Recruitment and Selection

 Recruitment involves the attraction of suitable candidates to vacant positions from both inside
and outside the organization.
 Selection involves the choosing of suitable candidates by means of the recruitment process.

Determine the vacancy

Complete the job analysis

Write the job description

Prepare the personnel specification

Advertise in suitable sources of

recruitment

Receive applications and short-list

candidates

Hold interviews (and or/use other

selection methods)

Make a job offer

Implement an induction programme

Figure 3: Stages in the Recruitment and Selection process

 4.3.1 Recruitment Process
As can be seen from the diagram above (Fig 3), the recruitment process will comprise first five
steps as outlined below:
I. Defining Vacancy
Recruitment is likely to be necessary when either an existing employee leaves or new positions
are created. Whatever the reason, though, there should initially be an assessment of whether
there really is a vacancy or whether the work could be done in some way. Re-organization of
work or training could solve the problem and there is also the possibility of overtime or internal
secondment to cover the work.
Where it is determined that a vacancy does exist, there are a number of alternatives to
undertaking the full recruitment and selection procedure. This can be expensive and time
consuming and where appropriate, it may better to fill the vacancy through:
 Subcontracting- a growing number of companies are subcontracting certain jobs in order to
avoid on costs such as national insurance contributions, sickness pay etc.
 Agencies-the use of temporary agencies is yet another option. Temporary cover can be provided
for occurrences like long-term sickness or maternity leave. Such workers are not directly
employed b the company.
 Internal recruitment is also a possibility. This is cheaper than external recruitment and has the
advantage of ensuring the appointment of someone already accustomed to the organisation’s
culture and values. However, the requirements of fair selection (particularly with reference to
equal opportunities) imply that the process should still be worked through in its entirety, with
internal advertising of the vacancy and proper selection procedures used to make final decision.
Once it has been determined that a vacancy exists and needs to be filled, the first focus of the
process is on defining the requirements of the job which entails doing a job analysis.
II. Job analysis
There are a number of definitions of job analysis:
 A job analysis is the process used to collect information about the duties, responsibilities,
necessary skills, outcomes, and work environment of a particular job. (Heathfield, S.A., 2010)
 A Job analysis is a process of collecting, analyzing and setting out information about a job which
according to Armstrong (1991). The information includes:
b)Purposes of a job analysis
 Preparation of job descriptions and job specifications which in turn helps to hire the right quality
of workforce into the organization. It helps to understand the qualities needed by employees,
defined through behavioral descriptors, to provide optimum work performance. In addition it
helps to establish and document the 'job relatedness' of employment procedures such as training,
selection, compensation, and performance appraisal:
 Determining Training Needs
Job Analysis can be used in training/"needs assessment" to identify or develop:
training content
assessment tests to measure effectiveness of training
equipment to be used in delivering the training
Methods of training (i.e., small group, computer-based, video, classroom...)
 Compensation
Job Analysis can be used in compensation to identify or determine:
skill levels
compensable job factors
work environment (e.g., hazards; attention; physical effort)
responsibilities (e.g., fiscal; supervisory)
required level of education (indirectly related to salary level)
 Selection Procedures
Job Analysis can be used in selection procedures to identify or develop:
job duties that should be included in advertisements of vacant positions;
appropriate salary level for the position to help determine what salary should be offered to a
candidate;
minimum requirements (education and/or experience) for screening applicants;
interview questions;
selection tests/instruments (e.g., written tests; oral tests; job simulations);
applicant appraisal/evaluation forms;
orientation materials for applicants/new hires
 Performance Review
Job Analysis can be used in performance review to identify or develop:
goals and objectives
 performance standards
evaluation criteria
length of probationary periods
duties to be evaluated
 Job description
This derived from results of a job analysis. It contains basic information such as job title,
reporting relationships as mentioned above, overall purpose, principal accountabilities.
The job description can be used for organizational design, recruitment, employment contract, job
evaluation and training
c)Methods of conducting a job analysis
There are several ways to conduct a job analysis, including: interviews with incumbents and
supervisors, questionnaires (structured, open-ended, or both), observation, critical incident
investigations, and gathering background information such as duty statements or classification
specifications. In job analysis conducted by HR professionals, it is common to use more than one
of these methods. The whole essence is to be as methodical as possible in the collection of
information about the job.
 Interviews of the job holder and supervisor
Once the job holder has been interviewed, the information must be verified with supervisor, the
aim is to get relevant information.
It is important the interviews information is in logical sequence; pin down the interviewees on
what they actually do to avoid vague statements
Always obtain clear statements from jobholders on their authority to make decisions and extent
of guidance received from their supervisors. Do not ask leading questions but allow the
respondent opportunity to speak openly by creating an atmosphere of trust.
 Questionnaires (structured and open ended)
These are completed by job holders and capture a considerable information such as job title,
number reporting to the job holder, main tasks carried out and description of the purpose to
mention a few. This approach .can be quick and efficient to obtain information from a large
group, less costly but time consuming during development and testing.
 Observation
 Studying job holders at work and documenting what they actually do, how they do it and how
much it takes. This does not apply to all jobs but suitable for jobs with observable physical
activities because it can be time consuming. It can also be used with interview approach
 Use of checklists and inventories
These are also applied to job holders but must be properly prepared and tested before use in
the analysis. The inventories may even have a rating scale which would indicate the following
according to a tool called Position Analysis Questionnaire and capture the following information:
Decision making
Use of machine and output
Relationships with people
Work environment
 Participant Diary/Logs
Employees are asked to keep a diary or logbook of what they do daily by recording every
activity undertaken and the time. This helps in producing a complete picture of what an
employee does and can be supplemented by the interview of the employee and supervisor. This
approach is applicable to managerial jobs because they complex and require analytical skills and
ability to express oneself
 Critical incident technique
This is used to obtain information about effective or less effective behavior which related to
specific critical incidents in the job. This can be used with individuals or groups. An explanation
of the technique, aims and objectives are spelt out to the participant(s); the job to be analysed and
its key areas of responsibility are identified. Examples of critical incidents of each area in the job
are given. The information collected includes the circumstances, action of the employee,
outcome of employee’s action and this information about behavior is captured and rated on a
scale of 1 (less effective)to 5(most effective behavior).These results are discussed to refine
definitions and an analysis is produced which will spell out the performance indicators or
standards.
III. Job description
a)Definition of job description
 A job description is broad, general, and written statement of duties, purpose, responsibilities,
scope, and working conditions of a job along with the job'stitle, and the name or designation of
the person to whom the employee reports
A job description a written statement that describes the duties, responsibilities; accountabilities;
most important contributions and outcomes needed from a position; required quality of the
candidate and reporting relationships and co workers of particular job.
b)Benefits of employee job descriptions
 Employee job descriptions provide an opportunity to clearly communicate the organization’s
direction and how an employee fits inside the big picture.
 They set clear expectations for what an organization expects from people. People need to be
sure that they clearly understand the job and that starts with the job description.
 The employee job descriptions are regarded as legal document helping to cover all legal issues
therefore in order to achieve compliance for example ensure description of all physical
requirements of the job.
 Whether the organization is recruiting new employees from outside posting the jobs for internal
applicants a clear job description states what is required of the selected candidate. A job
description helps in selecting the preferred candidate and addresses issues and questions from
the selected.
 Well written job descriptions help the employees, who must work with the person who was
involved in designing of the person’s responsibilities. People who have been involved in the
hiring process are more likely to support the success of the new employee and therefore the job
description is an easy way of involving people in the organization’s success.

IV. Person specification

The person specification is used in the recruitment process to provide recruiters with an ‘ideal’
profile of the candidate the company wishes to attract. In its simplest form it is a psychological
blue print of the candidate who, the company hopes, will possess the requisite knowledge, skills,
qualifications and experience to enable him/her to do the job efficiently and effectively.
There are two well-known models used by recruiters to construct these specifications.
 Seven point plan
 Fivefold grading system.
 We shall now look at these in some detail.
a) Seven point plan
This model was developed by Professor Alec Rodger in the 1950s. The model is based on seven
heading and each candidate is ‘judged’ or assessed under essential and desirable criteria within
each category. The seven headings are:
 Physical make-up-this covers an individual’s personal appearance, dress sense, etc.
 Attainment-this covers an individual’s education and training, qualifications, etc
 General Intelligence-this considers the ‘mental set’ of the individual-how they respond to
problem-solving and decision-making, how they think, etc. Some companies use psychological
tests or intelligence tests to determine how ‘intelligent’ an individual is. Of course, you cannot
just rely on intelligence in the selection process. Just because someone scores highly in an
intelligence test does not mean that he/she will be effective in the job.
 Special aptitudes-this include things like skill with words (essential for an editor and journalist),
skill with figures (essential for quantity surveyors) etc.
 Interests-this heading covers any outside interests the individual might have; these interests
might make one candidate stand out from another. For example, if a job was being advertised for
a journalist or editor and the candidate had an interest creative writing or word games, this might
give him/her the edge over another candidate.
 Disposition-this covers the overall personality of the individual, including sense of humour,
introvert/extrovert, etc. for example, the job of a leisure centre assistant who organizes children’s
birthday parties would not suit someone who did not have an outgoing personality and did not
get on with children.
 Circumstances-this covers any situation that makes the job unusual or demanding, such as
frequent travel, unsociable working hours (such as a police officer or fire-fighter) etc.
The seven point plan is split into essential and desirable categories. The essential criteria are
what a candidate must possess and the desirablecriteria are the minimum standards that will be
accepted.
b) Fivefold Grading System
This system was devised by John Munro Fraser in 1978. The criteria are very similar to those
in Rodgers’s plan and the model is intended to be a guide for recruiters. The fivefold grading
system is as follows:
 Impact on others: this is very similar to ‘physical make-up’ in the seven point plan.
 Acquired qualifications: this similar to ‘general intelligence’ in the seven point plan and also
includes work experience.
 Innate abilities: this is similar to ‘general intelligence’ in the seven point plan.
 Motivation -this relates to the individual’s ability to formulate and achieve his/her own
objectives. It bears similarities to ‘special aptitudes’ in the seven point plan.
 Adjustment: this relates to the disposition of the individual and how he/she relates to other
people. Again, this is similar to ‘disposition’ in the seven point plan.
One can see clearly from the above that both models are similar in their approach. Some people
argue that they are outdated and no longer have a role to play in the recruitment and selection
process. However, the seven point plan continues to be popular with some recruiters who use it
to benchmark the drafting of corporately-tailored personnel specifications.
V. Advertising
Once authorization to recruit has been granted and person specification have been prepared, there
is a choice to be made whether applicants for employment should be sought from within theory
or will it be necessary to recruit from anyone or more of a number of external sources.
a)Internal sources
Once authorization to recruit has been granted and person specifications have been prepared then
a choice is made whether applications for employment should be sought from within or outside
the organization.
The means of contacting internal candidates are quite straight forward, detailscan be put on a
notice board, or published by means of a circular in any organization which employs staff in a
number of different offices. There are several advantages in recruiting staff internally, as well
some disadvantages.
 Advantages
It is cheap. Few direct costs are incurred
The advice of managers who know the applicants can be obtained. Written comments may be
available if a performance appraisal system is in operation.
Offering promotion to staff is a good policy. It helps to satisfy their ambitions, encourages them
to seek promotion and may help to motivate the workforce to greater effort.
 Disadvantages
 For many jobs, particularly those that are highly specialized, the number of applicants from
internal sources is likely to be limited. If recruitment is only internal, the manager may then be
required to accept an applicant who is less suitable.
Delays sometimes result from the fact that a whole series of replacements have to be recruited,
starting from vacancy at the lowest level.
Although there may be a motivational effect from offering promotion to some staff, there may be
a sense of grievance in those who are unsuccessful.
 External Sources
There are several external sources which may be used, either on their own or in combination. No
single source is better or worse than the others. Managers must evaluate each source in relation
to its merits for particular vacancies.
Casual enquiries - these occur where applicants write or call. It is free source and applicants can
be provided quickly.
Recommendations - these may be made by existing employers and other contacts and are often
a cheap and quick source of new staff. There is however, a potential problem that people
recommended are likely to be of the same social and ethnic groups as existing staff. Therefore,
you may be preventing the same diversity from appearing as you would expect to find in the
local environment. An individual who could do the job but who is from a different social/ethnic
group could claim that he or she has suffered racial discrimination if recruitment is mainly by
way of recommendation.
Job centres - these are located in high street shopping centres and they act as an intermediary,
introducing prospective applicants to employers who have notified vacancies to the job centres.
The services is provided free of charge.
Agencies - private employment agencies, may operate on a nationwide or a local basis and
usually work on a ‘no placement, no fee’ basis. Introductions are made to employers and if and
when applicants are employed on a permanent basis, a fee is charged which is usually a
proportion of the starting salary. The service can be quick but is expensive. Most agencies
specialize in a particular type of vacancy. Agencies have grown in importance in recent years
and have the advantage of reducing costs in the recruitment process and providing specialist
recruitment staff. However, the disadvantage is a loss of control over who is shortlisted and
selected.
 Consultants - these type of agencies are more expensive and usually used for more demanding
and high ranking positions. The service provided usually includes advertising, and preparing a
profile. Preliminary interviews are carried out and a small number of applicants, well matched to
the profile, are presented to the client.
Universities and colleges - when recruitment is for recently qualified graduates; it makes sense
to contact the educational establishments directly. Most universities and colleges operate careers
services, providing introductions to employers free of charge.
Careers offices - these are a good source of school leaver applicants for appropriate vacancies.
The internet - increasingly, certain types of jobs are being advertised in the internet, method
which considerably extends the potential pool of candidates, although it does restrict the pool to
those with access to computers and who are actively seeking jobs through this medium.
 Choosing the correct source
The choice of recruitment sources for particular vacancies should take account of such factor as:
The speed with which it is necessary to fill vacancies
Time is a difficult element to manage in the recruitment process. How long does it take to fill a
vacancy? This will depend on various factors such as:
The method chosen for attracting candidates:
If advertising a vacancy, the time which can elapse between booking advertising space in the
next publication and the advert appearing can vary significantly depending on the publication
chosen, e.g. daily weekly or monthly.
If internal recruitment or word of mouth is used the replacement can be found almost instantly.
The interview procedure used:
o A single interview
o A series of different interviews or tests
The period of notice that the successful candidate is required to work at their previous place of
employment
It is possible that no suitable candidates apply at the first attempt and you have to wait until you
can find a suitable person for the job. In some industries there are only certain times of the year
when people change jobs, e.g. education, where term-time is static and in travel where jobs are
seasonal etc.
 The costs involved
 Cost is an important element in effective recruitment. At one end of the scale word of mouth
methods of attracting candidates cost nothing, whilst using head-hunters or recruitment
consultants costs a percentage of salary (and as this method is only likely to be used for top
positions this means a considerable amount of money). Once candidates have been attracted time
must be spent screening, selecting for interview, interviewing and testing them. There is a
significant time cost tied up in these procedures.
There is also the cost of work which is lost or productivity which falls due to staff being involved
in the selection process and not having as much time to spend on their usual tasks. The position
which is being filled may be empty for a time during the recruitment process and this may cause
loss of production of drop in activity.
 Making sure you attract a pool of suitable applicants
Quality should not be compromised without careful consideration. It is not always possible to
employ the perfect person for the job, but it is definitely a mistake to limit the possible applicants
because the constraint of time or money has put pressure on.
 The Advertisement for job positions
The two most important decisions you must make when advertising a position are where to place
the advertisements and what to put in them. If they are wrongly placed or badly worded, they can
be costly and ineffective at attracting the right candidates.
The following may guide in the design of an effective advertisement:-
o Style
The look of the advert may be the first impression of the company that the reader has. Use the
company logo for identification and choose clear, easily read typeface and layout.
o Content
The list below gives the essential information:
- Job title
- Job content
- Location of job
- Name and description of the organization
- Decision of minimum qualifications and experience needed for the job
- Any unique elements to this particular job
- Rewards and prospects
 - How to apply
- Reference
I. Form of application
a. Application letter
An application letter is a selection tool that is specifically designed by companies to match
candidates to a job in a structured way. Unlike the Curriculum Vitae. The content and layout of
the application form is determined by the company.
The number and quality of respondents to an advertisement depend not only on it being well
written and laid out, but also the way in which response is invited. An advertisement should state
the way in which the application should be done. Here are the two most common ways:
b. Curriculum Vitae (CV)
The CV is a resume or review of an individual’s life history. It provides an account of individual
qualifications, past working history etc.

 Advantages
Gives the candidates opportunity to give detail experience
There is not standard format so a certain degree of flair can be used in designing.
Helps to speed short listing
Allow information to be submitted in a structure way
They help human resource department structure questions for the interview in order to obtain
information that may be ambiguous or absent from the form.
 Disadvantages
They are open to manipulation and fabrication
Can take longer to study than an application form
Candidates may restrict the information given that fits the boxes given
When designing application letters, make sure that you are as realistic as possible, do not request
for personal information and use clear language.
SELECTION PROCEDURES
The process of selection therefore starts when applications have been received, usually by a
specified closing date. The term selection refers to the process of making a choice from amongst
 many applicants in order to identify one or more that are suitable for the advertised positions.
Selection process includes the following stages:
 Pre-selection activities
 Short listing of applicants
 Selection interviews and testing of applicants to determine suitable candidates
 Making a job offer
 Induction on new employees
We shall now go to discuss these procedures in detail:
1. Pre-selection Stage Activities
It is important that ‘good practice is adopted during the pre-selection of candidates for
interview.’ It not only promotes professionalism, but suggests to the candidates that they are not
just a name on the top of the curriculum vitae or application form. It is important therefore that;
 All applications are acknowledged and ask candidates to add their details plus a stamp to it if
they want their application to be acknowledged.
 Candidates details should be treated in strict confidence and only those who are directly involved
in the recruitment and selection process should have access to them.
 Application forms should not be left lying around on a desk. They should be filed appropriately
in a lockable filing cabinet or cupboard.
 The matching process incorporates the application form/curriculum vitae, job description and
personnel specification. No other criteria should be used to select candidates for interview.
Many employers now turn themselves equal opportunities employers and have policies and
procedures in place to discourage discriminatory practices in the workplace. One aspect of this is
the monitoring of applications to ensure that recruitment procedures are in line with such
policies.
II. Short listing
This is the first stage in selection. It involves sifting through the applications to determine
candidates’ suitability for the post, with some being rejected and others being retained to go
forward to the final selection process.
III. References
All forms of application require candidates to supply references, usually two and including at
least one from the candidates’ current or last employer. It is usual to take up person’s references
 once the preliminary selection has been made as a way of confirming the choice and obtaining
independent information about the candidate’s suitability.
References can be helpful but again they must be treated with caution. There is usually an
unknown factor with references because you do not know precise relationship between referee
and candidate. A reference may be:
 Biased in favour of the candidate due to personal relationship.
 Biased against the candidate due to personal dislike.
 Biased in favour of the candidate because the referee wants to get rid of them.
 Biased against the candidate because the referee wants to keep them.
 Impartial and accurate.
You may get more informative reference if you telephone the referee, in this way, you may be
able to form a better impression of the referee’s true opinion of the candidate. It is important not
to take up a reference without the applicants consent.
IV. Interviewing and Testing
a. Selection interviews
Basically, an interview is a face to face meeting between the candidate and the interviewer or a
panel of interviewers. The interview is intended to be an exchange of information, not an
interrogation. The objectives of the interview are:
 To allow the organization to assess the suitability of the candidate for the vacancy in question
and
 To allow the candidate to assess the suitability of the vacancy and the organization for himself or
herself.

o Types of interview
There are a variety of different methods of selection interviewing:
One on one interview-traditionally, this has been the most common form of selection
interviewing, although it is open to criticism over its ability to guarantee fair and equal treatment
where just one person is responsible for the process. This type has declined in importance
although it may still form part of sequential interviewing.
 Paired interview-these are interviews conducted by two interviewers usually the line manger in
respect of the job concerned, together with a member of the employee resourcing function. This
resolves problems of ensuring fair and equal treatment associated with one to one interview
whilst retaining their friendly and relaxed atmosphere and not overwhelming the candidate. Such
interviews are being widely used now.
Appointments boards and panel interviews-these types are very common in the public sector but
are also growing in importance in the private sector. They involve a number of interviewers
usually between three and six questioning the candidate, often with each one concentrating on
different aspects of the job or person specification. There is only limited time available for each
member of the panel to ask questions, but they offer the opportunity to listen and observe the
candidate whilst others are questioning him/her. This is necessary for very senior positions in an
organization.
Sequential interviewing - under this process, the candidate moves through a series of interviews
one-to-one or a paired basis with different interviewers. Often each interview will concentrate on
different aspects of the job or the person specification. The interviewers come together at the end
of the process, with each having seen all the candidates and discuss the performance of each
candidate before arriving at a collective decision. This collective approach overcomes any
problem of bias in a single one-to-one interview. Such interviews have a number of advantages
over panel interviews in that the same variety of interests can be involved in the selection
process, but more in-depth questioning can be pursued. With each interview lasting perhaps 20
minutes, there is a lot more opportunity to explore the candidate’s responses than in a panel of
five people with interviews lasting about one hour. The process is also much less intimidating for
the candidate.
 Problems of interviews
However objective interviewers may feel they are; there are times when things go wrong in
interviews. This is sometimes due to the inexperience of interviewers, their lacking of training
and errors of judgment.
One particular problem is that of asking irrelevant or unclear questions. Here is how such could
be avoided.
Ensure a clear job description has been defined and clear criteria set.
Ensure the interviewing staff have been trained or otherwise briefed.
 Ensure that interviewers are aware of criteria being used.
Ensure all candidates are asked the same questions about matters that might create a problem,
e.g. travel or overtime commitments.
Additional problems may arise in respect of the way judgments are formed by the interviewer(s)
in particular; these three need to be avoided.
Halo effect-this is where the interviewer or interviewers see the person in an ‘exalted’ way
because they have the same hobbies or interests, belong to the same club, or went to school
together among others. These perceptions often cloud the mind and judgments of the
interviewers and the candidate gains halo whether they are good or bad at doing their job.
The horns effect-this is the opposite of the halo effect. The interviewer takes a dislike to the
candidate, their personality, the way they are dressed,etc and this alters the interviewer
perception of the candidate and no matter how good that candidate may be at doing their work,
he/she gains a set of ‘horns’. This is why it better that more than one person interviews the
candidate to avoid scenarios such as the halo and the horns effect.
Stereotyping - this is where the interviewer’s perception of a candidate alters because the
individual is black, female or male, Asian, disabled among other reasons.
b). Selection Tests
A growing number of recruiters are using a variety of testing techniques as part of the selection
procedure. These tests supplement the traditional interview as a selection method and include a
variety of styles and content. Of particular importance are psychometric tests which are designed
to test an individual’s mental capacity and process.
The most common forms of test used are as follows:-
 Intelligent tests-these tests an individual’s intelligence quotient (IQ) or the individual’s capacity
to think logically, quickly and or in a problem solving situation.
 Personality tests-these are used by recruiters to test or measure an individual’s character and
personality. This would take into account the individual’s capacity to relate and get with other
people, what motivates him/her and how ambitious they are.
 Aptitude tests-these are used primarily to assess an individual’s ability to do the job for which
he/she has applied. Aptitude tests include spatial reasoning and manual dexterity tests.
 Proficiency tests-like aptitude tests, assess the ability of an individual to do certain tasks
involved in the job. The best known example of this is a key board skills test for speed and
accuracy.
Placement
a) Making the job offer
It is likely that a choice will have to be made between candidates and this will mean comparing
the performance of candidates in the selection procedure(s) against the requirements of the
person specification. It is important to wait until you have seen all candidates before making a
decision. The decision should, though, be made without delay as a good candidate may receive
another offer in the meantime.
Once you have decided on the right candidate for the job, you must make him/her an offer. You
should know from your discussion with him/her what pay and conditions will be acceptable to
them. If there are any qualifying conditions these should be mentioned, e.g. subject to references,
health check etc.
Once the candidate has accepted the position, you may reject the other candidates that you were
holding on reserve. It is best to tell these candidates that your impressed by them and that the
decision was close as you may find you need them in future(or if the chosen candidate lets you
down at the last minute).

b)Post-acceptance letters
Once an offer has been made and successful candidate has accepted the position, it is necessary
to send a letter to give all details which are required by the new employee. The letter should
include the following details which will be needed to prepare for a successful first day at a new
workplace:
 Starting instructions - these include the time, place, transport, appearance and documents that
may be required at this stage.
 Package details - starting salary and when it will be due for review, overtime arrangements,
details of car, health insurance, pension and many other ‘perks’ to be included in the package.
 Other requirements like the medical and catering issues.
A lot of information can be provided in a written form, along with the formal offer of
employment and the above information.
Employee Induction

Induction is the socialisation or orientation programme aimed at gradually introducing the new
employee to the organisation, the work unit in which he or she will be working, the
particular work and the people and things which he or she will be working with. Through
induction the new comer will feel at ease much quickly. Induction introduces the new employee
to the organisation. The length of time taken on the induction exercise will
depend on the size and complexity of the organization as well as on the level in the
organization at which the employee is entering among other factors.