Direct recruitment to intermediate grades will be made where specifically provided for and in other cases as and when considered necessary by the Railway administrations with the approval of the Railway Board. The qualifications for recruitment to grades higher than the lowest will be those as approved by the Railway Board. Where quota fixed for direct recruitment in a particular year is not fulfilled due to un-avoidable reasons, the shortfall may be made good in the following year without giving retrospective benefit for purpose of seniority.
Application Forms Application forms are a means of collecting written information about an applicant's education, work and non-work experiences, both past and present. Almost all organizations request applicants to complete an application form of some type. Application forms typically request information on an applicant's home address, last employer, previous work experience, education, military service, and other information pertinent to employment, such as names and addresses of references.
The application form also serves as a guide for the employment interview. Employment Interviews The employment interview is a vehicle for information exchange between applicant and interviewer regarding an applicant's suitability and interest in a job the employer seeks to fill.
Information provided in an applicant's application for employment can be probed more deeply in the interview, and other information relevant to an applicant's qualifications can be elicited. Since interviews can be rather flexible, any missing pieces of information about an applicant can be collected at this time.
As a selection method, interviews are problematic.
Research shows that interviews have good test-retest reliability same interviewer twice and good internal consistency reliability, but low inter-rater reliability between different raters. The reason for low inter-rater reliability is that interviews are apt to be unstructured and subjective.
A number of problems result from the unstructured nature of employment interviews. Rater Error in Interviewing Central tendency errors result in most applicants being rated as average.
Leniency and strictness errors, on the other hand, result in most applicants being given either uniformly high or uniformly low ratings. The halo effect has the result of an applicant being seen as generally good or bad because one characteristic of the applicant overshadows all others.
Contrast effects may occur if an average applicant is rated more highly than he or she deserves because he or she is interviewed after several poor applicants. Stereotyping is the tendency to compare applicants with one's stereotype of the "ideal" applicant.
The value of the employment interview as a selection method will increase if these guidelines are followed: A structured interview guide containing questions for applicants should be used to increase the reliability of interviews. Interviewers should be given complete job descriptions and job specifications for each job for which they are interviewing.
This tends to reduce interviewer bias because actual requirements are spelled out in detail. Interviewers should be trained in interviewing and know how to avoid errors such as talking too much and making hasty judgments. Interviewers should be trained to deal with all applicants, regardless of level of qualifications, since the interview is also a public relations vehicle.
Interviewers should receive special instructions in properly and legally interviewing women and minorities. Tests of Abilities, Aptitudes, and Skills Tests used for screening applicants on the basis of skills, abilities, and aptitudes can be classified as either paper and pencil tests or job sample tests.
Both kinds are scored, and minimum scores are established to screen applicants.
The "cut-off" score can be raised or lowered depending on the number of applicants. If selection ratios are low, the cut-off score can be raised, thereby increasing the odds of hiring well-qualified employees. Tests should be selected only after thorough and careful job analysis.
For example, examination of a job description for an auto mechanic would probably show that manipulation of parts and pieces relative to one another and the ability to perceive geometric relationships between physical objects were required.Recruitment and Selection of.
Immigrant Workers in Ireland. Final Report. Context and Methodology 7 1. Introduction 7 The Global Context of Immigration in Ireland 8 cultural capital and social capital and in this context the importance of family in influencing the decision to migrate, the target destination and the duration of stay.
Organizational Psychology – Recruitment and Competitive Advantage.
Excellent HR tools and Great Presentation about HR Management, HR Strategy and Career Management, human resource management, Selection methods or screening devices include application blanks, employment interviews, aptitude tests, and personality test. Discuss different functions related to recruitment, selection and outsourcing in your Interventions for Change. The data collected in a job analysis, and reflected through a job description, includes a description of the context and principal duties of the job, and information about the skills, responsibilities, mental models and. Cultural fit is best understood when you consider it within the context of your organization's culture and how your organization's culture was formed. A potential employee may express and exhibit the characteristics, language, and values that exist within the current organizational culture - or not.
performance, pronouncements, etc. Pre-socialization Therefore, a strategic integration of the employer brand process is required when building recruitment, selection, on-boarding and reward processes. Importance of Recruitment and Selection Essay “The Methods of Recruitment and Selection: A Case Study on Palmal Group of Industries” is a mere attempt to disclose the present scenario of HRM concepts and practices regarding recruitment and selection procedure at Palmal Group of Industries.
Recruitment and Selection is not only a basic but as well a crucial activity of Human Resource Management and it also is the main approach to recommend talents into companies and organizations. Under the context of increased global competition, high- level individuals are the crucial factor for the.
Recruiting across cultures: A value-based model of recruitment we integrate Hofstede's framework of national cultural values with Barber's process model of recruitment to develop a cultural value-based model of recruitment we draw on established research from the fields of recruitment and national culture and argue that .
Employee selection, assessment and performance management/appraisal have grown immeasurably in importance in the last two decades, both as areas of scientific enquiry and as professional human resource practice.