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Transcript of A Study on the Recruitment and Selection Proces1
“A Study on the Recruitment and Selection Process”
Dissertation Submitted
In Partial Fulfillment for the
Post Graduate Diploma in Business Management
By
Manjari Baranwal
Roll No.: GJUJUL08AA082
Batch 2008-2010
Under the Guidance of
Mr. Rajesh Srivastava
Director
Akiko Callnet
NSB SCHOOL OF BUSINESS B-II/1, MCIE, Delhi-Mathura Road, New Delhi
1
B-II/1, MCIE, Delhi-Mathura Road, New Delhi
CERTIFICATE
This is to certify that the summer project report title “A study on Recruitment And Selection Process” is a bonafide work done by Miss Manjari Baranwal, Roll No.: (GJUJUL08AA082) of Batch 2008 – 2010, Submitted to NSB School of Business, New Delhi in partial fulfillment of the requirement for the award of Post Graduate Diploma In Business Management, and that the report represents independent and original work on the part of the candidate.
Prof. Alok Satsangi Corporate Relations Cell
2
PREFACE
The present Report is a product of my training experience of this phase in the MBA
programme. The work incorporates various perceptible aspects of Recruitment and Selection
which comprises of economical, social and legal matters. A sincere attempt has been made to
throw light on various determinants of Recruitment and Selection environment in India. The
rapidly changing criteria of various companies has made the Recruitment and selection a
complex field. What is more penetrating that this report gives an account of latest trends
with current data base.
The aspects of Recruitment and selection and their relevance has been presented in many
places. This report has been presented in a Nutshell incorporating the techniques of Human
Resource which are relevant in the Recruitment and Selection process.
3
DECLARATION
I Manjari Baranwal, student of NSB School of Business, New Delhi here by solemnly
declare that the project titled “Recruitment and Selection process of Akiko Callnet” is my
original as all the information, facts and figure in this report is based on my own experience
and study during my summer training procedures.
Date: MANJARI BARANWALPLACE: NEW DELHI NSB SCHOOL OF BUSINESS, NEW DELHI
CONTENTS
TOPIC PAGE NO.
4
CHAPTER-1 6-18 AKIKO SHERMAN GROUP
CHAPTER-2 19-22AKIKO CALLNET
CHAPTER-3 23-25AKIKO’S RECRUITMENT & SELECTION
PROCESS
CHAPTER-4 26-31AKIKO IN MEDIA
CHAPTER-5 32-73RECRUITMENT
CHAPTER-6 74-87SELECTION
CHAPTER-7 88-89INTERVIEW QUESTIONS
CHAPTER-8 90-93QUESTIONAIRE
CHAPTER-9 94-97RECRUITMENT & SELECTION PROCESSOF SOME BIG COMPANIES
CHAPTER-10 98-101ARTICLE ON RECRUITMENT
CHAPTER-11 102CONCLUSION
CHAPTER-12 103BIBLIOGRAPHY
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CHAPTER-1
AKIKO SHERMAN GROUP
Akiko Sherman InfoTech was formed by Indian and Japanese entrepreneurs in Jan 1998 as
an independent division of Sherman group of companies with wide ranging business interests
in Europe & Far East Asia.
6
The last 10 Years have been an exciting & challenging odyssey. From a founding group of 2
visionaries to a vibrant internet solutions provider with over 20 top-flight professionals in the
areas of business process analysis, requirements engineering, system analysis & design, web
application developers, Software Developers, visualizes & graphic designers.
With over 90 clients successfully serviced during the past 10 Years we have established
Akiko Sherman InfoTech as a company with value added internet solutions.
Apart from our ever-growing pool of satisfied clients we have also ventured into designing &
developing 3 ambitious portal services for the internet community. "Delhi market ",
"Eduonline4u" & "Real estate bazaar“.
In the rapidly evolving internet industry with its focus on change, ever increasing
complexity, sophistication, multi disciplinary cross ware expertise we have sincerely strived
to " make a difference" for each client we have been involved with.
The company is also proceeding ahead with an ambitious plan for undertaking on-site & off-
shore projects (in internet & e-commerce) in UK and Japan.
The Company's strength lies in its core teams with expertise in various disciplines & skill
sets. Strength is the strong strategic & financial commitment from our parent company.
Our Technical team comprises of software engineers, programmers, projects leaders, graphic
designers having a sound knowledge of a multiplicity of web technologies like C, C++, Java,
JSP, Perl, PHP, TCL/TYK, Case Tools, ASP, UDA, ActiveX, CGI, SQL, Oracle,
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Middleware, CORBA, COM/DCOM, Linux, Unix, Windows NT, Netware LAN (NOVELL),
Win2K, MS SQL Server, MS Access, My Sql, Multimedia packages etc.
Our Marketing team belongs to the management background having an in-depth
understanding and experience in the IT industry and business. Our marketing philosophy is
"Offer value by understanding requirements & proposing solutions which contribute to a
businesses bottom line. In this approach lies the secret for a sustained relationship to mutual
benefit". In it is mandatory for all marketing professionals at Akiko InfoTech to possess a
professional IT qualification.
We provide a variety of solutions ranging from Course creation to high-end multimedia
solutions involving incorporation of Audio and Video. We are also vendors of NICSI
(National Informatics Centre Services Incorporated) for all India.
Technology & Style
We believe it is necessary to provide our clients with solid technical solutions to business
problems, presented in attractive package. We believe that under most situations you cannot
sacrifice either style or substance, so we prefer to commit to exceptional levels of
presentation, performance, and quality with our clients, exceeding their expectations.
The Final Result
AKIKO SHERMAN INFOTECH believes in RESULTS, not just in dogmatically following a
process neglecting the desired end. AKIKO SHERMAN INFOTECH believes in a solid,
8
fundamental, repeatable approach that leaves the flexibility for innovation to respond to
customer's needs. The result is an agile approach focused on providing the maximum value
for our clients.
Long Term Relationships
Our goal is to form long-term relationships that make business sense. It reduces the up-front
trust issues and falling out of one another that add precious weeks and days to project
timelines. It forges a commitment between those in the relationship to take a vested interest
in the success of the related business.
Value in Every Contact
AKIKO SHERMAN INFOTECH believes that every contact is a chance to build loyalty, that
every sale is an opportunity to learn about and better serve the customers. Even a proposal,
which might ultimately be rejected, should provide some value in itself. We don't hold back
on putting forth bold and innovative ideas in our project proposals. Even if a prospective
client decides that someone else is better qualified to implement our suggestions, we feel we
have made an investment in the future.
ASI Empanelment
Akiko Sherman InfoTech is empanelled with the following organizations for Website / Web-
Application Development
9
National Informatics Centre Services Incorporated (Govt. of India)
Bharat Sanchar Nigam Limited (Govt. of India)
Department of Personnel & Public Grievances (Govt. of India)
Based on company's quality policy and performance, the company has been awarded
following certifications:
ISO 9001:2000 (Certificate No: 2019): Akiko Sherman InfoTech is a leading solutions
developer in India web application domain. Akiko Sherman InfoTech received its ISO
9001:2000 certification from in 2006.
CMM Level 3: Akiko Sherman InfoTech has successfully achieved Software-Capability
Maturity Model (SW-CMM) Level 3 certification. The CMM certification is an industry-
recognized framework for consistent quality delivery of software products and services, and
has become the standard for measuring the effectiveness of IT organizations. It is one of the
key factors in vendor selection by firms looking for software development or outsourcing.
CMM certified companies possess organizational standard processes that integrate software
engineering and management to make its personnel more effective. This ensures continual
process improvement, and ultimately delivers quality software products on time and within
budget.
ASI Projects
10
ASI’s development teams bring unmatched understanding of the unique demands of
software/internet application development to our custom projects.
Highly qualified and experienced professionals (having national and international
experience)
Project based training to ensure effective learning process.
Customer satisfaction and delight is our priority.
Our services and after sales support is of international standard.
We understand that clients have critical cost, schedule, quality, and functionality goals. We
tailor our approaches to support each client’s specific priorities. Our approach emphasizes
early delivery of critical functionality; continuous, careful control of cost, schedule, and
other management parameters; and active risk management. ASI’s development teams
bring unmatched understanding of the unique demands of software/internet
application development to our customer projects.
Our core capabilities in application development provide a critical foundation for effective
utilization of specific technologies such as Microsoft Windows and Internet programming.
Tomorrow’s hot development environment might be different from todays but these core
capabilities provide you with an enduring competitive edge regardless of the technology du
jour.
ASI specializes in Web Application development and website development. During our
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long journey we have successfully executed large projects especially government domain
primarily in health and rural development sector.
ASI has also development state-of-the-art website for many government departments and
ministries.
At present AKIKO SHERMAN INFOTECH is undertaking the following activities:
Web Application Development
Detailed System Study for large organizations to provide roadmap for
reengineering
E-Learning
E – Commerce (B2B, B2C & C2C)
ERP solutions including CRM and SCM
Software development for vertical segments such as Banking, Insurance, Industrial
and Financial Services.
Corporate Training in ERP, E- commerce and Internet Technologies.
Sourcing of IT Manpower for Overseas Clients.
Consulting i.e. deputation of our consultants to client premises.
Under the Corporate Level Efficiency Enhancement Program (CLEEP), we also undertake;
Business Process Re-engineering (BPR)
Information Strategy Planning
12
We have professionally qualified and very experienced team of Application Developers,
Technical architects, Web-site Designers, E-Commerce Professionals and Technical
Consultants and most of them posses advanced Degrees/Certificates in Software
Engineering, Computer Science and related fields. The company has highly capable and
experienced promoters.
Prominent ASI Web Application
Projects
EDUONLINE: This is the portal for distance education developed for prominent client of
London. The application has following area:
Admin Section
Teacher Section
Student Section
General User
Utilization Certification: This project has been developed for Ministry of health & Family
Welfare Government of India for fund disbursement to various institutions under various
schemes and utilization for the same from the institutions. The application has been
developed in such a way so that other MinistriesDepartmentsDivisions can also use it
without any additional Effort.
Medical Stores Organization: This application is being developed for indent
placementProcurementDistributionTestingPayment of medical stores by MSO.
13
Following actors would be involved in the application:
Indenter: They would place their annual requirement for medicines
GMSD: They would compile the requirements and place order and distribute
medicines to indenters.
MSO: They would sanction the purchase of medicines
Suppliers: They would supply the medicines
PNDT: BY using this application, Prenatal Detection Techniques division would get
district /Lab-wise daily test records. Following actors would be involved in this application:
Labs/Hospitals: They would enter the mandatory form details
District Users: They would manage the lab users and generate district-wise reports
State Users: They would manage the district user and generate State-wise/ District-
wise reports
PNDT Users: They would manage state users and generate State-wise/ District-wise
reports
Health Facility MIS: Using this application the entry would be done at district level and the
user would enter the health facilities existing in their district right up to village level. This
data would be monitored at state and central level and GIS maps would be prepared using
this data.
PHED Uttaranchal: Complete process automation Uttaranchal Pey Jal Nigam and Jal
Sansthan has been in this application. Some of the a\major modules of the application are:
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Personnel & Payroll
Scheme & Programme Management
Finance & Works Accounting
Billing
Material & Sores Management
Contractor & Supplier Information System
Equipment Information System
Court Case Monitoring System
Pension System
Geology & Mining Department (Gujarat): This again is the process automation for the
department. The major modules covered in the system are
Applicant Registration
Online Application Submission
Online Application Processing & Approval
Online Lease Grant
Revenue System
Court Case / Police Cases
Vigilance
Prominent Websites
15
Some of the prominent websites developed by ASI's team of dedicated professionals are as
follows:
» HSPROD INDIA
» Central Bureau of Health Intelligence
» Border Roads Organization
» Central Social Welfare Board
» Bureau of Police Research and Development
» National Water Development Agency
» Ministry of Overseas Indian Affairs
» Ministry of Water Resources
» Department of Shipping
» Ministry of Road Transport and Highways
» Ministry of North East Development
» National Resource Centre for Women
» Ministry of Youth Affairs and Sports
Careers at ASI
16
Are you looking for a place where your innovation, technical expertise and team attitude can
make a difference?
Do you want to become a part of the team that is changing the face of communication?
ASI is a fast-paced casual environment where teamwork is essential and your contributions
are valued from day one. Our consistent growth and commitment to our employees will help
ensure that you'll be along for the ride. You can be part of the dynamic team that is defining,
designing, and delivering the new wave of the future.
We introduce Akiko Callnet as a part of the Akiko Sherman Group of Companies, an
India based MNC, having diversified business interests in the US, Europe and the Asia
Pacific markets.
Akiko Callnet is a leading Service Provider for the Call Centre Industry, having made over
18000 + placements in leading International and Domestic Call Centers in India. We have
strategic tie-ups with leading ITES companies in India.
Akiko, Chennai has 6 full fledged offices. The Chennai Operations are equipped to provide
wide spectrum of personnel whom we can offer for direct placement immediately.
17
THE LOGO OF THE COMPANY
18
CHAPTER-2
19
INTRODUCTION
Akiko Callnet is one of the youngest firm in the Sherman group has been formed in July
2000. Within short span it has spread its wings in 8 different states having centers in India
and growing fast to have its presence in other states too. The services mentioned in this
document are designed to enhance revenue streams available to clients, and to increase
customer loyalty, whilst promoting the image and branding of the client.
Akiko Callnet has centers spread all over India. At our centers, young individuals are trained
to become professional Executives in the customer centric industries
like Banking, Finance, Insurance, Retail, Telecom and Tours and Travels, call centers, BPO
(both indigenous and international) etc. At Akiko’s centers, young individuals are trained to
become Excellent Professional Executives. Akiko’s training program aims at providing
quality education in the field of Banking/Finance/Accounting/Insurance/Service/Retail
Management Telecom/BPO/Call center and IT in the sensitive area of customer centric
approach; like customer relationship management, customer handling and various other
technical skills by using state of art learning methods.
Akiko has its operations in:
Delhi/NCR:
20
Pusa Road
New Rohtak Road
Pitam Pura
Janak Puri
Saket
Vivek Vihar
Kamla Nagar
Gurgaon
Ghaziabad
Noida
Faridabad
Kingsway Camp
Lajpat Nagar
Dwarka Mor
Akiko’s STATION CENTERS
Agra – MG Road Meerut – Eves Plaza
Lucknow – Kapurthala Lucknow – Hazratganj
Kanpur – Civil Lines Kanpur – Govind Nagar
Varanasi- Bhelupur Indore – South Tukoganj
21
Bhopal – Mansarovar Complex Gwalior - Khebapati Colony
Patna – Boring Road Patna – Kulharia Complex
Muzzafarpur Dhanbad – Bank More, Mithu Road
Ranchi – Court Road Jamshedpur – Alipore
Rewari Kolkata – Saltlake – II
Kolkata Saltlake – V Kolkata – Garia
Kolkata – AJC Bose Road Kolkata – Rashbehari
Kolkata - Shyam Nagar Jaipur
Patna – Kankarbagh
Aligarh - Ramgath Road Muzzafarpur - Mohalla Balught
Bareilly Jamshedpur - Bodhi Peeth,
Road No. 1, New Subhash Colony,
Sanjay Path, Dimna Road Mango.
Bokaro - Center Market,
Sector 9
harkhand - East Singhbhum
22
CHAPTER-3
AKIKO’S RECRUITMENT AND SELECTION PROCESS
23
AKIKO’S RECRUITMENT AND SELECTION
Akiko is a Placement Consultancy which is bridging a gap between the Employer
and the Employee. In today’s era the business world is becoming complex due to growing
structure.
Often a Company is not able to see the talents and does not have too much option. Same is
the case with ambitious Employees who want to get to the top of the business world but due
to lack of information and resources he or she is not able to fulfill his or her dream. Akiko is
a platform where candidates and the companies with their respective needs come and meet to
fulfill each other’s need.
A Company when is need of an Employee give selection criteria and Akiko calls the desired
the candidates and selects and recruits him or her. Same is the case with Employee when he
is in need of a job he gives his requirement and Akiko helps him to get to his dream job.
As said above Akiko has a tie up with many companies. Akiko has contact with the
Employer and the Employee. It has Tie up with the followings:
Finance Sector:
Reliance Capital
Kenstar
Retail Sector:
24
Sahara
Vishal Mega Mart
Telecom Sector:
Vodafone
BPO sector:
Convergy’s
Wipro
Genpact
IBM Daksh
BSNL
Vodafone
Other sectors
Government job
Jila udyog
25
CHAPTER-4
26
27
28
29
30
CHAPTER-5
31
MEANING OF RECRUITMENT:
According to Edwin B. Flippo, “Recruitment is the process of searching the candidates for
employment and stimulating them to apply for jobs in the organization”. Recruitment is the
activity that links the employers and the job seekers. A few definitions of recruitment are:
• A process of finding and attracting capable applicants for employment. The process begins
when new recruits are sought and ends when their applications are submitted. The result is a
pool of applications from which new employees are selected.
• It is the process to discover sources of manpower to meet the requirement of staffing
schedule and to employ effective measures for attracting that manpower in adequate numbers
to facilitate effective selection of an efficient working force.
Recruitment of candidates is the function preceding the selection, which helps create a pool
of prospective employees for the organization so that the management can select the right
candidate for the right job from this pool. The main objective of the recruitment process is to
expedite the selection process.
Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified
applicants for the future human resources needs even though specific vacancies do not exist.
32
Usually, the recruitment process starts when a manger initiates an employee requisition for a
specific vacancy or an anticipated vacancy.
RECRUITMENT NEEDS ARE OF THREE TYPES
PLANNED i.e. the needs arising from changes in organization and retirement policy.
ANTICIPATED: Anticipated needs are those movements in personnel, which an
organization can predict by studying trends in internal and external environment.
UNEXPECTED: Resignation, deaths, accidents, illness give rise to unexpected
needs.
Purpose & Importance of Recruitment
Attract and encourage more and more candidates to apply in the organization.
Create a talent pool of candidates to enable the selection of best candidates for the
organization.
Determine present and future requirements of the organization in conjunction with its
personnel planning and job analysis activities.
Recruitment is the process which links the employers with the employees.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of selection process by decreasing number of visibly
under qualified or overqualified job applicants.
33
Help reduce the probability that job applicants once recruited and selected will leave
the organization only after a short period of time.
Meet the organizations legal and social obligations regarding the composition of its
workforce.
Begin identifying and preparing potential job applicants who will be appropriate
candidates.
Increase organization and individual effectiveness of various recruiting techniques
and sources for all types of job applicants.
Recruitment Process
The recruitment and selection is the major function of the human resource department and
recruitment process is the first step towards creating the competitive strength and the
strategic advantage for the organizations. Recruitment process involves a systematic
procedure from sourcing the candidates to arranging and conducting the interviews and
requires many resources and time. A general recruitment process is as follows:
Identifying the vacancy:
The recruitment process begins with the human resource department receiving requisitions
for recruitment from any department of the company. These contain:
Posts to be filled
34
Number of persons
Duties to be performed
Qualifications required
Preparing the job description and person specification.
Locating and developing the sources of required number and type of employees
(Advertising etc).
Short-listing and identifying the prospective employee with required
characteristics.
Arranging the interviews with the selected candidates.
Conducting the interview and decision making
Identify vacancy
Prepare job description and person specification
35
Advertising the vacancy
Managing the response
Short-listing
Arrange interviews
Conducting interview and decision making
The recruitment process is immediately followed by the selection process i.e. the final
interviews and the decision making, conveying the decision and the appointment formalities.
Sources of Recruitment
36
Every organization has the option of choosing the candidates for its recruitment processes
from two kinds of sources: internal and external sources. The sources within the organization
itself (like transfer of employees from one department to other, promotions) to fill a position
are known as the internal sources of recruitment. Recruitment candidates from all the other
sources (like outsourcing agencies etc.) are known as the external sources of recruitment.
SOURCES OF RECRUITMENT:
Internal Sources of Recruitment
37
TRANSFERS: The employees are transferred from one department to another
according to their efficiency and experience.
PROMOTIONS: The employees are promoted from one department to another with
more benefits and greater responsibility based on efficiency and experience.
Others are Upgrading and Demotion of present employees according to their
performance.
Retired and Retrenched employees may also be recruited once again in case of
shortage of qualified personnel or increase in load of work. Recruitment such people
save time and costs of the organizations as the people are already aware of the
organizational culture and the policies and procedures.
The dependents and relatives of Deceased employees and Disabled employees are
also done by many companies so that the members of the family do not become
dependent on the mercy of others.
External Sources of Recruitment
38
PRESS ADVERTISEMENTS: Advertisements of the vacancy in newspapers and
journals are a widely used source of recruitment. The main advantage of this method
is that it has a wide reach.
EDUCATIONAL INSTITUTES: Various management institutes, engineering
colleges, medical Colleges etc. are a good source of recruiting well qualified
executives, engineers, medical staff etc. They provide facilities for campus interviews
and placements. This source is known as Campus Recruitment.
PLACEMENT AGENCIES: Several private consultancy firms perform recruitment
functions on behalf of client companies by charging a fee. These agencies are
particularly suitable for recruitment of executives and specialists. It is also known as
RPO (Recruitment Process Outsourcing)
EMPLOYMENT EXCHANGES: Government establishes public employment
exchanges throughout the country. These exchanges provide job information to job
seekers and help employers in identifying suitable candidates.
LABOUR CONTRACTORS: Manual workers can be recruited through contractors
who maintain close contacts with the sources of such workers. This source is used to
recruit labor for construction jobs.
UNSOLICITED APPLICANTS: Many job seekers visit the office of well-known
companies on their own. Such callers are considered nuisance to the daily work
routine of the enterprise. But can help in creating the talent pool or the database of the
probable candidates for the organization.
39
EMPLOYEE REFERRALS / RECOMMENDATIONS: Many organizations have
structured system where the current employees of the organization can refer their
friends and relatives for some position in their organization. Also, the office bearers
of trade unions are often aware of the suitability of candidates. Management can
inquire these leaders for suitable jobs. In some organizations these are formal
agreements to give priority in recruitment to the candidates recommended by the
trade union.
RECRUITMENT AT FACTORY GATE: Unskilled workers may be recruited at
the factory gate these may be employed whenever a permanent worker is absent.
More efficient among these may be recruited to fill permanent vacancies.
40
Factors Affecting Recruitment
The recruitment function of the organizations is affected and governed by a mix of various
internal and external forces. The internal forces or factors are the factors that can be
controlled by the organization. And the external factors are those factors which cannot be
controlled by the organization. The internal and external forces affecting recruitment function
of an organization are:
FACTORS AFFECTING RECRUITMENT
41
Internal Factors Affecting Recruitment
The internal forces i.e. the factors which can be controlled by the organization are:
1. RECRUITMENT POLICY
The recruitment policy of an organization specifies the objectives of recruitment and
provides a framework for implementation of recruitment programme. It may involve
organizational system to be developed for implementing recruitment programmes and
procedures by filling up vacancies with best qualified people.
FACTORS AFFECTING RECRUITMENT POLICY
Organizational objectives
Personnel policies of the organization and its competitors.
Government policies on reservations.
Preferred sources of recruitment.
Need of the organization.
Recruitment costs and financial implications.
2. HUMAN RESOURCE PLANNING
Effective human resource planning helps in determining the gaps present in the existing
manpower of the organization. It also helps in determining the number of employees to be
recruited and what qualification they must possess.
3. SIZE OF THE FIRM
42
The size of the firm is an important factor in recruitment process. If the organization is
planning to increase its operations and expand its business, it will think of hiring more
personnel, which will handle its operations.
4. COST
Recruitment incur cost to the employer, therefore, organizations try to employ that source of
recruitment which will bear a lower cost of recruitment to the organization for each
candidate.
5. GROWTH AND EXPANSION
Organization will employ or think of employing more personnel if it is expanding its
operations.
43
External Factors Affecting Recruitment
The external forces are the forces which cannot be controlled by the organization. The major
external forces are:
1. SUPPLY AND DEMAND
The availability of manpower both within and outside the organization is an important
determinant in the recruitment process. If the company has a demand for more professionals
and there is limited supply in the market for the professionals demanded by the company,
then the company will have to depend upon internal sources by providing them special
training and development programs.
2. LABOUR MARKET
Employment conditions in the community where the organization is located will influence
the recruiting efforts of the organization. If there is surplus of manpower at the time of
recruitment, even informal attempts at the time of recruiting like notice boards display of the
requisition or announcement in the meeting etc will attract more than enough applicants.
3. IMAGE / GOODWILL
Image of the employer can work as a potential constraint for recruitment. An organization
with positive image and goodwill as an employer finds it easier to attract and retain
employees than an organization with negative image. Image of a company is based on what
organization does and affected by industry. For example finance was taken up by fresher
MBA’s when many finance companies were coming up.
4. POLITICAL-SOCIAL- LEGAL ENVIRONMENT
44
Various government regulations prohibiting discrimination in hiring and employment have
direct impact on recruitment practices. For example, Government of India has introduced
legislation for reservation in employment for scheduled castes, scheduled tribes, physically
handicapped etc. Also, trade unions play important role in recruitment. This restricts
management freedom to select those individuals who it believes would be the best
performers. If the candidate can’t meet criteria stipulated by the union but union regulations
can restrict recruitment sources.
5. UNEMPLOYMENT RATE
One of the factors that influence the availability of applicants is the growth of the economy
(whether economy is growing or not and its rate). When the company is not creating new
jobs, there is often oversupply of qualified labour which in turn leads to unemployment.
6. COMPETITORS
The recruitment policies of the competitors also affect the recruitment function of the
organizations. To face the competition, many a times the organizations have to change their
recruitment policies according to the policies being followed by the competitors.
45
Recruitment Policy of a Company
In today’s rapidly changing business environment, a well defined recruitment policy is
necessary for organizations to respond to its human resource requirements in time. Therefore,
it is important to have a clear and concise recruitment policy in place, which can be executed
effectively to recruit the best talent pool for the selection of the right candidate at the right
place quickly. Creating a suitable recruitment policy is the first step in the efficient hiring
process. A clear and concise recruitment policy helps ensure a sound recruitment process.
It specifies the objectives of recruitment and provides a framework for implementation of
recruitment programme. It may involve organizational system to be developed for
implementing recruitment programmes and procedures by filling up vacancies with best
qualified people.
COMPONENTS OF THE RECRUITMENT POLICY
The general recruitment policies and terms of the organization
Recruitment services of consultants
Recruitment of temporary employees
Unique recruitment situations
The selection process
The job descriptions
The terms and conditions of the employment
46
A recruitment policy of an organization should be such that:
It should focus on recruiting the best potential people.
To ensure that every applicant and employee is treated equally with dignity and
respect.
Unbiased policy.
To aid and encourage employees in realizing their full potential.
Transparent, task oriented and merit based selection.
Weightage during selection given to factors that suit organization needs.
Optimization of manpower at the time of selection process.
Defining the competent authority to approve each selection.
Abides by relevant public policy and legislation on hiring and employment
relationship.
Integrates employee needs with the organizational needs.
FACTORS AFFECTING RECRUITMENT POLICY
Organizational objectives
Personnel policies of the organization and its competitors.
Government policies on reservations.
Preferred sources of recruitment.
Need of the organization.
Recruitment costs and financial implications.
47
Recent Trends in Recruitment
The following trends are being seen in recruitment:
OUTSOURCING
In India, the HR processes are being outsourced from more than a decade now. A company
may draw required personnel from outsourcing firms. The outsourcing firms help the
organization by the initial screening of the candidates according to the needs of the
organization and creating a suitable pool of talent for the final selection by the organization.
Outsourcing firms develop their human resource pool by employing people for them and
make available personnel to various companies as per their needs. In turn, the outsourcing
firms or the intermediaries charge the organizations for their services.
Advantages of outsourcing are:
Company need not plan for human resources much in advance.
Value creation, operational flexibility and competitive advantage
turning the management's focus to strategic level processes of HRM
Company is free from salary negotiations, weeding the unsuitable
resumes/candidates.
Company can save a lot of its resources and time
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POACHING/RAIDING
“Buying talent” (rather than developing it) is the latest mantra being followed by the
organisations today. Poaching means employing a competent and experienced person already
working with another reputed company in the same or different industry; the organization
might be a competitor in the industry. A company can attract talent from another firm by
offering attractive pay packages and other terms and conditions, better than the current
employer of the candidate. But it is seen as an unethical practice and not openly talked about.
Indian software and the retail sector are the sectors facing the most severe brunt of poaching
today. It has become a challenge for human resource managers to face and tackle poaching,
as it weakens the competitive strength of the firm.
E-RECRUITMENT
Many big organizations use Internet as a source of recruitment. E- recruitment is the use of
technology to assist the recruitment process. They advertise job vacancies through worldwide
web. The job seekers send their applications or curriculum vitae i.e. CV through e mail using
the Internet. Alternatively job seekers place their CV’s in worldwide web, which can be
drawn by prospective employees depending upon their requirements.
Advantages of recruitment are:
Low cost.
No intermediaries
Reduction in time for recruitment.
Recruitment of right type of people.
Efficiency of recruitment process.
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E-Recruitment
The buzzword and the latest trends in recruitment is the “E-Recruitment”. Also known as
“Online recruitment”, it is the use of technology or the web based tools to assist the
recruitment process. The tool can be either a job website like naukri.com, the organization’s
corporate web site or its own intranet. Many big and small organizations are using Internet as
a source of recruitment. They advertise job vacancies through worldwide web. The job
seekers send their applications or curriculum vitae (CV) through an e-mail using the Internet.
Alternatively job seekers place their CV’s in worldwide web, which can be drawn by
prospective employees depending upon their requirements.
The internet penetration in India is increasing and has tremendous potential. According to a
study by NASSCOM – “Jobs is among the top reasons why new users will come on to the
internet, besides e-mail.” There are more than 18 million resume’s floating online across the
world.
The two kinds of e- recruitment that an organisation can use is –
Job portals – i.e. posting the position with the job description and the job specification
on the job portal and also searching for the suitable resumes posted on the site
corresponding to the opening in the organisation.
Creating a complete online recruitment/application section in the companies own
website. - Companies have added an application system to its website, where the
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‘passive’ job seekers can submit their resumes into the database of the organisation
for consideration in future, as and when the roles become available.
Resume Scanners: Resume scanner is one major benefit provided by the job portals to
the organisations. It enables the employees to screen and filter the resumes through
pre-defined criteria’s and requirements (skills, qualifications, experience, payroll etc.)
of the job.
Job sites provide a 24*7 access to the database of the resumes to the employees facilitating
the just-in-time hiring by the organisations. Also, the jobs can be posted on the site almost
immediately and is also cheaper than advertising in the employment newspapers. Sometimes
companies can get valuable references through the “passers-by” applicants. Online
recruitment helps the organisations to automate the recruitment process, save their time and
costs on recruitments.
Online recruitment techniques
Giving a detailed job description and job specifications in the job postings to attract
candidates with the right skill sets and qualifications at the first stage.
E-recruitment should be incorporated into the overall recruitment strategy of the
organisation.
A well defined and structured applicant tracking system should be integrated and the
system should have a back-end support.
Along with the back-office support a comprehensive website to receive and process
job applications (through direct or online advertising) should be developed.
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Therefore, to conclude, it can be said that e-recruitment is the “Evolving face of
recruitment.”
Types of Job Seekers
Quid Pro Que: These are the people who say that “ I can do this for you, what can you
give me” These people value high responsibilities, higher risks, and expect higher
rewards, personal development and company profiles doesn’t matter to them.
I will be with you: These people like to be with big brands. Importance is given to
brands. They are not bothered about work ethic, culture mission etc.
I will do you what you want: These people are concerned about how meaningful the
job is and they define meaning parameters criteria known by previous job.
Where do you want me to come: These people observe things like where is your
office, what atmosphere do you offer. Career prospects and exciting projects don’t
entice them as much. It is the responsibility of the recruiter to decide what the
employee might face in given job and thus take decision. A good decision will help
cut down employee retention costs and future recruitment costs.
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Recruitment Management System
Recruitment management system is the comprehensive tool to manage the entire recruitment
processes of an organisation. It is one of the technological tools facilitated by the information
management systems to the HR of organisations. Just like performance management, payroll
and other systems, Recruitment management system helps to contour the recruitment
processes and effectively managing the ROI on recruitment.
The features, functions and major benefits of the recruitment management system are
explained below:
Structure and systematically organize the entire recruitment processes.
Recruitment management system facilitates faster, unbiased, accurate and reliable
processing of applications from various applications.
Helps to reduce the time-per-hire and cost-per-hire.
Recruitment management system helps to incorporate and integrate the various links
like the application system on the official website of the company, the unsolicited
applications, outsourcing recruitment, the final decision making to the main
recruitment process.
Recruitment management system maintains an automated active database of the
applicants facilitating the talent management and increasing the efficiency of the
recruitment processes.
Recruitment management system provides and a flexible, automated and interactive
interface between the online application system, the recruitment department of the
company and the job seeker.
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Offers tolls and support to enhance productivity, solutions and optimizing the
recruitment processes to ensure improved ROI.
Recruitment management system helps to communicate and create healthy
relationships with the candidates through the entire recruitment process.
The Recruitment Management System (RMS) is an innovative information system tool
which helps to sane the time and costs of the recruiters and improving the recruitment
processes.
Outsourcing Recruitment
Outsourcing the human resource (HR) processes is the latest practice being followed by
middle and large sized organizations. It is being witnessed across all the industries. In India,
the HR processes are being outsourced from nearly a decade now. Outsourcing industry is
growing at a high rate.
Human Resource Outsourcing refers to the process in which an organisation uses the expert
services of a third party (generally professional consultants) to take care of its HR functions
while HR management can focus on the strategic dimension of their function. The functions
that are typically outsourced are the functions that need expertise, relevant experience,
knowledge and best methods and practices. This has given rise to outsourcing the various HR
functions of an organisation. HR Consultancies such as Ma Foi and Planman Consulting
provide such services through expert professional consultants. Human resources business
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process outsourcing (HR BPO) is a major component of the worldwide BPO market.
Performance management outsourcing involves all the performance monitoring,
measurement, management being outsourced from a third party or an external organisation.
Many organizations have started outsourcing its recruitment process i.e. transferring all or
some part of its recruitment process to an external consultant providing the recruitment
services. It is commonly known as RPO i.e. recruitment process outsourcing. More and more
medium and large sized organizations are outsourcing their recruitment process right from
the entry level jobs to the C-level jobs.
The present value of the recruitment process outsourcing industry (RPO) in India is estimated
to be $2.5 billion and it is expected to grow at the annual rate of 30-40 per cent for the next
couple of years. According to a recent survey, only 8-10 per cent of the Indian companies are
complete recruitment processes. However, the number of companies outsourcing their
recruitment processes is increasing at a very fast rate and so is the percentage of their total
recruitment processes being outsourced.
Outsourcing organizations strive for providing cost saving benefits to their clients. One of the
major advantages to organizations, who outsource their recruitment process, is that it helps to
save up to as much as 40 per cent of their recruitment costs. With the experience, expertise
and the economies of scale of the third party, organizations are able to improve the quality of
the recruits and the speed of the whole process. Also, outsourcing enables the human
resource professionals of organizations to focus on the core and other HR and strategic
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issues. Outsourcing also gives a structured approach to the whole process of recruitment,
with the ultimate power of decision making of recruiting with the organisation itself. The
portion of the recruitment cycle that is outsourced range from preparing job descriptions to
arranging interviews, the activities that consume almost 70 per cent of the time of the whole
recruitment process.
Outsourcing the recruitment processes for a sector like BPO, which faces an attrition of
almost 50-60 per cent, can help the companies in BPO sector to save costs tremendously and
focus on other issues like retention. The job seekers are also availing the services of the third
parties (consultants) for accessing the latest job opportunities.
In India, the trend of outsourcing recruitment is also catching up fast. For example: Vodafone
outsource its recruitment activities to Alexander Mann Solutions (RPO service provider).
Wipro has outsourced its recruitment process to MeritTrac. Yes bank is also known to
outsource 50 per cent of its recruitment processes.
Advantage of Outsourcing Recruitment
Traditionally, recruitment is seen as the cost incurring process in an organization. HR
outsourcing helps the HR professionals of the organisations to concentrate on the strategic
functions and processes of human resource management rather than wasting their efforts,
time and money on the routine work.
Outsourcing the recruitment process helps to cut the recruitment costs to 20 % and also
provide economies of scale to the large sized organizations.
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Outsourcing is beneficial for both the corporate organisations that use the outsourcing
services as well as the consultancies that provide the service to the corporates. Apart from
increasing their revenues, outsourcing provides business opportunities to the service
providers, enhancing the skill set of the service providers and exposure to the different
corporate experiences thereby increasing their expertise.
The advantages accruing to the corporates are:
turning the management's focus to strategic level processes of HRM
accessibility to the expertise of the service providers
freedom from red tape and adhering to strict rules and regulations
optimal resource utilization
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structured and fair performance management.
a satisfied and, hence, highly productive employees
value creation, operational flexibility and competitive advantage
Therefore outsourcing helps both the organisations and the consultancies to grow and
perform better.
Changing Role of Recruitment Intermediaries
Recruitment consultancies, agencies or intermediaries are witnessing a boom in the demand
of their services, both by the employers and the job seekers. With an already saturated job
market, the recruitment intermediaries have gained a vital position acting as a link between
the job seekers and the employers.
But at the same time, one of the major threats faced by this industry is the growing popularity
of e-recruitment. With the changing demand, technologies and the penetration and increasing
use of internet, the recruitment consultancies or the intermediaries are facing tough
competition. To retain and maintain their position in the recruitment market, the recruitment
intermediaries or consultants (as they are
commonly known) are witnessing and incorporating various changes in terms of their role,
functions and the services.
According to a survey amongst top employers, most of them agree with the growing
influence of technology and the Internet on the recruitment processes. 70 per cent of
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employers reported the use of application portal on their company’s official website. Apart
from that, the emerging popularity of the job portals is also growing.
But the fact that the intermediaries or the consultants are able to provide their expert services,
economies of scale, up to 40 percent savings in the recruitment costs, knowledge of the
market, the candidates, understanding of the requirements, and most importantly, the assess
to the suitable and talented candidates and the structured recruitment processes. The
recruitment intermediaries save the organisations from the tedious of weeding out unsuitable
resumes, co-coordinating interviews, posting vacancies etc. give them an edge over the other
sources of recruitment.
To retain their position as the service providers in the recruitment market, the recruitment
intermediaries are providing vale added services to the organisations. They are incorporating
the use of internet and job portals, making their services more efficient.
Despite of the growing use of the internet, the recruitment intermediaries are predicted to
continue dominating the recruitment market in the anticipated future.
Outsourcing Process:
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How To Select A Recruitment Consultant
If an organisation decides to outsource its recruitment processes or activities, it is very
important to find and select a suitable recruitment consultant or consultancies, which can
deliver results according to the needs of the organisation. Today, there are thousands of
consulting firms (consultancies) as well as freelance consultants working independently. An
organisation looks for various considerations and qualities before selecting the suitable
recruitment consultant.
The reputation of the consulting firm in the job market (based on expertise and
experience).
Who are the consultant’s or firm’s past and present clients?
Consultant’s expertise and experience (from how long has he/firm been in the
business)
Does the recruitment consultant have the requisite resources to complete the targets
on time?
Get the idea of the effectiveness and the services of the recruitment consultant from
its current and past clients.
Qualities of an independent recruitment consultant:
Some of the qualities or characteristics looked in recruitment consultants are:
Marketing skills
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Flexibility and adaptability
Wisdom
Exuberance
Ability to prioritise
Ambition
Resourcefulness
Diplomacy/ delicacy
Selecting the right recruitment consultant is essential for the effective recruitment processes.
A successful Recruitment consultant is someone who is determinative, focused, and able to
create opportunities for him, works harder and smarter than competitors and continually set
and achieve higher standards.
Recruitment Strategies
Recruitment is of the most crucial roles of the human resource professionals. The level of
performance of and organisation depends on the effectiveness of its recruitment function.
Organisations have developed and follow recruitment strategies to hire the best talent for
their organisation and to utilize their resources optimally. A successful recruitment strategy
should be well planned and practical to attract more and good talent to apply in the
organisation.
For formulating an effective and successful recruitment strategy, the strategy should cover
the following elements:
1. Identifying and prioritizing jobs
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Requirements keep arising at various levels in every organisation; it is almost a never-ending
process. It is impossible to fill all the positions immediately. Therefore, there is a need to
identify the positions requiring immediate attention and action. To maintain the quality of the
recruitment activities, it is useful to prioritize the vacancies whether to focus on all vacancies
equally or focusing on key jobs first.
2. Candidates to target
The recruitment process can be effective only if the organisation completely understands the
requirements of the type of candidates that are required and will be beneficial for the
organisation. This covers the following parameters as well:
Performance level required: Different strategies are required for focusing on hiring
high performers and average performers.
Experience level required: the strategy should be clear as to what is the experience
level required by the organisation. The candidate’s experience can range from being a
fresher to experienced senior professionals.
Category of the candidate: the strategy should clearly define the target candidate.
He/she can be from the same industry, different industry, unemployed, top performers
of the industry etc.
3. Sources of recruitment
The strategy should define various sources (external and internal) of recruitment. Which are
the sources to be used and focused for the recruitment purposes for various positions.
Employee referral is one of the most effective sources of recruitment.
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4. Trained recruiters
The recruitment professionals conducting the interviews and the other recruitment activities
should be well-trained and experienced to conduct the activities. They should also be aware
of the major parameters and skills (e.g.: behavioral, technical etc.) to focus while
interviewing and selecting a candidate.
5. How to evaluate the candidates
The various parameters and the ways to judge them i.e. the entire recruitment process should
be planned in advance. Like the rounds of technical interviews, HR interviews, written tests,
psychometric tests etc.
HR Challenges In Recruitment
Recruitment is a function that requires business perspective, expertise, ability to find and
match the best potential candidate for the organisation, diplomacy, marketing skills (as to sell
the position to the candidate) and wisdom to align the recruitment processes for the benefit of
the organisation. The HR professionals – handling the recruitment function of the
organisation- are constantly facing new challenges. The biggest challenge for such
professionals is to source or recruit the best people or potential candidate for the
organisation.
In the last few years, the job market has undergone some fundamental changes in terms of
technologies, sources of recruitment, competition in the market etc. In an already saturated
job market, where the practices like poaching and raiding are gaining momentum, HR
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professionals are constantly facing new challenges in one of their most important function-
recruitment. They have to face and conquer various challenges to find the best candidates for
their organisations.
The major challenges faced by the HR in recruitment are:
Adaptability to globalization – The HR professionals are expected and required to
keep in tune with the changing times, i.e. the changes taking place across the globe.
HR should maintain the timeliness of the process
Lack of motivation – Recruitment is considered to be a thankless job. Even if the
organisation is achieving results, HR department or professionals are not thanked for
recruiting the right employees and performers.
Process analysis – The immediacy and speed of the recruitment process are the main
concerns of the HR in recruitment. The process should be flexible, adaptive and
responsive to the immediate requirements. The recruitment process should also be
cost effective.
Strategic prioritization – The emerging new systems are both an opportunity as well
as a challenge for the HR professionals. Therefore, reviewing staffing needs and
prioritizing the tasks to meet the changes in the market has become a challenge for
the recruitment professionals.
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Recruiting Expatriates
Expatriate is a person who leaves his country to work and live in a foreign country.
Generally, expatriates are the nationals from the other countries than the host and the MNC’s
parent country, i.e. expatriates are the third country nationals.
The unavailability of the required skills and talents takes the organisation to source talent
from other countries. The procedures and processes of recruiting and selecting the human
resources are never uniform even within a single organisation. The procedures vary
according to the post, the skill set required, the nature of work etc. More of it is seen in the
case of recruitment of expatriates. The recruitment and selection procedures and
considerations are drastically different for expatriates than that of the domestic employees.
Recruitment of expatriates involves greater time, monetary resources and other indirect costs.
Improper recruitment and selection can cause the expatriates to return hastily or a decline in
their performance.
A mismatch between job (its requirements) and people can reduce the effectiveness of other
human resource activities and can affect the performance of the employees as well as the
organisation.
Recruiting expatriates require special considerations and skills to select the best person for
the job. Except for a few expatriate selection policies, the expatriate selection criterion is
generally organisation and nation specific.
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The recruiters for recruiting the expatriates should be carefully selected and trained. The
recruitment strategies for expatriates should be aligned with requirements of the job. The
interviews of expatriates are designed in a manner to judge their:
Adaptability to the new culture
Intercultural interaction
Flexibility
Professional expertise
Past international work experience
Tolerance and open-mindedness
Family situation
Language ability
Attitude and motivation
Empathy towards local culture
A few researches in this field also suggest that women are morel likely to be successful in
certain positions as expatriates as they are more sensitive towards new culture and people.
Recruitment of expatriates should be followed by cultural and sensitivity training, and
language training.
Head Hunting
Headhunting refers to the approach of finding and attracting the best experienced person with
the required skill set. Headhunting involves convincing the person to join your organization.
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Headhunting Process
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Forms Of Recruitment
The organisations differ in terms of their size, business, processes and practices. A few
decisions by the recruitment professionals can affect the productivity and efficiency of the
organisation. Organisations adopt different forms of recruitment practices according to the
specific needs of the organisation. The organisations can choose from the centralized or
decentralized forms of recruitment, explained below:
CENTRALIZED RECRUITMENT
The recruitment practices of an organisation are centralized when the HR / recruitment
department at the head office performs all functions of recruitment. Recruitment decisions
for all the business verticals and departments of an organisation are carried out by the one
central HR (or recruitment) department. Centralized from of recruitment is commonly seen in
government organisations.
Benefits of the centralized form of recruitment are:
Reduces administration costs
Better utilization of specialists
Uniformity in recruitment
Interchangeability of staff
Reduces favoritism
Every department sends requisitions for recruitment to their central office
DECENTRALIZED RECRUITMENT
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Decentralized recruitment practices are most commonly seen in the case of conglomerates
operating in different and diverse business areas. With diverse and geographically spread
business areas and offices, it becomes important to understand the needs of each department
and frame the recruitment policies and procedures accordingly. Each department carries out
its own recruitment. Choice between the two will depend upon management philosophy and
needs of particular organization. In some cases combination of both is used. Lower level
staffs as well as top level executives are recruited in a decentralized manner.
Equal Employment Opportunity
Equal opportunity employment refers to the approach of the employers to ensure the practice
of being fair and impartial in the employment process. *The term "Equal Opportunity
Employment" was first given by President Lyndon B. Johnson when he signed Executive
Order 11246 which was created to prohibit federal contractors from discriminating against
employees on the basis of race, sex, creed, religion, color, or national origin*. The scope of
the order also covered the discrimination on the basis of the minority status.
Discrimination in employment
Discrimination refers to the any kind of prejudice, biasness or favoritism on the basis of
disability
race
age
sex
sexuality
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pregnancy
Marital status
in employment. No person should be treated less favorably than any other on the basis of the
specified issues above. Many countries (like SA) have already implemented Equal
Opportunity Act, making it against the law to treat anybody unfairly.
Diversity in workforce
With the globalization and the increasing size of the organisations, the diversity in the
workforce is increasing i.e. people from diverse backgrounds, educational background, age
groups, race, gender, abilities etc come together to work for one organisation and common
objectives. Therefore, it is the responsibility of the employer to create an equality-based and
discrimination-free working environment and practices.
Equal opportunity means treating people equally and fairly irrespective of their race, religion,
sex, age, disability etc. Giving women an equal treatment and access to opportunities at the
workplace. Any employee should be ill-treated or harassed by the employer or other
employees.
Equal Employment Opportunity principles help to realize and respect the actual worth of the
individual on the basis of his knowledge, skills, abilities and merit. And the policy should
cover all the employees of an organisation whether permanent or temporary, contractual etc.
Equal employment opportunity is necessary to ensure:
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To give fair access to the people of all development opportunities
To create a fair organisation, industry and society.
To encourage and give disadvantaged or disabled people a fair chance to grow with
the society…..
RECRUITMENT PROCESS FLOWCHART
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CHAPTER-6
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INTRODUCTION
Employee Selection is the methodical placement of individuals into jobs. Its impact on the
organization is realized when employees achieve years or decades of service to the employer.
The process of selection follows a methodology to collect information about an individual in
order to determine if that individual should be employed. The methodology used should not
violate any laws regarding personnel selection.
A selection procedure has "validity" if a clear relationship can be shown between the
selection procedure itself and the job for which the individuals are being selected. Thus, an
important part of selection is Job Analysis. A job analysis is usually conducted prior to, and
is often used in, the development of the selection procedures. However, a selection procedure
may be "validated" after it has been implemented by conducting a job analysis and showing
the relationship between the selection procedure and the job.
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Practical Steps to Employee Selection
While keeping within the law, who an employer hires is pretty much her determination--
but one that ought not be taken casually. Hiring the right person for the job may be the
most critical management decision you will make. Consider the farm manager who lost
$80,000 in alfalfa. He had trusted an employee who claimed to know how to bale. Or, the
thousands of dollars lost by a hog producer in only three months as a result of hiring the
wrong person. Although employee termination is normally an option, it is one plagued
with both legal and practical consequences. Once a person is hired, there often needs to
be a compelling reason for termination. If an employee is not working out, action must
be taken promptly, however. The longer a worker is permitted to retain a job, the greater
the potential consequences associated with a discharge. Given the importance of
employee selection, two chapters are dedicated to the topic. This one describes a step-by-
step sequence to selection. We consider such factors as needed skills for the job, the
design of a selection process, getting the most out of the various selection tools, and
conclude with suggestions on how to bring the new employee aboard the organization.
The next chapter illustrates the process of validating your selection approach. An outline
of a practical, yet apprehensive, approach to selection follows. You will need to adapt it
to your needs and special circumstances.
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Decide What You Need
Step 1: Determine whether a temporary employee is needed
Sometimes a new employee is urgently needed. Hiring a temporary worker is a good
alternative to employing a less suitable replacement under pressure. Written employment
contracts for such fixed-term work may help you avoid misunderstandings and possible
litigation when the employee is laid off at the conclusion of this work period.
Exceptional temporary workers can be encouraged to apply for permanent positions. You
can share with such workers the criteria that will be used to make the final selection
decision, and offer additional help and training.
A temporary employee has the advantage of having one foot in the door and the
opportunity to learn what is important to you. Management benefits by having the
occasion to better evaluate the individual's performance and personality. The down side
has to disappoint the temporary employee who does not get the job--or the co-workers
who were rooting for him. The statistical chances are not high that a temporary employee
turns out to be the best candidate once the position is opened. Clear communication will
help alleviate possible disappointment but is unlikely to eliminate it totally. At the end,
the responsibility for qualifying for the job needs to be the employee's.
Seasonal employees, hired without the benefit of a careful selection process, can also be
evaluated for future regular employment. The best workers can be invited to return back
for the next season.
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Step 2: Complete a job analysis, description and specification
One would not dream of selecting an individual to represent one's nation at the Olympics
on attitude alone. Successful employee selection is dependent on a clear understanding of
a job’s components. A job analysis is used to identify job tasks and responsibilities. This
may be accomplished by collecting information about the position; by interviewing
workers, supervisors, and other employers; and by observing current employees. Other
sources, such as the Dictionary of Occupational Titles (DOT) or its replacement, the
Occupational Information Network (O*NET), provide written job analysis data to get
you started. Figure 2-1 shows an example DOT for a poultry hatchery manager. End
products of a job analysis include a job analysis schedule, job specifications, and a job
description. Figure 2-1. Sample DOT job description
180.167-046 MANAGER, POULTRY HATCHERY (agriculture) 3
Manages poultry hatchery: Plans, develops, and implements policies
and practices for operation of hatchery to ensure attainment of goals
and profitable operation. Arranges with farmers to supply eggs or
obtains eggs from company flocks. Directs and coordinates, through
subordinate supervisory personnel, hatchery activities, such as
hatching of eggs, sorting, vaccinating and shipping of chicks, and
maintenance of
Facilities and equipment. Prepares hatching schedules for variety of
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chicks, considering such factors as customer orders, market forecasts,
and hatchery facilities and equipment.
Arranges for sale of chicks to farmers or commercial growers.
Interprets hatchery records and genetic data on chicks and advises
customers regarding breeding, brooding, feeding, and sanitation
practices to follow for various species of poultry.
Arranges for purchases of equipment and supplies, such as brooders,
incubators, feeds, and medicines. Prepares reports on hatchery
activities, such as chick production and sales reports, required by
regulatory bodies. May be designated by species of poultry hatched.
Job analysis schedule. This is a fancy name for a detailed, extensive, written job
analysis. Elements of the analysis may include physical and intellectual requirements
for the job, a comprehensive list of tasks to be performed, and perhaps an
organizational chart showing how this position fits into the overall operation. The job
analysis schedule serves to create job specifications and a job description.
Job specification. This tool consolidates the necessary employee qualifications
identified in the job analysis schedule and lists them in terms of knowledge, abilities,
skills, or licenses. For instance, if a job analysis shows that an assistant herdsman has
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to lift 50-pound feed sacks, 100-pound calves, and 120-pound alfalfa bales, the job
specification would simply read "ability to lift and carry 120 pounds." Likewise, if a
pesticide handler had to read pesticide labels and special reports, the job specification
might state "ability to follow written instructions." The employee selection
requirements may emphasize skills and knowledge not easily learned on the job. It is
often wise to select candidates who already have these skills rather than hope a
candidate will be able to learn them after hiring. A word of caution is not to take any
skill, ability, or knowledge for granted. Is reading or math skills critical to the job
you are trying to fill? At higher-level jobs, other basic skills are often missing. Lack
of knowledge in these areas may be even more serious.
Title. Whatever title is used must accurately reflect the duties of the job. Job titles
communicate subtle messages to applicants about the job. For instance, though the
jobs might be identical, there is a difference in connotation between the titles of
"Technician" and “manager."
Job summary. The job summary is usually a brief narrative containing information
on duties. Additional information, such as hours of work, vacation, and other benefits
may be included in this section.
Figure 2-2: Job description structure
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Job Title Last Revised: _________________Job Summary: Examples Of Job Responsibilities: 1.2.3.4.//10. Other duties as assigned.
Relationships:
Working Conditions:
Salary and Benefits:
Job responsibilities. The list of duties usually starts with the most important or most
frequently performed. Providing estimates of the percentage of time to be spent on
important tasks can give workers a sense of the job components. Arbitrators
recognize that management generally has the prerogative to add duties to an
individual's job description. This is also true where employees are represented by a
union.4 Nevertheless, it is a good practice to include, under examples of duties, the
line "other duties as assigned." From a practical perspective, however, employees
need to be exposed to a large variety of duties within a short time of their selection.
Employee morale is likely to fall when they feel that a certain task is truly not part of
their job description.
Relationships. This section includes information on reporting (who this individual
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will work for), as well as supervisory responsibilities, if any.
Working conditions. This is a good place to give applicants an idea of the hours of
work and overtime requirements, how much work is performed inside or outside, and
the type and condition of tools and machinery to be used.
Salary and benefits. Employees determine what they feel a job is worth and what is
an appropriate starting salary for a qualified applicant. Setting a salary is a delicate
process. Using the term starting salary implies that employees will obtain raises as
they acquire experience on the job.
The salary and benefits section should also detail information about the location and
condition of any housing provided and about other benefits, such as paid vacation,
sick leave, and health insurance coverage.
Step 3: Weight the job specification items
Weighting job duties can help the employer assess the qualifications of competing
candidates. Each skill, knowledge area, and ability is rated according to its
importance to the job. A skill may be given less importance, for instance, if it can be
easily acquired or is seldom used. To arrive at the proper weight for a given factor,
you can make forced comparisons between two skills, abilities, or knowledge areas.
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Step 4: Determine the recruitment strategy
Among the most frequent objections to the systematic selection approach discussed
in this chapter, are concerns about getting enough applicants. How many people
apply partly depends on your recruitment efforts, the type of job, labor market, pay,
and the reputation of your company. The larger the applicant pool, the greater the
chance of finding qualified applicants. The most thorough selection approach cannot
make up for a poor candidate pool. Sources to help you advertise the position include
present employees, other employers, previous applicants, trade journals, newspapers,
vocational schools, universities, and employment agencies. The radio is a particularly
good recruitment source for many jobs.
Paul and Laura Fouts of Cortland, New York, found that radio ads allowed them to
be quite creative, such as using sound effects. The radio station personalities helped
write and read these. Their success with the radio spots led them to be more creative
with their newspaper ads. Employees help by giving feedback or helping with ideas.
Despite all your efforts to ensure that the best worker is hired, it is still possible for
unexpected challenges to develop. For instance, the chosen applicant may not
accept the job offer. Perhaps the applicant’s current employer gave him a large
raise to avoid losing him, or personal reasons kept him from taking the job. If the
new employee is not able to do part of the job as originally designed, he may be
able to compensate in other ways. These changes may need to be reflected in a
revised job description.
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Step 5: Oversee the post-offer pre-employment medical screening
A well-planned physical exam requires that the Examining physician understand
the job requirements. Some doctors are willing to work closely with agricultural
enterprises to develop a job-related physical examination. Tests of important
factors such as blood cholinesterase level, hearing ability, lifting strength, and
tolerance for wearing a respirator will be useful in making employment decisions.
Step 6: Conduct orientation
Seldom in their careers will employees be so pliable or receptive to change as
during their orientation period. This is particularly true when such changes have
been clearly outlined through a realistic job preview. In psychological terms, new
personnel go through an "unfreezing" period, in which they are receptive to new
ideas and new ways of doing things. The very step of looking for a new job often
means applicants are receptive to change. A new hire may act readily on a
suggestion to take classes at the local community college, for instance, even after
resisting the same idea a year earlier. During this period, workers can make a
successful transition into supervisory work. A person who has never been in a
leadership position might have to adjust his thinking to that of a manager.
Employees can learn to be part of a committed team that contributes to decision
making. Unwritten rules, traditions or informal perks should be discussed with
employees as part of the orientation period. Co-workers also realize that the
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orientation period can be used to gain the sympathy of a new worker. Some
workers will attempt to "orient" employees to their way of thinking. Others may
engage in hazing. Such activities can be destructive, even leading new employees
to quit. Anti-hazing policies and assigning new employees a respected mentor may
help. These established workers can help orient new hires to their jobs, to other co-
workers, and to the work environment through a continuing informal relationship.
Test and interview results can be analyzed so that a Comprehensive training and
development plan can be drawn up. New employees should be exposed to as wide
an array of tasks as practical, within their job description, early on in their careers.
Even before new personnel arrive for their first day at work, they may need
information about such things as local banks, housing, utilities, and community
activities. If it is available and applicable, supplying information about children’s
schooling, possible jobs for a working spouse, or community activities can be
helpful, though some applicants will prefer to investigate these factors on their
own. A checklist of items to be discussed during the orientation period is useful. It
should clearly outline management expectations and help answer typical questions
asked by new employees. You may also want to take new personnel out to eat and
to meet community members at the local hangout. Building a good working
relationship is a long-term endeavor. The orientation period provides key
opportunities towards this end. If a probationary period is set up before the
employee is hired, it needs to be structured so an employer does not feel forced to
make a pass/fail decision at the end of such a period. A probationary period is most
useful when the employer allows for extending the probation when warranted. Such
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an evaluation needs to take place before the probationary period expires
Recruitment Vs Selection
Both recruitment and selection are the two phases of the employment process. The
differences between the two are:
Recruitment is the process of searching the candidates for employment and
stimulating them to apply for jobs in the organisation WHEREAS selection
involves the series of steps by which the candidates are screened for
choosing the most suitable persons for vacant posts.
The basic purpose of recruitments is to create a talent pool of candidates to
enable the selection of best candidates for the organisation, by attracting
more and more employees to apply in the organisation WHEREAS the
basic purpose of selection process is to choose the right candidate to fill the
various positions in the organisation.
Recruitment is a positive process i.e. encouraging more and more
employees to apply WHEREAS selection is a negative process as it
involves rejection of the unsuitable candidates.
Recruitment is concerned with tapping the sources of human resources
WHEREAS selection is concerned with selecting the most suitable
candidate through various interviews and tests.
There is no contract of recruitment established in recruitment WHEREAS
selection results in a contract of service between the employer and the
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selected employee.
INTERVIEW QUESTIONS
As a requisition form is not used, what process is used to notify the appropriate
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persons
that there is a position vacant?
How does the organisation decide that the position actually needs to be filled?
Is the selection criteria developed by the HR manager?
If the selection criteria are different to the current job description, what process is
used to decide on the correct information?
What reasons, if any, would you give to explain the high turnover in the lower skilled
employees versus the low turnover of high skilled employees?
What process is used for internal recruitment?
Once you have identified that a position will be filled externally, how do you
determine what method of recruitment should be used.
Which source of recruitment do you find the best and why?
What benefits do you recognize by using a recruitment?
What specific information do you provide to a recruitment agency?
How do you ensure legislative requirements are addressed when recruiting?
Who is responsible for writing vacancy promotion?
What is your strategy for vacancy advertising?
Does a member of upper management check the advertisement before it is placed?
Does the application form apply to all types of employees ?
If not, is there another method used?
To your knowledge, does the application form comply with legislative requirements?
How do you determine if you have suitable candidates if positions are not advertised
internally?
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What process is used to perform a job analysis?
Once the job analysis is performed, how do you go about changing or updating the job
description?
What specific interview strategy do you use?
Does this process differ for internal recruitment versus external recruitment?
What type of information is given to the applicant about the organisation during the
interview?
Please describe the room used to interview applicants
Is this area private and quiet?
Do you believe that the room provides a comfortable environment for both the
interviewer and the applicant?
What strategies are used to try and make the applicant relaxed?
What process do you use to select applicants after interviews?
Who is involved in this process?
What process is used to notify applicants of the outcome?
How do you ensure that all job expectations are clearly defined for a new employee?
Questionnaire
1. What type of industry does your organisation participate in?
__________________________________________________
2. How many staff do you employ?
__________________________________________________
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3. What percentage of your workforce is high skilled?
__________________________________________________
4. What percentage of your workforce is low skilled?
__________________________________________________
5. What percentage of your workforce is unskilled?
What percentages of your employees are employed:
Full time _________%
Part time _________%
Casual ___________%
Temporary ________%
Contract __________%
7. How involved are the unions in your particular industry? (please circle)
Not at all
Low level
Medium Level
High Level
8. How would you rate the turnover of staff in your organisation? (please circle)
High
Medium
Low
9. Do you have more than one category or type of employee? If yes, please list.
___________________________________________________
10. Does the recruitment and selection strategy differ for each category?
___________________________________________________
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11. Who is responsible for recruitment in the organisation?
12. Who is responsible for selection in the organisation?
13. Do you have an Internet site? (Please circle) Yes No
If yes, do you use the Internet site for recruitment? Yes No
14. Do you have a requisition form for vacant or new positions? Yes No
15. Do you take into account any legislative requirements when recruiting? (please list)
16. Do you use job descriptions and/or duty statements? Yes No
17. How often are job descriptions reviewed? (please circle)
Not at all
Monthly
Every 3months
Every 6 months
Yearly
As position becomes vacant
18. Which of the following sources do you use for recruitment? (please circle)
Newspaper
Internet
Referrals
University Notice Boards Word of Mouth
Graduate Recruitment Services
Executive Search
Employment Consultant
Recruitment Agency
Other (please list)
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19. If you advertise a position in the newspaper, what paper do you use? (please circle)
Local
Metropolitan daily
Suburban
20. Do you have an application form? Yes No
21. Does the organisation have a policy regarding internal recruitment versus external
recruitment?
_______________________________________
22. In the last five positions that you filled, what percentage was internal to external?
Internal _________%
External _________%
23. Do you use employment consultants? Yes No
If yes, how often? ________________________________
24. Do you use recruitment agencies? Yes No
If yes, how often? ________________________________
25. If you require applications and resumes to be sent in, do you acknowledge the application?
Yes No
26. Do you use interviews as part of your recruitment process? Yes No
27. What type of interview process do you use? (Please circle)
Panel
One on one
Stress
Group
Video conference
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Telephone interview
Computer-assisted interview
Other (please list) _________________________________
28. How would you class your interview structure? (please circle)
Formal & structured
Semi-structured
Unstructured
29. What type of interview technique do you use? (please circle)
Listening
Questioning
Note-taking
Other (please list) _______________________________
30. Do you have a specific room to conduct interviews in? Yes No
31. Do you have an orientation program? Yes No
32. Do you notify all applicants even if they are unsuccessful? Yes No
33. Do you have an evaluation process for recruitment & selection? Yes No
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CHAPTER-9
RECRUITMENT AND SELECTION PROCESS
OF SOME BIG COMPANIES
Selection Process at ICICI
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To improve the selection process for recruitment at all levels in ICICI Bank, they have
carried out an in-depth study of the competencies required to succeed in ICICI Bank. As per
ICICI research, the competencies which indicated success at the entry level in ICICI Bank
are:
Drive for results
Process Orientation
Interpersonal Effectiveness
Analytical Thinking
Innovation & Team Effectiveness
In order to assess the same ICICI use a set of 3 tools -
A Mental Ability Tests (for candidates with 0-2 years of work experience)
a Personality profiling system
The Mental Ability Test to find a fair and objective assessment of candidates’ skills in the
areas of verbal reasoning, numerical reasoning & diagrammatic reasoning. These are
important skills for the role of an entry level manager and people who do well in these
tests tend to do well in their jobs at ICICI Bank. The total time taken in this exercise is 2
hours with each of the three sections lasting 40 minutes.
Candidates (at all levels regardless of the number of years of work experience) are also
required to complete the Occupational Personality Questionnaire (OPQ ) before they
appear for the interview, the results of which are integrated into ICICI interview
process.
SELECTION PROCESS AT INFOSYS
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Infosys Technologies has got the most structured recruitment process among all IT
companies in India. First of all, they do not have any distinction between any branches of
Engg. Whatever be the branch, you can sit up for the selection process if you qualify their
other eligibility criteria like marks and time gap. i.e Once you had appeared for any test at
Infosys, you will have to wait for 9 months until you appear for any of their recruitment
process.
For Off-campus, send in your resumes to the mail Id mentioned and you are sure to get a call
latter if you meet their academic criteria. Hence once you send the resume, start preparing for
the exam, because you are sure to get a call. You may get call through e-mail invitation and
further the admit card will be send to your postal address through courier/post.
Latest selection process. (As on March 2006)
The duration of the selection process is 2.5 hrs which includes filling in an application form,
an Aptitude Test (Analytical Thinking and Arithmetic Reasoning) and a test of
Communicative English Language. The duration of the tests alone will be 90 minutes. The
Aptitude Test will be generally of Puzzles type and the no. of questions will vary between 9
to 15. The best way to practice for the tests is to go through the previous question papers at
Freshersworld.com or refer books like Sakuntala Devi or George Summers. Go through the
Maximum No. of previous question papers and prepare well for the puzzles.
RECRUITMENT PROCESS AT COLGATE-PALMOLIVE
The actual steps involved in recruitment follow a well defined path :
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Application shortlist: In this step, we shortlist the CVs received from various sources based
on the suitability for the requirement.
Preliminary Assessment: The short listed candidates go through a preliminary round of
interviews. This interview lays more emphasis on functional competencies. To have more
data on the functional skills, the candidates may be given a business case for analysis and
presentation (This is done for certain positions only).
Final interview: Here the candidates who successfully clear the first round of interview go
through another round of interview with one or more of the functional heads.
Medical Evaluation: Candidates who are selected by Colgate are asked to undergo a
medical test.
ARTICLE WRITTEN BY TRACEY BOWYER ON
RECRUITMENT
When to use a recruitment company and when to go it alone
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By Tracey Bowyer | Published 09/16/2006
When to use a recruitment company and when to go it alone
Life is hard for businesses looking to recruit new staff at present. There is a worldwide skills
shortage and online job advertisements are at a record high. In response, the recruitment
business is booming as employers look for external assistance to ease their plight.
The question is, when should you use a recruitment agency and when should you go it alone?
Recruitment agency fees are expensive and you want to be sure you are getting value for
your money.
The first thing it is important to understand is that most recruitment firms are really just job
advertisers and do not undertake employee selection for you as well. There are some
agencies that do and if you require this from them this should be an important part of your
selection criteria when deciding which firm to use.
Given that most recruitment firms don\'t provide selection services, if you are able to write an
effective job advertisement or have other arenas through which you can source potential job
applicants yourself, such as through word of mouth from your current employees or through
other contacts; or via signs in your place of employment or local area, then you will save
considerable amounts of money by undertaking all of your employee recruitment and
selection process yourself.
A recruitment firm can offer you great benefits if you are looking to hire staff for short
periods of time and also wish to use the recruitment company\'s services as an outsourced
employer. The recruitment firm will charge you an hourly or daily rate for the contractor and
also act as the Worker’s employer and will be responsible for insurances, salary,
superannuation and all employee benefits. Although this is generally more expensive than if
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you act as the employer yourself, there is just a single invoice to be paid rather than the
workload associated with an additional employee. Also the recruitment firm takes all the risk
and you can ask for replacement staff at any time if the employee is not working out like you
hoped or if you no longer require their services. This can be particularly useful if you require
particular skills for only a short period of time, for example you need an accountant to help
you out at tax time or a receptionist to fill in whilst your regular employee is on leave. Using
a contractor through a recruitment firm can also often be cheaper than using a professional
services firm.
A recruitment firm can also provide you with benefits if they are expert in a particular
industry or employee market. They may have specialized knowledge of where to find and
how to attract employees of particular skills types. If you are unable to attract the employees
you want yourself, you may require the services of a recruitment agency that has good
industry contacts and can headhunt the appropriate staff you require.
Whilst most recruiters are sales professionals (not employee selection specialists), some
agencies hire staff with extensive experience in a field (e.g. electrical engineering) and teach
them how to recruit and place. Recruitment consultants who themselves have the particular
skills and experience you require, are generally better able to understand and assess what it is
that you are looking for. This means that the quality of the short listed candidates that are
provided to you to assess will be higher.
Many employment markets are so large that for a business to initially screen all applications
for a position would be so time consuming that it could result in lost business whilst this
process occurs. This is particularly the case in large cities such as New York and London,
however this problem also occurs in cities within the EU where applicants readily apply for
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and move to new jobs right throughout the region. The use of recruitment firms in this
instance can save considerable time and stress provided that correct selection and screening
procedures are utilized.
Similarly, if you do not have the time to undertake the recruitment and selection process
yourself and the cost to your business in lost business or business development opportunity
during the recruitment process is more than the cost of utilizing a recruitment firm, you
should definitely consider outsourcing your recruitment. If you choose to go this route
however you should insist that your chosen firm undertakes the whole process for you and
uses scientific selection methodology.
At the very least your recruiter should undertake background and reference checks on your
behalf and use behavioral based interviews. Otherwise you will end up having to put in just
as much time and effort yourself anyway to assess the applicants they send you. If not, the
effect of your outsourced employee selection process will be just as effective as taking a
lucky dip from a hat. And you will have to deal with the consequences, which could not only
include you being stuck with a less than productive employee, but even a disaster. I can
assure you that the time and effort required to performance manage a poorly performing
employee or one with a bad attitude is much, much more than would be required to undertake
a successful selection process in the first instance.
In summary, recruitment firms can provide you with many valuable services, particularly in
such a tight employment market as it is at present. It is important however to assess potential
recruiters carefully and ensure that they provide you with the services you require. The free
industry guide \"recruitment agency secrets\" provides more information on how to assess
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potential recruitment firms well as inside information to assist you in getting value for money
when you do decide to use them.
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CONCLUSION
Employers need to understand the skills and abilities that are required in a particular job and
determine which candidates have those capabilities. Interviews, reference checks, tests,
applications, and résumés can all help identify differences among candidates. The
comprehensive process described here does not guarantee the selection of the right person,
but it does help avoid many common mistakes. Employers can make their selection decisions
with a fuller awareness of the applicants’ strengths and weaknesses. Combined with a good
orientation period, careful selection enables the employer and new personnel to start out on a
positive path.
BIBLIOGRAPHY
RECRUITMENT & SELECTION
BY-ROBERT WOOD TIM
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RECRUITMENT & SELECTION
BY-JOHN BILLSBERRY
HUMAN RESOURCE MANAGEMENT
BY-P.S. PALIWAL
HUMAN RESOURCE MANAGEMENT
BY-ANURADHA SHARMA
WEBLIOGRAPHY
Scribd.com
Citehr.com
Google.co.in
Managementparadise.com
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