Post on 16-Nov-2014
SYNOPSIS
Project Title: “To study the Recruitment and Selection
practices at HIND LAMP LTD.
Objective of the study
To identify the various factors companies undertake prior to the
recruitment process.
To study how the companies establish a balance between their
business strategy and recruitment strategy.
Introduction
Before an organization can fill a job vacancy, it must find people who
not only are qualified for the position but also who want a job.
Recruitment refers to organizational activities that influence the
number and type of applicants who apply for a job and whether the
applicants accept the jobs if offered. Thus, recruitment is directly
related to both human resource planning and selection.
Research Methodology
Primary Sources
Secondary Sources
INTRODUCTION
THEORETICAL CONCEPTS
RECRUITMENT
Before an organization can fill a job vacancy, it must find people who
not only are qualified for the position but also who want a job.
Recruitment refers to organizational activities that influence the
number and type of applicants who apply for a job and whether the
applicants accept the jobs if offered. Thus, recruitment is directly
related to both human resource planning and selection.
According to Flippo: “Recruitment is the process of searching for
prospective employees and stimulating them to apply for jobs in
organization.”
Theoretically, recruitment process is said to end with the receipt of
application in practice the activity extends to the screening of
applications to eliminate those who are not qualified for job.
Although it can be quite expensive, organizations have not always
viewed recruitment as systematically as other HR functions such as
selection. During the coming years, however the importance of
recruitment will increase for many organizations for at least two
reasons:
A majority of companies think that they will face shortage of
employees who posses the necessary skills for the jobs.
The downsizing and cost saving measures undertaken by many
companies in recent years have left recruitment budgets much
smaller than before.
Thus, recruiters will have to become acquainted with new and more
cost-effective ways of attracting qualified applicants.
A DIAGNOSTIC APPROACH TO RECRUITMENT
The process:
Various factors in the environment affect the recruitment process. The
recruitment process begins with an attempt to find employee with the
abilities and attitudes desired by the organization and to match them
with the tasks to be performed. Whether potential employee will
respond to the recruiting efforts will depend on the attitudes they have
developed towards those tasks and the organization on the basis of
their past social and working experiences. Their perception of the task
will also be affected by the work climate in the organization.
How difficult the recruiting job is depends on a number of factors:
Internal influences such as organizational work culture, company
products, company’s size, goodwill of company.
External influences such as government and union restrictions and
the labor market, plus the employer's requirements and candidate’s
preferences.
External influences:
Government and union restrictions
Government regulations prohibiting discrimination in employment and
hiring have a direct impact on recruiting practices. Although there is no
guaranteed way to avoid legal entanglements associated with
recruiting, some basic principles of sound recruiting practices can be
followed.
a) Post notices regarding the availability of a job.
b) Publish a list of qualifications necessary to fill the job. Distinguish
between essential qualifications and desirable ones.
c) Use recruiting sources that will reach the greatest number of
potential applicants in the job market.
d) Be wary of establishing qualifications that might directly or
indirectly exclude members of protected groups.
e) Be sure the job qualifications are applied to every applicant in a
consistent manner.
COMPANY PROFILE
HIND LAMP LTD. is the 80 per cent subsidiary of HIND AMPL LTD..
With 1400 employees, oFormerly known as Uptron CPT, it became sick
and closed down in 1994. It was then taken over by HIND LAMP LTD. in
June 1996 and revived.
HIND LAMP LTD. forms alliance with Toshiba for flat picture tubes
Bangalore-HIND LAMP LTD. has entered into a strategic alliance with
Toshiba Corporation of Japan to manufacture pure flat picture tubes at
its manufacturing unit in Sahibabad in Uttar Pradesh.
This will be the first time pure flat tubes will be manufactured in India.
HIND LAMP LTD. Display Devices Ltd (BDDL), the 80 per cent
subsidiary of HIND LAMP LTD., will execute this project. Toshiba’s
relationship with BDDL began in 1986 as a technical collaboration for
the manufacture of 20-inch colour picture tubes.
HIND LAMP LTD. will start the production of pure flat picture tubes in
early 2002 and the production volume targeted in the first year is
50,000 units per month.
The plant was overhauled, trial production commenced in September
1997, and the name was changed to BDDL. Subsequently, the capacity
was upgraded” said Ajit Nambiar (HIND LAMP LTD. chairman and
managing director)
To begin with, BDDL was selling about 80 per cent of the CPTs to its
holding company HIND LAMP LTD. while trying to expand its customer
base. The plant is further upgradeable to 1.55 million CPTs per annum.
“Both partners will bring in their core competencies in display devices.
Toshiba is the acknowledged world leader in visual display products,”
Nambiar added.
HIND LAMP LTD. is perhaps the first company to have taken the
initiative to manufacture flat tubes in the country.
The manufacture of pure flat picture tubes will provide HIND LAMP LTD.
with greater speed and flexibility, as well as aggressive pricing to
accelerate its growth and market position in the fast growing flat
screen television segment, said Ajit Nambiar, HIND LAMP LTD.
chairman and managing director.
HIND LAMP LTD. Display Devices Ltd, (BDDL), a fully owned subsidiary
of consumer electronics giant HIND LAMP LTD. Ltd, has bagged the
Rajiv Gandhi National Quality Award 2001 in the field of Electrical
and Electronic Industry.
BDDL formally started its TPM activity in April 2002. The unit
manufactures colour picture tubes (CPTs) in 20 and 21-inch sizes and
the capacity has been upgraded to 1.86 times the installed capacity.
BDDL turned around in March 2002 to start pursuing various quality
initiatives under its JiPM TPM approach towards excellence. The unit
was taken over by HIND LAMP LTD. Ltd in June 1996 for revival under
the Rehabilitation Scheme of the Board for Industrial and Financial
Reconstruction (BIFR) as a step towards backward integration of CTV
manufacturing.
BDDL and the Future
In the years ahead, HIND LAMP LTD. Display Devices Limited is looking
to consolidate its position in Colour Picture Tube manufacturing and
leadership. Future plans include increasing the 21" Pure Flat sales and
production. A percentage of the overall sales targets are expected to
be met with the export of picture tubes and coincide with a further
increase of plant capacity to 1.8 million per annum. By developing in-
house equipment building and Tube design capabilities, BDDL is aiming
to be the best CPT manufacturer in India with a strong global presence
by 2003.
BDDL is confident of ISO 14001 certification by the end of March 2002
and the TPM processes are slated for launch in April 2002.
HIND LAMP LTD. MISSION.................................................................................................................
...............................
"HIND LAMP LTD. is committed to
achieve a leadership position in all
its groups through utilization of the
best and most appropriate
technologies, applying the finest
manufacturing disciplines and most
efficiently marketing high quality
products and services to consistently
give its customers the best value for
their money."
.....................................................................................................
...................................................
At HIND LAMP LTD., our objective is to deliver superior value to investors and customers over the long-term. Moreover, our mission is strengthened by 4 core beliefs:
Dedication to manufacturing.
Complete control over core components and technology.
Nurturing and leveraging a powerful brand
Pursuing ethical business practices.
HIND LAMP LTD. GUIDING PRINCIPLES.................................................................................................................
..............................
Our motto "Believe in the Best” is
guided by 5 principles that aim to
accomplish a singular goal: quality.
At HIND LAMP LTD., we are dedicated
to meeting consumer expectations
on one hand, and making quality a
priority on the other. This we believe is
what makes us worthy to the millions of
consumers who look up to us.
.......................................................................................................................................................
To ensure customer confidence through product quality, efficient marketing and effective
service.
To continually enhance the Company's worth to its shareholders and investors
through sound investments and profitable operations.
To demonstrate a real concern for its employees and to constantly improve the
quality and value of their jobs and career advancement.
To be a good corporate citizen who contributes positively to its community by
protecting the environment and working for public welfare.
To respect the laws, rules and customs of the land and to ensure the conduct of
all company activities will always be to the highest ethical standards
HIND LAMP LTD. HISTORY
.................................................................................................................
...............................
HIND LAMP LTD.'s history is inspiring, where
in a span of 37 years; it has grown from a
single product company to a multi-category,
multi-product conglomerate, spanning 7
product areas and over 230 products and
services.
.....................................................................................................
......................................................
In 1963, our Founder and
Group Chairman TPG
Nambiar began
manufacturing hermetically
sealed precision panel
meters in Palakkad, Kerala,
under the name of British
Physical Laboratories. Having
worked in UK and USA, when
he came back to India armed
with a vision of pioneering
the manufacture of
superior quality electronic
products, he dreamed of
making HIND LAMP LTD. a
household name.
Over the years, HIND LAMP
LTD.'s growth has been
subject to constant
challenges. The company
was started at a time when
the government had reserved
many areas of business for
the public sector. It had also
virtually barred most
entrepreneurs from entering
other fields through
reservations on licensing.
From 1980 onwards, when
the industrial licensing was
relaxed, HIND LAMP LTD.
began manufacturing
televisions, telecom
equipment,
demonstrating its
potential and future
business area. In the early
1990s, after globalization and
liberalization of the Indian
economy, competition
entered the market. HIND
LAMP LTD. retained its strong
presence and growth rate.
Strategic alliances with
international companies
provided the technology for
us and set the standards of
quality.
Using its experience of the
market and the consumer,
we concentrated on
importing technology,
improving product
quality, innovations and
manufacture of electronic
products that enhanced the
quality of life. After 37 years,
HIND LAMP LTD. has
metamorphosed from an
entrepreneurial venture, into
India's biggest consumer
electronics company
Our consolidated group revenues exceed Rs.24125.6 million
or US$ 502.60 million (Excluding power and HIND LAMP
LTD. Innovision companies) for (March 2001-2002).
We are the first brand to sell one million colour televisions
for three consecutive years (1999, 2000, and 2001).
We provide superior returns to our 32,801 shareholders, the
stated objective of our company being, deliver superior
value to investors and customers in the long-term.
We are market leaders in Home Entertainment, Home
Appliances and Telecommunications. We are No.1 in Colour
Televisions, No.1 in Frost-Free Refrigerators, No.1 in Alkaline
Battery exports, No.1 in Cardiology Products, No.1 in
Component and Manufacturing and No.1 in Mobile Phone
Services.
Our business areas include Home Entertainment, Home
Appliances, Soft Energy, Health Care, Components,
Multimedia Products, Networking and Information Technology,
Wireless, Internet, Broadband and Technology Solutions and
Power.
More than 18 million homes in India experience the
convenience and joy that our brands bring. In addition, more
than 3 million customers are added every year to our
ever-expanding consumer base.
We employ more than 14,000 people including managers
and skilled labour.
Our international collaborators include Sanyo, Toshiba,
France Telecom, Siemens and Media One.
We are the No.1 brand in India.
We have committed Rs.240 million towards Oracle
Financials, Data Warehousing, Call Centers and e-business
initiatives.
Our products are sold in many countries including UK, USA,
Japan, Australia and the Middle East.
We have 28 Factories, 5 Customer Business Units (CBUs), 21
Customer Interface Units (CIUs), over 3000 Dealers and 500
Service Centres, 6 Call Centres and 3,00,000 Outlets for
batteries.
We have a range of over 230 Products and Services to
make your life more exciting. And enrich your lifestyle
OBJECTIVE OF THE RESEARCH
To study the Recruitment and Selection Practices at HIND LAMP
LTD. DISPLAY DEVICES LTD.
To identify the various factors companies undertake prior to the
recruitment process.
To study how the companies establish a fit between their
business strategy and recruitment strategy.
To study how the companies have coped with change in the
market vis a vis its recruitment process.
RESEARCH METHODOLOGY
SOURCES OF DATA COLLECTION
Primary Sources
The primary data was obtained on wide scale ranging from pre-
designed formats to open ended interviews. The primary means were:
Questionnaires were administered across the top-level managers
in the HR department of the chosen organizations.
Discussions were held with some employees in order to obtain
their view on the recruitment strategies followed.
Secondary Sources
Data was also screened from secondary sources for further inputs.
Also data was obtained from various journals in order to supplement
details of recruitment trends globally and locally.
Company’s Websites and other news contents over internet provided a
great help in order to arrange this report.
SAMPLE DESIGN
Type of sampling: Random sampling method was used to obtain
data.
Sample extent: New Delhi.
Desirable End Results
Socially responsible and Competitive, high quality Competitive, highEthical practices products quality services
DIAGNOSTIC MODEL
External Environmental Influences Govt.Regulations &
Laws The Union Economic Conditions:
domestic & International
Composition Of labor force
Location of the
Internal Environmental Influences Strategy Goals Organizational Culture Nature Of the task Work group Leader’s style &
experience
Rewarding Human resources Performanc
e Evaluation Compensati
on Benefits &
Services
Developing Human Resources Orientation
& Training Developme
nt Career
Planning
Acquiring Human Resources HR
planning Job
Analysis & design
Recruitment & Selection
Protecting and Evaluating Safety,
health and wellness
Evaluation
HUMAN RESOURCE PROCESSES
Composition of labor force and location of organization
As the number of legal requirements has increased, it has become
more important for an organization to analyze the composition of
workforce. Such analysis is done to determine whether the firm's
employment practices are discriminatory. The location of the
organization and the relevant market will play a major role in the
composition of the work force.
Therefore, government and union restrictions labor market conditions,
the make up of the work force and the location of the organization are
external forces that affect each other. None of these forces are
necessarily more important than any other force. Each of them must
be considered in developing a sound recruitment plan that results in an
effectively functioning organization.
INTERACTIONS OF THE RECRUITAND THE ORGANIZATION
The nature of the organization and the goals of the manager are
highlighted in the above diagram, as is the nature of the task. The
techniques used and the sources of recruits vary with the job. As afar
as the applicants are concerned, their abilities and past work
experience affect how they go about seeking a job.
The organization's view of recruiting
Several aspects affect recruiting from organization's viewpoint: the
recruiting requirements set, organization policies and procedures, and
the organizational image.
Recruiting requirements
The recruiting process necessarily begins with a detailed job
description and job specification. Without these, it is impossible for
recruiters to determine how well any particular applicant's fits the job.
It should be made clear to the recruiter which requirements are
absolutely essential and which ones are merely desirable. This can
help the organization avoid having unrealistic expectations of potential
employees: an employer might expect applicants who stand first in
their class, are president of all extra curricular activities, have worked
their way through school, have 10 years of experience and are willing
to work for long hours.
Contrasted with this unrealistic approach, the effective organization
examines the specifications that are absolutely necessary for the job.
Then it uses these as its beginning expectations for recruits.
Finding applicants who possess the needed skills for a job is the
"science" of recruiting. Beyond determining whether an applicant has
the skills needed for the job, recruitment in the coming years will also
have to determine whether the applicant will function well within the
culture and value system of the organization. An interview
performance in terms of interpersonal styles is one of the most critical
factors used by recruiters to evaluate prospective job candidates.
Organization policies and practices
In some organization's, HRy70-=M policies and practices affect
recruiting and who is recruited. One of the most significant of these is
promotion from within. This policy means that organization's recruit
from outside the organization only at the initial hiring level. They feel
this is fair to present loyal employees and assures them a secure
future and a fair chance of promotion, and most employees favor this
approach. Some employers also feel this practice helps protect trade
secrets.
Organizational image
The image of the employer generally held by the public can also affect
the recruitment. All else being equal it is easier for the organization
with a positive corporate image to attract and retain employees than
an organization with a negative image.
The good or bad, well-known or unknown images of these
organizations will affect how they are viewed by the job recruits. The
organizations image is complex, but it is probably based on what the
organization does and whether it is perceived as providing a good
place of work. The larger the organization, the more likely it is to have
a well-developed image. A firm that produces a product or service the
potential employee knows about or uses is also more likely to have an
image for the applicant.
The organization's image is also affected by its industry. These images
change. Job applicants can seldom have interviews with all the
organizations that have job openings of interest to them. Because
there are time and energy limits to the job search, they do some
preliminary screening. One of these screens is the image the
applicants have of the organization, which can attract or repel them.
In sum, the ideal job specifications preferred by an organization may
have to be adjusted to meet the realities of the labor market,
government or union restrictions, the limitations of its policies and
practices and its image. If an adequate number of quality people
apply, the organization may have to adjust the job to fit the best
applicant or increase its recruiting efforts.
The potential employees view of recruiting
The applicants have abilities, attitudes and preferences based on past
work experiences and influences by parents, teachers and others.
These factors affect recruits in two ways: how they set their job
preferences and how they go about seeking a job.
Preferences of recruits for organization and jobs
Recruits have a set of preferences for a job. The recruit also faces the
limitation of labor market, government and union restrictions and the
limits of organizational policies and practices. The recruit must
anticipate the compromises just as the organization does.
What factors affect the organization decision? A more educated set
knows the labor market better, have higher expectations of work and
find organization's that pay more and provide and more stable
employment.
Job search and finding a job: the recruit
It is not always enough to be simply in the right place at the right time.
The effective job searcher creates opportunities in a systematic way.
Effective job search involves several steps including self-assessment,
information gathering and networking, targeting specific jobs and
successful presentation.
The job search process begins with self-assessment. The purpose of
self-assessment is for job searchers to recognize their career goals,
their strength's and weaknesses, interests’ values and preferred life
styles. This information is later used in the search process to help the
applicant assess whether there is a fit with a particular job offer. The
assessment is similar to what organizational recruiters will be doing,
only from the perspective of the applicant.
Information gathering and networking are methods for generating lists
of potential employers and jobs, information sources include
newspapers, trade publications, college recruitment offices and
organizational insiders.
METHODS OF RECRUITING
Most job openings are filled with people from within the organization
and entry-level positions are the most likely to be filled by external
sources. Methods for internal recruiting include job posting, skill
inventories, job bidding and referrals. Methods of external recruiting
include school and college recruiting, advertising, and using
employment agencies and executive research firms and the internet.
Internal versus external recruiting methods
Internal recruiting methods include posting position openings,
distributing memos within the organization and searching
organizational databases for a match between the skills required to
perform the job and the skills held by the current employees. This
method of recruiting looks to internal sources to fill positions and
encourages promotions from within. External recruiting methods
include advertising position. Whether managers choose internal or
external-recruiting methods depends on the degree to which
organization's strategy encourages promotions and transfers from
within the organization. Recruiting from within can lead to job
satisfaction and motivation if employees see new career opportunities
available. In addition filling positions with existing employees ensures
to large ext6ent that these employees are socialized as to the
organization's culture and personality. However problems can arise if
the internal promotion system is not viewed as fair.
The best way to avoid negative backlash when hiring or promoting
from within is to install fair practices and procedures. If steps are
taken to ensure a fair internal promotional process, most people will
accept their loss and remain productive and useful organizational
citizen. External recruiting method helps bring new ideas and
approaches to the organization.
Internal recruiting methods
Job positing
Many positions can be filled as a result of posting the job opening on
the bulletin boards, announcing the opening in a company newsletter
or posting announcement on the companies intranet. A job posting
procedure enables employees to strive for a better position within the
company. Notices of important openings should include all-important
information about the job.
Some firms have turned to computers to make their job posting more
fruitful. All employees who wish to participate, complete
questionnaires about themselves, which include items concerning
relocation willingness and preferences as well as training and
educational backgrounds. A few skills are selected out of the total that
best represent their functional skills. When a position needs to be
filled the requirements are matched and candidates selected.
Although positing jobs can be an efficient method of recruiting,
numbers of problems have been associated. Example it can lead to
personal bias and stiff competition.
Skills inventory
Another recruiting method is the use of skill inventories. Essentially a
skills inventory includes a list of employee names, their education,
training, present position, work experience, relevant job skills and
abilities and other qualifications. The organization can search through
the company skill inventory to identify potential candidates for the
position opening.
Job bidding
These procedures typically specify that qualified applicants from within
the bargaining unit must fit all jobs covered by the agreement. Those
interested in the vacancy bid for the job by applying if they are
qualified. The individual fills the position with the highest seniority
from among the qualified applicants. In some cases applicants take
competitive examinations. However only current employees are
eligible.
Using a job bidding system is normally very easy. However it can
present some difficulties.
Referrals
An excellent source of information is current employees who may know
someone who would be qualified and interested in the open position.
To entice employees to make job referrals, some companies offer a
referral bonus. People tend to associate with people like themselves, if
the employee fits the organization, chances are his or her referrals will
be good. Employees, whose referrals are hired, are often willing to
serve as a mentor to ensure their referrals succeed in the company.
EXTERNAL RECRUITING METHOD
School and college recruiting
Recruiting at high school or vocational schools is often a strategic
approach adopted by organizations with position openings at the entry
level or internal training programs. Recruiting at the college level
serves as a major source for acquiring managerial, professional and
technical skills.
The gap that exists between the skills those organizations will need
over the next several years and those currently possessed by potential
employees is growing. The number of jobs requiring a college degree
is on the increase. Unfortunately for the organization it is a very time
consuming and expensive exercise. But pressures from the external
environment will continue to force organizations to be highly visible
and active in this kind of recruiting.
In college recruiting the organization sends an employee usually called
a recruiter, to campus interview candidates and describes the
organization to them. Coinciding with the visit, brochures and other
literature about the organization are often distributed. The
organization also runs ads to attract the candidates.
In the typical procedure, those seeking employment register at the
college placement service. This placement service is a labor market
exchange providing opportunities for students and employers to meet
and discuss potential hiring. Preliminary interview with employers is
done. Students are given detailed influence about the job and the
profile. Salaries are negotiated. The expenses are borne by the
organization. Many of the changes are designed to reduce overall
recruiting costs while maintaining a strong applicant's flow into the
organization. The trend seems to be for an organization to develop a
stronger, ongoing relationship with a relatively select number of
schools.
Advertising
Advertising job openings in newspapers, magazines, newsletters and
other media sources is a relatively inexpensive recruiting mechanism.
Advertising is useful for filling open position quickly. Advertising
usually does not target a specific audience. Specified defined
advertisements will attract qualified applicants, dissuade unqualified
ones from applying and make the recruitment process more efficient.
Private employment agencies
Private employment agencies vary considerably in size and
effectiveness as good sources of employee and must be chosen
carefully by employers and job seeking alike. A preliminary interview
is conducted for the applicants. Unfortunately some agencies are
more concerned with placing employees quickly than in effecting a
good match between the employee and the organization. The
discrepancy can be reduced if the HR managers give detailed and
specific requirements.
The internet and the WWW
One of the fastest growing recruitment methods is the internet and the
WWW. Companies who do use the internet as a recruiting source
appear to be happy with the process and the results. It allows access
to broader set of people and hence broader set of expertise and skills.
UTILIZING RECRUITING RESOURCES
Companies frequently use a variety of internal and external recruiting
strategies to locate and hire their workers. Although one technique
may work well for some organizations, the same technique may prove
ineffective for others. Some technique may mesh well with the
organization's competitive strategy, but others do not.
By integrating both internal and external recruiting techniques, a
company can develop an overall recruiting plan that is specifically
tailored to support its overall strategy and result in selection of highly
qualified applicants.
Exactly how many recruits are needed can be determined from past
recruitment efforts. Specifically a yield ratio can be developed for each
position to be filled. A yield ratio is the number of candidates who pass
a particular recruitment hurdle divided by the number who attempted
the hurdle.
It is important to keep in mind that the plan should support the
companies overall strategic approach.
Re- Recruitment strategies
Re-Recruitment strategy is a series of steps a company can take and
retain key employees. Re-Recruitment strategies are a good idea, but
essential in turbulent times such as after downsizing or a major
organizational restructuring. Key employees are defined as employees
whose loss would have a most detrimental effect on the organization.
Once the key employers have been located, the next step is to
determine what can be done to motivate them to remain with the
organization. A flexible work arrangement will mean something
different to every employee, so it is important to dearly delineate what
key employees want and need with respect to flexibility. Flexibility can
also be offered by introducing compressed work weeks, flexible
starting times and comp time where workers can leave work for an
hour or two to deal with family matters. An increase in the
compensation can also help retain a key employee. Retention bonuses
have also been used successfully as a means of getting technical
staffers. Without a salary adjustment key employees may be stolen
away by competitors.
Career development opportunities
College graduates entering work force for the first time are clear about
their expectations and are less willing to adapt their values and work
styles to accommodate to their employers.
The following factors entice first careerist to stay with the job and the
company:
1. Immediate involvement in the essential work of the firm.
2. The ability to apply newly learned knowledge and skills.
3. The opportunity to understand the big picture of the firm.
4. Rapid career development.
5. Rapid salary advancement.
6. The opportunity to learn new skills.
Companies are responding to these needs by offering a variety of
programs for new employees. One factor that should be considered
prior to selection is the "fit" between the individual career objectives
and the career path that can be realistically offered by the firm.
Career plateau which refers to the point in a career where future
hierarchical movement is unlikely, has become a real problem in
organization's today. Downsizing and restructuring has severely
restricted the potential for vertical movement in many managerial
carriers.
ALTERNATIVES TO RECRUITMENT
Another strategic business decision can be made is not to recruit.
Instead they can rely on alternative staffing options.
Common alternative staffing options
Traditional temporary help
A potential employee is recruited, tested, screened and employed
by a temporary staffing agency. They assign qualified individuals
to work at a clients site, generally to support or supplement the
current work force.
Long term temporary assignments
It is becoming increasing popular for an organization to staff part
of its work force with temporary workers on an ongoing basis.
These individuals are not considered short-term replacements, but
more a part of the regular work force.
Part time employees
Workers who work less than 40 hours a week are considered part
time employees. They can be organization's pay roll or assigned
via a temporary agency.
Employee leasing
A Company will transfer some of its employees to a leasing firm.
The leasing firm then leases back the workers to perform the
same job they did for the Client Company. However the leasing
firm is now responsible for cost and work associated with the
typical HR functions such as Payroll, benefits and record keeping.
Independent contractors
Independent contractors are self-employed individuals who
market a specific skill they posses to a variety of companies. A
Company will hire them for a specific project or contract.
Payment is usually based on the time and effort the individuals
put forth on the project and expenses are frequently reimbursed.
Outsourcing services
An independent company with expertise area will contract with a
firm to take full responsibility for that specific function in the
organization.
EVALUATING THE RECRUITING METHODS
Given the importance of recruiting to the organization the method
used in recruiting should be evaluated periodically. One of the most
important reasons to evaluate recruiting method is to determine the
cost versus benefits of various methods. When recruiting method do
not attract enough applicants many organization’s respond by raising
the salaries. Although some job applicants may be enticed by money,
this may not be a cost-effective method of recruiting. Further
employees within the organization may perceive inequity if new
employees are brought in at a similar or even higher salary.
Recruiting costs include factors such as the cost of advertising, the
salaries and travel expenses of recruiters, travel expenses of potential
job applicants and recruiting agencies. These costs must be weighed
against factors such as the potion of acceptance offers. At a minimum,
organizations should compare the length of time applicants from each
recruiting source stay with the organization with the cost of hiring from
a particular source. The effectiveness of recruiting method varies
among organizations and even jobs within the same organization.
THE SELECTION PROCESS
Selection is the process of choosing individuals who have the
qualifications to perform a particular job well. Organization differs as to
the complexity of their selection systems. Some organization's make a
strategic decision to fill positions quickly and inexpensively by
scanning application forms and hiring individuals based on this
information alone. Other organization's however makes a strategic
decision to choose the best person possible by having an elaborate
and sometimes costly selection system. These systems may require
potential employees to fill out application forms and provide
information for a background check, take a number of job related tests,
and perform well through a series of interviews. Most organization's
have more than one selection process.
Application blanks and resumes
The initial screening of potential employees is usually done by
examining resumes and 1 or having applicants fill out an application
blank. Items that should be requested on an application include
general biographical information. Much of information gathered on
application blanks is objective so that the human resources manager
can verify it. Verification of information on an application is becoming
increasingly important to avoid claims of negligent hiring.
An employer is guilty of negligent hiring if he or she failed to
perform a thorough background check on an employee whose infliction
of harm could have been predicted.
Once the application has been verified, it can be numerically scored to
make it comparable to others. The process of qualifying an application
is called weighting an application. The use of a weighted
application blank involves placing a value or score for the items on
the application that have been found to predict successful job
performance. Applicants receive points according to the information
they report on the form and can then be ranked based on their total
points.
Although weighted applicants blanks have been found to be predictive
of future performance, the time and cost of developing an effective are
often prohibitive.
Resumes are often instead of application blanks. Job applicants
develop their own resumes, which should include essentially standard
information.
TYPES OF SELECTION TESTS
A number of selection tests have been developed to aid the human
resources manager in hiring employees. The following section covers
mental ability test, work sample tests, trainability tests, personality
and interest inventories and honesty tests as selection devices.
Mental ability tests
Paper and pencil tests have been developed by psychologists and are
used by organization's to measure mental ability and aptitude. Ability
and aptitude tests examine a variety of tests such as general
intelligence, an understanding of spatial relationships, numerical skills,
reasoning and comprehension.
Work samples
Also called performance tests, work sample tests measure the ability
to do something rather than the ability to know something. These
tests may measure motor skills or verbal skills. Work sample tests
should test the important aspects of the job. Since job applicants are
actually performing a small portion of the job, it is difficult to "fake"
ones ability on these tests.
One of the most effective ways to design work sample tests is by using
the results of a job analysis, because the results of a job analysis
indicate which tasks are most critical and which are required for
successful competition of the task. It is easy to determine which
activities need to be represented on the tests.
Trainability tests
For jobs in which training is necessary due to
1. The skills level of the job applicants
2. Changing nature of the job, trainability tests are useful.
Essentially the goal is to determine the trainability of the candidate. In
the first step of the process, the trainer demonstrates how to perform a
particular task. Then the job applicants are asked to perform the task
while the trainer helps to coach him or her through the process several
t8mes. Finally the candidate monitors the performance, recording any
errors, to determine the overall trainability of the job applicant.
But work sample tests and trainability test have shown to have high to
moderate success predicting job performance.
Personality and general interest inventories
Personality and general interest inventories are tests that have no
"correct" or "incorrect" answers. Interest tests are used to measure an
individual's work and career orientations. Personality tests focus on
identifying traits or typical behaviors of individuals and are used to
measure a variety of traits including aggression, self-esteem and type
A behavior. Although personality and general interest inventories are
tests that have no "correct" or "incorrect" answers. Interest tests are
used to measure an individual's work and career orientations.
Personality tests focus on identifying traits or typical behaviors of
individuals and are used to measure a variety of traits including
aggression, self-esteem and type A behavior. Although personality
tests can be costly, they can help human resources manager's
determiner individual characteristics opt obtained from a resume, thus
increasing the likelihood of finding a go "fit" between the job position
and the employee.
A serious criticism of personality inventories is their tendency to be
invasive in that they seek to "uncover” revealing data about a person's
psyche. Companies that use this type of pre employment tests must
therefore ensure that the information they seek and the way they use
this information are relevant to the job in order to prevent lawsuits by
rejected applicants.
THE INTERVIEW
Most organization's, regardless of size, use interviewing as a selection
method. Interestingly, interviews have been criticized for being
unreliable sources of information due to perceptual and judgment
errors on the part of the interviewer. Example interviewers often form
a first impression of the job applicant based on the influence obtained
on the application blank or the first two minutes of the interview.
Another type of perceptual error is called the Halo effect. In this case,
one characteristic or behavior of the job applicant overrides all or most
other characteristics.
Contrast effects have also been found to distort interviewer
judgments about job applicants. Contrast effects occur when the
interviewer evaluates a job applicant by comparing this person to
previous job applicants.
Other perceptual errors can distort an interviewers evaluation include
stereotyping, leniency, strictness and central tendency errors.
Establishing a system for conducting an interview can improve the
reliability and validity of interview assessments.
Types of interviews
Interviews can be classified into three general categories: structured,
semi structured and unstructured.
Structured
When conducting a structured interview, the interviewer asks
questions from a prepared list and does not deviate from it
except for some follow up questions. During the interview, the
interviewer records his or her thoughts and reactions on a
standard organizational form. When different interviewers reach
the same or similar conclusion about a given candidate, the
interpretation reliability is high. Unfortunately this type of
interview is very restricted.
Two most common types of structured interviews are the
behavioral description interview and the situational interview.
The behavioral description interview allows you to gather
and evaluate information about what candidates have done in
the past to predict how they will act in the future. A thorough job
analysis of the job is done for which the interview is being
developed. The specific KSA0s are uncovered, required by the
job as well as appropriate and important behaviors performed by
the job incumbents. Next questions will have to be designed
which elicit the behaviors.
The second type of structured interview is the situational
interview. In this job experts develop questions that focus on
situations that might arise in the actual job. It is conducted with
a panel of interviewers, each of them independently rate the
applicants. This type of interview is kinder to the applicant
because a past example does not have to be provided.
Semi structured
Here only the major questions are prepared in advance and are
recorded on a standardized form. This type of interview involves
some planning on the part of the interviewer but allows for some
flexibility regarding exactly what and how questions are asked.
Although the inter rater reliability is not so high as with
structured interview, the information obtained may be richer and
possibly more relevant
Unstructured interview
The unstructured interview involves little planning or no planning
on the part of the interviewer. Due to lack of planning, the
interviews tend to vary greatly between interviewers and also
between interviewees. Unstructured interviews have low
reliability and seldom yield valid and useful information.
MANAGERIAL SELECTION DEVICES
Selection devices for managers can differ from non-managerial
employee selection. Assessment centers were developed to tap these
numerous managerial skills by collecting work sample information. an
assessment center is not a place but a process. In this process trained
professional evaluators, called assessors, observe and record and
evaluate how a candidate performs in simulated job situations.
Although the validity of assessment center tends to be high, some
problems recently have been identified with this selection device.
RECRUITMENT AND SELECTION - OVERVIEW
Till recently the rules of recruitment were very retrogressive.
Companies simply hired fresh graduates or MBAs - seeking out the top
rankers - started them off as trainees, paternally oversaw their vertical
progress and repeated the process every year. On the rare occasions
that they had to recruit at higher levels, they advertised - the
discreetness of the address matching the stature of the company as a
coveted employer - or used services of a head hunter and chose on the
basis of a track record. Job hoppers were never favored and
companies hired everyone for lifetime.
Now a recruitment revolution is beginning. And the people whom
company will soon compete for most fiercely will be those who have
earned their spurs in different functions, companies, industries- and
not one company, one function specialist. Having succeeded in hiring
them, CE0s must not expect all of them to stay. Some will leave the
company when the company changes its operational focus - as it must
to stay ahead of change and needs different kind of people. Others will
opt for entrepreneurial careers in favor of employment. Yet others will
go back to school to restrictions educate themselves and proceed to
the next phase of their portfolio careers.
Abandoning their old policies of hiring only at the bottom, therefore
companies will have to induct new talent at every level, including
those where internal promotions were once developed rigueur. Even
the search for CE0s will intensify as new competitors look for team
captains and existing companies feel the need for new qualities - not
available in house - in their CE0s. Infact the search for the right people
at every level will pick up pace.
And while companies will have to develop innovative techniques to
beat the competition at recruitment hotspots like campuses, they must
also look outside their conventional hunting grounds. For that is where
people with unorthodox Winning ideas will come from CE0s looking for
breakthrough marketers will have to recruit them from other industries
since everyone already in the sector will only offer tired ideas. Hunting
for knowledge workers, company have to raid research laboratories,
non-governmental organization's, college staff-rooms and even sports
fields. In addition, the quest for managers with the ability to lead
mega projects will have to be global and not limited to the country.
At the organizational level, companies must tailor their work force
recruitment plan to corporate objectives, drawing up the profiles of
suitable fires accordingly. Company focusing on new business
development will have to seek entrepreneurial abilities; companies
planning to withdraw from diversifications must look for pragmatists;
companies chasing growth through alliances should hire people
comfortable in different cultural backgrounds. Above all companies
must hire for the future, anticipating jobs that may not be in existence
yet.
Therefore, recruitment of managers must focus not on functional
expertise, but for attitudes and approaches that fit the corporate goals
and culture. Among the qualities that companies will have to screen,
therefore will be interests, disposition, attainments, and general
intelligence, special aptitudes are even physical makeup. For every
job that a company seeks to fill therefore the must prepare
psychological profiles of the ideal candidate. And to test candidates
for a fit with that profile, companies will increasingly have to use
psychographics testing techniques such as Thomas Profiling. Myers-
Bdgg Type indicator, or the particular preference Inventory that draw
up the complete psychological and behavioral characteristics of an
individual.
The test for personality traits will involve using unconventional tools
like graphology. Also on test will be candidates result orientation
analytical ability, initiative, communication skills and innovativeness,
giving employers as much information as possible with which they
decide whether an individual will be appropriate for the job. To
validate the conclusions of the tests, line managers and human
resources personnel who conduct interviews will have to be trained
interviewing skills. And companies will have to use multi-session depth
interviews ad of one off interactions to explore different facets of a
candidate under different circumstances and varying degrees of
pressure.
What are the elements which companies must use to entice top
talent’? Compensation will be crucial only till it isn't absurdly below.
The competitor offer Instead recruiting teams will have to market their
company as a place where employees have fun working, particularly to
people that the company is trying to hire from old-fashioned
organizations.
A corporate culture that cares for people and gives them room to grow
will be a company's strongest magnet for attracting good people. CEOs
will have to ensure that their line managers and human resources
department design unconventional jobs and daring responsibilities to
create offers that their targets cannot refuse. And if pursuing the right
person and convincing him to agree takes time, the companies should
be willing for it. In the knowledge economy, the corporate quest for
intellectual capital will be a continuous process.
Recruitment costs
Low cost per hire may affect the quality of recruiting. Companies may
think that the cost of hire may be high but if the company is able to
attract the best talent, the company is successful. Quality of hire is a
useful metric. to assess the strength of the recruiting process.
Some companies evaluate candidates through multiple interviewers,
assessment tests, reference and credit checks, background and
educational verifications. Even with all of these techniques, companies
continue to realize the same "bell curve" distribution of employee
performance. Others are smarter, they apply the technique of
position, profiling to identify top performers and to change the bell
curve.
Companies can design a brief performance evaluation process and use
it on new entrants, within 6 and 18 months of joining. The quality of
performance puts the recruiting process to test.
While filling internal positions, the recruiting manager responds to his
internal customer - the line manager. Measure of customer
satisfaction proves to be a precious technique for fine-tuning the
system. Recruiting managers use post hire surveys and evaluations
for this purpose.
It is important for companies to document pre hire requirements and
conduct post hire evaluations. Managers also seek feedback from the
candidates themselves. Such data could give insights into further
streamlining the recruiting process.
How long before they are in?
Recruitment cycle time is measured by the time taken to fill a vacancy.
Another metric is staffing time ratio - the ratio of actual time in days to
start to pre-contracted time to start. The contracted time to start is to
agree upon between the hiring manager and the recruiter and it can be
changed during the recruiting process with mutual consent.
Internal hiring a more viable option
Corporate recruiters have a dangerous bias towards hiring from an
outside source. Industry giants like HLL and Tata's believe in
homegrown talent. More often than not heavy recruitment happens at
entry level and incumbents move along a structured career path as
they grow with the company. The pool of talent keeps widening and
gains richness with time. As a result, it is never a daunting task to fill
roles created out of unexpected situations.
On the other hand fast growing, innovative relatively newer firms tend
to focus more on external hires, a strategy guided partly by default
and partly by design. Largely all companies end up using a mixed
strategy.
Some companies believe that external hiring give facts about the
competitors. External hiring brings in new ideas, perspectives,
competencies and readymade skills that do away with the need for
much investment on training. On the other hand internal recruitment
works fine, sometimes better. The culture of certain companies may
be such to mould the existing employees for further vacancies. Such
companies boast of low employee turnover rate. Internal recruitment
may have its benefits but it also demands a great deal from the HR of
the company.
Internal hiring cut out on downsizing
Building an internal talent pool works as an innovative answer to
overstaffing, especially if the company is wary of downsizing as the
option.
Internal hiring: more than just filling a slot
Recruiting by itself serves a single purpose filling a slot. But when a
company favors internal over external sources, it also addresses the
critical issue of succession planning. It does not cater to executive
replacement alone, it underlines a commitment to leadership
development. A greater pool of talent can be harnessed at a short
notice without the hassles of an elaborate search externally and
without investing in further hiring and training costs.
The above kind of a process involves psychometric profilers, offsite
interactive workshops, multi rater feedback processes, management
games and options as simple as observation and past performance
records.
Recruiting ... in spite of odds.
Recruitment business has dropped by almost 40% lately and the
situation may remain low profile at least for the coming months. There
is general reduction in intake; recruiters are shying away from taking
fresher or even people from cross-functional industries so that there is
less investment in training. Organizations are trying to reallocate jobs,
add portfolios to existing positions even considering outsourcing. Jobs
are diminishing, merging or even disappearing altogether. While there
are definite signs of conventional recruitment activity having slowed
down, there are strong signals that organizations are successfully
experimenting with more innovative techniques of talent scouting and
sourcing of requisite skills need to replenished.
Innovative Sourcing… Its happening
70% of recruitment in India happens through the direct advertising
route. Use of recruitment consultants is the second most favorite
technique. Head hunting is very much in demand along with in depth
interviewing. The Indian recruiter may have access to the best of
Indian recruitment consultancy firms as well as the cream of
international search firms, all fiercely competing on grounds of quality
and value added service. However, he has started looking for different
sourcing options. Employee referrals, for one is gaining popularity.
Employee referrals
HIND LAMP LTD. DISPLAY DEVICES LTD. on personal contacts is still a
strong source of recruitment and is capitalized in ways that are more
sophisticated by many organizations. HIND LAMP LTD. DISPLAY
DEVICES LTD in the manufacturing sector is reported to have adopted
"company-opting schemes" whereby employees are promoted to
recruitment positions and rewarded for their ability to become good
recruiters.
Recruiters have accepted the fact that recruitment advertising is an
intricate process, involving a psychic attitude change. Its not about a
simple job announcement in a newspaper. It is about attracting quality
people who are not desperately looking for a job. An international
restaurant chain realizes that the candidates need to have a feel of the
company before they decide to apply for a job. The company planned
a two-day event for potential recruits to walk in and meet managers
personally, see videos and slide shows about the company. The open
days also marked a change in direction as far as the recruiting process
was concerned. Instead of screening for basic skills and experience,
the company concentrates on recruiting people for their personality, so
that people could fit in.
A new selection aid
All India Management Association (AIMA) has taken a useful initiative
by introducing an all India level test for the employability of
prospective management employees (TEM). The test is administered
to candidates who are in the final year of MBA programs or an
equivalent course or have less than 2 years of post qualification work
experience. Candidates are tested on parameters like general
management skills, thinking skills, awareness of current business and
economic environment and on their functional areas like marketing,
finance, HRD, operations. Etc.
TEM has been endorsed by 62 companies like HLL, Ceat LTD, ITC
Ltd, L&T, GEC Alsthom Ltd, DCM, Shriram etc. the scores achieved
by the candidates in this test along with other details are sent to
corporate to be short listed for 'Interviews and subsequent placement.
Corporate houses get access to scientifically evaluated candidates
from allover the country without having to visit each and every
campus, thus saving time and effort. On the other hand, the
candidates get access to a host of companies without individually
applying to them.
A suitable recruitment strategy
An effective recruitment system like any other HR sub-system needs to
be sync with the business strategy and objectives of the organization.
Organizations adopt specific recruiting strategies tailored to their
business needs. These business needs may change depending on the
stage of growth of the organization.
Recruitment strategy varied with stage of growth of the organization
Business situation Characteristics of
business situation
Characteristics of
candidate
Starting a new
business
Financial risk
No systems/procedures
/ Organization
Operational experience
base is lacking.
Limited relation with
Suppliers, customers.
Vision
In-depth knowledge
Staffing
Organizing and
team
Building.
Turnaround Need for rapid decision
making.
Weak competitive
position.
Low esteem/morale.
Bureaucratic
organization structure.
Incompetent/inefficient
personnel.
Strong leader
Strong analytical
skills
Business strategist
Good crisis
management
Skills.
Credibility.
New acquisitions New management
proving themselves
Existing management
defensive about change
Need to integrate
acquired company with
parent
Analytical ability
Relationship
building skills
Credibility.
Liquidation of
business
Weak competitive
positions Low returns
Low morale, deficiency
of skills
Determination
Highly analytical in
case of
cost/benefits
Need to cut losses and
make decisions
Willing to do dirty
jobs
Wants to be
respected not just
liked
Redeployment Low short term/long
term risks
Resistance to change
Mismatch of
organization resources
and need
Lack of strategic plan for
quite some time.
Good manager of
change.
Highly persuasive.
Supportive.
Risk taker.
What are the skill sets
Process skills are being given more importance as compared to solely
technical skills. Recruiters are keenly selecting for general attributes
like ability to cope with change, leadership, entrepreneurship, project
management, tolerance of uncertainty, management skills and
communication ability. The five top skills sought in entry level
candidates on campus are communication skills, team working,
listening and problem solving.
RATIONALE TO THE STUDY
Recruiting and screening is the first line of defense when it comes to
bringing the right people into the organization. Determining who the
right people are should not end with experience and education, but
with personality, attitude, communication abilities, and other
behavioral characteristics that fit the organization
The overall aim of the recruitment and selection process should be to
obtain at minimum cost the number and quality of employees required
to satisfy the human resource needs of the company.
Hitting the hiring bull's eye is one of an executive most important and
most difficult responsibilities. Using interviews, reference checks and
sometimes-even personality tests, they try to infuse logic and
predictability into hiring. Still, success remains elusive.
If hiring has always been a daunting task, today's economy makes it
more so. The global scope of business has increased the demand for
talented senior executives in the corporate ranks. Meanwhile supply is
shrinking as more and more people-in particular promising MBA's
choose to work for start up ventures or go Into businesses for
themselves. At the same time the nature of work itself is in flux.
Until the 1990s, jobs were pretty uniform. In the classic, functional
organization cultures were relatively comparable, too - formal,
hierarchical, and based on individual achievement. But with the
advent of new organizational forms such as joint ventures and
strategic alliances and with growing prevalence of teams, free agents
and networking, finding the right person to fill a job has become more
complex.
What competencies, after all these new kinds - of companies and
cultures require? Nowadays the CEO's of two companies in the exact
same industry may need entirely different skills and personal styles to
succeed.
Many talented people leave their organizations because senior
managers don't understand the psychology of work satisfaction; they
assume that people who excel at their work are necessarily happy in
their jobs. Strong skills do not always reflect or lead to job satisfaction.
Many professionals, particularly the leagues of 20-30 something's
streaming out of today's MBA programs, are so well educated and
achievement oriented that they could succeed in virtually any job. But
will they stay?
The answer is, only if the job matches their deeply embedded life
interests.
Personal values have changed with workers of the new millennium.
Employee/ employer loyalty has diminished and work environment and
a "work/life" balance are more important than ever. It is clearly evident
that as we move into the new millennium, onlycompanies than ever.
It is clearly evident that as we move into new millennium, only
companies that have a world-class recruitment, placement and
retention solution will survive .
Considering the above scenario studying the recruitment and retention
strategies was the most appropriate topic for my end term project.
Since successful practices of HR begin with an appropriate selection
process and retaining the best talent within the company is another
challenge.
ANALYSIS
MANPOWER PLANNING AND BUSINESS PLANS
HIND LAMP LTD. DISPLAY DEVICES LTD.
HIND LAMP LTD. DISPLAY DEVICES LTD. follows a details manpower
planning process. However this planning or the recruitment for any
positions have to be sanctioned by the top management. It does not
follow a system of projections for the 5 years since they believe that it
is too long a period considering the fast changing environment. As a
result it does not allow them to keep a focused approach eventually
affecting the recruitment quality and process. The projections are
drawn for 2 years. Infact the projections are yearly where a detailed
plan is drawn up, a budget is made and a sanction obtained for the
same. Also the requirements are identified for the next year, which
then in the coming year is drawn in detail . Hence the blue print of the
next year is prepared.
The budget is prepared extensively, which holds an important process
in the entire function. The data from all centers all over the country
and regions are taken. The data is then assessed in terms of the type
of the type of people needed how many of each is needed, the
qualifications and the number of years of experience needed. How
many employees are expected to retire that year, how many are
expected to resign. What is the debt levels etc, the financial and
market situation of the company is judged.
Following which the board sanctions the manpower plan and the
recruitment process begins. This also allows HIND LAMP LTD. DISPLAY
DEVICES LTD. to tailor its manpower plans to its corporate objectives
since the profiles of each are drawn up in consultations with the line
management, top management ( depending whether managerial or
non managerial ) and the experience of the past years .
The linkages developed as a consequence of the above are above are
strong between the manpower plans and business plans. It helps to
assess the number of employees redundant. Considering the
competitive scenario it is imperative for the company to keep a tab on
its requirements and invest in the making of its manpower plans. The
result are evident in the success of HIND LAMP LTD. DISPLAY DEVICES
LTD., the fact that it leads the market.
The company has a well-laid out succession plan which forms an
essential backbone of the company. This ensures that any person
leaving the organization at a middle or senior level, the work does not
come to a stop nor is their chaos. A well-defined succession planning
ensures a lot more than this. The company does situations. This instills
a feeling of security amongst the employees at the lower level. The
relevance of merit and performance becomes accentuated and helps
them perform better.
Role of job definition in recruitment
The job definition plays a crucial role in the recruitment process since it
helps define the expected qualifications and background for the
concerned job. The requirements markedly differ for the managerial
and non-managerial level. The job definition does take place prior to
the recruitment process, which involve the line manager largely
judging the job profile. This helps recruit the right person for the right
place, but the jobs profile of only technical people follow the path.
Incase of general managerial level etc the job definition outlines a
sketch of required competence. The person is then molded along the
career path.
The image built by HIND LAMP LTD. DISPLAY DEVICES LTD. and the
reviews of the analyst are a reinforcing factor in the minds of the
prospective employees. HIND LAMP LTD. DISPLAY DEVICES LTD. is also
leading the market and is ahead of HIND LAMP LTD. DISPLAY DEVICES
LTD.
Recruitment patterns – Internal and
external
HIND LAMP LTD. DISPLAY DEVICES LTD.
HIND LAMP LTD. DISPLAY DEVICES LTD. follows both internal and
external recruitment processes for managerial and non-managerial
level.
Procedure of Recruitment
The following are the sources of recruitment:
Employment exchange
Direct recruitment (through advertisement, etc.)
Internal promotion/selection
Transfer on deputation from public sector undertakings
HIND LAMP LTD. DISPLAY DEVICES LTD. – The internal hiring is a
common feature amongst the PSU’s. HIND LAMP LTD. DISPLAY
DEVICES LTD. indulges in internal hiring for the staff and the
managerial level. In both cases promotion on basis of performance is a
common factor. In fact in the managerial level the merit is the only
basis of internal recruitment. In case of the non-managerial level it
may be promotion or if the employee has added some qualification to
his skill set.
The internal hiring definitely is dependent upon the next level vacancy.
As the employee moves higher up the ladder up the ladder the
recruitment at the senior level becomes strictly merit based. Hence the
promotions are tougher. Also the success of succession planning is
more relevant for the senior people.
In HIND LAMP LTD. DISPLAY DEVICES LTD. Promotion involves a
movement from a post in the higher grade along with respective
promotion channels specified for the purpose. Employees are eligible
for consideration for promotion within the same cadre/discipline on
completion of the prescribed eligibility period and attainment of
satisfactory standards in conduct and performance.
Promotions are based on the following criteria:
Performance of reflected in appraisal/confidential reports.
Qualification
Seniority
Discipline viz. clearance from vigilance and disciplinary angle.
Transfer
The services of all employees are transferable to any place in India in
the service of the corporation at the discretion of the Management.
In HIND LAMP LTD. DISPLAY DEVICES LTD., main considerations and
need for transfer of officers
Organizational recruitment in terms of functional and managerial
skill for manning various positions;
Exigencies of corporation’s work;
Filling in vacancies consequent upon promotion of officers or on
creation of new posts;
Rotational assignment aimed at career development of officers;
Demand at a particular location requiring specialized knowledge
or experience.
Officers having direct public dealings are also normally
considered for transfer after 3-4 years on a particular post etc.
Various activities undertaken for conducting recruitment
exercises
Nomination of professional agency
Preparation of scope of activities pertaining to written test to be
performed by the Agency
Constitution of Tender Committee for deciding nomination of
Agency.
Calling of quotation from the concerned parties
Preparation of comparative statement of quotations
Final nomination of the Agency
Release of Advertisements
Preparation of draft advertisements
Handling over the advertisement material to the Agency.
Publication of Advertisement in selective newspapers throughout
India as well as the employment news through the Advertising
Agency.
Pre-written Test Activities by Agency
Receipt of Applications through post box from Post Office.
Applications are invited from all parts of India Generally 3-4
weeks time is given so that response is maximum. Also there
are some remote areas in India where courier service is not
available hence postal service takes normal 7 days time.
Screening of Application
Entry / processing of bio-data of candidates in computers in the
Performa prescribed by HIND LAMP LTD. DISPLAY DEVICES LTD.
Printout of candidates eligible for appearing in written test-
location wise and discipline wise
List of Ineligible candidates (Rejected Applications)
Setting of Question papers
Setting of objective – type questions papers – one for General
Aptitude and one for concerned discipline. The question paper for
General Aptitude is common for all candidates.
Printing of question papers (under tight security)
Sealing and dispatch of question booklets to various test centers
(under tight security)
Admit cards for written test
Preparation of material for Admit cards.
Computer printing of Admit cards
Dispatch of Admit cards to eligible candidates
Nomination of supervisors / officers
Nomination of various supervisors and officers by the Agency as
well as TOC for supervision/irrigation at test centers.
Preparation of Instruction Manual for information and guidance of
nominated officers.
Setting up of a central room at Headquarters
Conducting of Written Test
Written test of 2 hrs. duration is conducted at all the venues in
16 different cities (as on date) throughout India on a specified
date the number of venues / cities vary depending upon the
number of candidates appearing in the test and other related
factors.
Feedback about attendance of candidates in Written Test is
given to Control Room.
Correction and dispatch of Answer sheets under sealed by the
Agency to its Headquarter at New Delhi.
Evaluation of Answer Sheets
Evaluation of answer sheets for respective discipline by the
Agency.
Dispatch of results of writer test in order of merit to TOC for
deciding cut-off marks for short listing the candidates for GD/GT
and interview.
Dispatch of letters for GD/GT and Interview
Handling of craft letter for printing by the Agencies
Dispatch of call letters to candidates for GD/GT and interview in 4
metro cities viz – Delhi, Mumbai, Chennai, Kolkota.
Conducting of GD/GT and Interview
Simultaneous conducting of GD/GT and interview in 4 metro
cities.
The certificate and other documents of the candidates are
verified on the specified interview date at the venue itself.
Declaration Forms duly filled in by the candidates along with
copies of relevant documents are making over to the selection
committee members before interview.
Candidates appearing in GD/GT and Interview are reimbursed rail
are limited to Ist class/II tier AC by the shortest route at the venue
on production of documentary proof thereof.
Selection Procedure:
The selection methodology comprises three stage process written test,
GD/GT and personal interview for judging different faults of knowledge,
skills, attitude and aptitude. Candidates will have to pass through each
stage successfully before being judged suitable for selection. Each
stage of selection is treated as qualifying/elimination at the stage of
written test, the cut-off percentages of marks for each deceptive and
category are decided taking into account the number of vacancies,
reservation requirements and of candidates in the concerned
disruptive.
These candidates are required to appear both GD/GT and interview
respective of their performance, since these two stages of selection
are conducted independent of each other. However, they are required
to score minimum presented markets in both GD/GT and interview
acting, which they are disqualified at the tune of preparing the select
panel.
Preparation of Overall Results
Compilation of marks obtained in written test, GD/GT and
interview.
Preparation of select panel of candidates in order of merit for
each discipline and category.
Distribution of selected candidate among different dimension of
TOC, depending upon work force requirements.
Role of Top Management
HIND LAMP LTD. DISPLAY DEVICES LTD’s top management takes a lot
of initiative in the interview process. The management also makes
efforts to contribute to an efficient recruitment process. In order to
encash on the experience and skills of the Ex Executive directors or
retired directors, the company involves them in the recruitment
process. Not only does it save the energy and effort of the company
but also allows the inputs of the more experienced set of Top-level
people.
For the staff level the regional head or the line management is
involved in the recruitment process. In case of recruitment through
advertisement, the top management plays a significant role in the final
interview process.
Organizational and environmental factors affecting recruitment
Factors like organizational image do not affect the recruitment process
a great deal because as it the companies have a limited budget
allotted for the recruitment process.
Relations with labor unions have little effect on the recruitment
process. The cost associated with recruitment is a very important
factor. The budgets allotted at the beginning of the recruitment
process are an in depth evaluation of the financial situation of the
company. Hence, in case of recruitment through advertisements the
cost incurred is very high.
Government deciding on the quotas for Scheduled Cast/Scheduled
Tribe /Other backward classes definitely affects the manpower
planning and hence the quality of people being recruited.
RECRUITMENT POLICY
1. Recruitment only in light of organizational growth and
expansion, attrition, replacements, creation of new
function (s).
2. Recruitment would be planned and carried out based
on the work force plan.
3. Each recruitment position should have clearly defined
job specification and job description.
4. Work force planning has to be carried out for all
functions and locations.
5. There will be four sources for prospective candidates:
HR Dept. Data base, web based career Consultants,
Placement Consultants, Classifieds. However,
Consultants and Classifieds should be used only if the
HR Dept. database and web based career consultants
are unable to provide suitable candidates.
6. When sourcing candidates from the consultants,
constant feedback should be maintained between the
agency and the HR Department/Location
Head/Departmental Head on the status of candidates.
7. Interviewers identified for each position should be at
least two level/grade (wherever possible) above the
incumbents position.
8. Use of classified should be resorted to only when the
requirements are very voluminous or skill level very
specific.
9. The Locations Heads would empanel 2-3 Placement
Consultants for manpower requirements at their
location and keep Manager-HR at HO informed. The
credentials of placement consultants should be
ascertained prior to their empanelment with the
organization.
10. All placement consultants who are empanelled are
required to sign off on ‘Terms and conditions’. The
terms and conditions are to be strictly adhered to.
Normally as per the company policy, consultants would
be paid maximum one-month’s gross salary for every
selected candidate. However, in case it exceeds,
Managing Director’s approval is required before
signing the agreement.
11. A candidate interviewed and subsequently not selected
should be informed as such within two weeks of the
interview date. A formal letter of reject, from the HR
Dept/Location Head should be sent in all such cases.
(Annexue-1)
12. A selected candidate has proposed fitment and
compensation will be decided only by the Manager-HR
in conjunction with the Head of the recruiting
Dept/Location.
13. Reimbursement of travel costs (for outstation
candidates) will be as per the grade/level of the
position and as per the Business Travel Rules
applicable therein. However, prior approval by the Sr.
G.M./Manager-HR would be required before calling any
one from outstation for interview.
14. Antecedent verification of candidates should be carried
out after the joining of candidate (Annexure-II).
However, references given by the candidate must be
contacted by phone to verify the reliability of the
candidate before handing him over the letter of intent.
His last employer should be contacted immediately on
his joining or before joining in consultation with the
candidate.
PROCEDURE
Manpower Planning
1. In the beginning of each financial year, the Location Heads and the Departmental Heads at HO shall prepare a Manpower plan based on business activity planned.
2. The manpower plan would contain the following-Number
of people required, categories, function, location, skill
level, experience, job description, need for the position.
3. This manpower plan would be discussed and finalized
during the annual conference. Final approval by the
Managing Director would also be taken then and there.
PRE-INTERVIEW
1. The Location Head or Departmental Heads as may be,
will put in a written request to the Manager-HR (only
from the sanctioned manpower plan) as per Annexure-
III.
2. For each such request, the HR Department first refers
to the manpower plan.
3. Once it is verified with the manpower plan approved by
MD, the HR Department will search its own data base
and also put up the vacancy on the web for prospective
candidate. If unable to locate suitable candidates, the
HR Department will source from placement consultants.
4. In case of paucity of time or urgent requirement, the
Location Head will skip the above three points and
directly contact the consultants, interview candidates
and finalize in consultation with their Sr. G.M.
Concerned.
PROCEDURE FOR CANDIDATES SOURCED FROM
PLACEMENT CONSULTANTS
1. Requirements to consultants must be in the form of a
written communication. Each such communication
should mention the following details :
JOB POSITION, SKILL REQUIREMENT, LOCATION,
QUALIFICATION, WORK EXPERIENCE, TIME FRAME FOR
JOINING.
2. The resume received from the consultant(s) need to
be screened for their compatibility with the job
requirement.
3. The HR Dept/Location Head/Departmental Head will
shortlist all suitable candidates and accordingly inform
the consultant.
4. The HR Dept and the departmental head concerned
would nominate one person each to be on the
interview panel. The person so nominated should be
adept in interview skills and have relevant expertise in
the said function.
INTERVIEW
1. The interview panel would meet the candidate as per the
interview schedule.
2. The panel must refer to the Interview Assessment from
(Annexure-IV) and record their observations therein.
3. Interviews should be crisp, precise and two way
dialogues.
4. Once the interviewee has left, the panel must record its
observations before calling on the next candidate.
5. The Short listed candidates should be called again for a
subsequent meeting if required.
POST INTERVIEW
1. The successful candidates(s) would be issued Letter of
Intent by Manager-HR after approval by the Managing
Director.
2. In case of Branches, the resume of selected candidate
after telephonic reference checks along with the
recommendations for position and compensation
package would be sent to Manager-HR who in turn will
consult the Sr. G.M. Concerned and take final approval
from Managing Director for appointment. Letter of Intent
would be issued within maximum 48 hours of receipt of
papers, otherwise reasons would be known to the
location head.
PROCEDURE FOR SELECTION THROUGH ADVERTISEMENT
1. Once the need for a placement advertisement has been
ascertained by the HR Department (Where requirement
is very large and/or skill required very specialized) the
process would be initiated.
2. The HR Department will consolidate the following
information:- Function requirement, Level/Grade,
Number of vacancies, Locations, Work Experience, skill
level/educational qualification, Job Description, Job Code,
Contact Person, Date of release, media selection.
3. The HR Department will contact the official advertising
agency and share the need for an advertising release.
The ad agency would be asked to give the media
estimate, publications, and artwork charges for the
classified.
4. The media estimate and artwork charges would need to
be formally approved and sanctioned by the Managing
Director.
5. The ad agency will then present the artwork and
indicate dates of release.
6. The necessary modification done to the satisfaction of
HR will be made in the artwork. The final draft will be
shared with the Head of Dept/Location concerned.
7. The agency will then be asked to prepare for the final
launch.
8. The HR dept. should be in readiness once the ad is
launched.
9. Function wise files must be maintained wherein
applications received should be filed city / locations
wise. A serial number is to be given to each application
stored in the file.
10. All application must be screened for their viability before
being stored in the files. All irrelevant resumes to be
destroyed.
11. The suitable resume should be shared with the Head of
department and a final short listing done and
accordingly interviews should be organized and the
process as per conditions from last point of ‘procedure’
for candidates from placement consultants till ‘post
interview’ will follow.
SELECTION PROCESS
The selection process aims to establish the ‘best fit’ between job requirements on the one hand and the candidate qualifications on the other.
The following steps are followed in the process:-
1. Screening – the screening of bio-data is completed first
by HR and then by the concerned Functional Head. The
short-listed candidates are then called for an interview.
2. Selection – The preliminary interview is conducted by
HR. the final interview is conducted by a panel
consisting of the concerned Functional/Divisional Head
and on the appraisal of the probationer’s performance. A
confirmation letter is issued to the employee upon
confirmation, a copy of which is maintained in his
personal file.
Reappointment/Extension of service
Reappointment/extension of service is granted at the
discretion of the management only in special
circumstances.
Trainees are also confirmed on the successful
completion of their training period on the basis of their
performance.
To compare between traditional recruitment methods
and recent internet recruitment method to find out
which one is really effective in reducing cost as well as
time in the process of recruitment.
To find out if internet recruitment can lower
recruitment cost drastically.
To analyze the cost difference between conventional
method of recruitment and internet recruitment
method.
This project is a sincere attempt to achieve these
objectives. Now to reduce cost and to increase profit most
of the organizations are using internet as a source of
recruitment. E-recruitment has emerged as a global
phenomena. So I have chosen cost reduction through
internet recruitment’ as my research topic.
The sample for this project is chosen from the newly
recruited candidates in BDDL due to unavoidable
reason and time constraint.
The sample size is small as it contains data of only 25
people.
The data for this project work is collected from both
primary as well as secondary data.
Observation by the researcher is the source of the primary
data used in this project. The sources of secondary data
include:
1. Books on Human Resource Management
2. Human Capital Magazine
3. Internet
SUGGESTIONS
1. A one to one un-teacher should have taken place so
the personal level of satisfaction of employees from
the recruitment and selection practices and
procedures could have been checked.
2. Also the biasness attached with the responses should
been removed.
LIMITATIONS OF STUDY
The study on recruitment and selection practices at HIND
LAMP LTD. DISPLAY DEVICES LTD. involve the study of all
the divisions of HIND LAMP LTD. DISPLAY DEVICES LTD. due
to time constrain the study was not extended to the
recruitment..
Due to time constrains a discussions could not be held with
other employees as to their personnel level of satisfaction
from the recruitment and selection practices and
procedures.
Also there is a lot of heavy bias attached with the responses
because of personnel experience. The people interview there
is from GM's to Executive directors to head personnel. Hence
the inputs would vary greatly amongst them due to the
difference in level of authority and experience.
CONCLUSIONS
With the liberalization bringing in new talent and increased
competition, recruitment has taken strategic dimensions.
The overall aim of the recruitment and selection process
should be to obtain at minimum cost the number and quality
of employees required to satisfy the human resource needs
of the company.
It is evident from the study that organization ‘s which have
responded to the change in the environment by reviewing its
functions have attained success. HIND LAMP LTD. DISPLAY
DEVICES LTD. draw their manpower extensively. These
manpower plans have close linkages with the corporate
objectives and business plans. These are drawn after a
detailed analysis following a sanction.
The budget and the sanctions heavily determine the
recruitment pattern in the PSU’s. Being a PSU also limits its
strategies undertaken to market the image of the company.
Also it has to meet the quotas set for SC/ST by government.
Till a year back Campus recruitment was very much there
but it has been discontinued as it was felt there was some
biased ness attached to it as HIND LAMP LTD. DISPLAY
DEVICES LTD. visits only Premier Institutes.
In case of recruitment through advertisement the candidates
are screened via written test, which is outsourced to an
agency. This agency is only broadly communicated about the
requirements. The final interview is held by the organization.
Internal hiring is there for managerial level, which may or
may not involve the written test
The Top management is involved in the recruitment process.
The evaluation process involves the assessment of all factors
from Education to experience, mobility etc, the weightage
differs depending upon the nature of the job.
HIND LAMP LTD. DISPLAY DEVICES LTD. also has taken lead
to make its recruitment and Selection procedure more
efficient. It is in the process of making it on –line registration
and results of the examination can been seen by candidates
on internet.
BIBLIOGRAPHY
Robins, D ( 1998) : HUMAN RESOURCE MANAGEMENT.
Prentice Hall, New York.
John M Ivancevich : HUMAN RESIRCE MANGEMENT, Irvin
Chicago, London
Jose P Abraham, 1998, "To Grapple With Attrition" ,
Human Capital
J.M.Rao, 1998, "Scouting for Talent " , Human Capital
www.Hind Lamp Ltd.world.com
www.magindia.com/manarch/news/man2660.html
www.financialexpress.com/fe_full_story.php?
content_id=25090
www.financialexpress.com/fe/daily/19990628/
fco28032p.html
www.Hind Lamp
Ltd.world.com/group/corporatenewsandcareers/newsarchi
ve2002.asp#1
www.domain-b.com/news_review/200109sep/
20010914newsa.html
www.newsnmuse.com/corporatemoves.asp
Acknowledgement
I would like to express my deepest regards to MR. V.K.Suri,
GM(HRM & ADMN.) and Mr. Manpreet Singh (HRD)
BDDL, Sahibabad (U.P.) for their guidance and cordial
support during my training period without which I couldn’t
have completed my training and Project Report.
I would also like to pay my sincere gratitude to Mr. R.K.
Agarwal (H.O.D.) MBA Department, RKGIT, Ghaziabad
for their constant encouragement throughout my training
and also in academic period.
My sincere thanks to our Director Sir, Mr. L.N. Paliwal for
giving me the opportunity to undergo the summer training.
I cordially thank all the Faculty Members of RKGIT who
helped me in preparing this Project Report.
Ashutosh Mani Tripathi