Selection Process

The selection process can be defined as the process of selection and shortlisting of the right candidates with the necessary qualifications and skill set to fill the vacancies in an organisation. The selection process varies from industry to industry, company to company and even among departments of the same company.

Selection Process

Every organisation creates a selection process because they have their own requirements. Although, the main steps remain the same. So, let’s understand in brief how the selection process work.

Preliminary Interview 

This is a very general and basic interview conducted so as to eliminate the candidates who are completely unfit to work in the organisation. This leaves the organisation with a pool of potentially fit employees to fill their vacancies.

Receiving Applications 

Potential employees apply for a job by sending applications to the organisation. The application gives the interviewers information about the candidates like their bio-data, work experience, hobbies and interests.

Screening Applications 

Once the applications are received, they are screened by a special screening committee who choose candidates from the applications to call for an interview. Applicants may be selected on special criteria like qualifications, work experience etc.

Employment Tests  

Before an organisation decides a suitable job for any individual, they have to gauge their talents and skills. This is done through various employment tests like intelligence tests, aptitude tests, proficiency tests, personality tests etc.

Employment Interview

The next step in the selection process is the employee interview. Employment interviews are done to identify a candidate’s skill set and ability to work in an organisation in detail. Purpose of an employment interview is to find out the suitability of the candidate and to give him an idea about the work profile and what is expected of the potential employee. An employment interview is critical for the selection of the right people for the right jobs.

Checking References  

The person who gives the reference of a potential employee is also a very important source of information. The referee can provide info about the person’s capabilities, experience in the previous companies and leadership and managerial skills. The information provided by the referee is meant to kept confidential with the HR department.

Medical Examination  

The medical exam is also a very important step in the selection process. Medical exams help the employers know if any of the potential candidates are physically and mentally fit to perform their duties in their jobs. A good system of medical checkups ensures that the employee standards of health are higher and there are fewer cases of absenteeism, accidents and employee turnover.

Final Selection and Appointment Letter  

This is the final step in the selection process. After the candidate has successfully passed all written tests, interviews and medical examination, the employee is sent or emailed an appointment letter, confirming his selection to the job. The appointment letter contains all the details of the job like working hours, salary, leave allowance etc. Often, employees are hired on a conditional basis where they are hired permanently after the employees are satisfied with their performance.


In a business setting mangers are put to test when they face the challenge of resolving an ethical dilemma. Often certain situations do not fall in the ambit of procedures or the official code of conduct and this is when the managers feel the heat.

The problem with ethical decision making is that a decision in itself cannot be taken in a vacuum; one single decision affects lots of other decisions and the key is to strike a balance to ensure a win-win situation is arrived upon.

Though there are no golden rules to resolve ethical issues but managers can take a number of initiatives to resolve ethical issues. A brief description is given below.

Know the Principles

In ethical decision making there are three basic principles that can be used for resolution of problem. These three principles are that of intuitionism, moral idealism and utilitarianism.

The principle of intuition works on the assumption that the HR person or the manager is competent enough to understand the seriousness of the situation and act accordingly, such that the final decision does not bring any harm to any person involved directly or indirectly.

The principle of moral idealism on the other hand states that there is a clear distinction between good and bad, between what is acceptable and what is not and that the same is true for all situations. It therefore asks to abide by the rule of law without any exception.

Utilitarianism concerns itself with the results or the implications. There is no clear distinction between what is good and what is bad; the focus is on the situation and the outcome. What may be acceptable in a certain situation can be unacceptable at some other place. It underlines that if the net result of the decision is an increase in the happiness of the organization, the decision is the right one.

Debate Moral Choices

Before taking a decision, moral decisions need to be thought upon and not just accepted blindly. It is a good idea to make hypothetical situations, develop case studies and then engage others in brainstorming upon the same. This throws some light into the unknown aspects and widens the horizon of understanding and rational decision making.

Balance Sheet Approach

In balance sheet approach, the manager writes down the pros and cons of the decision. This helps arrive at a clear picture of things and by organizing things in a better way.

Engage People Up and Down the Hierarchy

One good practice is to announce ones stand on various ethical issues loudly such that a clear message to every member of the organization and to those who are at the greater risk of falling prey to unethical practices. This will prevent the employees from resorting to unethical means.

Integrating Ethical Decision Making into Strategic Management

Morality and ethical make up for a perennial debate and ethical perfection is almost impossible. A better way to deal with this is to integrate ethical decision making into strategic management of the organization. The way the HR manager gains an alternate perspective rather than the traditional employee oriented or stakeholder oriented view.

All these steps can bring better clarity into resolving ethical dilemmas. The choice lies with the manager and his own and the organization value clarity.


What is Leadership

Leadership is a process by which an executive can direct, guide and influence the behavior and work of others towards accomplishment of specific goals in a given situation. Leadership is the ability of a manager to induce the subordinates to work with confidence and zeal.

Leadership is the potential to influence behaviour of others. It is also defined as the capacity to influence a group towards the realization of a goal. Leaders are required to develop future visions, and to motivate the organizational members to want to achieve the visions.

According to Keith Davis, “Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is the human factor which binds a group together and motivates it towards.


The ALRS series provides comprehensive information on all aspects of maritime radio communications.

The data is organized into 6 volumes,some divided into several parts for case of handling.

 VOLUME-1(NP 281) :

Maritime radio stations (part 1 and 2) splits across two publications, VOLUME 1includes radio details for:

  • Global maritime communication
  • Satellite communication services
  • Coastguard communication
  • Maritime tele-medical assistance services(TMAS).
  • Radio quarantine and pollution reports
  • Anti-piracy contact table

VOLUME 2(NP 282):

Radio aids to navigation DGPS, Legal time signals, and electronics positioning fixing system(parts 1 and 2) splits across two publication,volume includes radio details for:

  • List of VHF radio directions finding stations
  • RADAR beacons (RAcons and RAmarks)
  • Known operational AIS
  • Aids to navigation (A to N)
  • Radio beacons transmitting DGPS correction
  • International standards and daylight saving times and dates
  • Interational radio time signal broadcast detials

VOLUME 3 (NP 283):

Maritime safety information services (part 1 and 2) split across two publications,volume 3 includes radio details for:

  • Maritime weather services
  • Safety information broadcast
  • Worldwide NAVTEX and safety NET information
  • Submarine and gunnery warning details (subfacts and gunfacts)
  • Radio fascimile stations, frequencies and weather map areas.

VOLUME 4(NP 284):

Meteorological observation stations this volume contains:

  • All met observation stations listed worldwide

VOLUME 5( NP 285):

This consists of GMDSS. This volume includes:

  • Worldwide communications requirements for distress, search and rescue
  • Extracts from SOLAS and ITU regulations
  • Distress and SAR (incorporating MRCC and MRSC contacts) worldwide NAVTEX and maritime safety information.

VOLUME 6( NP 286):

Pilot services,vessel traffic services and port operation(part 1 to 8). this volume splits across 8 publications,volume 6 includes radio details for:

  • Detailed pilot information,contact details and procedure
  • Vessel traffic services information,contact details and procedure
  • National and international ship reporting system
  • Port information,contacts and procedure.


This assists in planning port calls to over 9700 global commercial ports and terminals.Volume 1 and 2 consists of port information laid out in logical sequences across 70 heading including:-

  • Pre-arrival,arrival,communication,berthing operation,cargo pollution,facilities,securities,local information,shore,crew,general.

Volume 3 and 4 provide usable and detailed port plans and mooring diagrams,invaluable to ship-masters approaching unfamiliar port and berths.

Plans are available in 6 categories for easy interference:-

  1. Country plans: showing the location of ports
  2. Port location: location of and approach to,ports,harbour and terminals
  3. Berth location: berth no. And locations
  4. Berthing diagrams: individual berth and mooring arrangements.
  5. Berth equipments: including cranes,manifold,chiksan,FFA,fendering and much more.
  6. Ship-master’s plan: drawing plans as supplied by ship masters, officers, superintendant and other authoritative sources.




This series of books provides extensive information,lightships,lit floating marks (over 8m in height),fog signals and other lights of navigational significance.

Each publications also gives the characteristics of lights and fog signals, together with equivalent foreign language light description table can be used to calculate geographical and luminous ranges of light. Details of all lights are listed including international no. ,location and/or name,geographical coordinates,characteristics and intensity,elevation in meters,range in sea miles and description of structure.

Sailing Direction

  1. Sailing direction (NP1 to 74) (12years) supplement issued every 8 months.
  2. Often,referred to as pilot books,sailing directions are designed for use by the merchant mariners on all the classes of ocean going vessels with essential information on all aspects of navigation.
  3. Sailing directions provide worldwide coverage in 74 volumes.
  4. Each publication contains photographs and views as well as information on navigational hazards,buoyage,meteorological data,details of pilotage,regulations,port facilities and guide to major port entry.


  • details regarding the coast approach (particular area
  • Dangers/ no go areas
  • Local weathers
  • Local/ harbour rules,port authority
  • Working channel etc.
  • Region A/B buoyage system
  • Panaromic/ photographic views
  • Sea tidal information,depth/draught and deck details.