Selection and Recruitment Process in Wipro

7/28/2019 Selection and Recruitment Process in Wipro

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A PROJECT REPORT

ON

SELECTION AND RECRUITMENT PROCESS

IN

WIPRO"


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CERTIFICATE


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ACKNOWLEDGEMENT


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ONTENTS

INTRODUCTION 4

OBJECTIVE 6

REASERCH- METHODOLOGY 8COMPANY PROFILE 10LITRATURE SURVEY 15SCOPE 22

QUESTIONAAIRE 40

DATA ANALYSIS 43

FINDINGS 51

SUGGESTIONS 52

BIBLOGRAPHY 53

CONCLUSION


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INTRODUCTION


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INTRODUCTION

Human Resource is a basic need of any work to be done.

According to ARTHUR LEWIS:

There are great differences in development between countries which seem to

have roughly equal resources, so it is necessary to enquire into the difference

in human behaviors

The project report is all about recruitment and selection process thats an important

part of any organization.

Recruitment highlights each applicants skills, talents and experience. Their

selection

involves developing a list of qualified candidates, defining a selection strategy,

identifying qualified candidates, thoroughly evaluating qualified candidates and

selecting the most qualified candidate.

It is said if right person is appointed at right place the half work has been done. Inthis project I have tried to cover all the important point that should be kept in mind

while recruitment and selection process and have conducted a research study

through a questionnaire that I got it filled with all the sales managers of the WIPRO

and tried to find out which methods and various other information related to

recruitment and selection and tries to come to a conclusion at what time mostly the


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manpower planning is done , what are the various method used for recruiting the

candidates and on what basis the selections is done.

OBJECTIVE


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OBJECTIVE

a. To study the recruitment and selection procedure followed inWIPRO

b. To study the various sources of recruitment followed in WIPRO.

c. To learn what is the process of recruitment and selection thatshould be followed.

d. To search or headhunt people whose skill fits into the Companysvalues.


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RESEARCHMETHODOLOGY


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REASERCH METHODOLOGY

Research was carried out at WIPRO. Ltd to find out the Recruitment

and selection process.

DATA COLLECTION:

Primary Data:

Primary data was collected through survey method by distributing

questionnaires to Branch manager and other sales manager. The

questionnaires were carefully designed by taking into account the

parameters of my study.

Secondary Data:

The Secondary Data is that which is already collected and stored or we

can say already saved or ready data by others. The Secondary Data was

collected from books, magazines, web sites and by going through therecords of the organization.


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COMPANY PROFILE


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COMPANY PROFILEWipro started as a vegetable oil company in 1947 from an old mill founded

byAzim Premji's father. When his father died in 1966, Azim, graduate in

Electrical Engineering from Stanford University, took on the leadership of the

company at the age 21. He repositioned it and transformed Wipro (Western India

Vegetable Products Ltd) into a consumer goods company that produced

hydrogenated cooking oils/fat company, laundry soap, wax and tin containers and

later set up Wipro Fluid Power to manufacture hydraulic and pneumatic cylinders

in 1975. At that time, it was valued at $2 million.

In 1977, when IBM was asked to leave India, Wipro entered the information

technology sector. In 1979, Wipro began developing its own computers and in

1981, started selling the finished product. This was the first in a string of products

that would make Wipro one of India's first computer makers. The company

licensed technology from Sentinel Computers in the United States and began

building India's first mini-computers. Wipro hired managers who were computer

savvy, and strong on business experience.

In 1980 Wipro moved in software development and started developing customized

software packages for their hardware customers. This expanded their IT business

and subsequently invented the first Indian 8086 chip. Since 1992, Wipro began to

grow its roots off shore in United States and by2000 Wipro Ltd ADRs were listed

on the New York Stock Exchange with over 25 years in the Information


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Technology business, Wipro Technologies is the largest outsourced R & D

Services provider and one of the pioneers in the remote delivery of IT

services. Being a global provider of consulting, IT Services, outsourced

R&D, infrastructure outsourcing and business process services, we

deliver technology-driven business solutions that meet the strategic

objectives of our Global 2000 customers. Wipro today employs 96,000people in over 50 countries. A career at Wipro means to learn and

grow continuously, opportunities to work on the latest technologies

alongside the finest minds in the industry, competitive salaries, stock

options and excellent benefits.

Wipro IT Business, a division of Wipro Limited (NYSE:WIT), is amongst thelargest global IT services, BPO and Product Engineering companies. In addition to

the IT business, Wipro also has leadership position in niche market segments of

consumer products and lighting solutions. The company has been listed since 1945

and started its technology business in 1980. Today, Wipro generates USD 6 billion

(India GAAP figure 2009-10) of annual revenues. Its equity shares are listed in

India on the Mumbai Stock Exchange and the National Stock Exchange; as well as

on the New York Stock Exchange in the US.

Wipro makes an ideal partner for organizations looking at transformational IT

solutions because of its core capabilities, great human resources, commitment to

quality and the global infrastructure to deliver a wide range of technology and

business consulting solutions and services, 24/7. Wipro enables business results by

being a transformation catalyst. It offers integrated portfolio of services to its


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clients in the areas of Consulting, System Integration and Outsourcing for key-

industry verticals.

LEADERSHIP AT WIPROWith more than 100,000 associates from over 70 nationalities and 72 plus global

delivery centers in over 55 countries, Wipros services span financial services,

retail, transportation, manufacturing, healthcare services, energy and utilities,

technology, telecom and media. Wipros unwavering focus has been on business

transformation with matchless innovation in service delivery and business models.

More than 800 active clients that include governments, educational institutes,


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Wipro is at the forefront of technological and business co-innovation with 136

patents and invention disclosures. With enhanced business performance at the core

of its deliveries due to its strong R&D and Innovation focus, Wipro gets an

enviable 95 percent repeat business. We make our clients business more efficient

through a combination of process transformation, outsourcing, consulting and

technology products and services. As the worlds first SEI CMM Level 5

Company, Wipro endeavors to deliver reliability and effectiveness to its customers

by maintaining high standards in service offerings through robust internal

processes and people management systems.

INNOVATION AT WIPROOne of the worlds largest third party R&D services provider, Wipro caters to

product engineering requirements in multiple domains. Most of the technology that

you come across in daily life - airplanes, automobile navigation systems, cell

phones, computing servers, drug delivery devices, microwaves, printers,

refrigerators, set top boxes, TVs - will find a Wipro component in them. Our

service portfolio includes product strategy and architecture, application and

embedded software, electronic and mechanical hardware, system testing,

compliance and certification and product sustenance and support.

Wipro believes that certain core technologies have a significant impact on business

competitiveness going forward. Towards that direction, Wipros Research and

Development activity is currently focused on Cloud Computing, Collaboration,

Green Technologies, Mobility Applications, Social Computing, Information

utility services, and over 150 Global Fortune 500 enterprises have benefited from

this approach.


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Management and Security. World over, businesses are transforming constantly, in

order to get better and better. Wipro provides the right insight, technology and

support to help businesses transform, making business functions simpler, faster and

better. In other words, Wipro transforms businesses that help transform lives.


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LITRATURE SURVEY


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MEANING OF HUMAN RESOURCE MANAGEMENT

Human Resource plays a crucial role in the development process of the

modern economics.

ARTHUR LEWIS observedThere aregreat differences in development between countries which seem to have

roughly equal resources, so it is necessary to enquire into the difference in human

behaviors

Human resource management is the management of employees skill, knowledge,

abilities, talent, aptitude, creativity, ability etc. Different terms are used for

denoting Human Resource Management they are labor management, labor

administration labor management relationship, employee employer relationship,

industrial relationship, human capital management, human assent management etc.

Though these terms can be used differently widely, the basic nature of distinction

lies in the scope or coverage and evolutionary stage. In simple sense, humanresource management means employing people, developing their resources,

utilizing, maintaining and compensating their services in tune with the job and

organizational requirements.


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FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

Administration:

Strategic planning, organizational evaluation, County Board relations, policy

recommendations, supervision of department staff

Benefits:

Health insurance, dental insurance, life insurance, disability insurance, retirement

benefits, vacation, sick leave, paid holidays, section 125 plan, donor program,

educational incentive, uniform allowance, and others.

Compensation:

Salary and benefit surveys, job evaluation, job descriptions evaluation, job

descriptions

Employee relation:

Disciplinary processes, incident investigations, complaint/grievance procedures,

labor-management relations.

Employee services:

Enrollment in benefits, employee discounts for recreational spots, resolution of

enrollment or claim problems, employee newsletter, Educational assistance,employee service awards.

Fiscal:

Staffing budgets, departmental budget, accounts payable, insurance receivables,


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insurance fund management, total package costing, Insurance receivables,

insurance fund management, total package costing.

Health and safety:

Employee assistance, workers compensation claims, drug testing, safety compliance

and training.

Leaves of absence:

State and/or Federal Family and Medical Leave rights, County approved leaves of

absence, rights upon return to work, light duty assignments for temporary periods.

Payroll administration:

Computer-based or manual evaluation systems, supervisory training, compliancewith timeliness standards

Performance appraisal:

Employee files, litigation files, payroll records, safety records and other

administrative files

Record-keeping:

Job posting, advertising, testing administration, employment interviews,

background investigations, post-offer employment testing.

Recruitment:


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Recruitment is defined as a process to discover the sources of manpower to meet

the requirement of the staffing schedule and to employ effective measures fir meet

the requirement of the staffing schedule and to employ to employ effective

measures for attracting the manpower in adequate numbers to facilitate effective

selection of an effective workforce


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Selection:

After identifying the sources of human resources, searching for prospective

employees and stimulation helps to apply for jobs in an organization, the

management has to perform the function of selecting the right man at right job and

at the right time.

Separations and terminations:

Rights upon termination of employee, severance benefits, unemployment

compensation, exit interviews.

Training and development:

County-wide needs assessment, development of supervisory and management

skills, employee training and workshops. Benefits orientation for new and

transferring employees, Supervisory newsletter.

Salary and benefits:

Salary/wage plans, employee benefits

Importance of Human Resource Management

Attract highly qualified and competent people Ensures that the selected candidate stays longer with the company. Make sure that there is match between cost and benefit. Helps the organization to create more culturally diverse workforce.

Whereas, the poor quality of selection means extra cost on training and

supervision. Furthermore, when recruitment fails to meet organizational needs for

talent, a typical response is to raise entry level pay scales. This can distort


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traditional wages and salary relationship in organization, resulting in unavoidable

consequences. Thus the effectiveness of the recruitment process can play a major

role in determining the resources that must be expended on other HR activates and

their ultimate success.

HUMAN RESOURCE FUNCTIONS


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RECRUITMENT


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RECRUITMENT

Recruitment is defined as, a process to discover the sources of manpower to meet

the requirements of the staffing schedule and to employ effective measures for

attracting that manpower in adequate numbers to facilitate effective selection of an

efficient workforce. Edwin B. Flippo defined recruitment as the process of

searching for prospective employees and stimulating them to apply for jobs in the

organization. In simple words recruitment can be defined as a linking function-

joining together those with jobs to fill and those seeking jobs.

PURPOSE AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job

candidates. Specifically, the purposes and needs are:

Determine the present and future requirements of the organization in conjunctionwith its personnel-planning and job-analysis activities.

Increase the pool of job candidates at minimum cost. Help increase the success rate of the selection process by reducing the number of

visibly, under qualified or overqualified job applicants.

Help reduce the probability that job applicants, once recruited and selected, willleave the organization only after a short period of time.

Begin identifying and preparing potential job applicants who will be appropriatecandidates.

Induct outsiders with a new perspective to lead the company. Infuse fresh blood at all levels of the organization. Develop an organizational culture that attracts competent people to the company. Search for talent globally and not just within the company.


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Methods of Recruitment

Internal Methods:

1.Promotions and TransfersThis is a method of filling vacancies from internal resources of the company to

achieve optimum utilization of a staff member's skills and talents. Transfer is the

permanent lateral movement of an employee from one position to another position

in the same or another job class assigned to usually same salary range. Promotion,

on the other hand is the permanent movement of a staff member from a position in

one job class to a position in another job class of increased responsibility or

complexity of duties and in a higher salary range.

2.Job PostingJob Posting is an arrangement in which a firm internally posts a list of open

positions (with their descriptions and requirements) so that the existing employees

who wish to move to different functional areas may apply. It is also known as Job

bidding. It helps the qualified employees working in the organization to scale new

heights, instead of looking for better perspectives outside. It also helpsorganization to retain its experienced and promising employees.

3. Employee ReferralsIt is a recruitment method in which the current employees are encouraged and

rewarded for introducing suitable recruits from among the people they know. The


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logic behind employee referral is that it takes one to know one. Benefits of this

method are as follows:

Quality Candidates Cost savings Faster recruitment cycles Incentives to current employeesOn the other hand it is important for an organization to ensure that nepotism or

favoritism does not happen, and that such aspects do not make inroads into the

recruitment process.

Indirect External Recruitment Methods

1. AdvertisementsAdvertisements are the most common form of external recruitment. They can be

found in many places (local and national newspapers, notice boards, recruitment

fai rs) and should include some important information relating to the job (job title,pay package, location, job description, how to apply-either by CV or application

form, etc). Where a business chooses to advertise will depend on the cost of

advertising and the coverage needed i.e. how far away people will consider

applying for the job.

2.Third Party Methods Walk-ins: Walk-ins is relatively inexpensive, and applicants may be filed andprocessed whenever vacancies occur. Walk-ins provide an excellent public

relations opportunity because well-treated applicants are likely to inform others.On the other hand, walk-ins show up randomly, and there may be no match withavailable openings. This is particularly true for jobs requiring specialized skills.


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Public and private employment agencies: Public and private employmentagencies are established to match job openings with listings of job applicants.These agencies also classify and screen applicants. Most agencies administer work-sample tests, such as typing exams, to applicants.

E-Recruiting: There are many methods used for e-recruitment, some of theimportant methods are as follows:a. Job boards: These are the places where the employers post jobs and search for

candidates. One of the disadvantages is, it is generic in nature.b. Employer web sites: These sites can be of the company owned sites, or a site

developed by various employers.c. Professional websites: These are for specific professions, skills and not general in

nature.

Gate Hiring and Contractors: The concept of gate hiring is to select people whoapproach on their own for employment in the organization. This happens mostly inthe case of unskilled and semi-skilled workers. Gate hiring is quite useful andconvenient method at the initial stage of the organization when large number ofsuch people may be required by the organization

According to the Advertisement tactic and strategy in personnel Recruitment, three

main points need to be borne in the mind before an advertisement in inserted.

1. First, to visualize the type of applicants one is trying to recruit.2. Second, to write out a list of advantages the company offers, or why should

the reader join the company.

3. Third, to decide where to run the advertisement , not only in which area, butalso in which newspaper having a local, state or a nation- wide circulation.

Evaluation of the recruitment method


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The following are the evaluation of the recruitment method

1.Number of initial enquires received which resulted in completed application forms2.Number of candidates recruited.3.Number of candidates retained in the organization after six months.4.Number of candidates at various stages of the recruitment and selection process,

especially those short listed.

DEVELOPING AN EFFECTIVE RECRUITMENT STRATEGY

EVALUATION OF SOURCES OF RECRUITMENT

Time-lapse data: They show the time lag between the dates of requisition formanpower supply from a department to the actual date of filling the vacanciesin that department. For example, a company's past experience may indicate thatthe average number of days from application to interview is 10, from interviewto offer is 7, from offer to acceptance is 10 and from acceptance to report forwork is 15. Therefore, if the company starts the recruitment and selection

process now, it would require 42 days before the new employee joins its ranks.Armed with this information, the length of the time needed for alternativesources of recruitment can be ascertained - before pinning hopes on a particular

source that meets the recruitment objectives of the company.

Yield ratios: These ratios indicate the number of leads/ contacts needed togenerate a given number of hires at a point at time. For example, if a companyneeds 10 management trainees in the next six months, it has to monitor pastyield ratios in order to find out the number of candidates to be contacted for


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this purpose. On the basis of past experience, to continue the same example,the company finds that to hire 10 trainees, it has to extend 20 offers. If theinterview-to-offer ratio is 3:2, then 30 interviews must be conducted. If theinvitees to interview ratio is 4:3 then, as many as 40 candidates must beinvited. Lastly, if contacts or leads needed to identify suitable trainees to inviteare in 5:1 ratio, then 200 contacts are made.

Surveys and studies: Surveys may also be conducted to find out the suitabilityof a particular source for certain positions. For example', as pointed out

previously, employee referral has emerged as a popular way of hiring people inthe Information Technology industry in recent times in India. Correlationstudies could also be carried out to find out the relationship between differentsources of recruitment and factors of success on the job. In addition to these,

data on employee turnover, grievances, and disciplinary action would alsothrow light on the relative strengths of a particular source of recruitment fordifferent organizational positions. Before finally identifying the sources ofrecruitment, the human resource managers must also look into the cost orhiring a candidate. The cost per hire can be found out by dividing therecruitment cost by the number of candidates hired.


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Factors affecting Recruitment

There are two types of factors that affect the Recruitment of candidates for the

company.

Internal factors : Companys pay package Quality of work life Organizational culture Companys size Companys product Growth rate of the company

Role of trade unions Cost of recruitment

External factors : Supply and demand factors Employment rate Labor market condition

Political, legal and government factors Information system

Factors to be considered while formulating recruitment policies

The following factors should be considered while formulating the policies

Government polices Recruitment sources Recruitment needs Recruitment cost Organizational and personal policies


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INDUCEMENTS TO RECRUITMENT

Organisational inducements are all the positive features and benefits offered by anorganization that serves to attract job applicants to the organisation. Threeinducements need specific mention here, they are:-

Compensation: Starting salaries, frequency of pay increases, incentives and fringebenefits can all serve as inducements to potential employees.

Career Opportunities: These help the present employees to grow personally andprofessionally and also attract good people to the organization. The feeling that thecompany takes care of employee career aspirations serves as a powerfulinducements to potential employees.

Image or Reputation: Factors that affect an organisations reputation include itsgeneral treatment of employees, the nature and quality of its products and servicesand its participation in worthwhile social endeavors.

CONSTRAINTS

Poor image: If the image of the firm is perceived to be low( due to factors likeoperation in the declining industry, poor quality products, nepotism etc), thelikelihood of attracting large number of qualified applicants is reduced.

Unattractive jobs: if the job to be filled is not very attractive, most prospectivecandidates may turn indifferent and may not even apply. This is especially true of

job that is boring, anxiety producing, devoid of career growth opportunities andgenerally not rewards performance in a proper way (e.g. jobs in post office andrailways).


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Government policy: Government policies often come in the way of recruitment asper the rules of company or on the basis of merit and seniority. Policies likereservations (scheduled castes, scheduled tribe etc) have to be observed.

Conservative internal policies: Firms which go for internal recruitments or wherelabor unions are very active, face hindrances in recruitment and selection planning.


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Recruitment: Relationship with other activities

CENTRALISED V/s DECENTRALISED RECRUITMENT

Recruitment practices vary from one organization to another. Some organizations

like commercial banks resort to centralized recruitment while some organizationslike the Indian Railway resort to decentralized recruitment practices. Personneldepartment at the central office performs all the functions of recruitment in case ofcentralised recruitment and personnel departments at unit level/zonal level performall the functions of recruitment concerning to the jobs of the respective unit orzone.


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SOURCES OF RECRUITMENTThe sources of recruitment may be broadly divided into two categories: internal

sources and external sources. Both have their own merits and demerits.

Internal Sources:-

Persons who are already working in an organization constitute the internal

sources. Retrenched employees, retired employees, dependents of deceased

employees may also constitute the internal sources. Whenever any vacancy arises,

someone from within the organization is upgraded, transferred, promoted or even

demoted.

External Sources:-

External sources lie outside an organization. Here the organization can have the

services of: (a) Employees working in other organizations;

(b) Jobs aspirants registered with employment exchanges;

(c) Students from reputed educational institutions;

(d) Candidates referred by unions, friends, relatives and existing employees;

(e) Candidates forwarded by search firms and contractors;

(f) Candidates responding to the advertisements, issued by the organization;

(g) Unsolicited applications/ walk-ins.


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Merits and Demerits of Recruiting people from within

Merits Demerits

1) Economical: The cost of recruiting

internal candidates is minimal. No

expenses are incurred on advertising.

2) Suitable: The organization can pick the

right candidates having the requisite

skills. The candidate can choose a right

vacancy where their talents can be

fully utilized.

3) Reliable: The organization has the

knowledge about suitability of a

candidate for a position. Known devils

are better than unknown angels!

4) Satisfying: A policy of preferring

people from within offers regular

promotional avenues for employees. It

motivates them to work hard and earn

promotions. They will work with loyalty

commitment and enthusiasm.

1) Limited Choice: The organization is

forced to select candidates from a

limited pool. It may have to sacrifice

quality and settle down for less

qualified candidates.

2) Inbreeding: It discourages entry for

talented people, available outside an

organization. Existing employees may

fail to behave in innovative ways and

inject necessary dynamism to

enterprise activities.

3) Inefficiency: Promotions based on

length of service rather than merit,

may prove to be a blessing for

inefficient candidate. They do not

work hard and prove their worth.

4) Bone of contention: Recruitment from

within may lead to infighting among

employees aspiring for limited, higherlevel positions in an organization. As

years roll by, the race for premium

positions may end up in a bitter race.


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Merits and Demerits of External sources of Recruitment

Merits Demerits

Wide Choice: The organization has the

freedom to select candidates from a large

pool. Persons with requisite qualifications

could be picked up.

Infection of fresh blood: People with

special skills and knowledge could be hired

to stir up the existing employees and pave

the way for innovative ways of working.

Motivational force: It helps in motivating

internal employees to work hard and

compete with external candidates while

seeking career growth. Such a competitive

atmosphere would help an employee to

work to the best of his abilities.

Long term benefits: Talented people could

Expenses: Hiring costs could go up

substantially. Tapping multifarious sources

of recruitment is not an easy task either.

Time consuming: It takes time to

advertise, screen, to test and test and to

select suitable employees. Where suitable

ones are not available, the process has to

be repeated.

De-motivating: Existing employees who

have put in considerable service may resist

the process of filling up vacancies from

outside. The feeling that their services

have not been recognized by the

organization, forces then to work with less

enthusiasm and motivation.


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join the ranks, new ideas could find

meaningful expression, a competitive

atmosphere would compel people to give

out their best and earn rewards, etc.

Uncertainty: There is no guarantee that

the organization ultimately will be able to

hire the services of suitable candidates. It

may end up hiring someone who does not

fit and who may not be able to adjust in

the new setup.

Theories Regarding Recruitment

Recruitment is two way street; it takes a recruiter has a choice whom to recruit,

same way the prospective employee also has taken the decision whether or not to

apply for the given job vacancy. The individual take the decision usually on three

different basic theories:

The objective theory

The critical contact theory The subjective theory

The objectives theory views that the process of organizational choice as being one

of weighing and evaluating set of measurable characteristic of employment offers,

such pay, benefits , location, opportunity for advancement, the nature of job to

performed, and education opportunities.

Whereas, the critical contact theory suggests that the typical candidates is unable

to make a meaningful differentiation of organizations offers in terms of objective

or subjective factors, because of his limited or very short contact with the

organization. Choice can be made only when applicant can readily perceive the

factors such as the behavior of the recruiters, the nature of the physical facilities,

and such as the efficiency in processing paper work association with the


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application.

On the other hand, the subjective theory emphasizes the congruence. Here the

choices are made on highly personal and emotional basis.

Evaluation of recruitment process

The following are the evaluation of the recruitment process:

o Return rate of application sent out.o Number of suitable candidates for selection.o Retention and performance of the candidate selection.o Cost of recruitmento Time lapsed data.o Comments on image projected.

PHILSOPHIES OF RECRUITEMT

Basically there are two Philosophies of recruitment. These are as follows:

1. REALISTIC JOB PREVIEWS (RJP)Realistic Job Previews provides complete job related information to the applicants

so that they can make the right decision before taking up the jobs. It includespositive and the negative aspects of the job.

2.JOB COMPATIBILITY QUESTIONNAIRE: (JCQ)


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Job compatibility Questionnaire was developed to determine whether an applicants

preference for the work match the characteristic of the job. The JCQ is designed to

collect information on all aspects of the job which have a bearing in on employee

performance, absenteeism, turnover and job satisfaction. The underlying assumption

of JCQ is that, greater the compatibility between an applicants preference for the

job and characteristic of the job as perceived by the job seeker, the greater theprobability of employee effectiveness and longer the tenor.


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SELECTION


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SELECTION

Introduction

The size of the labour market, the image of the company, the place of posting, the

nature of job, the compensation package and a host of other factors influence the

manner of aspirants are likely to respond to the recruiting efforts of the company.

Through the process of recruitment the company tries to locate prospective

employees and encourages them to apply for vacancies at various levels.

Recruiting, thus, provides a pool of applicants for selection.

Definition

To select means to choose. Selection is the process of picking individuals who

have relevant qualifications to fill jobs in an organisation. The basic purpose is to

choose the individual who can most successfully perform the job from the pool of

qualified candidates.

Purpose

The purpose of selection is to pick up the most suitable candidate who would meetthe requirements of the job in an organisation best, to find out which job applicant

will be successful, if hired. To meet this goal, the company obtains and assesses

information about the applicants in terms of age, qualifications, skills, experience,

etc. the needs of the job are matched with the profile of candidates. The most

suitable person is then picked up after eliminating the unsuitable applicants

through successive stages of selection process. How well an employee is matched

to a job is very important because it is directly affects the amount and quality of

employees work. Any mismatch in this regard can cost an organisation a greatdeal of money, time and trouble, especially, in terms of training and operating

costs. In course of time, the employee may find the job distasteful and leave in

frustration. He may even circulate negative information about the company,

causing incalculable harm to the company in the long run. Effective election,

therefore, demands constant monitoring of the fit between people the job.


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The Process

Selection is usually a series of hurdles or steps. Each one must be successfully

cleared before the applicant proceeds to the next one. The time and emphasis place

on each step will definitely vary from one organisation to another and indeed, fromjob to job within the same organisation. The sequence of steps may also vary from

job to job and organisation to organisation. For example some organisations may

give more importance to testing while others give more emphasis to interviews and

reference checks. Similarly a single brief selection interview might be enough for

applicants for lower level positions, while applicants for managerial jobs might be

interviewed by a number of people.

STEPS IN SELECTION PROCESS


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1. Reception

A company is known by the people it employs. In order to attract people with

talents, skills and experience a company has to create a favourable impression onthe applicants right from the stage of reception. Whoever meets the applicant

initially should be tactful and able to extend help in a friendly and courteous way.

Employment possibilities must be presented honestly and clearly. If no jobs are

available at that point of time, the applicant may be asked to call back the

personnel department after some time.

2. Screening Interview

A preliminary interview is generally planned by large organisations to cut the costof selection by allowing only eligible candidates to go through the further stages in

selection. A junior executive from the Personnel Department may elicit responses

from the applicants on important items determining the suitability of an applicant

for a job such as age, education, experience, pay expectations, aptitude, location,

choice etc. this courtesy interview as it is often called helps the department

screen out obvious misfits. If the department finds the candidate suitable, a

prescribed application form is given to the applicants to fill and submit.

3.Application Blank

Application blank or form is one of the most common methods used to collect

information on the various aspects of the applicants academic, social,

demographic, work related background and references. It is a brief history sheet of

employees background.

Usefulness of Application Blank or Form

Application blank is highly useful selection tool, in that way it serves threeimportant purposes:

1. It introduces the candidate to the company in a formal way.2. It helps the company to have a cross-comparison of the applicants; the company

can screen and reject candidates if they fail to meet the eligibility criteria at thisstage itself.


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3. It can serve as a basis to initiate a dialogue in the interview.

4.Selection Testing

Selection tests or the employment tests are conducted to assess intelligence,

abilities, and personality trait.

A test is a standardized, objective measure of a persons behaviour, performance or

attitude. It is standardised because the way the tests is carried out, the environment

in which the test is administered and the way the individual scores are calculated-

are uniformly applied. It is objective in that it tries to measure individual

differences in a scientific way giving very little room for individual bias and

interpretation. Some of them are

1. Intelligence Tests:These are mental ability tests. They measure the incumbentslearning ability and the ability to understand instructions and make judgements.The basic objective of such test is to pick up employees who are alert and quick atlearning things so that they can be offered adequate training to improve their skillsfor the benefit of the organization.

2. Aptitude Test: Aptitude test measure an individuals potential to learn certainskills- clerical, mechanical, mathematical, etc. These tests indicate whether or notan individual has the capabilities to learn a given job quickly and efficiently. Inorder to recruit efficient office staff, aptitude tests are necessary

3. Personality Test: The definition of personality, methods of measuring personalityfactors and the relationship between personality factors and actual job criteria has

been the subject of much discussion. Researchers have also questioned whetherapplicants answer all the items truthfully or whether they try to respond in asocially desirable manner. Regardless of these objections, many people stillconsider personality as an important component of job success.

4. Simulation Tests: Simulation exercise is a tests which duplicate many of theactivities and problems an employee faces while at work.


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5. Graphology Test: Graphology involves using a trained evaluator to examine thelines, loops, hooks, stokes, curves and flourishes in a persons handwriting toassess the persons personality and emotional make-up.

6. Polygraph (Lie-Detector) tests: the polygraph records physical changes in thebody as the tests subject answers a series of questions. It records fluctuations inrespiration, blood pressure and perspiration on a moving roll of graph paper. The

polygraph operator forms a judgement as to whether the subjects response wastruthful or deceptive by examining the biological movements recorded on the

paper.

TEST AS SELECTION TOOL:

Tests are useful selection devices in that they uncover qualifications and talents

that cant be detected otherwise. They can be used to predict how well one would

perform if one is hired, why one behaves the way one does, what situational factorsinfluence employee productivity, etc. Tests also provide unbiased information that

can be put to scientific and statistical analysis.

However, tests suffer from sizeable errors of estimate. Most psychological tests

also have one common weakness, that is, we cant use scal es which have a known

zero point and equal intervals. An intelligence test, for example starts at an

arbitrary point, where a person may not be able to answer question properly. This

does not mean that the person is totally lacking in intelligence. Likewise, a person

who is able to answer all the 10 questions correctly cannot be called twice asintelligent as the one who was able to answer only 5.

SELECTION INTERVIEW: Interview is the oral examination of candidates for

employment. This is the most essential step in the selection process. In this step the


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interviewer matches the information obtained about the candidates through various

means to the job requirements and to the information obtained through his own

observations during the interview. Interview gives the recruiter an opportunity

To size up the candidate personally;To ask question that are not covered in the tests;To make judgments on candidates enthusiasm and intelligence;To assess subjective aspects of the candidate facial expressions, appearance,

nervousness and so forth;

To give facts to the candidates regarding the company, its policies, etc. andpromote goodwill towards the company.

Types of interviews:

Several types of interviews are commonly used depending on the nature and

importance of the position to be filled within an organization.

In a non directive interview the recruiter asks questions as they come to mind.

There is no specific format to be followed.

In a patterned interview, the employer follows a pre-determined sequence of

questions. Here the interviewee is given a special form containing questions

regarding his technical competence, personality traits, attitudes, motivation, etc.

In a structured or situational interview, there are fixed job related questions that

are presented to each applicant.

In a panel interview several interviewers question and seek answers from one

applicant. The panel members can ask new and incisive questions based on their

expertise and experience and elicit deeper and more meaningful expertise from

candidates.


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Interviews can also be designed to create a difficult environment where the

applicants confidence level and the ability to stand erect in difficult situations are

put to test. These are referred to as the stress interview. This is basically an

interview in which the applicant is made uncomfortable by a series of, often, rude,

annoying or embarrassing questions.

Steps in interview process:

Interview is an art. It demands a positive frame of mind on part of the interviewers.

Interviewers must be treated properly so as to leave a good impression about the

company in their minds. HR experts have identified certain steps to be followed

while conducting interviews:

PREPARATION:

Establishing the objective of the interview Receiving the candidates application and resume Keeping tests score ready, along with interview assessment forms Selecting the interview method to be followed Choosing the panel of experts who would interview the candidates Identifying proper room for environment

1.RECEPTION: The candidate should be properly received and led into the

interview room. Start the interview on time.

2.INFORMATION EXCHANGE:


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State the purpose of the interview, how the qualifications are going to be matchedwith skills needed to handle the job.

Begin with open-ended questions where the candidate gets enough freedom toexpress himself.

Focus on the applicants education, training, work experience, etc. Findunexplained gaps in applicants past work or college record and elicit facts that arenot mentioned in the resume.

3.EVALUATION: Evaluation is done on basis of answers and justification given

by the applicant in the interview.

4. PHYSICAL AND MEDICAL EXAMINATION: After the selection decision

and before the job offer is made, the candidate is required to undergo a physical

fitness test. A job offer is often contingent upon the candidate being declared fit

after the physical examination.

5.REFERENCE CHECKS: Once the interview and medical examination of the

candidate is over, the personnel department will engage in checking references.

Candidates are required to give the names of 2 or 3 references in their application

forms. These references may be from the individuals who are familiar with the

candidates academic achievements or from the applicants previous employer,

who is well versed with the applicants job performance and sometimes from the

co-workers.

HIRING DECISION:

The line manager has to make the final decision nowwhether to select or reject a

candidate after soliciting the required information through different techniques

discussed earlier. The line manager has to take adequate care in taking the final

decision because of economic, behavioral and social implications of the selection

decisions. A careless decision of rejecting a candidate would impair the morale of

the people and they suspect the selection procedure and the very basis of selection

in a particular organization.


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A true understanding between line managers and personnel managers should be

established so as to facilitate good selection decisions. After taking the final

decision, the organization has to intimate this decision to the successful as well as

unsuccessful candidates. The organization sends the appointment order to the

successful candidates either immediately or after sometime depending upon its

time schedule.

Interviewing Mistakes: May have been influenced by cultural noise, snapjudgments, halo effect, stereotyping, first impression etc.

BARRIERS TO EFFECTIVE SELETION

The main objective of selection process is to hire people having competence and

commitment towards the given job profile. But due to some reason the main

purpose of effectively selecting candidates is defeated. These reasons are

1. Perception or the Halo effect: Many a times the interviewer selects a

candidate according to the perception he has or he made up while talking or

looking at the individual. This way he does not see through the caliber or the

efficiency of the individual and many times it leads to the selection of the wrong

candidates.

2. Fairness: During the selection process the interviewer does not select the

individual on the basis of his knowledge and hence the right type of the candidates

is not selected.

3. Pressure: The people from the HR department and also have a lot of pressure

from the top management and from other top class people for selecting the

candidates they want. This ways the purpose of effective selection process of

effective selection process is defeated as they have to select that individual whether


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or not he is capable of the job that is being offered.


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DATA ANALYSIS


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DATA ANALYSIS

1)

About 75% of the manager say that they prefer both internal as well as external

BOTH

74%

INTERNAL

18%

EXTERNAL

8%

What are the sources for recruitment and

selection


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source for recruitment and selection where as only 9% go for internal source and

18% go for external sources.

2)

DIRECT

65%

INDIRECT

32%

OTHERS

3%

Which method do you mostly prefer for

recruitment and selection way of recruitment


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About 65% of the mangers go for direct recruitment and selection and 32% go for

indirect and only 3 % go for third party recruitment way.

3)


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Around 50% of the managers go for Quarterly manpower planning and 20 % do not

follow any pattern they dont have any fixed time where as 20% go for yearly.

10%

30%

60%

When do you prefer to go for manpower

planning

YEARLY QUARTERLY SITUATIONAL BASED


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4)

Around 34% of managers go for campus interviews, 33% go for data bank, 25%

from the casual application that are received and only 8% go for any placement

agencies.

CAMPUS

INTERVIEW

34%

DATA BANK

33%

CASUAL

APPLICANTS

25%

placement

agencies

8%

What are the sources for external

recruitment are preferred


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5)

Most of the managers Prefer Personal interviews, 30% prefer to take telephonicinterviews where as only 20% go for video conferencing and rest 10% adopt some

other means of interviews

PERSONAL

44%

TELEPHONIC

17%

VIDEO

CONFERENCING

22%

OTHERS

17%

What form of interview did you prefer


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6)

BOTH

50%

QUALIFICATION

25%

EXPERIENCE

25%

Which criteria do you consider in

recruitment and selection?


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50% of the managers consider both experience and qualification as criteria in

recruitment and selection, 25% consider experience alone and the other 25

consider qualification.

7)


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40% of the managers prefer employees from low level or 1 rated firms, 35%

prefer from middle level firms, whereas 25% prefer employees from top level

firms.

TOP LEVEL25%

MIDDLE LEVEL

35%

LOW LEVEL

40%

Which category of employees do you prefer

while recruiting from other firms


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FINDINGS

Most of the managers go with both internal and external mode ofrecruitment

Most of the managers go with direct interview

Most of the managers consider situational based manpower planning

Campus interview and data bank are widely used external source ofrecruitment

Most of the managers prefer personal interview whereas some of themanagers go with telephonic or video conferencing interview

Most of the managers prefer qualification with experience type ofcandidates

SUGGESTIONS

Recruiters should concentrate on freshers as they give new ideas and arerisk -taking and aggressive.

Company should go for campus recruitment like MBA pass outs.

Successors for a leaders should be brought up.


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Conclusion

The employees of any organization are its life blood, without doubt. With the dawn

of this realization upon the present day business organizations, there appears to be

a major shift towards human resource management. In fact, the employees of today

are encouraged to participate in the major decisions and thus play a vital role in the

management of the firm. The performance of the organization depends on the

efficiency that its employees exhibit. Hence it is of crucial importance that

employees with the most suitable qualifications be selected. This is where the

processes of recruitment and selection come in. It is difficult to separate one from

the other.

In a bid to underscore this subtle point, the project examines the variousprocesses and nuances one of the most critical activities of an organization. The

end result of the recruitment process is essentially a pool of applicants. Next to

recruitment, the logical step in the HR process is the selection of qualified and

competent people. As such, this process concentrates on differentiating between

applicants in order to identify and hire those individuals whose abilities are

consistent with the organizations requirements.

The reader will do well to note that the transition between the 2 activities is not

stringent. The 2 activities basically have one aim- to yield a perfect employee forthe organization. Nor are these activities typecast. Every organization tailors the

processes keeping in mind the nature of the organization, its needs and

constraints.


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BIBLOGRAPHY

WEB:

www.google.co m

www.citehr.com

www.wipro.in BOOKS

K.ASWATHAPPA- HUMAN RESOURCE AND PERSONAL MANAGEMENT

GARY DEHHLER- HUMAN RESOURCE MANAGEMENT

DAVID A DECENZO-PERSONAL AND HUMAN RESOURCE MANAGEMENT
http://www.google.co/http://www.citehr.com/http://www.wipro.in/http://www.wipro.in/http://www.wipro.in/http://www.citehr.com/http://www.google.co/


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Annexure

Questionnaire

1. Name :

2. Post :

3. What are the sources for recruitment and selection?

Internal External Both

4. Which method do you mostly prefer for recruitment and selectionway of recruitment?

Direct Indirect Third party

5. When do you prefer to go for manpower planning?

Yearly Quarterly No fixed time


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6. What are the sources for external recruitment are preferred?

Campus interviews Placement agencies

Data bank Casual applicants

7. What form of interview did you prefer?

Personal interview Telephonic interview

Video conferencing Others

8. Which criteria do you consider in recruitment and selection?

Experience Qualification Both

9. Which category of employees do you prefer while recruiting from otherfirms?

Employees from :

Selection and Recruitment Process in Wipro

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