Recruitment, Selection and Orientation HRM

CHAPTER FOUR
4. RECRUITMENT, SELECTION AND ORIENTATION
4.1. Recruitment
4.1.1. Introduction
Staffing includes attracting and choosing potential job holders. It involves two broad
groups of activities; recruitment and selection. In this part we will concentrate on
recruitment. Recruitment is one of the most visible roles undertaken by human
resource departments in organizations. It can be considered as part of a trio, ‘recruit,
reward and retain’. It is a process of generating a ‘pool’ of candidates by reaching the
‘right’ audience suitable to fill the vacancy. On the contrary, selection involves
‘picking’ the most suitable candidate from the ‘pool’ that is willing to fill the vacancy.
In other words, recruitment is the process of generating a pool of qualified applicants
for organizational jobs. It is a process of finding and attracting capable applicants for
employment. The process begins when new recruits are sought and ends when the
applicants are submitted. Its result is a pool of applicants from which new employees
are selected.
4.1.2. Definition of Recruitment
Recruitment is a 'linking function' - joining together those people who are seeking jobs
with jobs to be filled. It is a 'joining process' in that it tries to bring together job seekers
and employer with a view to encourage the former to apply for a job with the latter.
The basic purpose of recruiting is to attract a group of potentially qualified people. To
this end, the organization must communicate the position in such a way that job seekers
respond. To be cost effective, the recruitment process should attract qualified applicants
and provide enough information for unqualified persons to self-select themselves out.
Recruitment involves searching for and obtaining potential job candidates in sufficient
numbers and quality so that the organization can select the most appropriate people to
fill its job needs (Dowling and Schuler, 1990).
We must understand that an organization with jobs waiting to be filled, HRM personnel
need to (1) find candidates for those jobs and (2) match the right candidate with each
job. It is important for us to understand that recruiting is the process of attracting
qualified job applicants.

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4.1.3. The aims of recruitment

The overall aim of recruitment is “to obtain at minimum cost the number and quality of
employees required to satisfy the human resource needs of the company”. (Armstrong,
2001:385) The aims of recruitment are:
 to obtain a pool of suitable candidates for vacant posts
 to use a fair process and be seen as conducting reasonable process
 to ensure that all recruitment activities contribute to company goals and a desirable
company image
 to conduct recruitment activities in an efficient and cost-effective manner
It is indicated that the specific goal of recruitment is to communicate the position in
such a way that job seekers respond. This is because the more applicants received, the
better the chances for finding an individual who is best suited to the job requirements.
The second goal of recruitment is to attract qualified, not unqualified applicants. If the
organization attracts unqualified applicant, it will incur costs – writing a letter for
receiving the application and writing for not accepting the application.
4.1.4. Inducements
Organizational inducements are the entire positive features and benefits offered by an
organization that serve to attract job applicants to the organization. Three inducements
need special mention here:
 Compensation: Starting salaries, frequency of pay increases, incentives, and fringe
benefits can all serve as inducements to potential employees.
 Career opportunities: These help present employees to grow personally and
professionally and also attract good people to the organization. The feeling that the
company takes care of employee career aspirations serves as a powerful inducement
to potential employees.
 Image or reputation: Factors that affect an organization’s reputation include its
general treatment of employees, the nature and quality of its products and services
and its participation in worthwhile social endeavors.

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4.1.5. Alternatives to Recruitment

Since recruitment and selection costs are high (search process, interviewing, agency fee,
etc.) firms these days are trying to look at alternatives to recruitment, especially when
market demand for firm's products and services is sluggish. Moreover, once employees
are placed on the payroll, it may be extremely difficult to remove them if their
performance is marginal. Some of the options in this regard may be listed thus:
Overtime: Short-term fluctuations in work volume could best be solved through
overtime. The employer benefits because the costs of recruitment, selection and training
could be avoided. The employee benefits in the form of higher pay. However, an
overworked employee may prove to be less productive and turn out less than optimal
performance. Employees may slow down their pace of work during normal working
hours in order to earn overtime daily. In course of time overtime payments become
quite routine and for any reason these payments do not accrue regularly, employees
become resentful and disgruntled.
Subcontracting: To meet a sudden increase in demand for its products and services,
sometimes, the firm may go for subcontracting - instead of expanding capacities
immediately. Expansion becomes a reality only when the firm experiences increased
demand for its products for a specified period of time. Meanwhile, the firm can meet
increased demand by allowing an outside specialist agency to undertake part of the
work to mutual advantage.
Temporary employees: Employees hired for a limited time to perform a specific job
are called temporary employees. They are particularly useful in meeting short term
human resource needs. A short-term increase in demand could be met by hiring
temporary hands from agencies specializing in providing such services. In this case the
firm can avoid the expenses of recruitment and the painful effects of absenteeism, labor
turnover, etc. It can also avoid fringe benefits associated with regular employment.
However, temporary workers do not remain loyal to the company; they may take more
time to adjust and their inexperience may come in the way of maintaining high quality.
Companies have to evaluate the sources of recruiting carefully -looking at cost, time,
flexibility, quality and other criteria - before earmarking funds for the recruitment
process. They cannot afford to fill all their vacancies through a particular source.

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4.1.6. Recruitment Policies and Procedures

One of the first steps in planning for the recruitment of employees into the organization
is to establish proper policies and procedures. A recruitment policy indicates the
organizations' code of conduct in this area of activity. A typical policy statement for
recruitment may include many relevant issues. In its recruitment activities, the company
will:
 Advertise all vacancies internally and/or externally,
 Reply to every job applicant without any delay,
 Inform job applicants the basic details and job conditions of every job advertised,
 Process all applications with efficiency and courtesy,
 Seek candidates on the basis of their qualifications,
 Aim to ensure that every person invited for interview will be given a fair and
thorough hearing
 Not discriminate unfairly against potential applicants on the basis of sex, race,
religion, caste, etc.;
 Not knowingly make any false or exaggerated claims in its recruitment literature or
job advertisements.
Once the recruitment policy is made explicit, the company can evolve a detailed
procedure to make the whole exercise systematic. Such a systematic approach will
enable people within (or outside) the organization to follow a predictable path. The
recruitment procedures should, however, be flexible enough to permit personnel
department to respond quickly to demands made on them by various departments and
by potential candidates.
Recruitment, it should be remembered, is a marketing activity as well as a public
relations exercise. When recruiting people, organizations are going out into their
external environment and competing with others for suitable candidates. Such
activities, therefore, should be conducted in a manner that sustains or enhances the
prestige and public image of the organization concerned. Fair and objective recruitment
policies and standards would add to the image of the organization in the long run.
4.1.7. Recruitment Process

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Individuals responsible for the recruitment process must know how many and what types
of employees are needed, where and how to look for individuals with the appropriate
qualifications and interests, what inducements to use (or avoid) for various types of
applicant groups, how to distinguish applicants who are unqualified from those who have
a reasonable chance of success, and how to evaluate their work. Efficient recruitment of
staff may be described as knowing: What resources you want; what resources are
available and where and how they may be [Link] general, recruitment process
includes: Recruitment planning, Strategy development, Searching, Screening and
Evaluation and control.
[Link]. Recruitment planning
It involves the translation of likely job vacancies and information about the nature of
these jobs into a set of objectives or targets that specify the number and type of
applicants to be contacted.
Organizations have to plan to attract more applicants than they will hire. Each time a
recruitment program is considered, one task is to estimate the number of applicants
necessary to fill all vacancies with qualified people. It is indicated that for one vacant
post, 100 possible candidates can be expected.
Type of contacts refers to the type of people to be informed about job openings. The
type of people depends on the tasks and responsibilities involved and the qualifications
and experiences expected.
[Link]. Strategy Development
Once it is known how many and what type of recruits are required, serious
consideration needs to be given to where to look and how to look.
Where to look? ----local, national, and international markets
How to look? -------Refers to the sources of recruitment - internal and external
Normally an organization can fill up its vacancies either through promotion of people
available in the organization or through the selection of people from outside. Thus,
there can be two sources of supply of manpower - external and internal.
We must not forget that the policy of taking candidates from inside and outside affects
the attitudes and actions of people in the organization. Filling up a position through
internal promotion has a favorable reaction among employees. They are likely to

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associate themselves with the organization as they see their future secured in the
organization through promotion. However, this may result into mediocre performance,
as the guarantee of promotion itself will bring complacency.
The level of socialization required and time taken for that determines the inside or
outside sources of recruitment. If the socialization process for an organization operating
in a particular industry takes substantial time, it can prefer internal source of
recruitment. People selected from outside take time to socialize themselves with an
organization. For certain jobs, this process may take considerably longer time. For
example, marketing executive of a consumer product company will take less time in
socializing in another consumer product company but more time in capital goods
industry. Same is the case with production people but finance people may take same
time in spite of the differences and similarities of organizations.

The need for originality and new ideas also affects recruitment policy. The
organizations that place high importance on these factors go for outside sources.
Similarly, the organizations that grow through diversification give more importance to
outside sources, as existing people may not be fully equipped to handle new business.
Therefore we should not forget to consider these factors while determining the sources
of recruitment. While vacancies through internal sources can be filled up either through
promotion or transfer, recruiters tend to focus their attention on outside sources.
Merits and Demerits of External Sources of Recruitment
Merits
Wide choice: The organization has the freedom to select candidates from a large pool.
Persons with requisite qualifications could be picked up.
Injection of fresh blood: People with special skills and knowledge could be hired to
stir up the existing employees and pave the way for innovative ways of working.
Motivational force: It helps in motivating internal employees to work hard and
compete with external candidates while seeking career growth. Such a competitive
atmosphere would help an employee to work to the best of his abilities.

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Long-term benefits: Talented people could join the ranks, new ideas could find
meaningful expression, a competitive atmosphere would compel people to give out
their best and earn rewards, etc.
Demerits
Expensive: Hiring costs could go up substantially. Tapping multifarious sources of
recruitment is not an easy task either.
Time consuming: It takes time to advertise, screen, to test and to select suitable
employees. Where suitable ones are not available, the process has to be repeated.
De-motivating: Existing employees who have put in considerable service may resist
the process of filling up vacancies from outside. The feeling that their services have not
been recognized by the organization, forces them to work with less enthusiasm and
motivation.
Uncertainty: There is no guarantee that the organization, ultimately, will be able to
hire the services of suitable candidates. It may end up hiring someone who does not 'fit'
and who may not be able to adjust in the new set-up.

Merits and Demerits of 'Recruiting People from Within'

Merits
Economical: The cost of recruiting internal candidates is minimal. No expenses are
incurred on advertising.
Suitable: The organization can pick the right-candidates having the requisite skills. The
candidates can choose a right vacancy where their talents can be fully utilized.
Reliable: The organization has knowledge about the suitability of a candidate for a
position. 'Known devils are better than unknown angels!’
Satisfying: A policy of preferring people from within offers regular promotional
avenues for employees. It motivates them to work hard and earn promotions. They will
work with loyalty, commitment and enthusiasm.
Demerits
Limited Choice: The organization is forced to select candidates from a limited pool. It
may have to sacrifice quality and settle down for less qualified candidates.

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Inbreeding: It discourages entry for talented people, available outside an organization.

Existing employees may fail to behave in innovative ways and inject necessary
dynamism to enterprise activities.
Inefficiency: Promotions based on length of service rather than merit, may prove to be
a blessing for inefficient candidates. They do not work hard and prove their worth.
Bone of contention: Recruitment from within may lead to infighting among employees
aspiring for limited, higher level positions in an organization. As years roll by, the race
for premium positions may end up on a bitter note.
In general, most organizations combine the use of internal and external methods.
Organizations that operate in rapidly changing environments and competitive
conditions may need to place a heavier emphasis on external sources as well as
developing internal sources. However, for those organizations operating in
environments that change slowly, promotion within may be more suitable.

[Link]. Searching
Once a recruitment plan and strategy are worked out, the search process can begin. It
involves two steps: Source activation -the approval of recruitment by line managers.
Selling - In selling the organization, both the message and the media deserve attention.
Message refers to the employment advertisement. Medias could be newspapers, TV,
Radio, [Link] the organization can have the services of: (a) Employees working in
other organizations; (b) Job aspirants registered with employment exchanges; (c)
Students from reputed educational institutions; (d) candidates referred by unions,
friends, relatives and existing employees; (e) candidates forwarded by search firms and
contractors; (f) Candidates responding to the advertisements, issued by the
organization; and (g) Unsolicited applications/ walk-ins.
Advertisement: Advertisement is the most effective means to search potential
employees from outside the organization. Employment advertisement in journals,
newspapers, bulletins, etc., is quite common. By means of advertisement, the
organization is able to communicate its requirement of people some of whom may be
its prospective employees. An advertisement contains brief statement of the nature of
jobs, the type of people required, and procedure for applying for these jobs.

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Employment Agencies: Many organizations get the information about the prospective
candidates through employment agencies. Two types of employment agencies can be
identified: public employment agencies and private employment agencies. Though both
of these perform activities regarding employment suggestions to their clients, often they
differ considerably
Public Employment Agencies: There are employment exchanges run by the
government. The employment seekers get themselves registered with these exchanges.
Normally, such exchanges provide candidates for lower positions like semi-skilled and
skilled workers, and lower-level operatives like clerks, junior supervisors, etc.
Private Employment Agencies: There are many consultancy and employment
agencies which provide employment services particularly for selecting higher level and
middle level executives. These agencies also undertake total functions of recruiting and
selecting personnel on behalf of various organizations. They charge fees for this
purpose.
On Campus Recruitment: Many organizations 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 organizations
hold preliminary interviews on the campus on the predetermined date and candidates
found suitable are called for further interviews at specified places.

Deputation: Many organizations take people on deputation from other organizations.

Such people are given choice either to return to their original organization after a
certain time or to opt for the present organization. At the initial development of public
sector organizations, this source was quite common for filling managerial vacancies in
these organizations. People from civil and defense services were put on deputation in
these organizations. Organizations promoted by various industrial groups also use this
source to fill up higher managerial positions. People working in one organization are
deputed in another belonging to the same industrial house.
Employee Recommendations: Employee recommendations can be considered to
employ personnel particularly at the lower levels. The idea behind employee

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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.
Labor Unions: In many organizations, labor unions are used as source of manpower
supply, though at the lower levels. Many such union leaders whose styles are
cooperative and constructive can be promoted to supervisory level. In many
organizations, unions are asked to make recommendations for employment of people as
a matter of goodwill and cooperation.
Gate Hiring: The concept of gate hiring is to select people who approach on their own
for employment in the organization. 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 organization when large number of such people may be required by the
organization. It can be made effective by prompt disposal of applications, by providing
information about the organization’s policy and procedures regarding such hiring and
providing facilities to such gate callers.

Hence it is important to understand that is not necessary that a particular organization

will utilize all sources to employ people of all types. Some of the sources are more
useful for a particular category of employees. For example, advertisement and
deputation are more useful for employing managerial personnel. Similarly, labor unions
and gate hiring are more suitable to employ labor and unskilled personnel.

[Link]. Screening
Eligible applicants will be short-listed. Unqualified applicants will be removed.

[Link]. Evaluation and control

In this stage attempt will be made to assess the effectiveness of the recruitment process.
Statistical information on the cost of advertisements, time taken for the process, and the
suitability of the candidates for consideration in the selection process should be

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gathered and evaluated. Recruitment process can be evaluated on the basis of the
following points: Return rate of applicants sent out; Number of suitable candidates for
selection; Retention and performance of the candidates selected and Cost of the
recruitment proces
4.2. Selection
4.2.1. Definition of selection
Selection is the process of choosing individuals who have relevant qualifications to fill
jobs in an 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. Stone has provided a more formal
definition of selection as follows: "Selection is the process of differentiating between
applicants in order to identify (and hire) those with a greater chance of success in a job".
Selection process assumes and rightly so, that there are more number of candidates
available than the number of candidates actually selected. These candidates are made
available through recruitment process. Selection is about collecting evidence to enable
you to make an accurate judgment about a candidate’s strengths and weaknesses in
relation to the job.
Managers can use a number of selection devices to reduce accept and reject errors. The
best-known devices include an analysis of the applicant's completed application form,
written and performance - simulation tests, interviews, background investigations, and in
some cases, a physical examination.
4.2.2. The Selection Process
The basic idea behind selection is to collect maximum possible information about the
candidates to ascertain their suitability for employment. Selection activities typically
follow a standard pattern, beginning with an initial screening interview and concluding
with the final employment decision. The selection process typically consists of eight
steps: Initial screening interview; completing the application form; Employment tests;
Background investigation; a conditional job offer; Medical or physical examination and
the permanent job offer.

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Each step in the process seeks to expand the organization’s knowledge about the
applicant’s background, abilities, and motivation and it increases the information from
which decision makers will make their predictions and final choice.
[Link]. Initial screening
As a culmination of our recruiting efforts, we should be prepared to indicate a
preliminary review of potentially acceptable candidates. This initial screening is, in
effect, a two step procedure: a) the screening of inquiries and b) the provision of
screening interviews. Some of the following points will lead to elimination of
respondents: Inadequate or inappropriate experience; Inadequate or inappropriate
education; Gaps in the applicant’s job history; Many brief jobs or numerous courses
and seminars instead of appropriate education.
The screening interview is also an excellent opportunity for HRM to describe the job in
enough detail so that the candidates can consider whether they are serious about
applying. Another important point during the initial screening phase is to identify a
salary range and inform about it to the applicant.
[Link]. Completion of the application form
Once the initial screening has been completed, applicants are asked to complete the
organization’s application form. These forms have a variety of information about the
applicants like their bio-data, achievements, experience, etc. In general terms, the
application form gives a job-performance related synopsis of what applicants have been
doing during their adult life, their skills and their accomplishments. In this step, if the
application is not filled properly as per the direction, the candidate will be rejected. In
addition, if the applicant provided false information, and later the company finds it is
false, it can result in immediate dismissal.
[Link]. Employment Tests
Many organizations hold different kinds of selection tests to know more about the
candidates or to reject the candidates who cannot be called for interview, etc. Selection
tests normally supplement the information provided in application forms. Such forms
may contain factual information about candidates. Organizations historically relied to a
considerable extent on intelligence, aptitude, ability and interest tests to provide a major
input to the selection process. Selection tests may give information about their aptitude,

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interest, personality etc, which cannot be known by application forms. The key in
employment testing is to use a test that accurately predicts job performance. The type of
tests could be the following:
I. Achievement Test: It is also called performance test or trade test. Achievement is
concerned with what one has accomplished. When candidates claim that they have done
certain things and know these, the achievement test may be conducted to measure how
well the candidates know these. A candidate's knowledge may be measured through his
answers to certain questions or his performance at a practical test. For example, a
typing test may measure the typing performance of a typist in terms of speed, accuracy
and efficiency. Performance test may be administered for selecting employees at
operative level as well as junior management level
II. Intelligence Test: Intelligence test tries to measure the level of intelligence of a
candidate. This test generally includes verbal comprehension, word fluency, memory,
inductive, reasoning, number facility, speed of perception, spatial, visualization, etc.
III. Personality Test: The personality test is administered to predict performance
success for jobs that require dealing with people, or jobs that are essentially supervisory
or managerial in character. Dimensions of personality such as interpersonal
competence, dominance-submission, extroversion-introversion, self-confidence,
leadership ability, patience, and ambition can be measured through personality tests.
Personality test is essentially a projective test because it projects the personality of the
individual who may be employed by the organization. Among the most widely used
personality test is Thematic Apperception Test (TAT) and its more improved version is
Thematic Evaluation of Management Potential (TEMP).
IV. Aptitude test: Aptitude test is used for measuring human performance
characteristics related to the possible development of proficiency on specific jobs.
These basic characteristics can be thought of as aptitudes. As such, aptitude test
measures the latent or potential characteristics to do something provided proper
environment and training are given to the individuals. This test is more valid when the
applicants have no experience or very little experience along the lines of the jobs.
Specific tests have been developed for jobs that require clerical, mechanical, spatial
relationships, and manual dexterity, abilities and skills. However, aptitude test does not

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measure motivation. Since on-the-job motivation is found to be more important than

aptitude for the job, aptitude test is supplemented by interest tests.

V. Interest Test: Interest test is designed to discover a person's area of interest, and to
identify the kind of jobs that will satisfy him. It is assumed that a person who is
interested in a job can do much better than the person who is not interested. Interest test
generally measures interest in outdoor activities, mechanical, computational, scientific,
persuasive, artistic, literary, musical, clerical, social services, etc.
The above discussion shows that different tests are used for different purposes. Each of
them has the usefulness and limitations in specified areas. Therefore, a combination of
tests should be used for selection purpose. Moreover, these tests should be related with
the nature of posts to be filled up.

[Link]. The comprehensive Interview

Selection tests are normally followed by personal interview of the candidates. The basic
idea is to find out overall suitability of candidates for the jobs. It also provides
opportunity to give relevant information about the organization to the candidates. The
applicant may be interviewed by HRM interviewers, senior managers within the
organization, a potential supervisor, potential colleagues or some or all of these.
A selection interview is designed to assess job related knowledge, skills and abilities. It
is designed to probe areas that cannot be addressed easily by the application form or
tests, such as assessing one’s motivation, ability to work under pressure and ability to
“fit in” with the organization.
Role of Interview
We must try and understand that interviews are so essential in the selection process that
many times, selection of the candidates is made on the basis of interview alone. If
handled properly, interview contributes in, the following, ways:
1. It is the only method of direct contact between the candidates and the employer in
which the employer can see a candidate in action-how he looks, his manner, his
wearing, his appearance, etc., method of interaction and answering, etc.

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2. Many of the information can be sought through the interview, which may not be
available in application form, or cannot be disclosed by the selection tests, such as:
family background, future plans; etc.
3. The interview can be used as a tool for giving information about the organization, its
policies, nature of the work to be performed by the candidate salary and other benefits
to be offered. Negotiations, if any, about the salary and perks to be offered to the
candidate can also be undertaken.
Hence we should remember that interview can be used as a method to promote
goodwill among the candidates by offering courtesy, by providing vocational literature,
by constructive suggestions, and by showing interest in them.
[Link]. Background Investigation
Many organizations ask the candidates to provide the names of referees from whom
more information about the candidates can be solicited. Such information may be
related to character, working, etc. The usual referees may be previous employers,
persons associated with the educational institutions from where the candidates have
received education, or other persons of prominence who may be aware of the
candidates' behavior and ability.
This phase concentrates on contacting former employers to confirm the candidate’s
work record and to obtain their appraisal of his or her performance, contacting other job
related and personal references, verifying the educational accomplishments shown on
the application, verifying an individual’s legal status to work in the country and so on.
[Link]. Conditional Job offer
If the applicant has “passed” each step of the selection process so far, it is typically
customary for a conditional job offer to be made. In essence, what the conditional job
offer implies is that if everything checks out “okay- passing a certain medical, physical
or substance abuse test -“ the conditional nature of the job offer will be removed and
the offer will be permanent.
[Link]. Physical/medical Examination
Physical examination is carried out to ascertain the physical standards and fitness of
prospective employees. The practice of physical examination varies a great deal both in
terms of coverage and timing. While many organizations do not carry physical

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examinations at all, others carry on a very comprehensive basis. Some organizations

only have general check up of applicants to find the major physical problems, which,
may come in the way of effective discharge of duties. In the context of timing also,
some organizations locate the physical examination near the end of the selection
process, others place it relatively early in the process. This latter course is generally
followed when there is high demand for physical fitness.

Physical exams can only be used as selection devices to screen out those individuals
who are unable to physically comply with the requirements of a job. One last event fits
appropriately under medical examination: the drug test.
[Link]. Job Offer
On the basis of the above steps, suitable candidates are recommended for selection by
the selection committee or personnel department. Those individuals who perform
successfully in the preceding steps are now considered to be eligible to receive the
employment offer. The actual hiring decision should be made by the manager in the
department where the vacancy exists.
4.3. Placement
After all the formalities are completed, the candidates are placed on their jobs initially on
probation basis. The probation period may range from three months to two years. During
this period, they are observed keenly, and when they complete this period successfully,
they become the permanent employees of the organization. On the other hand, if the new
recruit fails to adjust himself to the job and turns out poor performance, the organization
may consider his name for placement elsewhere. Such second placement is called
'differential placement. Usually the employees' supervisor, in consultation with the higher
levels of line management, takes decisions regarding the future placement of each
employee.
In simple terms, placement is the assignment of people to jobs. It includes initial
assignment of new employees and promotion, transfer or demotion of present employees.
It is the assignment or re-assignment of an employee to a new or different job.
Placement is the actual posting of an employee to a specific job. It involves assigning a
specific rank and responsibility to an employee. The line manager takes the placement

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decisions after matching the requirements of a job with the qualification of a candidate.
placement 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, important to both
the employee and the organization.

4.4. Orientation
Orientation is the process of acquainting new employees with the organization.
Orientation topics range from such basic items as the location of the company cafeteria
to such concerns as various career paths within the firm. Hence we can say that
induction or orientation is the process through which a new employee is introduced to
the job and the organization. In the words of Armstrong, induction is "the process of
receiving and welcoming an employee when he first joins a company and giving him
the basic information he needs to settle down quickly and start work”.
Orientation is designed to provide a new employee with the information he or she needs
to function comfortably and effectively in the organization. It conveys three types of
information:
 General information about the daily work routines;
 Organization history, objectives, operations, products, etc.
 Organization policies, work rules and employee benefits.

Thus, orientation/induction is the planned introduction of new employees to their

jobs, coworkers and the organization.
4.4.1. Purposes of orientation
In general, induction serves the following purposes:
a. Removes fears: A newcomer steps into an organization as a stranger. He is new to
the people, workplace and work environment. He is not very sure about what he is

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supposed to do. Induction helps a new employee overcome such fears and perform
better on the job. It assists him in knowing more about:
 The job, its content, policies, rules and regulations.
 The people with whom he is supposed to interact. .
 The terms and conditions of employment.
b. Creates a good impression: Another purpose of induction is to make the newcomer
feel at home and develop a sense of pride in the organization. Induction helps him to:
 Adjust and adapt to new demands of the job.
 Get along with people.
 Get off to a good start.
Through induction, a new recruit is able to see more clearly as to what he is supposed
to do, how good the colleagues are, how important is the job, etc. He/she poses
questions and seeks clarifications on issues relating to his/her job. Induction is a
positive step, in the sense; it leaves a good impression about the company and the
people working there in the minds of new recruits. They begin to take pride in their
work and are more committed to their jobs.
c. Act as a valuable source of information: Induction serves as a valuable source of
information to new recruits. It classifies many things through employee
manuals/handbook. Informal discussions with colleagues may also clear the fog
surrounding certain issues. The basic purpose of induction is to communicate specific
job requirements to the employee, put him at ease and make him feel confident about
his abilities.
Some of the benefits of good employee orientation include the following: Strong
loyalty to the organization; Greater commitment to organizational values and goals;
Low absenteeism; higher job satisfaction and Reduction in turnover.
4.4.2. Steps in Induction Programme
The HR department may initiate the following steps while organizing the induction
programme:
 Welcome to the organization  Give the company's manual to the
 Explain about the company. new recruit.
 Show the location, department  Provide details about various work
where the new recruit will work. . groups and the extent of unionism
within the company.

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 Recruitment, Selection and Orientation HRM

 Give details about pay, benefits,  Clarify doubts, by encouraging the

holidays, leave, etc. employee to come out with
 Emphasize the importance of questions.
attendance or punctuality.  Take the employee on a guided
 Explain about future training tour of buildings, facilities, etc. and
opportunities and career prospects.  Hand him over to his supervisor
4.4.3. Content of induction
The areas covered in employee induction program may be stated as follows:
1. Organizational issues
History of company; Names and titles of key executive; Employees' title and
department; Layout of physical facilities; Probationary period; Products/services
offered; Overview of production process; Company policy and rules; Disciplinary
procedures; Safety steps; Employees' handbook.
2. Employee benefits
Pay scales, pay days; Vacations, holidays; Rest pauses; Training Avenues; Counseling;
Insurance, medical, recreation, and retirement benefit.
3. Introductions
To supervisors; to co-workers; to trainers; and to employee counselor
4. Job duties
Job location; Job tasks; Job safety needs; Overview of jobs; Job objectives;
Relationship with other jobs

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