4.0 Procedure of Recruitment

4.0 Procedure of Recruitment 

There can be no standard procedure to select different types of employees or to be adopted by all concerns. In practice, selection procedure differs from job to job and from organization to organization. In some cases, selection is a very simple and one-step process. But in many cases, it is quite complex and time consuming. The main steps in selection procedure may be as follows:

 1. Preliminary interview 

 2. Application blank 

 3. Selection tests 

 4. Employment interview 

 5. Checking of references 

 6. Physical examination 

 7. Final approval. 

The steps listed above should not be treated as a rigid sequence. Some organizations do not follow all these steps while others follow them in a changed sequence. For example, some enterprises do not hold the preliminary interview. In some cases, physical examination may take place before selection tests. Some concerns require the candidates to fill 

two types of application forms, before and after the preliminary interview. In some companies the practice is to obtain the biodata after the final interview to account for the time gap involved. Some concerns conduct physical examination relatively early in the procedure so as to avoid time and expense of screening medical unfit persons. 

4.1 Preliminary Interview: 

The purpose of preliminary interview is to eliminate the totally unsuitable candidates. It is generally brief and may take place across the counter in the employment office of the company. It consists of a short exchange of information regarding the candidate’s age, qualifications experience and interests, it helps to determine whether it is worthwhile for the candidate to fill in an application form. It saves the expense of processing unsuitable candidates and saves the candidate from the trouble of passing through the long procedure. Preliminary interview provide basic information about candidates. While providing important information, applications and curriculum vitae of the candidate tend not to be extremely useful for making final selection Decision.

4.2 Application Blank: 

Candidate who get through the preliminary interview are asked to fill up a blank application form specially designed to obtain the required information about the candidate. Different types of application forms are used by different organizations and for different jobs. As far as possible, the application should be brief and simple. It should elicit only such information which is relevant for the job concerned. Generally, an application from contains information regarding, 

(a) personal history name, date of birth, sex, marital status, nationality, etc. of the candidate, (b) educational qualifications, 

(c) job experience, 

(d) references, etc. Application blank provides a permanent record of the candidate’s education, experience, interests, etc. in his own handwriting. It helps to make tentative references regarding the candidate’s suitability. It serves as the basis for framing questions to be asked in the employment interview. It also reflects the interest of the employer in the candidates for tests. Among the most traditional methods, application blank is prominent one useful to extract as much information as possible on various aspects of the candidate.

4.3 Selection Tests: 

Tests have become an important device in the process of selection. These are used for efficient performance of the job. Several types of tests are used to measure such skills and abilities which are needed in practice for screening applicants. Written tests may be descriptive or objective in nature. The personality tests are having meager popularity in employee’s selection, greatly because they are difficult to defend legally. However, they are re-earning vital importance, and opportunities are that at some point in the career of employees they have to complete certain personality tests.

4.4 Employment Interview: 

Personal interview is perhaps the most widely used method for selecting employees. It is a face-to–face talk between the employer and the candidate. It is more thorough and comprehensive than the preliminary interview. The main purposes of employment interview are: (a) to check the information obtained in earlier steps, (b) to seek more information about the candidate, (c) to test the qualities of the candidate, and (d) to inform the candidate about the job and the organization. Personal and social traits like aptitude, interest, motivation, communicating skill, etc. can better be judged in an interview. Employment interview, however, suffers from several weaknesses. First, interview is a time-consuming and expensive device. Secondly, interviews can test only the personality of the candidate and not his ability for the job. Thirdly, interview process depends too much on the personal judgment of the interviewers. Inaccuracy and bias in judgment may yield misleading results. Fourthly, interviewers may not be able to elicit required information from the candidate. Finally, very often interview is interpreted as having greater meaning and validity than is justified. Answers to questions may not reveal the ‘real man’. Appearance may be deceptive. A candidate good at interview may prove a failure on the job.

4.5 Checking References:

Candidates are usually required to provide some references, i.e. names of person whom inquiries as to his educational background, experience, ability, character, etc., could be addressed. A referee can be a useful source of information in case he is sufficiently knowledgeable and truthful. He may be the previous employer or teacher of the candidate. Before making final selection, the enterprise may contact the references to seek information on the candidate’s ability and integrity. A letter of recommendation may also be asked from the candidate. Checking the references may help to point out discrepancies regarding the candidate’s previous employment, past salary and reasons for leaving the job. However, reference checks are not very reliable in practice because In general the references do not know the person well enough or they are biased in his favor. Moreover, the person they do respond when approached. They may be persuaded to give opinions frankly by giving an assurance that all information will be treated as strictly confidential. Some employers do have polices that preclude employees from providing reference information and it is always risky to ask candidates to self-selected reference.

4.6 Group Discussion: 

This method is being increasing used for the selection of executives and civil servants. Under this method, several candidates are brought together and given a topic for discussion. Interviewers sit at the back and observe how each candidate participates in the discussion. This method reveals personality characteristics, communication skills, ability to get on with others, ability to appreciate others ideas, etc. The candidate cannot supposed to be different than what he really is. His personality assets itself and is revealed in his attitude and behavior during the crossfire of a discussion. The interactions emerging out of group discussions are analyzed to judge the orientation and their selling skills. Such analysis is known as interaction analysis.

4.7 Physical Examination: 

Physical or medical examination of candidate is carried out to ascertain his physical fitness for the job. It can vary from a simple check of physical appearance and will being to a very comprehensive examination. Some companies accept the medical certificate obtained by a candidate from a qualified physician. Other requires the candidate to pass the fitness test conducted by an expert appointed by the organization. A proper medical examination will ensure high standard of health and physical fitness for the employees. It will reduce the rates of absenteeism, accidents and labor turnover. A thorough medical checkup candidate fulfills three objectives; first, it helps to ascertain the applicant’s physical capability to meet the job requirement. Secondly, it helps to prevent communicable diseases entering the organization. Thirdly, it protects the organization against unwarranted claims under the Workmen’s Compensation Act.

4.8 Final Approval: 

After screening the candidates, a list of suitable candidates is prepared. The list is sent to the line manager who requisitioned the personnel. He gives the final approval. The candidates formally approved by the manager concerned are appointed by issuing appointment letter and concluding service agreements. Generally, the candidates are appointed on probation for one or two years. This is because no selection procedure is foolproof. If during the probation period, an employee is found unfit he may be transferred to some other job. Alternatively, he may be given time and training to improve himself. If the organization cannot offer him a job which he can do well, his services may be terminated after due notice.

4.9 HOW TO PLACEMENT OF EVERGREEN GROUP:

The placement process at Evergreen Group Sri Lanka is designed to ensure that newly recruited employees are positioned in roles where their skills, qualifications, and personal attributes can contribute most effectively to organizational performance. Once the selection process is completed, Evergreen’s HR department evaluates the candidate’s strengths, technical expertise, and previous work experience to determine the most suitable placement within the factory or administrative divisions. Placement decisions are made collaboratively between HR managers and departmental heads to ensure that the employee is assigned to a unit where there is a clear match between job requirements and individual capability. For operational and production-related positions, employees are typically placed in departments such as manufacturing, quality control, packaging, warehousing, or maintenance based on their technical knowledge and physical ability to perform machine-related tasks. Administrative and support roles may be placed in areas like HR, finance, procurement, logistics, or customer relations, depending on educational background and communication skills.

After the placement is confirmed, Evergreen conducts a comprehensive orientation and job-specific induction, where employees are introduced to workplace rules, safety regulations, reporting lines, production standards, and performance expectations. New recruits are assigned a supervisor or mentor during the initial stage to support them in adapting to the work environment, understanding operational workflows, and developing the required skills for the role. In some cases, Evergreen provides on-the-job training or short-term probationary placements to further evaluate whether the employee is well-suited to the assigned position. If performance gaps or mismatches are identified, the HR department may adjust the employee’s placement to another department where their abilities can be utilized more effectively. The overall placement process is therefore structured, supportive, and performance-driven, ensuring that employees are strategically positioned to maximize productivity while enhancing their job satisfaction and long-term career growth at Evergreen Group.