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Staffing

NCERT Class 12 · Business Studies Based on NCERT Class 12 Business Studies textbook · Free CBSE study kit

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Chapter Notes

Overview
This chapter explains the managerial function of staffing, which involves putting the right people into the right jobs to ensure organisational success. It covers the entire process from manpower planning to recruitment, selection, training, and development, emphasising that human resources are the most valuable asset of any organisation. The one big idea a student must walk away with is that staffing is not just about hiring; it is a continuous, strategic process of acquiring, developing, and retaining competent personnel to achieve organisational goals.
Key Concepts (25)
Staffing
The managerial function of filling and keeping filled the positions in the organisation structure. It involves obtaining, utilising and maintaining a satisfactory and satisfied work force.
e.g. A company identifies a need for a new marketing manager, advertises the position, interviews candidates, selects the best one, and then trains them.
Human Resource Management (HRM)
A specialised area of management that includes activities such as recruitment, job analysis, compensation, training, labour relations, grievance handling, and social security of employees.
e.g. The HR department of a large company handles payroll, conducts training programs, and resolves employee complaints.
Recruitment
The process of searching for prospective employees and stimulating them to apply for jobs in the organisation.
e.g. A company posts a job vacancy on its website and in newspapers to attract applicants.
Selection
The process of identifying and choosing the best person out of a number of prospective candidates for a job.
e.g. After receiving 200 applications, a company conducts tests and interviews to choose the most suitable candidate.
Placement
The process of the employee occupying the position or post for which the person has been selected.
e.g. After being selected, a new accountant is assigned to the finance department and given a desk and computer.
Orientation
Introducing the selected employee to other employees and familiarising him/her with the rules and policies of the organisation.
e.g. On the first day, a new employee is given a tour of the office, introduced to colleagues, and shown the employee handbook.
Training
Any process by which the aptitudes, skills and abilities of employees to perform specific jobs are increased. It is a process of learning new skills and application of knowledge.
e.g. A new salesperson is taught how to use the company's customer relationship management (CRM) software.
Development
The learning opportunities designed to help employees grow. It covers activities that improve job performance and bring about growth of the personality, helping individuals progress towards maturity and actualisation of their potential capacities.
e.g. A mid-level manager is sent to a leadership workshop to prepare for a future senior role.
Performance Appraisal
Evaluating an employee's current and/or past performance as against certain predetermined standards.
e.g. A manager reviews an employee's work quarterly against set targets and provides feedback.
Compensation
All forms of pay or rewards going to employees. It includes direct financial payments (wages, salaries, incentives, commissions, bonuses) and indirect payments (employer-paid insurance, vacations).
e.g. An employee receives a monthly salary plus a performance bonus at the end of the year.
Promotion
Shifting an employee to a higher position, carrying higher responsibilities, facilities, status and pay. It is a vertical shifting of employees.
e.g. A senior analyst is promoted to assistant manager after three years of excellent performance.
Transfer
Shifting of an employee from one job to another, one department to another, or from one shift to another, without a substantive change in the responsibilities and status of the employee.
e.g. An employee from the overstaffed Mumbai branch is transferred to the understaffed Delhi branch.
Internal Sources of Recruitment
Filling vacancies from within the organisation through transfers and promotions.
e.g. A company promotes a team leader to the position of department manager instead of hiring from outside.
External Sources of Recruitment
Filling vacancies from outside the organisation through methods like direct recruitment, advertisements, employment exchanges, placement agencies, campus recruitment, etc.
e.g. A company advertises a senior engineer position on a job portal and interviews candidates from other companies.
Employment Test
A mechanism (either a paper and pencil test or an exercise) that attempts to measure certain characteristics of individuals, such as aptitudes, intelligence, or personality.
e.g. A company gives a typing test to candidates applying for a data entry job.
Intelligence Tests
Psychological tests used to measure the level of intelligence quotient (IQ) of an individual, indicating learning ability or ability to make decisions and judgments.
e.g. A candidate is given a test with logical reasoning and numerical ability questions.
Aptitude Test
A measure of an individual's potential for learning new skills, indicating the person's capacity to develop.
e.g. A candidate for a programming job is tested on their ability to learn a new coding language, even if they don't know it yet.
Personality Tests
Tests that provide clues to a person's emotions, reactions, maturity and value system, probing the overall personality.
e.g. A candidate is asked to respond to a series of questions about how they would handle conflict at work.
Trade Test
Tests that measure the existing skills of the individual, measuring the level of knowledge and proficiency in the area of professions or technical training.
e.g. A welder is asked to perform a specific weld to demonstrate their skill level.
Interest Tests
Tests used to know the pattern of interests or involvement of a person.
e.g. A candidate is asked to choose between activities like 'organising a team event' vs 'analysing financial data' to see if they prefer managerial or analytical roles.
Employment Interview
A formal, in-depth conversation conducted to evaluate the applicant's suitability for the job.
e.g. A panel of managers asks a candidate questions about their past experience and problem-solving skills.
Job Offer
A letter of appointment given to the selected candidate, containing a date by which the appointee must report on duty.
e.g. A company sends an offer letter to the chosen candidate stating the salary, joining date, and terms of employment.
Contract of Employment
A written document containing the offer of employment, the terms and conditions, and the date of joining. It includes job title, duties, pay, hours of work, leave rules, etc.
e.g. A new employee signs a contract that outlines their responsibilities, salary, and notice period.
Workload Analysis
An assessment of the number and types of human resources necessary for the performance of various jobs and accomplishment of organisational objectives.
e.g. A factory manager calculates that 10 workers are needed per shift to meet production targets.
Workforce Analysis
An analysis that reveals the number and type of human resources available in the organisation.
e.g. The HR department checks that currently only 8 workers are available per shift, indicating a shortage.
How It Works
Staffing Process
  1. Step 1: Estimating the Manpower Requirements — Conduct workload analysis and workforce analysis to determine the number and types of personnel needed.
  2. Step 2: Recruitment — Search for prospective employees and stimulate them to apply for jobs in the organisation.
  3. Step 3: Selection — Choose the best person from the pool of candidates through tests, interviews, and reference checks.
  4. Step 4: Placement and Orientation — Place the selected employee in the job and introduce them to the organisation, its rules, and colleagues.
  5. Step 5: Training and Development — Provide learning opportunities to improve current or future employee performance.
  6. Step 6: Performance Appraisal — Evaluate the employee's performance against predetermined standards.
  7. Step 7: Promotion and Career Planning — Design activities to serve employees' long-term interests and provide opportunities for growth.
  8. Step 8: Compensation — Establish wage and salary plans, including direct and indirect payments.
💡 Students often forget that staffing is a continuous process in an existing enterprise, not just a one-time activity for new organisations. Also, performance appraisal, promotion, and compensation are part of the staffing process, not separate functions.
Selection Process
  1. Step 1: Preliminary Screening — Eliminate unqualified or unfit job seekers based on application forms or preliminary interviews.
  2. Step 2: Selection Tests — Administer tests (intelligence, aptitude, personality, trade, interest) to measure candidate characteristics.
  3. Step 3: Employment Interview — Conduct a formal, in-depth conversation to evaluate suitability.
  4. Step 4: Reference and Background Checks — Verify information and gain additional insights from previous employers, teachers, etc.
  5. Step 5: Selection Decision — Make the final decision, often with input from the concerned manager.
  6. Step 6: Medical Examination — Ensure the candidate is medically fit for the job.
  7. Step 7: Job Offer — Send a letter of appointment with terms and a joining date.
  8. Step 8: Contract of Employment — Execute documents like attestation forms and a written employment contract.
💡 Students often skip the 'Medical Examination' step or place it after the job offer. The correct order is: medical exam before the job offer. Also, 'Preliminary Screening' is not the same as 'Selection Tests'.
Recruitment Process
  1. Step 1: Identify the different sources of labour supply (internal and external).
  2. Step 2: Assess the validity of these sources.
  3. Step 3: Choose the most suitable source or sources.
  4. Step 4: Invite applications from prospective candidates for the vacancies.
💡 Recruitment is about attracting applicants, not selecting them. Students often confuse recruitment with selection. Recruitment ends when applications are received; selection begins after that.
Exam Traps — Don't Make These Mistakes
⚠ Confusing Recruitment with Selection
✗ Recruitment is the process of choosing the best candidate for the job.
→ Recruitment is only about searching for and attracting candidates; selection is the process of choosing the best one. They are distinct steps in the staffing process.
✓ Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organisation, whereas selection is the process of identifying and choosing the best person from the pool of applicants.
⚠ Mixing Up Training, Development, and Education
✗ Training and development are the same thing.
→ Training is a short-term process focused on improving skills for a specific job, while development is an ongoing process aimed at overall growth of the individual. Education is broader, focusing on knowledge and understanding, not just job-specific skills.
✓ Training is a short-term process to increase skills for a specific job; development is a long-term, ongoing process for overall personality growth; education is the process of increasing knowledge and understanding, broader than training.
⚠ Forgetting That Staffing is Both Line and Staff Activity
✗ Staffing is only the responsibility of the Human Resource Department.
→ Staffing is a function of all managers (line activity) as they select and train their own teams. The HR department provides specialised support and advice (staff activity).
✓ Staffing is both a line and a staff activity. It is an essential function of every manager (line) as well as an advisory role played by the Human Resource Department (staff).
⚠ Omitting 'Medical Examination' from the Selection Process
✗ After the selection decision, the job offer is made directly.
→ The selection process includes a medical examination step after the selection decision and before the job offer to ensure the candidate is fit for the job.
✓ After the selection decision, the candidate undergoes a medical examination. Only after being declared fit is the job offer made.
⚠ Thinking Internal Recruitment Has No Limitations
✗ Internal recruitment is always better because it motivates employees and is cheaper.
→ While internal recruitment has merits, it also has limitations such as reducing the scope for fresh talent (inbreeding), making employees lethargic if promotions are time-bound, and not being usable by a new enterprise.
✓ Internal recruitment has limitations: it reduces infusion of new blood, may make employees lethargic, cannot be used by new enterprises, and may hamper competition.
Compare & Contrast
Nature of the process
Recruitment
Selection
Recruitment is a positive process that aims to attract a large pool of applicants, while selection is a negative process that involves rejecting unsuitable candidates to choose the best one.
Time horizon and scope
Training
Development
Training is a short-term process focused on improving specific job-related skills for the current job, whereas development is a long-term, ongoing process aimed at the overall growth of the individual's personality and career.
Source of candidates
Internal Sources of Recruitment
External Sources of Recruitment
Internal sources (transfers and promotions) fill vacancies from within the organisation, motivating existing employees but limiting fresh talent; external sources (advertisements, campus recruitment, etc.) bring in new blood and wider choice but are more costly and time-consuming.
What they measure
Aptitude Test
Trade Test
An aptitude test measures a person's potential to learn new skills in the future, while a trade test measures the existing skills and proficiency a person already possesses.
Exam Focus
Marks pattern: Typically 2-3 MCQs (1 mark each), 1 Short Answer question (3 marks) on sources of recruitment or selection steps, and 1 Long Answer question (5-6 marks) on the staffing process or importance of training. Total: 10-12 marks.
Most asked: Importance of staffing · Steps in the staffing process · Sources of recruitment (internal vs external) with merits and limitations · Steps in the selection process · Training and development (importance, methods, difference between training and development)
Don't skip: Explain the steps in the staffing process (8 steps) — often a 5-6 mark question.; Distinguish between internal and external sources of recruitment with merits and limitations — a 5-6 mark question.; Explain the importance of training and development for the organisation and the employee — a 3-5 mark question.
One-Line Revision (read aloud before the exam)
  1. Staffing is the managerial function of filling and keeping filled the positions in the organisation structure.
  2. The staffing process includes manpower planning, recruitment, selection, placement, orientation, training, performance appraisal, promotion, and compensation.
  3. Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs.
  4. Selection is the process of identifying and choosing the best person from a pool of candidates.
  5. Internal sources of recruitment are transfers and promotions; external sources include direct recruitment, advertisements, employment exchanges, placement agencies, campus recruitment, and employee referrals.
  6. The selection process includes preliminary screening, tests, interview, reference checks, selection decision, medical examination, job offer, and contract of employment.
  7. Training is a short-term process to improve specific job skills; development is a long-term process for overall growth.
  8. Training benefits the organisation by increasing productivity, reducing accidents, and improving morale; it benefits employees by improving skills, earnings, and career prospects.
  9. Performance appraisal evaluates an employee's performance against predetermined standards.
  10. Compensation includes direct payments (wages, salaries, incentives) and indirect payments (insurance, vacations).
  11. Placement refers to the employee occupying the position for which they were selected; orientation introduces them to the organisation.
  12. Staffing is both a line function (performed by all managers) and a staff function (performed by the HR department).
  13. Workload analysis determines the number and types of human resources needed; workforce analysis reveals the number and type available.
  14. Aptitude tests measure potential to learn; trade tests measure existing skills.
  15. Human Resource Management has evolved from labour welfare and personnel management to a strategic function recognising people as valuable resources.

MCQs — 10 Questions with Answers

Q1. Which of the following best defines staffing in management?

  • A. The process of hiring only permanent full-time employees for an organisation
  • B. The managerial function of identifying workforce needs, recruiting, selecting, training, and appraising personnel to fill organisational positions ✓
  • C. Merely placing people in available job positions without any assessment
  • D. The responsibility of the Human Resource Department alone, not line managers

Answer: B — Staffing is a comprehensive management function that includes workforce planning, recruitment, selection, training, development, appraisal, and promotion—not just hiring or a single department's responsibility.

Q2. Infosys recognises employees as balance sheet assets because:

  • A. Employees are paid monthly salaries like other operational costs
  • B. In knowledge-intensive companies, human expertise, innovation, and leadership skills are critical competitive assets that can easily leave the organisation ✓
  • C. The company wants to reduce labour costs by treating employees as temporary assets
  • D. Employees own shares in the company and are therefore classified as assets

Answer: B — Infosys, being a knowledge-intensive IT consulting firm, values employees as intangible assets because their expertise and skills directly drive competitive advantage and are at risk of leaving for competitors.

Q3. Which of the following is NOT a primary benefit of proper staffing?

  • A. Helps discover and obtain competent personnel for various positions
  • B. Ensures right person on right job, leading to higher performance and quality
  • C. Automatically increases product prices in the market without any marketing effort ✓
  • D. Prevents understaffing and overmanning, reducing labour costs and wastage

Answer: C — Proper staffing improves internal efficiency and reduces costs, but it does not automatically determine market pricing or eliminate the need for marketing strategy.

Q4. A large multinational company wants to fill a senior manager position that requires 10+ years of industry experience. Which recruitment source would be most suitable?

  • A. Campus recruitment from engineering colleges
  • B. Internal promotion of a mid-level manager with 5 years' experience
  • C. External sources such as employment exchange, job advertisements, or executive search firms ✓
  • D. Labour contractor for temporary staffing

Answer: C — For specialised, senior roles with specific experience requirements, external recruitment through targeted channels (job ads, employment exchanges, search firms) is more effective than internal promotion or campus recruitment.

Q5. Which statement correctly describes the relationship between internal and external recruitment sources?

  • A. Internal recruitment is always cheaper and faster; external recruitment is never necessary
  • B. External recruitment is always better because it brings fresh talent; internal sources should be ignored
  • C. Internal recruitment (promotion, transfer) motivates existing employees and utilises their knowledge; external recruitment brings new skills and perspectives when internal candidates are unavailable ✓
  • D. Both internal and external sources are identical in terms of cost, time, and quality of candidates

Answer: C — Best practice uses internal recruitment for continuity and motivation, but external recruitment is essential for filling specialised positions, fresh ideas, and when qualified internal candidates are unavailable.

Q6. In a selection process, why is reference check conducted BEFORE medical examination and not after?

  • A. Because reference checks are cheaper than medical examinations
  • B. To verify credentials and past performance before investing in medical tests for a candidate who may not be otherwise suitable ✓
  • C. Medical examination is not important in the selection process
  • D. The order does not matter; medical examination should be done first

Answer: B — Reference checks verify background and suitability early to avoid unnecessary medical expenses on unsuitable candidates; medical examination is a final confirmation of fitness before appointment.

Q7. An employee working in the IT department of a bank is selected for an induction programme covering the bank's history, policies, and customer service standards. This is an example of:

  • A. On-the-job training only
  • B. Off-the-job training only ✓
  • C. Development programme
  • D. Both on-the-job and off-the-job training conducted simultaneously

Answer: B — Induction is a structured, formal programme typically conducted away from regular work duties in a classroom or training facility, making it off-the-job training.

Q8. Which of the following best distinguishes training from development?

  • A. Training is long-term and general; development is short-term and job-specific
  • B. Training is job-specific and improves immediate skills; development is broad-based, long-term, and prepares for future roles and career advancement ✓
  • C. Training is only for new employees; development is only for managers
  • D. There is no difference between training and development

Answer: B — Training focuses on current job competency, while development builds capabilities for future roles and broader organisational growth; this distinction is critical for exam success.

Q9. Why does staffing become a continuous process in existing organisations, unlike in a new enterprise where it follows planning and organising?

  • A. Because employees work continuously and do not need any recruitment or development after initial hiring
  • B. Because new positions are created, existing employees retire or leave, resignations occur, and succession planning requires ongoing identification and development of future leaders ✓
  • C. Because staffing is only a one-time activity during organisation setup
  • D. Because continuous staffing ensures employees never take leave

Answer: B — In ongoing organisations, staffing is continuous due to natural attrition, expansion, promotions, retirements, and the need to maintain and develop manpower—unlike new enterprises where it is a one-time post-organising step.

Q10. According to the Infosys case study, Narayana Murthy's leadership style contributed to attracting and retaining IT talent because: (HOTS)

  • A. He paid the lowest salaries in the industry to reduce costs
  • B. He created a culture of empowerment, shared wealth with employees, led by example, and ensured consistency between rhetoric and action—rare in Indian business at that time ✓
  • C. He used autocratic management to control employees strictly and prevent them from leaving
  • D. He adopted western management practices without understanding Indian work culture

Answer: B — Murthy's humble, empowering leadership—combining western management practices with wealth-sharing and employee empowerment—created a culture of closeness that differentiated Infosys in competitive talent markets; this demonstrates how staffing effectiveness depends on organisational culture and leadership philosophy, not just processes.

Flashcards

Define staffing in the context of management.

Staffing is the managerial function of filling and keeping filled the positions in the organisation structure through recruitment, selection, training, development, and appraisal.

What are the two main sources of recruitment?

Internal sources (promotion, transfer within the organisation) and external sources (advertisement, campus recruitment, employment exchange, labour contractors).

Name the five main sources of external recruitment.

Advertisement, campus recruitment, employment exchange, labour contractors, and personal contacts/referrals.

What is the correct sequence of the selection process?

Application submission → screening → aptitude/written tests → interview → reference check → medical examination → appointment → placement.

Distinguish between training and development.

Training is job-specific, short-term, and improves immediate job skills; development is long-term, broad-based, and prepares employees for future roles and organisational growth.

What are on-the-job training methods?

Apprenticeship, induction, job rotation, coaching, and on-the-job practice conducted at the workplace.

Name three off-the-job training methods.

Vestibule training, role play, case study, simulation, classroom lectures, and workshops conducted away from the workplace.

Why is staffing a continuous function in existing organisations?

Because new positions may be created, existing employees leave, retire, or get promoted, requiring ongoing recruitment, selection, and training.

What is the relationship between staffing and Human Resource Management?

Staffing is a core HR function; it is performed both by general managers and specialised HR departments in larger organisations.

What benefit does proper staffing provide through succession planning?

Proper staffing ensures continuous survival and growth of the enterprise by identifying and developing future managers and leaders in advance.

Important Board Questions

Define staffing and explain why it is considered a continuous function in existing organisations, with one example. [2 marks]

State definition as 'putting people to jobs' including recruitment, selection, training; explain continuous due to employee turnover, retirement, promotion, expansion; example: new product launch requires hiring or internal transfer.

Compare internal and external sources of recruitment. Discuss advantages of each and explain when an organisation should choose one over the other. Provide a real-life example. [5 marks]

Internal (promotion, transfer): motivates existing staff, lower cost, utilises knowledge but limited pool. External (ads, campus, exchange, contractors): fresh skills, wider choice but higher cost and time. Choice depends on: job level, urgency, specialisation needed, market conditions. Example: Infosys campus recruitment for entry-level IT roles, internal promotion for senior management.

Describe the complete 8-step selection process. Explain the purpose of each step and why they must be followed in order. Using the Infosys case, analyse how a structured selection process helps the company attract and retain high-quality IT talent in a competitive market. [6 marks]

List 8 steps in sequence with purpose of each: application (assess qualifications) → screening (shortlist) → tests (ability/skills) → interview (suitability/personality) → reference (verify credentials) → medical (health check) → appointment (offer) → placement (integration). Sequence ensures cost-effectiveness and suitability before final commitment. Infosys: structured process ensures only best talent hired, reducing attrition; rigorous selection signals commitment to quality, strengthening employer brand in competitive IT market where employees can easily switch.

Assertion-Reason Questions for Staffing

Q1. Assertion (A):

Staffing is the most fundamental and critical drive of organisational performance because human resources are the foundation of any business.

Reason (R):

The right people can help achieve business objectives while wrong people can disrupt organisational success, making the quality of human resources directly impact organisational outcomes.

Answer: A — Both A and R are true, and R is the correct explanation of A — Both the assertion and reason are true, and the reason correctly explains why staffing is critical—because human capital quality directly determines performance. The reason provides the causal link between human resource quality and organizational success.

Q2. Assertion (A):

In a new enterprise, staffing is performed after planning and organising functions are completed.

Reason (R):

Staffing must follow organising because management needs to first determine the organisational structure and then know the human resource requirements at different levels.

Answer: A — Both A and R are true, and R is the correct explanation of A — Both assertion and reason are true, and the reason correctly explains why this sequence is necessary. Planning establishes objectives, organising creates structure, and then staffing fills positions based on known requirements.

Q3. Assertion (A):

Narayana Murthy's leadership style at Infosys is based on western management principles with emphasis on empowerment and wealth sharing.

Reason (R):

This style was chosen because it is the most cost-effective approach to managing a software services organisation.

Answer: C — A is true but R is false — The assertion is true as the case study confirms his western-style management with empowerment focus. However, the reason is false—the case study does not suggest cost-effectiveness as the rationale, but rather the importance of consistency in rhetoric and action in empowering employees in a knowledge-based business.

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Case-Based Questions (CBQ) for Staffing

Case Study:

TechVision Solutions, a rapidly growing software development company with 200 employees, faced a critical challenge in 2024. Within six months, 35 skilled developers left the company for competitors despite receiving competitive salaries of ₹15-20 lakhs per annum. The company's HR team discovered through exit interviews that departing employees cited lack of training opportunities, limited career advancement paths, and an autocratic management style as primary reasons. The company's CEO realized that merely filling positions through recruitment was insufficient for organizational success. He decided to implement comprehensive staffing practices including regular training programs, clear promotion policies, and a shift towards participative leadership. Within one year, employee retention improved to 95% and productivity increased by 30%.

Q1. According to the study material, which staffing function did TechVision Solutions initially neglect, leading to high employee turnover?

  • A. Recruitment from external sources
  • B. Training, development, and creating an empowering organisational culture ✓
  • C. Selection of employees through interviews
  • D. Providing competitive compensation packages

Answer: B

Q2. The improvement in employee retention and productivity after implementing comprehensive staffing practices BEST demonstrates which importance of proper staffing mentioned in the study material?

  • A. Reducing labour costs through lower salaries
  • B. Ensuring higher performance through right person-job fit and improving job satisfaction and morale ✓
  • C. Complying with government labour regulations
  • D. Attracting only senior-level professionals

Answer: B

Q3. If TechVision Solutions had continued its previous approach of recruitment without development and empowerment, what consequence would likely occur based on the study material?

  • A. Improved employee loyalty due to competitive salaries
  • B. Better cost management through lower labour expenses
  • C. Continuous disruption of work due to personnel shortages and high turnover costs ✓
  • D. Reduced need for training investments

Answer: C

Q4. The CEO's shift from autocratic management to participative leadership reflects which principle demonstrated in the Infosys case study?

  • A. Creating a culture of closeness and empowerment to attract and retain human assets ✓
  • B. Maximizing profit at the expense of employee welfare
  • C. Reducing managerial responsibility through delegation to HR only
  • D. Focusing only on recruitment without other staffing functions

Answer: A

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Previous Year Questions (PYQ) for Staffing

Real CBSE board exam questions from past papers — free to attempt.

CBSE 2026 · Set 66/2/1 · 1 mark

Statement-I: Workforce analysis enables an assessment of the number and types of human resources necessary for the performance of various jobs and accomplishment of organizational objectives. Statement-II: Workload analysis reveals the number and type of human resources available. Choose the correct option from the following:

  • Statement-I is true and Statement-II is false.
  • Statement-I is false and Statement-II is true.
  • Both Statement-I and Statement-II are true.
  • Both Statement-I and Statement-II are false.

CBSE 2026 · Set 66/2/1 · 3 marks

(a) Explain 'Transfers' and 'Promotions' as internal sources of recruitment.

CBSE 2026 · Set 66/2/1 · 3 marks

Identify and explain the external source of recruitment discussed in each of the following cases: (i) Veer Infrastructure Pvt. Ltd. was handling the construction of a government hospital building in Unedabad. During the monsoon season, the project was delayed and there was a sudden rush of work to meet the deadline. The site supervisor placed a notice at the entrance of the construction site stating "Daily wage labourers needed for 15 days. Report with Identity Proof on Monday at 9:00 A.M. Preference for workers with experience in masonry or carrying materials".

CBSE 2026 · Set 66/2/1 · 4 marks

(a) State any four limitations of internal sources of recruitment.

CBSE 2026 · Set 66/2/2 · 3 marks

Identify and explain the external source of recruitment discussed in each of the following cases: (i) Veer Infrastructure Pvt. Ltd. was handling the construction of a government hospital building in Unedabad. During the monsoon season, the project was delayed and there was a sudden rush of work to meet the deadline. The site supervisor placed a notice at the entrance of the construction site stating 'Daily wage labourers needed for 15 days. Report with Identity Proof on Monday at 9:00 A.M. Preference for workers with experience in masonry or carrying materials'. (ii) Vista Bank planned to expand its retail banking operations in Tier-2 and Tier-3 cities. They needed to hire over 200 middle-level managers with experience in sales, customer service and operations. Vista Bank approached 'Avon Consultants', one of India's leading management consultancy firms. 'Avon Consultants' advertised positions on job portals under their own name and also accessed its database of experienced professionals across India. After extensive screening, they shortlisted and forwarded qualified candidates to Vista Bank.

CBSE 2026 · Set 66/2/2 · 3 marks

Explain 'Transfers' and 'Promotions' as internal sources of recruitment.

CBSE 2026 · Set 66/2/2 · 4 marks

State any four merits of internal sources of recruitment.

CBSE 2026 · Set 66/2/3 · 1 mark

Statement-I : Workforce analysis enables an assessment of the number and types of human resources necessary for the performance of various jobs and accomplishment of organizational objectives. Statement-II : Workload analysis reveals the number and type of human resources available. Choose the correct option from the following :

  • Statement-I is true and Statement-II is false.
  • Statement-I is false and Statement-II is true.
  • Both Statement-I and Statement-II are true.
  • Both Statement-I and Statement-II are false.

CBSE 2026 · Set 66/2/3 · 3 marks

Identify and explain the external source of recruitment discussed in each of the following cases : (i) Veer Infrastructure Pvt. Ltd. was handling the construction of a government hospital building in Unedabad. During the monsoon season, the project was delayed and there was a sudden rush of work to meet the deadline. The site supervisor placed a notice at the entrance of the construction site stating "Daily wage labourers needed for 15 days. Report with Identity Proof on Monday at 9:00 A.M. Preference for workers with experience in masonry or carrying materials". (ii) Vista Bank planned to expand its retail banking operations in Tier-2 and Tier-3 cities. They needed to hire over 200 middle-level managers with experience in sales, customer service and operations. Vista Bank approached 'Avon Consultants', one of India's leading management consultancy firms. 'Avon Consultants' advertised positions on job portals under their own name and also accessed its database of experienced professionals across India. After extensive screening, they shortlisted and forwarded qualified candidates to Vista Bank.

CBSE 2026 · Set 66/2/3 · 4 marks

(a) State any four merits of external sources of recruitment.

CBSE 2026 · Set 66/1/1 · 4 marks

'Sheetal Cosmetics Ltd.', is a fast growing beauty and skin care company known for its innovative products and aggressive market expansion. As the company increased its marketing activities like new product launches, accelerated advertising campaigns, social media promotions and influencer collaborations etc., the workload of the marketing department grew sharply. Despite working long hours, the marketing manager Arjun couldn't give adequate attention to strategic planning and high impact decisions as minor operational issues began consuming most of his time. Noticing this, the Chief Executive Officer (CEO) advised Arjun that it was now impractical for him to handle the entire volume of work alone, so he should allow his subordinates to take up routine tasks. This would not only help him manage his time better but also satisfy the subordinate's need for recognition. This will also provide opportunities to the subordinates to develop and exercise initiative. (i) Identify the concept suggested by CEO that will help Arjun to manage volume of work effectively. (ii) State any three points of importance of the concept identified in (i) above.

CBSE 2026 · Set 66/1/1 · 4 marks

State any four merits of internal source of recruitment.

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