reasons. Company may also want the appointee
to delay in joining the job because the job may require undergoing some training
program.

9. Contracts Of Employment: After the job offer is made and the candidates accept
the offer, certain documents need to be executed by the employer and the
candidate. One such document is Attestation Form. This form contains vital
details about the candidate, which are authenticated and attested by him/her,
which could be used for future reference.
Another document is Contract of Employment. This document contains the Terms
and Conditions of employment like designation, perks, term of job and so on. The
information written in the contract may vary according to the level of the job.
The main drawback of the contract is that it is difficult to enforce them.

10. Concluding the selection Process: The selection process will not end with
executing the employment contract. The step is reassuring the candidates who
have not been selected. Such candidates must be told that they were not selected,
not because of any serious deficiencies in their personalities, but because their
profiles did not match the requirements of the organisation.

18
 11. Evaluation of selection process: The broad test if the effectiveness of the
selection process is the quality of the personnel hired. An organization must have
competent and committed personnel. The selection process, if properly done, will
ensure avability of such employees. How to evaluate the effectiveness of a
selection programme? A periodic audit is the answer. Audit must be conducted by
the people who work independent of the HR department.
BARRIERS TO EFFECTIVE SELECTION

The main objective of selection is to hire people who have competence and commitment.
This objective is often defeated due to certain barriers. The barriers to effective selection
are:

1. Perception: The inability to understand others is the most fundamental barrier in

selecting the right candidate. Selection demands an individual or a group of
people to assess the respective competencies of others with the aim of choosing
the right person for the job. But their personal bias may affect their judgement.
For example their likes and dislikes about a persons hairstyle, dress etc. may
make them change their decision.

2. Projection: Error of projection arises when an interviewer expects his own

knowledge ,skills and values in a candidate. Therefore he is likely to select
candidates who resemble him.

3. Constant error : Such error arises because the interview of previous candidate
unduly influence the interviewer in favour or against the candidate. For instance, a
qualified candidate may be underrated because the previous candidate was very
brilliant.

4. Leniency: it implies the tendency to assign high scores. It is normally associated

with lack of confidence and interest in rating. This may arise due to exaggerated
expectation , lack of contact with people and generally rigid personality.

5. Fairness: Selection requires that no individual should be discriminated on the

basis of race, religion, region or gender. But the low number of female
employees, discrimination on the basis of age proves the efforts to minimize
inequity have not been very effective.

6. Validity: Validity is supposed to help in predicting the job performance of an

incumbent. A validated test helps in differentiating between the employees who
will perform and who will not. However it is not an accurate performance and
only increases the possibility of success.

7. Reliability: A reliable method is one that will produce consistent results when
repeated in similar situations. But such method may have varying results. A

19
 reliable test may fail to predict job performance with precision. It is more to do
with consistency.

8. Pressures: Politicians, bureaucrats, relatives, and friends of the candidate bring

pressure on the selectors. Candidates selected due to such compulsions are not the
right ones. Such selections are more in case of public sector undertakings.

NEW METHODS OF SELECTION

• 360 degree selection or Participative selection: In this method subordinates

participate in the selection of their co-workers and supervisors. The idea is that
such participation will improve quality, increase support for the selected
supervisors and co-workers and improve employee morale. For example for the
selection of a sales manger, assistant sales manger will also take part in the
selection process along with the hr manager.

• Employee leasing: The client company leases employees from a third party, not
on temporary basis but on a full time basis and for long help. An interesting
feature is that the client company need not perform personnel activities such as
hiring compensation or record keeping. Employees working elsewhere are leased.
They are not directly employed by the company where they are working.
Employees not recruited by one client is sent to another.

SELECTION IN INDIA

Conditions of labour market largely determine the selection process. We have a strange
paradox in our country. On one hand there is large-scale unemployment and on the other
hand there is shortage of skilled labour. At one place we have ‘no vacancy boards and at
other places we have ‘wanted employees’ boards. Unemployment is more among people
who do not have specific skills. Corruption and influence is used in hiring such
employees. Selection is therefore not systematic and at times bizarre in India

20
 ORIENTATION
Orientation is basically a training given to employee before they start working in the
organization
It is a programme develop to provide information to employee so that he could able to
work comfortably and efficiently in the organisation.

A formal defination of orientation is “…planned introduction of employees to their

jobs,their coworkers and the organisation.”

PURPOSE OF ORIENTATION

Purpose of orientation is to reduce the anxiety level and to increase the comfort level so
that employee work comfortably . this will make them approach their colleague ,their
senior with out hesitation and this will definitely bind them as a team and the aim of
organisation ie. growth is achieved because of it.

Orientation could be of a day, weeks, depending on the organisation

21
 ORIENTATION PROGRAMME

FORMAL OR INFORMAL

In case of formal orientation the programme is very much structured . it is very

systematic way . Everything in programme is lays down previously and the flow is very
much according to that
This is done when you are hiring an executive.

In case of informal the orientation programme is very much unstuctured . this actually
gives a big room for creativity which is the basic aim of such orientation

INDIVIDUAL OR COLLECTIVE

As the name suggest individual is orienting one at a time while collective is orienting a
group as a whole.
Individual is both time consuming and expensive than collective.
In case of of high level jobs or for say some specialised jobs company provides
individual orientation while in case of low or middle level its generally collective.
Moreover a small company prefer an individual orientation as they hire very few staff at
a time.

SERIAL OR DISJUNCTIVE

In case of serial an experinced employee gives training to new employee .Here the new
employee look at senior one as role model , as a benchmark and try to follow him . While
in case of Disjunctive there is no predecessor to guide him
Each has its own advantages and disadvantages. In case of serial the new employee act
and follw the experienced one which lead to consistency in delivery mechanism but one
of the biggest shortfall is there is no room for creativity .
In case of Disjunctive though there is high room for creativity but when every try to
adopt its own unique way then in extreme case there is no coordination and the overall
objective of company is lost

INVESTITURE OR DIVESTURE

The company decide whether to maintain or dismantle new hires position .

22
In case of investiture the company seeks to benefit from the new hire. This happens in
case of high level appointees and company gives the freedom to him or her to change the
environment like furniture , give him the choice to select a team anything which effects
his or her performance.

In case of Divestiture the organisation mould the employee according to its work culture.
This is done to seek better fit between new member and organisation Divestiture
strategies are followed for inducing hires into military, professional football, police
academy. The premise behind divestiture strategy is to dismantle the old mindset of the
new member so that instilling a new set of norms and values becomes easy.

REQUISETES OF AN EFFECTIVE ORIENTATION PROGRAMME

1. Prepare for new employee

2. Determine information new employee wants to know

3. Determine how to present information

4. Completion of paper work

23
 PLACEMENT

‘Placement’ is a process of placing the right people in the right place so as to obtain the
maximum benefit. The process is fully dependent on specialization so as the right person
is placed at the right job to avoid any wastage of valuable resources in the organization. It
is usually carried out after orientation depending upon different companies and is
considered the final step.

There are three different types of Placement techniques:

1. Individual: In this type all the emphasis is based on a particular individual as his
actions are not dependent on anyone and he is solely responsible for the outcome
of the results. Such type of individuals is placed in salesmanship, giving deliveries
of goods and services.

2. Assembly line: in this type the one particular individual is depended on the work
carried out by the people ahead of him or after him. Everyone shares the
outcomes responsibility as the work is carried out in a sequential process. Eg: the
coordination between the different department in the organizations.

3. Pooled: In the type a group is formed and a particular project is given and the
project is to be carried out by the entire group and it is held responsible for its
outcome. This is one of the most practiced forms in the organization.

24
 BIBLIOGRAPHY

1. Encyclopædia Britannica. "Personnel administration is also frequently called

personnel management, industrial relations, employee relations".
2. Human Resource Management, Gary Desslar – 10th Edition
3. Human Resource management, K Ashwathappa
4. A Handbook of Human Resource Management Practice, Armstrong, Michael
(2006) – 10th Edition
5. www.managementparadise.com

25