CHAPTER FOUR

RECRUITMENT, SELECTION AND

SOCIALIZATION
Do you see differences between these two pictures..??
Recruitment
 Human resources planning identifies the needs of HR in organization
 Once the organization know these needs, the organization must do
something to meet those which is called Recruitment
 Recruitment is the process of finding qualified people and encouraging them
to apply for jobs in the organization
 Building up pool of qualified applicants
 Quality of HR is depends upon quality of recruits, well planned and well
managed recruiting effort will result in high quality applicant
 According to DeCenzo and Robbins,” Recruitment is the discovering of
potential candidates for actual or anticipated organizational vacancies”
 In words of Ivancevich and Glueck,” Recruitment is that set of activities that
an organization uses to attract job candidates who have abilities and attitudes
needed to help organization achieve its objectives”
 Failure to generate an adequate number of reasonably qualified applicants
can prove costly in several ways in terms loss, cost of training and
supervision
 In today’s highly complex and competitive situation, the choice of right
personnel has far-reaching implications
The need for recruiting arises in every organization due to following reasons:
Mobility of HR:
 This comprises vacancies due to transfer, promotion, retirement,
termination, permanently disability or death
Growth of Business:
 Due to expansion, diversification, growth etc
Sources and Methods of Recruitment
 Generally sources and method of recruitment are perceive as same but
they are different
 Sources are those where prospective employees are available while
methods are those which stimulate the prospective employees to apply for
job
 The sources of recruitment can be broadly classified into two categories
 Internal Sources
 Internal sources of recruitment means considering present employees as
candidates for job vacancy
 Sometimes best employees can be found within the organization
 If a higher post is offered to an employee who deserves that post, it
stimulates all other employees of the organization to work hard
The major sources of internal recruitment include promotion
1. Promotions
 It refers to promoting or upgrading an employee who is already existed in
the pay roll and contributed for organizational performance
 It is done by shifting an employee to a higher position with high
responsibilities, facilities, status and pay
 Usually, many companies fill higher job vacancies by promoting employees
who are considered fit for such positions
 This is due to fact that it has a great psychological impact over other
employees for their motivation towards better performance
2.Transfers
 It is an alternative technique to promotion
 Under it, employees are internally recruited through transfer from one
work place to another
 It means, transfer refers to the process of interchanging the job duties and
responsibilities of employees from one place to another or from one
 department to another
 It involves shifting of people from one job to another without any
promotion in their position or grade. It is a good source of generating
qualified employees from over-staffed departments
3. Present Employees:
 The present employees of a concern are informed about likely vacant
positions
 The employees recommend their relations or persons intimately
known to them. Management is relieved of looking out prospective
candidates
 The persons recommended by the employees may be generally
suitable for the jobs because they know the requirements of various
positions
 The existing employees take full responsibility of those
recommended by them and also ensure of their proper behaviour
and performance
4 Rehires
 Rehiring employees who had left the organization or were laid off
temporarily or permanently
 Mainly it includes recruiting retired employees who are willing to work on
part time basis
 Even retrenched employees are taken up once again
 Advantages of this source is that the people are already known to the
organization
 Similarly, there is no need of orientation and training programme for them
as they are familiar with the organization
Methods of the internal recruitment are as follows
Job Posting
 Most common method of recruitment
 It involves informing employees about vacancies through bulletin board
notices, circulars or newspaper
 In recent days large organizations have developed online vacancies system
via E-mail where employees can apply via mail
 It carry information about the nature of the position, pay rates, and the
qualifications need
 It provides equal opportunity to employees to move up in the organization
 It motivates employees if done fair manner
Employee Referrals
 Finding employees within organization on the basis of referrals of the
employees of other department
 Managers and supervisors generally recommend qualified candidates for the
vacant jobs
 Informal communication among managers can lead to the discovery that
the best candidate for a job is already working in different section in
organization
Skills inventory
 It contains data about each employees skill, abilities, work performance and
other information which indicate his/her overall value to the organization
 Information that can be listed in a skills inventory are as follows
 Personal data: age, sex, marital status
 Skills: education, job experience, training
 Salary and job history: present and past salary, dates of raises
 Company data: benefit plan data, retirement information, seniority
 Capacity of individual: test scores on psychological and other tests, health
information
 Special qualification: membership in professional groups, special achievements
Advantages of Internal Recruitment
Predictable Performance
 As employees is already known to the organization so the supervisors/
managers will have knowledge about their past performance
 The probability of better selection is high
Promotes loyalty
 It promotes loyalty and commitment among the employees, as they feel
secured on account of chances of advancement
 Skilled and ambitious employees are less likely to quit and become involved
in the development activities
Morale and Motivation
 Morale and motivation of the employees are enhanced when employees are
given the higher post from inside the organization
 Their psychological needs can be fulfilled by providing an opportunity for
advancement
 Employees turnover will be low
Time and cost
 Is less time consuming and less costlier
 When jobs are filled internally less general training and orientation will be
required and less time will be needed for the person to adapt to the work
environment
Employer-employee Relationship
 Better employer-employee relationship will be established
 Satisfaction of trade union
Job Security
 Maximizes job security for the present employees
Disadvantages of Internal Recruitment
Limited choice
 Organization have less choice for selection as needed skills or quality
people may not be available inside the organization
Discourage outsiders
 It discourages the capable-talented person
 They will be never get chance to be the part of the organization
In-breeding
 Leads to inbreeding who have no new idea
 Not suitable for the post that needs innovations and original thinking
 Management may become stagnant-rigid, out of competition
Negatively affect morale
 Negatively affect the morale of employees as they fight for promotion
Ripple effect
 When vacancy is filled internally, the individual who is transferred or
promoted to fill the first vacancy creates a second vacancy
 If the second is also filled internally, then another vacancy occurs
External Recruitment
 If the vacancies cannot be fulfilled through the internal sources of the
organization then the organization goes for the external recruitment
Employment exchanges
 The most popular sources of recruitment for unskilled, skilled or semi-
skilled operative jobs
 The job seekers get their names registered with employment exchanges
managed and operated by the government
 The employers notify the vacancies to such exchanges and the exchanges
refer the names of prospective candidates to the employers
 In India it is compulsory to fill certain types of vacancies through it
 Nepal government does not have employment exchanges
Educational institutions
 Many educational institutions such as colleges and instructions are popular
source of recruitment for technical, professional and managerial jobs
 They are usually view as sources for young, inexperienced entrants to the
work-force
 Many big organizations maintain a close liaison with the universities,
vocational school, management institutions to recruit qualified personnel
for various jobs
Private Employment Agencies
 Private agencies especially in technical or professional areas do this
 They compile bio-data of a large number of candidates and recommend
suitable names to their clients
 Such agencies charge fee for their services
 For example security guard hiring agencies (Garud)
Trade unions
 Generally unemployed or underemployed persons put a word to the trade
union leaders with a view to getting suitable employment
 Such union leaders are aware of the availability of candidates
 In order to satisfy trade union leaders management consult with unions for
suitable candidates
Employees Referrals/Recommendations
 It involves recommendations made by current employees regarding some
one whom they know and who fulfills the qualifications
 Present employees know both company and candidates being
recommended
Professional associations
 Are the sources of specialized professionals such as managers, accountants,
engineers, lawyers, doctors, etc
 They maintain a roster of their members
 They are the source of bio-data of prospective professional candidates
 In Nepal, professional associations like MAN (Management Association of
Nepal), Nepal Medical Council and Engineers Association are few examples
Unsolicited Applications
 Involves direct applications in which job seekers submit unsolicited
application letters or resumes
 Provides a pool of potential employees to meet future needs
 It can be of the following types
Walks-ins
 Busy organizations and the rapid changing companies do not find time to
perform various functions of recruitment
 They advise the potential candidates to attend for an interview directly and
without a prior application a specified place
 The suitable candidates among the interviewees will be selected for
appointment after screening the candidates through tests and interviews
Write-Ins
 They are the job seekers who send written enquires
 These job seekers are asked to complete application forms for further
processing
Electronic
 Internet is becoming a common source of recruitment
 Candidates send bio-data through internet
 Such database becomes a source for recruiting prospective candidates
 It is cost effective also
External recruitment method
Advertising
 Most common forms of external recruitment
 Widely accepted method of recruitment
 It provides information about job and stimulate candidates to apply for jobs
 It can be given in daily newspaper, magazines, radio, T.V etc
Educational institutions
 Many educational institutions such as colleges and instructions are popular
source of recruitment for technical, professional and managerial jobs
 They are usually view as sources for young, inexperienced entrants to the
work-force
 Many big organizations maintain a close liaison with the universities,
vocational school, management institutions to recruit qualified personnel
for various jobs
Employees referrals
 Applicants introduced by present employees may prove to be a good
source of recruitment
 Applicants are likely to be good employees because their background is
sufficiently known
Internet search
 Internet is becoming popular these days for recruitment
 Merojob.com, jobsnepal.com are some popular websites of Nepal
 This provides wider reach
 It is cost-effective
Advantages or external recruitment
Qualified Personnel
 By using external recruitment, the management can attract qualified and
trained people to apply for vacant jobs in the organization
Wider Choice
 When vacancy are advertised widely, a large number of applicants from
outside organization apply
 The management has a wider choice while selecting the people for
employment
Fresh Talent
 Present employees may lack sufficient or they may not fulfill the
specifications of the job to be filled
 Provides wider choice and brings new blood in the organization
Competitive Spirit
 The existing employees will have to compete with outsiders
 they will work harder to show better performance
Disadvantages of External Recruitment
Dissatisfaction among existing staff
 May lead to dissatisfaction and frustration among existing employees
 They may feel that their chances of promotion are reduced
Lengthy process
 It takes long time
 Has to notify vacancies and wait for applications to initiate the selection
process
Costly Process
 A lot of money has to be spent on Ad and processing of appliations
Recruitment Process
HR Planning
 There must be the integration of corporate planning and HR planning in
order to achieve organizational goals
 HR planning is a part of corporate planning
 So it must determine and categorize the organization's long range and
short range HR needs
 Should prepared specifying the duties, responsibilities, working conditions
and skill requirements to perform tasks
Job Design and Analysis
 Job design and analysis are also important tasks under recruitment process
 Job design is the way in which tasks, duties, and responsibilities are
organized into a unit of work to attain certain objectives
 On the other hand, job analysis is a process to identify and determine in
detail the particular job duties and requirements and the relative
importance of these duties for a given job
Legal Consideration
 Government influences recruitment through legal provisions
 Government law prohibits discrimination in terms of sex, religion or caste
 These matters should be consideration during recruitment process
 Likewise, organization itself has certain recruitment policies
 Policies such as ‘promotion from within’ or external recruiting’ greatly
affect recruitment
Determination of Sources and Methods
 At this step, sources and methods of recruitment should be determined
 There are two sources and methods of recruitment such as
 Internal Sources and Methods: They seek applicants for positions from
within the company
 External Sources and Methods: They seek applications for positions from
sources outside the organization
Developing a Pool of Qualified Candidates
 The step involves preparing and developing a pool of candidates builds
groundwork for processing them into the selection activity
Selection
 The selection process starts immediately after recruitment
 choosing qualified personnel for a particular position from the applicants
 Involves a series of steps by which the candidates are screened for choosing
the most suitable persons for vacant posts
 It is the process of securing relevant information about an applicant to
evaluate his/her qualifications, experience and other qualities with a view to
matching these with the requirements of job
 Picking individuals (out of the pool of job applicants) with requisite
qualifications and competence to fill jobs in the organization
 Keith Davis, “ Selection is the process by which an organization chooses from list
of screened applicants, the person or persons who best meets the selection
criteria for the position available”
 According to Wendell French,’ Selection is the process of choosing among people
who apply for work with an organization
 Thus, it is all about examining the applicants with regard to their suitability
for the given job or jobs, and choosing best candidates from the list of
suitable candidates
The Selection process
Preliminary Interview
 It involves brief and centers on very specific job requirements
 It may be used to quickly check on language skills, qualifications,
experience, interests, willingness, to do shift work, and the like
 The receptionist or some other official conducts it
 It eliminate the totally unqualified or unsuitable candidates
 It saves and cost involved in other steps
 It is also an excellent opportunity to describe the job in enough detail to
the candidates
Reception of Applications/ Application Blank
 The successful candidates in preliminary interview are given the application
blank or form
 They are required to fill up the application blank in their own handwriting
 In certain cases the applicants are asked to write resume
 It provides written record of personal, education, experience, expected
salary and allowances etc
 It is the basic source of all employment information for use in later steps of
selection process
 Valuable tools in screening out unqualified applicants
Contents of application blanks
 Personal Information
 Educational Information
 Experience and Training Information
 Extra Curricular Information
 References
Selection Tests
 Organizations conduct the selection test for the qualified candidates after
they are screened on the basis of the applications blank
 Measures the candidate’s ability, aptitude, reasoning and knowledge in
various disciplines which provides objective information on how well the
applicant cam be expected to perform the job
 They are useful in bring out the qualities and weaknesses of candidates
 Thus, the tests must be designed properly
Selection Interview
 Interview is a “face to face observational and personal appraisal method”
to evaluate a candidate’s fitness for the job
 Most widely used and essential step in the process of selection
 The factual data of the applicant given in the application blank can be
checked and more information may be obtained from the candidate
 The communication skill of the candidate can be judged in the interview
and also way of thinking can also be known
Medical Examination
 Certain jobs require certain physical qualities like clear vision, perfect
hearing, unusual stamina, clear tone etc
 It reveals whether or not a candidate possesses these qualities
 Scope and rigorousness of the examination depends upon the job
requirements
 It will reduce the rates of labor turnover and absenteeism
 It can be held by the company doctor or by a doctor approved and paid
by the company
Checking References
 The references given in the application blank are contacted to investigate the
candidate’s past employment, character reputation etc
 They may be contacted through telephone, mail, letter, personal visit etc
 Telephone call is quicker, mail provides details about candidates
 However, a personal visit is superior to the telephone and mail methods, and
is used where it is highly essential to get the detailed actual information
Final Selection
 If the candidates successfully overcomes on all the above tests, he/she is
eligible for selection
 The HR department should make the actual selection with consultation with
concern department that had the position open
 After taking final decision, the organization has to intimate this decision to
the successful and unsuccessful candidates
 The list of successful candidates should be published in notice board or news
board
 Then, the successful candidates are formally appointed by issuing an
appointment letter
Types of Tests
1 Ability Tests
a) Achievement Tests
 Assists in determining how well an individual can perform tasks related to
the job
 It measure a person’s potential in a given area or job
 Skills already acquired by the candidate either through his/her education or
experience can be judged though these tests
 Also known as proficiency tests and work sample test
 Used to test the level of knowledge and proficiency acquired by the
applicants
 More useful to measure the value of specific achievement when an
organization wishes to employ experienced candidates
 For example, a typing test may measure the typing performance of a typist
in terms of speed, accuracy and efficiency
These are of two types:
Job knowledge Test:
 Under this, a candidate is tested in the knowledge of particular job
Work Sample:
 Under this test a portion of the actual work is given to the candidate as a
test and the candidate asked to do it
B) Aptitude Tests
 Aptitude means the potential which an individual has for learning the skills
 this test measure the hidden talent of the candidate to learn a new skill or
job
 Most promising indices for predicting the candidate’s success
 It is very important to know as to whether the selected candidate will be
capable of learning the job or not
 For example General Management Aptitude Test (GMAT) measures the
aptitude of students for the success for MBA entrance examination
Mechanical Ability Test:
 Measures the persons ability to perform the mechanical works
 Useful for apprentices, machinists, mechanics, maintenance, technicians etc
Psychometer Tests:
 Measure a person’s ability to do a specific job
 determine mental dexterity or motor ability etc
 Useful while selecting the workers who need to perform the job like
assembly, packing, testing, inspection etc
Artistic Tests:
 Measures the ability for creative job like art, music etc
2 Personality Tests
 These tests are designed to measure certain dimensions of personality
such as emotional maturity, self-confidence, tact, decisiveness, sociability,
objectivity, patience, initiative etc of a candidates
 Whether a candidates is having a sick personality or healthy personality
can be determined by these tests
 Well known names of personality tests are: the Minnesota Multiphase
Personality Inventory (MMPI) the MMPI-2, which has 567 true/false
questions, and the newer MMPI-2-RF, published in 2008 and containing
only 338 true/false items and California Personality Inventory (CPI)
 The personality tests are basically of three types:
Interest Tests:
 These are inventories of the likes and dislikes of candidates in relation to
work, job, occupations, hobbies and recreational activities
Attitude tests:
 Attitudes are evaluative judgments concerning objects, people and events
 They measure personality predispositions
Projective Tests
 Candidate is asked to project his own interpretation onto certain standard
stimuli
 The way in which he responds to these stimuli depends on his own values,
motives and personality
3 Honesty Tests
 They ensure accuracy of information provided by the candidates
 Several types of tests have been devised to assess honesty
Polygraph Test:
 It is a lie detector mechanical device that measures the honesty of the
candidate
 These have ethical and legal implications
 Organizations use honesty test to help to reduce losses due to employee
theft
Paper and Pencil Tests:
 In this test, using paper and pencil individuals answer ‘yes’ or ‘no’ to the
list of questions
4 Situation Tests
 Measures the reaction of the candidates when s/he is placed in a
particular situation like his/her ability to undergo stress and his
demonstration of ingenuity under pressure
 These tests usually relate to a leaderless group situation, in which some
problems are posed to a group and its members are asked to reach some
conclusions without the help of a leader
Reliability and Validity in selection test
Reliability
 It is the test of consistency in results when they are repeated in similar
situations
 It refers to the degree of consistency and repeatability in measuring and
re-measuring the same candidates or employees
 The selection test should be reliable in terms of scores obtained at
different points of time
 For example, an individual’s intelligence is generally a stable characteristics
 So if we administer an intelligence test, a person who scores 110 in March
would score close to 110 if tested in July
 Tests which produce wide variations in results serve little purpose in
selection
Validity
 It is a test which helps to predict whether a person will be successful in a
given job
 It is the evidence regarding the appropriateness or meaningfulness of
result about scores from a measurement procedure
 A test that has been validated can be helpful in differentiating between
 prospective employees who will be able to perform the job well and those
who will not
 Naturally, no test will be 100 percent accurate in predicting job success
 A validated test increases probability of success
 Selection tests may require the following types of validity
Content Validity
 It is the one in which the content of the selection test (question paper, etc.)
correlate highly with the job content
Predictive Validity
 It is the one in which a candidate’s performance in the selection test
correlates highly with future requirements of the job
Concurrent Validity
 It is the one in which the test result is related to the current performance
of the candidates
Construct Validity
 It refer to the degree to which the test scores should be sufficient to
measures the psychological aspects of the candidates
 It is concerned with the identification of a particular trait related to
successful performance, such as a measure of intelligence
The interview
 Refers to a conversation with a purpose
 It is a face to face observational and personal appraisal method of evaluating the
applicant where the interviewer who is higher in status is in a dominant role
 The purpose of employment interview is to obtain information regarding the
prospective employees such as their background, training, work history, education
and interests
 Interview is the oral examination of candidates for employment
 It is formal, in-depth conversation conducted to evaluate the applicant’s
acceptability
 Interview can be adapted to unskilled, skilled, managerial and professional
employees
 It allows a two-way exchange of information, the interviewers learn about the
applicant, and the applicant learns about the employer
Purpose of Interview
Main purposes of employment interview are as follows
 Giving information that will help the applicants make up their mind about the
company or the selling aspects
 Making the candidates feel that they have been fairly treated
Types of Interview
Unstructured Interview
 Also known as non-directive interview
 Designed to let the interviewee speak his mind freely
 The interviewer is a careful and patient listener, prodding whenever the
candidate is silent
 The idea is a to give the candidate complete freedom to ‘self’ himself
without encumbrances of the interviewer’s questions
Semi-structured
 Also known as flexible interview
 Major questions to be asked are broadly planned in advance
 The interviewer has flexibility in asking specific questions for detailed
probing purposes
 The candidate’s response is generally lengthy
Structured Interview
 Also known as directive interview
 The recruiter uses a predetermined set of questions that are clearly job
related
 Since every applicant is asked the same basic questions, comparison among
applicants can be made more easily
 It improve the reliability of the interview process, eliminate biases and
errors and may even enhance the ability of a company to withstand legal
challenge
 Whereas, the whole process is somewhat mechanical, restrict the freedom
of the interviewers and may even convey disinterest to applicants who are
used to more flexible interviews
 Similarly, designing a structured interview may take a large amount time and
energy
• Stress Interview
• The interviewer attempts to find how applicants would respond to
aggressive, embarrassing, rude and insulting questions
• The whole exercise is meant to see whether the applicant can cope with
highly stress-producing, anxious and demanding situations while at work, in
a clam and compose manner
• Sometimes this approach may backfire, because interviewee might give
negative reaction to such questions
• So the applicant that the organization wants to hire might even turn down
the job offer under such trying conditions
•Depth Interview
•Designed to intensively examine the candidate’s background and thinking and
to go into considerable detail on a particular subject to special interest to the
candidate
•The theory behind it is that if the candidate is found good in his area of
special interest, the chances are high that if given a job he would take serious
interest in it
Methods of Interview
One-on-one Interview
•There will be only two participants- the interviewer and the interviewee
•It means there will be a single interviewer interviewing one candidate at a
time
•Usually, the one-on-one interview is conducted by the HRM department chief,
concerned department chief (in which the vacancy exists), as well as the CEO
of the organization, respectively
Committee or Panel Interview
•The applicant meets two or more interviewers who take turns asking
questions
•After the interview, the interviewers pool their observations to arrive at a
consensus about the suitability of the applicant
•The panel members can ask new and insightful questions based on their
expertise and experience and elicit deeper and more meaningful responses
from candidates
•Could also limit the chances of personal biases of any individual interviewer
•Sometimes panel may make candidate feel more stressed than usual
Group Interview
•Designed to see how the candidates react to and against each other
•All the candidates may be brought together in the office and they may be
interviewed
•Candidates may given a topic for discussion, how they will participate in the
discussion, how each will make his presentation and how they will react to
each other’s views and presentation
 Limitation of Interview
 Snap Judgment
 Interviewer may suddenly reach a judgment about the candidate early on in
the interview
 Such snap judgment can be erroneous (full of error). It limits the value of
interview
 Consequently, it block out further potentially useful information
Contrast Effect
 Judging current candidate based on previous candidate’s performance
 Also known as contrast error
Halo Effect
 It is interviewer’s tendency to judge a candidate on the basis of one special
trait or quality
 It occurs where the interviewer generalizes from one aspect of the
candidate to all aspects
 Non-verbal
 Tendency of the interviewers to make judgment based on non-verbal signals
such as how the candidate looks, sits, moves
Biases
 Tendency of the interviewers to make judgment
based on personal biases such as anti-black, caste,
gender, religion etc
Lack of Knowledge
 Interviewer having poor knowledge about the job
may make interview worst
 To solve this problem, the management should
inform the interviewer about the job that the
applicant interviewee applying for
Socialization
 It is the process through which a new recruit begins to understand and
accept the values, norms and beliefs held by others in the organization
 Internalizing the way things are done in the organization
 Orientation helps the newcomers to interact freely with employees
working at various levels and learn behaviors that are acceptable
 From such interaction newcomers began to understand how the
department/ company is run, who holds power and who does not, who is
politically active in the department etc
 R.W Griffin explains Socialization as generalized norm conformity that
occurs when a person makes the transition from being an outsider to being
an insider in the organization
 Treated as one of the learning process
 Socialization is the process of adaptation that takes place as individual
attempt to learn the values and norms of work roles
Process of Socialization
Pre-arrival
 The pre-arrival stage openly recognizes that all the new recruits arrive in
the organization with a set of values attitudes expectation and learning
 Pre-arrival refers to all the learning that occurs before a new member joins
the organization
 Its sources are education and training, prior job experiences, recruitment
process, selection process etc
Encounter stage
 Upon entry into organization, the new members enters the encounter
stages
 The member’s starts comparing expectation, the image of the organization,
which s/he had formed before joining to the company
 If the expectation or reality concur, the encounter is smooth whereas if
differ then stress and frustration will occurs
 In the process of adjustment the individual tries to replace his/her own
values and norms with those of the organization
 But if they are unable to reconcile those values and norms of the
organization and get disillusioned and quits the job
Metamorphosis stage
 In this stage, the member masters the skills required to adjust with the
organization norms and values
 this is of course a voluntary process and conscious decision, which enables
the new members to become compatible with the organization
 This signals the completion of socialization process
Outcomes of Socialization
Productivity
 It has positive impact on productivity as it improves their work
performance
Commitment
 Results greater commitment to organization’s goals by employees. This
increases employee loyalty
 Turnover
 It leads less propensity to leave the organization
 This reduces employee turnover because they stay with the organization.
They pursue a career
Recruitment and Selection Practices in Nepalese Organizations
Recruitment Process
 In all organized types of Nepalese organization there is a process of formal
recruitment and selection
 The process includes attracting, collecting, short-listing of candidates, and
interviewing and selecting employees
 Prior to the restoration of democracy, some public enterprises (PEs) were
authorized by the Public Commission to complete the recruitment process
for the selection of employees required
 After the restoration of democracy , PE’s have conducted their own
 Accordingly, they have a formal process of announcing vacancies for
promotion and externally for the new recruits
Sources and Methods of Recruitment
 Nepalese organizations practice a mix of internal and external sources of
recruitment
 Friends and relatives are the main source of the recruitment for private
sector
 But the public sector do seek candidates from the labor market and
industries through job posting and employees referrals
External sources of Recruitment
Advertisement
 Daily newspapers specially on Gorkhapatra, Kantipur, The Rising Nepal, The
Kathmandu post, The Himalayan Times, Republica are common in practice
for recruitment advertisement
Employment Exchanges
 Nepal lacks employment exchanges
 Manpower agencies are playing key roles in foreign employment
 Labour Contractors
 They supply non-skilled labours in factories and construction industries
 For examples supply of security guards
 Walk-ins
 This method is practiced for factory workers, manual workers on daily
basis, and even teachers in private schools and colleges
Selection
In the private sector organization
 The selection process is unorganized in private sector organization as it is
based on subjective judgment and personal relationship of owners/ manager
 The private sector banks and financial institutions short list the candidates
and use employment agencies for the selection purpose
 However the nepotism , favoritism and source of executives are highly
prevailing for the selection procedure in Nepal
In government sector Organization
 The selection process in government sector organizations in Nepal by
Public Service Commission (PSO) consists of following steps
 The application forms are forms are evaluated and screening test is
administered for officer level new entrants
 Written tests or exam are administered
 Selection interview is conducted. It generally semi-structured conducted by
a panel
 Practice tests are administered for technical job
 Hiring decision is made
 Medical examination is done