Recruitment & Selection process

rut22222

New member
can you pls send me some other details on the topuic "recruitment & selection process"
it will be helpful to me if anyone can send me the present files on this topic as I can not download these files as i have registered just now
so please send me these files to my ID "rut_22222@yahoo.com"
hope someone will help me
bye
 

Manish Luthre

New member
Quote
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We have incorporated all the relevant HUMAN RESOURCES MANAGEMENT principles which could be associated with our topic on “Recruitment and Selection” process.
By Natraj.
P.s : One of the best projects on HR seen so far.
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mail2vguna

New member
I am Gunasekaran, i am doing my final year MBA(HR), i have project in this year, i would like to do project in " Recruitment Process " can u help me?
 

ayaz malik

New member
Recruitment and
selection

Chapter objectives
This chapter addresses recruitment and selection
in the tourism and hospitality industry. In
particular the chapter aims:
● To understand the differences between, yet
complementary nature of, recruitment and
selection.
● To appreciate the importance of job descriptions
and person specifications/competency profiles
in recruitment and selection.
● To recognize the type of people and skills that
tourism and hospitality organizations are
seeking.
● To consider the range of selection techniques
available to tourism and hospitality
organizations.
HRM HOSPITALITY AND TOURISM INDUSTRIES
Introduction
Generally recruiting and selecting people to fill new or existing positions is a crucial
element of human resource activity in all tourism and hospitality organizations,
irrespective of size, structure or activity. Although we have noted how the
importance of service quality has increased the pressure on organizations to select
the ‘right’ kind of individual, it is often widely suggested that too often decisions
are made in an informal, ad hoc and reactive manner. This point may be especially
true in smaller organizations that may not have well developed HRM functions or
recruitment and selection systems, and may recruit irregularly with heavy reliance
on informal systems and methods (Jameson, 2000). Indeed, within the context of
the hospitality sector, Price (1994) found that of 241 hotels sampled in her research,
a third never used job descriptions or person specifications. More recently,
Lockyer and Scholarios (2005) surveyed over 80 hotels and again found a general
lack of systematic procedures for recruitment and selection. This lack of systemization
may seem strange when many writers would point to the cost of poor
recruitment and selection being manifested in such things as:
● expensive use of management time;
● retraining performers;
● recruiting replacements for individuals who leave very quickly;
● high-labour turnover;
● absenteeism;
● low morale;
● ineffective management and supervision;
● disciplinary problems;
● dismissals.
Clearly then it is important for organizations to consider how they can approach
recruitment and selection to increase the likelihood of a successful appointment/
decision and in a cost effective manner. Reflecting this latter idea of cost
effectiveness it is important to recognize the contingent nature of recruitment and
selection. Thus, although there may be good practice approaches to recruitment
and selection these are not going to be appropriate for all positions available in an
organization. For example, for a management traineeship in a major hotel the company
may use a variety of sophisticated and costly mechanisms culminating in
an assessment centre. On the other hand for a part-time seasonal position in a
RECRUITMENT AND SELECTION
fairground the company may recruit an employee based on word of mouth.
Indeed, in considering why it may be difficult for tourism and hospitality companies
to aim for best practice in recruitment and selection Lockyer and Scholarios
(2005) recognize that the lack of formality can often be overcome by effective use of
local networks in recruiting employees. For example, they suggest that the person
responsible for selection should have a good knowledge of the local labour market
and be able to make the best use of informal networks to find suitable employees.
A further point to consider by way of introduction is the notion of ‘fit’ between
the individual and the organization who are seeking to attract and admit those who
are considered ‘right’ for the organization, in terms of issues like commitment, flexibility,
quality, ability to work in a team and so on. Thus, the match between the individual
and organization may be ‘loose’, that is applicants having the ability to do the
job; or ‘tight’, where the individual has to demonstrate not only technical competence
but whether they have a specific personality profile to ‘fit’ the organizational culture,
as discussed in Chapter 3. In such circumstances clearly there is the possibility to see
the notion of tight fit between organization and individual in a slightly sinister way
and we will consider this point throughout the chapter. Relatedly, there is the idea of
discrimination being a key issue within the recruitment and selection process. Of
course, at one level recruitment and selection is inherently discriminatory as, at times,
organizations will have to choose between two or more applicants for a job, particularly
for managerial positions. Crucially though such discrimination should be based
on the applicants ability to do the job. Thus companies are discriminating all the time
HRM in practice 5.1 Skills involved in the
recruitment and selection process
The recruitment and selection process The skills required
Job description Evaluation of the vacancy
Person specification Drafting the criteria
Advertisement Summarising
Shortlist Fair discrimination
Interview Questioning skills
Selection tests Listening skills
References Assessment skills
Decision Evaluation
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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted,
in any form or by any means, electronic, mechanical, photocopying, recorded or otherwise, without the written
permission of Spenford IT Ltd who are licensed to reproduce this document by the
publisher.
 

alistair24

Par 100 posts (V.I.P)
any body have project on recruitment and selection in software company
Hi

Please go to the first two posts on this thread and you should be able to view and download attachments on Recruitment and selection.

Link the info provided by those attachments to the needs and requirements of a software firm.
Apply some logic and understand the recruitment procedures and styles that can be followed in a software firm.

Also go through websites on software firms and try looking up info on their recruitment policies if stated.
 
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