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Thread Started by #Rainbow

Hi I would like to know the difference between recruitment & selection Ronnie
31st July 2005 From India, Calcutta
Hi Ronnie, Recruitment is process and selection is the outcome of recruitment process. If I am wrong others please correct me. Regards
31st July 2005 From India, Madras
Hi Antony_Xavier
You r right abt the difference between the recruitment & selection.
Recruitment: Process of finding the possible candidate for the job
Selection : To select a exact match for the job from the available pool of candidates
1st August 2005 From India, Coimbatore

This is my view of both the recruitment and selection process. Although both are used interchangably in today's world there is lots of difference between them.

The first step towards employment process is Manpower Planning. You decide upon the required number, the kind of people etc., etc., Then the HR dept has to find the places where required people would be available and also means of attracting them towards the organisation before selecting the suitable candidates for jobs. All this process is generally known as recruitment.

The function of recruitment comes before the selection process. It includes only finding, developing the sources of prospective employees and attracting them to apply for jobs in an organisation, whereas the selection is the process of finding out the most suitable candiddate to the job out of the candidates attracted.

The selection procedure is the system of functions adopted in a given company to ascertain whether the candidates specifcaitons are matched with the job specifications and requirements or not.

Hope you are now clear.


Soumya Shankar
3rd August 2005 From India, Bangalore
Antony_Xavier is correct on the definition of the difference between the two - recruitment and selection - however both terms are used part in parcel of each other.
usually the recruitment and selection process.
ss has some good points but i am not 100% comfortable of the selection process part - in theory that may be noted but in reality is that true? in my experience in HR now.
3rd August 2005 From United States, Saint Louis
I am asked to do a Recruitment Procedure Manual. Can someone help me on how I can start it... or at least a format Tere
4th August 2005
Hi All,
The term recruitment and selection are used interchangably, as all have mentioned !
But in lay man language
Recruitment means - a process of inviting desired candidates to apply for the given vacancy.
Selection means - selecting or choosing the right (or best possible)candidate for that particular vacancy.
Hope this makes it clear.
17th August 2005 From India, Mumbai
Recruitement is Creation of applicants pool, its a positive activity
selection is Selecting the required profile from the pool, this happens to be a negative activity where you have rejection of peolpe not suited for that role
24th August 2005 From India, New Delhi
dear ronie,
generally speaking recruitment is a part of selection process which again is a function of manpower planning. Recruitment is simply getting the best candidate out of various sources like consultancies, advertisements, internal references, etc. who fits the bill. but the procedure of selection entails a complete procedure like advertising, then screening, interviewing, choosing, recruiting, induction and retention.
All are invited to suggest freely if there is anything wrong.
5th September 2005 From India, Bhubaneswar
Hai Theresa,

Please find below some tips for recruitment imterview. It could form part of the manual you are looking to prepare.


Here are seven top tips when conducting job interviews:

1. Put the employee at ease.

2. Explain how the interviewee and organization can benefit from an open interview.

3. Explain areas that will be covered during evaluation review.

4. Ask evaluation questions that elicit answers to the dimensions in each area.

5. Describe the job function and its contribution to departmental and organizational success.

6. Ask the interviewee if he or shehas any questions.

7. Close the interview.

Put the interviewee at ease

· Ensure privacy and congenial atmosphere

· Opening comments should be friendly

· Avoid irrelevant small talk on weather and news, it tends to be artificial.

Explain how the interviewee and the organization can benefit from an open interview

· Mention that the interview is a two-way decision. The applicant must decide if the job is to his liking as much as the interviewer must assess the suitability of the applicant. This can only be achieved through openness and trust which is mutually beneficial.

Explain areas that will be covered in during the job interview

· Tell the applicant the areas that you will cover during the interview, job history, education current life etc.

· Explain that he will be allowed to ask questions during or at the end of the interview, as the case may be.

· Put applicant at ease by indicating what to expect.

Ask questions that elicit answers to the job constructs in each area

· Refer to the questions on constructs you have structured.

· Apply construct questions.

· Avoid asking questions routinely.

· Display interest in the answers

Describe the job and the organization

· Describe the job description.

· Discuss company history.

· Discuss development opportunties

· Discuss methods of performance appraisal.

· Discuss salary and benefits.

Ask the interviewee if there are any questions

· Answer openly and truthfully any questions.

Close interview

· Summarize conversation.

· Inform applicant of next stage, i.e. phone call or letter.

· Thank applicant for coming.

Job interview questioning techniques

The way you approach and open the interview is important to its overall success. The types of questions you ask and the way you ask them are of prime importance. There are two types of questions.

· Directive

· Non directive

Both can be used effectively in the interview to gain the information you require from the job applicant.

Directive Questions

A directive question leads the applicant onto making a specific response by limiting him to a choice of a yes or no answer.

· "Do you prefer early morning or late afternoon schedules?"

· "Did you hear about us through an employment agency?"

Directive questions can often be effective in gaining precise answers or exact information, but, because they limit the applicant to a choice or yes or no answer, they often discourage free response and result in very little information. Questions that provide for little information are generally those that can be answered in one or two words. A definite answer will be offered, but the applicant probably will volunteer any additional information.

Also, the applicant may give the answer he thinks you are looking for, Poorly phrased questions may actually give away the answer. Give away questions are those which tell the applicant the answer the interviewer thinks he should give.

Non directive Questions

Non directional questions allow the applicant to respond freely without being forced to make a choice or respond with a yes or no answer.

· "What type of work schedule do you prefer?"

· "How did you happen to hear about our company?"

They may be used to direct the conversation to an area of the interviewer's interest, but do not control the applicants response. The applicant is free to express his thoughts without being forced to make a choice, or respond with a yes or no. Non directive questions are prefixed by the following:

· how

· why

· what

· when

· where

Job interview -do's and don'ts

The employee evaluation interview situation


· Have as much privacy as possible

· Call applicant by name when calling him into the office

· Ensure the applicant knows your name

· Greet applicant courteously and sincerely

· Make the applicant feel that you are pleased with his interest in the position

· Establish an informal but business like atmosphere

· Make the applicant feel important

· Talk to the applicant as though you were the only contact he would ever have with the company

· Compliment a good employment record

· Interrupt the conversation to keep interview on track

· Use active listening

· Relax and the applicant will relax

· Keep information given, confidential

· Remember the applicant's time is valuable

· Investigate applicant's work record / performance thoroughly

· Watch for gaps in work record

· Check job records and references

· Use application blanks and other data in planning the interview

· Make an outline in advance, of the main items of information you want to obtain during the interview

· Plan the time required for the interview


· Interview when worried, upset, ill or under stress

· Hold an interview in a noisy place

· Keep applicants waiting unnecessarily

· Give the impression of being abrupt or harsh

· Allow outside interruptions

· Seek information you already have

· Antagonize the applicant

· Show emotion at any physical handicap

· Hurt the applicant's feelings or destroy his faith in himself

· Forget applicant is sensitive to every word the interviewer speaks

· Appear to lose interest in the interview

· Dominate the interview

· Pry into personal lives

· Break or delay an appointment

· Fall into a set pattern of interviewing

· Waste time on a long interview if the applicant is clearly not suitable

· Conduct the interview in a haphazard manner

Opening the evaluation process


· Open the interview with handshake and clear introduction

· Smile and be pleasant

· Open the interview with some topic of common interest

· Create atmosphere in which the applicant feels confident and at ease


· Flounder for a cue when opening the conversation

· Appear ill at ease

· Give an impression of being harried or brusque

Obtaining information and assisting the employee / applicant


· Give the interviewee time to think

· Give the interviewee time to answer one question before asking another

· Stimulate interviewee to do most of the talking

· Encourage interviewee to talk about his work experiences

· Try to bring out attitudes, experience capacities and opinions

· Elicit facts about abilities, interests, health and motivation

· Use simple why, what, where, and how questions


· Make the interviewee speak up to you

Compiling a chronological employee evaluation

The chronological evaluation takes from 15 to 30 minutes to construct, with one being developed for each candidate. It is best used when there are not a large number of applicants for the target position, and / or the evaluator/ interviewer desires a guide, which is very specific to an applicant's background and the position to be filled.

The chronological employee evaluation guide organizes planned evaluation / interview questions to the unique education and job experience of each applicant. In this format, the questions are asked in chronological sequence, starting with the applicant's earliest job related experiences and working through to the present. Follow these steps when planning, and later to conduct, your evaluation / interview sessions.

· Have handy a pad of lined paper and the list of target constructs you are responsible for covering in the interview.

· Study the candidates application material and any other relevant material.

· Follow the job interview guide

· Write the applicant's name on top of a sheet of paper and note the steps you will follow in opening the interview.

· On top of other sheets of paper, write the names of the applicants major career segments, i.e. from, to, position and company. Use a separate sheet of paper for each career segment. Cover all time periods and any other unexplained time periods.

· Label a sheet of paper 'Job Interview Close' and note the steps you will follow in closing the evaluation nterview.

· Leaving space for answers, develop questions arising from your review of the applicant's application materials. Write each question on the page devoted to the career segment that question is designed to explore.

Review the constructs you are responsible for covering in the interview.

· Consider the time available to cover each construct (allow 5 to 10 minutes to cover each construct).

· Plan more time to cover the most important constructs.

· Plan to ask more evaluation interview questions about the applicant's most recent jobs / experience.

· Select planned interview questions, which can be tailored to the unique background of the applicant.

· Develop your own planned questions for the interview.

· Consider which career segment is most likely to yield behavioral examples under a given dimension.

· Which planned questions are most likely to get those behavioral examples.

The interviewer should select a minimum of three planned questions for each construct. The interviewer should not attempt to tap all target construct within a single career segment. The interviewer may use the same planned question to bring out behavior in all of the applicant's career segments.

Some constructs, such as creativity, should only be tapped under career segments that allowed the possibility of showing creativity. Constructs that are best observed during the actual interview (oral communication, impact, listening) should be recorded in the upper right corner of the selected career segment pages. Leave a blank space below the dimension name for notes.

· Record the evaluation interview questions you have selected / developed on the appropriate career segment page. To the left of each question, note the name of the construct sought. This will serve as an aid in checking your coverage of each construct and when reviewing information obtained in the interview.

Questions about a given segment of the applicant's career should be inserted on the page in an appropriate sequence. For example, if the interview question is asked at the beginning of a discussion of a given job / experience, the question should be positioned at the top of the page devoted to that job / experience; if in the middle of the discussion the middle of the page; if at the end of the discussion the bottom of the page.

Number the interview questions on each career segment page in the order in which they should be asked. Ideally, the questions now appear in proper sequence but a more effective sequence may occur to you after you have written the questions down, If this occurs, simply change the number to the left of the question to reflect its new position in the job interview sequence.


I am also putting here a ppt - hiring the right person for your info.


18th September 2005 From India, Madras

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Recruitment is the process of searching for prospective applicants and simulating them to apply jobs in the organization.
Selection is the process of picking individual who have relevant qualifications to fill the job in the organization.
18th September 2005 From India, Delhi
Hi Recuritment is attracting the potential candidates and selection is choosing the best among the potential candidates. Regards Vinay Linkwell Telesystems Hyderabad
18th September 2005 From India, Hyderabad
Hi all,

Some more on recruitment.......


There are many facets and procedures that need to be addressed correctly if recruiting is to be a cost effective and successful endeavor. The list is long, but let’s look at one important issue that sets the tone for all to follow. It is the first impression the candidates get when they come to interview and the overall experience of the interviewing process.

The metaphor we can use in explaining is to envision the candidate as a guest who is coming to your home for dinner on a Saturday night. You get ready a few days before, clean the house, plan the dinner, make the guest feel welcome, serve dessert and coffee and see that the guest has a very good time. (If you don’t do any of this, you probably eat alone quite a bit.)

Having a candidate come in for an interview is a very similar experience. The candidate may come from across the country or across the street. It does not matter. (If they come from across the country, they have most probably flown in the night before.

A candidate who gets up at 4:00AM to interview will most likely arrive with all the energy and creative thought of plaster.) The experience is still the same. The candidate should be made to feel welcome, made comfortable and have a positive interviewing experience. There is nothing worse than a candidate who had a bad interviewing experience. It will be remembered till the end of time. The candidate will have nothing good to say about your organization and these bad feelings never amount to anything good for either party.

Always remember the candidate should be treated like a valued customer. (In a sense they are “buying” your company to ply their skill sets as opposed to “buying” another company with whom you compete.) If you do not have this as a mind set, change your thinking and change it fast.

With this in mind, consider the following concepts and ideas as things that you need to inculcate into your interviewing methodology. If you accept and utilize these ideas and concepts, you will have more offers accepted, more new employees impressed with how you do business and an increase in the number of referrals to your Employee Referral program.

The candidate will be forming an impression from the very first point of contact with your company. Make that contact professional, pleasant, respectful and upbeat.

If you tell the candidate that you will be getting back to them for any reason such as to finalize plans or answer a question, tell them exactly when you will be making the call and do it when promised. There are few things worse than having a fuming candidate waiting for a call that was promised three days ago. If you are going to be late in making the call, contact the candidate to let them know that you have not yet been able to gather the information requested and reschedule the call.

Be sure the candidate has all of the information required to be successful. That includes the time of the interview, name of the person to ask for upon arrival, a position profile to review, an interviewing schedule with names and positions listed, the correct address, URL and clearly marked instructions. Confirm this by e-mail and “cc” the hiring manager for the purpose of clarity.

Upon arrival. Greet the candidate in a positive and upbeat manner and ask if they would like anything. (Coffee, tea, restroom etc.) One important point: You may be having a bad day. No one cares. The first introduction to the organization is critical. If you are having a bad day, save it till you go home and be the professional that you were hired to be.

All interviewers should have a copy of the position profile, the candidate’s resume and the interviewing schedule together in one neat, clean folder. The interviewers should read the candidate’s resume twice before the candidate arrives and should list any questions that quickly come to mind on a separate sheet of paper. (Try not to write on the resume. It is not a good idea.)

Begin the interview process on time if at all possible. Candidates do understand that things come up but if there is a last minute change, or you run late, all you have to do is apologize. A simple and sincere apology will usually do the trick.

Be sure the candidate has time scheduled for lunch. Allow 90 minutes if you go to a restaurant and 60 minutes if you have food delivered to the office. Time could vary depending on the place etc.

Ask the candidate what type of food they like. Vegetarians do not appreciate the greasy chicken and cheese sandwich you toss at them and those who fall asleep after eating carbohydrates do not look forward to pizza.

Lunch is not a time for hard-core interviewing. It is a time for forming relationships, trading war stories, talking about the industry and doing some gentle probing on important issues.

Do not grill the candidate over lunch. It is not a good tactic. (By the way, some interviews use lunch to ask the illegal questions that they can’t ask in the one on one interview. Do not do this)

Each interviewer should end their interviewing session by asking the candidate if they have any questions. Candidate questions are good and they give you some real insight into what the candidate is thinking and what is important to them.

End the interviewing schedule as close to on time as possible. If you will run late, ask the candidate’s permission if they might have another appointment.

Tell the candidate when you will be in touch and do so on time.

Thank the candidate for their time. If they are going to the airport, be sure to get them there on time and be sure their departure is as upbeat and friendly as the arrival.

Successful first impressions lead to many good things. All of the above ideas are not difficult to execute. Use these tactics and recruiting, though not often a pile of laughs becomes a little bit easier to live with.


20th September 2005 From India, Madras
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