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Introduction
Recruitment and selection refers to the chain and sequence of activities pertaining to recruitment and selection of employable candidates and job seekers for an organization.

 Recruitment is the process of searching for prospective employees and stimulating to apply for jobs in the organization. Once the potential applicants are identified, the next step is to evaluate their qualification, qualities, experiences, capabilities etc. and make the selection. It is the process of offering jobs to the desired applicants.

Background Information
Every enterprise, business, start-up and entrepreneurial firm has some well-defined employment and recruitment policies and hiring procedures. The human resources department of large organizations, businesses, government offices and multilateral organizations are generally vested with the responsibilities of employee recruitment and selection. Selection means choosing a few from those who apply. It is picking up of applicants or candidates with requisite qualifications and qualities to fill jobs in the organization.

The Selection **process** takes place in following order:
 * 1) **Preliminary Interviews-** It is used to eliminate those candidates who do not meet the minimum eligiblity criteria laid down by the organization. The skills, academic and family background, competencies and interests of the candidate are examined during preliminary interview. Preliminary interviews are less formalized and planned than the final interviews. The candidates are given a brief up about the company and the job profile; and it is also examined how much the candidate knows about the company. Preliminary interviews are also called screening interviews.
 * 2) **Application blanks-** The candidates who clear the preliminary interview are required to fill application blank. It contains data record of the candidates such as details about age, qualifications, reason for leaving previous job, experience, etc.
 * 3) **Written Tests-** Various written tests conducted during selection procedure are aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used to objectively assess the potential candidate. They should not be biased.
 * 4) **Employment Interviews-** It is a one to one interaction between the interviewer and the potential candidate. It is used to find whether the candidate is best suited for the required job or not. But such interviews consume time and money both. Moreover the competencies of the candidate cannot be judged. Such interviews may be biased at times. Such interviews should be conducted properly. No distractions should be there in room. There should be an honest communication between candidate and interviewer.
 * 5) **Medical examination-** Medical tests are conducted to ensure physical fitness of the potential employee. It will decrease chances of employee absenteeism.
 * 6) **Appointment Letter-** A reference check is made about the candidate selected and then finally he is appointed by giving a formal appointment letter.

Selection Techniques
Selection and recruitment are the two most central steps involved in recruitment for an organization. To hire the best people, employers should know the finest techniques for recruitment and selection. It is vital to recruit and select the best people possible to stay ahead of the competition.

 Select candidates who easily adapt to changing conditions and are ready to work hard for the overall benefit of the organization. For example, choose candidates who brought drastic changes in previous organizations with their hard work instead of people who keep on working without high goals. Job recruiters should select candidates who are ready to work as team players and team leaders. Select candidates with a personality that matches the company’s corporate culture.


 * <span style="background-color: #ffffff; color: #000000; display: block; font-family: Verdana,Geneva,sans-serif; text-align: left;">**Assessment Centers.** An assessment center is used to evaluate candidates based on multiple stress tests. These can include aptitude tests, group exercises, individual or panel interviews and presentations. The main purpose of an assessment center is to examine how well candidates can perform once selected for the job.
 * <span style="background-color: #ffffff; color: #000000; display: block; font-family: Verdana,Geneva,sans-serif; text-align: left;">**Ability and Aptitude Tests.** Ability tests are useful for selecting candidates according to the level of their intelligence, verbal ability, numerical ability and mechanical ability.
 * <span style="background-color: #ffffff; color: #000000; font-family: Verdana,Geneva,sans-serif;">**Interviews.** Interviews are designed according to the job needs and requirements. Interviewees are asked a set of questions, and scores are given according to the answers. This is an essential part of recruitment, as it brings the company in direct contact with the candidate.
 * <span style="background-color: #ffffff; color: #000000; display: block; font-family: Verdana,Geneva,sans-serif; text-align: left; text-decoration: none;">**Internal Recruitment.** Recruitment is crucial in an organization, and failure to hire the right people can be a hurdle to the success of an organization. Employees can be selected for a new position from within the organization. This technique is useful to fill many positions, as current employees are familiar with the culture of the organization, its strengths and weaknesses. It gives skilled employees a chance to enhance their career with the same organization and allows them to get involved in strategic activities. Internal recruitment costs less and is one of the favorite techniques for most organizations as it saves both time and energy.
 * <span style="background-color: #ffffff; color: #000000; display: block; font-family: Verdana,Geneva,sans-serif; text-align: left; text-decoration: none;">**External Recruitment**. External recruiting is of two types: informal and formal. Informal recruiting consists of rehiring ex-employees through networking. Formal recruitment methods include searching candidates with no previous connection to the organization.
 * <span style="background-color: #ffffff; color: #000000; display: block; font-family: Verdana,Geneva,sans-serif; text-align: left; text-decoration: none;">**Job Placement Counselors.** Job placement counselors based in institutions such as universities another method to search for trained personnel. The human resources departments of many organizations establish contact with career offices in various universities to locate fresh graduates or experienced professionals through alumni networks.
 * <span style="background-color: #ffffff; color: #000000; display: block; font-family: Verdana,Geneva,sans-serif; text-align: left; text-decoration: none;">**Job Posting.** Job posting refers to publicizing a post to current employees of the company by listing the required attributes, qualifications and experience. The objective of positing a job is to bring this position to the notice of all individuals interested in the position.

<span style="font-family: Verdana,Geneva,sans-serif; font-size: 110%;">The Nine Most Common Hiring Mistakes and How to Avoid Them
<span style="font-family: Verdana,Geneva,sans-serif;"> To make errors in hiring is human – and very expensive. Many “standard” hiring procedures are actually common mistakes, so to choose more competent candidates, prepare to revise your hiring methods. Learn the nine hiring errors managers often make, then eliminate them from your hiring practices to help you choose only the cream of the crop.

<span style="font-family: Verdana,Geneva,sans-serif;"> **Mistake 1: Relying only on interviews to evaluate a candidate** <span style="font-family: Verdana,Geneva,sans-serif;">Experts offer three reasons why interviews, while the most common selection tool, are such poor predictors of sales success: • Most managers don’t structure an interview beforehand and determine the ideal answers to questions (develop a scoring weight). • Candidates do much more interviewing than most managers and are more skilful at presenting themselves than many managers are at seeing through their “front.” • An interview helps managers evaluate personal chemistry and determine how well candidates might work together with others.

<span style="font-family: Verdana,Geneva,sans-serif;"> **Mistake 2: Using successful people as models** <span style="font-family: Verdana,Geneva,sans-serif;">You must “validate” critical success skills by comparing large enough samples of top performers and weak performers to find the factors that consistently distinguish the winners from the “also rans.” Otherwise, you may select well-spoken, energetic candidates who fail quickly but with style.

<span style="font-family: Verdana,Geneva,sans-serif;"> **Mistake 3: Too many criteria** <span style="font-family: Verdana,Geneva,sans-serif;"> Only through a method called “validation” can you make more effective hiring decisions. Consider these two surprising and important findings from validation research: • The most critical factor for predicting success in any job is usually as important or more important than all other factors combined. • The most accurate prediction of success on the job is based on no more than six to eight factors. Add any more, and you risk diluting your criteria, watering down the prediction of success, and killing selection accuracy.

<span style="font-family: Verdana,Geneva,sans-serif;"> To hire winners, decide on six to eight factors that separate them from losers. Ignore factors that are not validated, or you may end up hiring nice guys who finish last.

<span style="font-family: Verdana,Geneva,sans-serif;"> **Mistake 4: Evaluating “personality” instead of job skills** <span style="font-family: Verdana,Geneva,sans-serif;"> Certain personality traits – high energy, honesty, a solid work ethic – seem to practically guarantee success, yet they don’t. You might enjoy knowing your sales candidates have self-confidence and energy, but knowing whether they can answer objections and close sales is definitely more important.

<span style="font-family: Verdana,Geneva,sans-serif;"> **Mistake 5: Using yourself as an example** <span style="font-family: Verdana,Geneva,sans-serif;"> Your own sales success might lead you to believe you can spot candidates with potential, but don’t count on it. A famous lawyer once said, “The attorney who would represent himself has a fool for a client” –a saying that also applies to managers hiring new salespeople. Many managers who reached their position by virtue of their sales success, believe they can instinctively recognise a good candidate, when they are unconsciously just using themselves as a template. When you use yourself as a model, your ego often gets in the way, and that “bias” can skew your objectivity in judging others – a fatal hiring flaw.

<span style="font-family: Verdana,Geneva,sans-serif;"> **Mistake 6: Failure to use statistically validated testing to predict job skills most critical to success** <span style="font-family: Verdana,Geneva,sans-serif;">In some companies, committees use deductive reasoning or brainstorming to identify criteria for candidate selection. This technique may encourage team building and a spirit of cooperation and participation, and may even focus the organisation on the importance of hiring the right people. Unfortunately, two main flaws make it less effective at pinpointing why candidates fail or succeed. First, the committees tend to focus on theories instead of facts – theories that suggest, for example, that high self-confidence guarantees a better employee. Second, they focus on attitude and experience instead of ability and skills. Skills are a much more significant and consistent indicator of success potential. Incentives can motivate a skilled person, but motivation and good intentions won’t improve an unskilled candidate.

<span style="font-family: Verdana,Geneva,sans-serif;"> **Mistake 7: Not researching why people have failed in a job** <span style="font-family: Verdana,Geneva,sans-serif;"> Research consistently shows that people fail in a job due to factors different from the criteria used to select them. Though most managers can list the most common reasons people have failed, they seldom make the information part of the process of choosing selection criteria for new candidates. Managers who identify these “failure points” and build them into the selection process can reduce hiring mistakes by as much as 25 percent. In most competitive sales situation, for example, the average prospect buys from a new salesperson only after six contacts. The average unsuccessful salesperson gives up after three contacts. While some of that salesperson’s techniques may be adequate, the tendency to give up after three rejections was never uncovered or evaluated.

<span style="font-family: Verdana,Geneva,sans-serif;"> **Mistake 8: Relying on general “good guy” criteria** <span style="font-family: Verdana,Geneva,sans-serif;"> Everyone may want to hire good people, but being a good person does not ensure success on the job. Sales success skills are now so specialised that you need specialised hiring criteria as well. A coach filling a spot on a cricket team, for example, bases qualifications on the team’s skill. At the prep-school level, the selection criteria for a player – dexterity, confidence with the ball, desire to play – are broad. As we reach the high school or university level, the criteria are more specialised, focusing on the four general skills required for success: bowling, batting, catching and fielding. At the international level, different fielding positions require such highly specialised skills (e.g. Fielding at slip or short leg,) that no coach would rely on four general cricketing skills to choose a test player. In sales, too, reserve broad, “good guy” criteria for entry level hiring. When you need a more experienced salesperson, use more specialised criteria.

<span style="font-family: Verdana,Geneva,sans-serif;"> **Mistake 9: Bypassing the reference check** <span style="font-family: Verdana,Geneva,sans-serif;"> Various recruiting and placement agencies report a fairly high percentage of false information presented in resumes and job applications. As many as 15 to 20 percent of job applicants try to hide some dark chapter in their lives. For some positions, one out of three resumes submitted may contain false information. To find out who’s pulling the wool over your eyes, make the extra effort to verify the information your applicants provide. An individual who twists the facts to get a job will probably bend the rules on the job. Checking references may seem tedious, but it beats the frustration and cost of hiring someone you need to fire after two months.

<span style="font-family: Verdana,Geneva,sans-serif;">With the discovery of hiring mistakes comes the opportunity to make positive change. Even if you are content with most of the people you have hired so far, remember that ongoing improvement is key to success. When you are willing to revamp your standard hiring procedures, you open the door to a stronger sales team that can lead your company in a new and more profitable direction.

<span style="font-family: Verdana,Geneva,sans-serif;">References

 * ====<span style="font-family: Verdana,Geneva,sans-serif;">Books ====


 * ====<span style="font-family: Verdana,Geneva,sans-serif;">Electronic Sources ====

//Pallab.Dutta.(2011).Definition of Recruitment & Selection : http://www.ehow.com/about_5208890_definition-recruitment-selection.html// //Jyoti Mohan : http://www.citehr.com/51964-hr-definition-regading-recruitment-selection-process.html// //Kevin.Sandler.(2011).Selection & Recruitment Techniques : http://www.ehow.com/list_6740107_selection-recruitment-techniques.html// //Peter.Gilbert. The Nine Most Common Hiring Mistakes and How to Avoid Them : http://www.evancarmichael.com/Sales/3147/The-Nine-Most-Common-Hiring-Mistakes-and-How-to-Avoid-Them.html//
 * ====<span style="font-family: Verdana,Geneva,sans-serif;">Images ====

//Selection : http://www.nextworldimmigration.com/skilled-immigration-newzealand.html//


 * ====<span style="font-family: Verdana,Geneva,sans-serif;">Video ====

//HR Basics: Recruitment & Selection : http://www.youtube.com/watch?v=7TNxZclJPr4&feature=related//

<span style="font-family: Verdana,Geneva,sans-serif;">Contributors
Sabadis Anca : Image, Video, Introduction, Background Information, Selection Techniques, The Nine Hiring Mistakes

<span style="display: block; height: 1px; left: -40px; overflow: hidden; position: absolute; top: 1265px; width: 1px;">**The Nine Most Common Hiring Mistakes and How to Avoid Them**

To err in hiring is human – and very expensive. Many “standard” hiring procedures are actually common mistakes, so to choose more competent candidates, prepare to revise your hiring methods. Learn the nine hiring errors managers often make, then eliminate them from your hiring practices to help you choose only the cream of the crop.