Definition of Recruitment: Recruitment is the process of identifying, attracting, interviewing,

selecting, and hiring suitable candidates for jobs within an organization.

Sources of Selection: Selection is the process of choosing the most suitable candidate from the pool of
applicants. The sources of selection refer to the various ways organizations obtain potential candidates to
select from.

These sources are generally divided into Internal and External sources:

1. Internal Sources: Recruitment and selection from within the organization.

a. Promotions: Elevating existing employees to higher positions based on performance and experience.
b. Transfers: Shifting employees from one role or department to another without changing the job level.
c. Employee Referrals: Current employees recommend candidates (friends, relatives, or acquaintances)
for open positions.
d. Internal Job Postings (IJP): Advertising vacancies within the organization to allow employees to
apply.

2. External Sources: Recruiting candidates from outside the organization.

a. Employment Agencies: Private or government organizations that supply candidates for various roles.
b. Campus Recruitment: Hiring fresh graduates directly from colleges and universities.
c. Job Portals and Online Platforms: Websites like LinkedIn, Indeed, and Naukri where candidates
apply for jobs.
d. Company Website: Posting job openings on the company’s official website to attract direct
applicants.
e. Walk-ins and Direct Applications: Candidates visit the company or send resumes on their own
initiative.
f. Recruitment Consultants: Specialized firms or individuals hired to find candidates for high-level or
niche positions.
g. Job Fairs: Events where multiple companies gather to recruit candidates at a single venue.
h. Social Media: Platforms like LinkedIn, Facebook, and Twitter used to advertise jobs and find
candidates.
Difference between Recruitment and Selection:
Aspect Recruitment Selection
Process of choosing the most
Process of attracting and encouraging
Definition suitable candidate from the
candidates to apply for jobs.
applicants.
To create a pool of qualified To identify and hire the best
Objective
candidates. candidate.
Positive process (invites more Negative process (filters out
Nature
candidates). unsuitable candidates).
Quality – selecting the best-fit
Focus Quantity – attracting more applicants.
candidate.
Sequence First step in the hiring process. Follows recruitment as the next step.
Activities Job posting, advertisements, career Interviews, tests, reference checks,
Involved fairs, etc. final selection.
Responsibility Usually handled by HR or recruiters. Involves HR and hiring managers.
A list of interested and potential One or more selected candidates for
Outcome
candidates. the job.

Definition of Training: Training is a systematic process designed to enhance the skills, knowledge, and
competencies of employees or individuals to improve their performance in current or future roles.
Difference between Training, Development, and Education:
Aspect Training Development Education
A process focused on
Focused on personal A formal process of gaining
enhancing specific
Definition and professional knowledge, usually
skills for current job
growth for future roles. academic or theoretical.
performance.
To improve To prepare individuals To build general
Purpose performance in a for future understanding and
specific job or task. responsibilities. intellectual ability.
Focus Job-oriented Career-oriented Knowledge-oriented
Very broad (general
Scope Narrow (specific skills) Broad (overall growth)
learning)
Time
Short-term Long-term Continuous/lifelong
Frame
Practical and skill- Theoretical and
Nature Theoretical and conceptual
based experiential
Target Mostly managerial or Students, professionals, or
Employees at any level
Group future leaders general public
Training in software Leadership
Formal schooling, college
Examples use, machinery, development programs,
education, degrees
customer service mentoring

Different methods of Training: It is categorized into On-the-Job and Off-the-Job methods:

1. On-the-Job Training Methods: Training conducted at the workplace while the employee is doing the
job.
Method Description
Job Rotation Employees are rotated through different jobs to learn multiple skills.
A senior employee guides and instructs the trainee on a one-to-one
Coaching basis.
A mentor provides advice and support for the long-term development of
Mentoring the mentee.
Trainees learn under a skilled worker over a longer period, usually in
Apprenticeship trades.
Internship Short-term hands-on experience, often for students or new graduates.
Job Instruction Training Step-by-step demonstration and practice of tasks.
(JIT)

2. Off-the-Job Training Methods: Training conducted away from the actual work environment.
Method Description
Lectures/Classroom Formal sessions to deliver theoretical knowledge to a group.
Training
Workshops/Seminars Interactive sessions focusing on specific topics or skills.
Trainees analyze real or simulated business situations to develop
Case Studies
decision-making skills.
Acting out real-life situations to improve interpersonal and
Role Playing
communication skills.
Use of virtual or mock environments to train in a risk-free setting (e.g.,
Simulations
flight simulators).
E-learning/Online Training Self-paced or instructor-led training via digital platforms.
Vestibule Training Training done in a separate area with equipment similar to the actual job.
Training Needs Assessment (TNA):

Definition: Training Needs Assessment is a systematic process used to identify the gap between
current performance and desired performance to determine if training is the right solution and what
kind of training is needed.
Purpose of TNA:
 Identify performance gaps or skill shortages.
 Ensure training aligns with organizational goals.
 Prioritize who needs training and in what areas.
 Design effective and targeted training programs.

Kirkpatrick’s Four-Level Model of Training Evaluation

Developed by Dr. Donald Kirkpatrick, this model is a widely used framework for evaluating the
effectiveness of training programs. It helps organizations measure how well training programs work—
from the learners' reactions to the actual results for the business.

Kirkpatrick’s 4 Levels Explained:

Level What It Measures Description Evaluation Methods

Measures how participants felt

Learners’ satisfaction and Feedback forms, surveys,
1. Reaction about the training (enjoyment,
engagement smile sheets
relevance).

Assesses what participants

Knowledge or skill Pre/post-tests, quizzes,
2. Learning learned—facts, skills, or
acquisition assessments
attitudes.

Application of learning on Evaluates how well the learning Observations, interviews,

3. Behaviour
the job is applied in the workplace. performance reviews

Measures the final results—ROI,

Impact on business KPIs, business metrics, ROI
4. Results productivity, quality, or
outcomes analysis
efficiency gains.

How to Use the Kirkpatrick Model?

 Design training with all 4 levels in mind.
 Start with the desired business results (Level 4) and work backward.
 Collect data at each level to improve training effectiveness over time.

CIPO Model: In the context of Human Resource Management, the CIPO model is used to analyze,
plan, and evaluate HR strategies and functions. It breaks down the HR system into four components:

CIPO Model in HRM:

Component Description Examples in HRM
The external and internal Organizational culture, industry trends, labor
C – Context environment influencing HR laws, economic conditions, company goals,
decisions. workforce demographics.
The resources and factors used in HR staff, recruitment budget, HRIS systems,
I – Input HR planning and processes. applicant pool, training programs, employee
data.
The activities and strategies carried Recruitment & selection, onboarding, training &
P – Process out by HR. development, performance management,
employee engagement initiatives.
The results and outcomes of HR Hires made, employee retention, performance
O – Output activities. improvements, employee satisfaction,
productivity, cost savings.
CIRO Model: The CIRO Model is a framework used to evaluate the effectiveness of training and
development programs within organizations, especially in HRM. It was developed by Peter Warr,
Michael Bird, and Neil Rackham and focuses on four key areas:

CIRO – Context, Input, Reaction, Output

Component Description Purpose in HRM

Evaluates the need for training in Identifies why training is needed (e.g.,
C – Context relation to organizational goals and performance gaps, strategic goals).
problems.
Assesses the planning and design of the Evaluates how well the training was designed
I – Input
training program. (resources, trainers, materials, methods).
Measures participant satisfaction with Gathers feedback on how participants felt
R – Reaction
the training. about the training experience.
Assesses both short- and long-term Determines the results of training—knowledge
O – Output outcomes, including learning and job gain, behavior change, and business impact.
performance.

Training Calendar: A Training Calendar is a planning tool used by HR departments or training

managers to schedule and organize training programs over a specific period (usually monthly,
quarterly, or annually). It ensures that all employees receive timely and relevant training to enhance their
skills and performance.

Purpose of a Training Calendar:

 Provides a clear roadmap for employee development.
 Ensures training programs are planned and executed on time.
 Helps in resource allocation (trainers, materials, venues).
 Tracks compliance and training completion.
 Aligns training with organizational goals and performance needs.