A

Project Report

On

STUDY OF RECRUITMENT AND SELECTION

FOR

MALAYALA MANORAMA Co Ltd.

BY

Marvin Mathew Varghese

UNDER THE GUIDANCE OF

PROF. Mrs. SMITA SOVANI

SUBMITTED TO

“UNIVERSITY OF PUNE”

In partial fulfillment of the requirement for the award of the degree of master of

business administration (MBA)

Through

Vishwakarma Institute of Management,

Pune-48.

1

ACKNOWLEDGEMENT:

I would like to express my deepest sentiments of gratitude to all

those who have helped me this endeavour. First of all, I would like to thank

God almighty who is the source of everything in my life.

I express my deep sense of indebtedness and sincere gratitude to

the Director Dr Sharad Joshi for having allowed me to undertake the

project work.

I express my sincere gratitude to Mr. K.M.Mathew Chief Editor,

for granting me the permission to conduct the study in their esteemed

organization. My heartfelt thanks to Mr. Pradeep Nair General Manager,

HR division Malayala Manorama, Kottayam for his suggestions and

guidance given to me.

I am extremely thankful to Mr, K. Thomas Jacob(Manager, HR),

Mr. Murli, Mr. Prakasan, Mr. Suraj Thomas, Mr. Unnikrishnan, Mrs.

Lovely Thomas, Miss. Nishana P., and Miss. Swapna Susan Abraham for

their valuable guidance, support and help.

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My warmest thanks are due to Mrs Smita Sovani for valuable

guidance, generous encouragement has given me all through the tenure of

my project.

A special word thanks to my parent, relatives, friends and

colleagues, who have been interested and involved in my work in many

ways, for their constant encouragement.

Marvin Mathew

Varghese

INDEX

Sr. No. Title Page Number

1 Executive Summary 1

2 Company Profile 3

3 Objectives of the Study 19

4 Introduction to Recruitment and Selection 22

5 Recruitment and Selection at Malayala Manorama 50

3

6 Research Methodology 52

7 Data Analysis 55

8 Findings and conclusions 63

9 Suggestions and Recommendations 65

10 Bibliography 66

11 Appendices 67

EXECUTIVE SUMMARY:

This project is done in partial fulfillment for the award of the master of business

administration for the University of Pune. The project titled as, ‘study of recruitment

and selection procedures’ was held at MALAYALA MANORAMA for a period of

two months from 14th of June to 14th of august. The project was carried under the

guidance of.

While studying the HR procedures it was conspicuous that the recruitment and

selection procedures are of greater importance for any organization. As Malayala

Manorama is an esteemed organization in Kerala the response to recruitment

advertisement was huge. During my training period I was a part of recruitment and

selection procedure. My primary task was to screen the resumes of the applicants and

thus to select the candidates for the interview sessions. The selection procedures

included written tests and interviews. After every stage the selected candidates are

4

moved to the next level while the rejected candidates are again called for the feed-

back. However recruitment in Malayala Manorama is done mainly by news paper

and magazine advertisements. Online procedures are also opted for the executive

posts.

The objective with which the study was conducted are as follows,

To understand:

1 The functioning of Recruitment and Selection.

2 To have exposure to recruitment process

3 Whether the recruitment process and selection process are satisfactory or not.

The selected 80 candidates who appeared for the second and final phase of interview

were selected as the sample. From the organization 10 executives were interviewed

to assess the process internally.

The major findings about the recruitment and selection procedures are as follows,

The overall satisfaction level is high.

Job profile communication, evaluation of experience is the factors where

Malayala Manorama is scoring well.

The recruitment is mainly done through print media.

The selection procedures are having three phases

The executives want the procedure to be future oriented.

Following were the suggestions given for the improvement in the procedures.

The process should be made future oriented this can be done by keeping

skills, attitude and knowledge in consideration instead of just emphasizing on

qualification and experience.

5

The levels for selection procedures should be minimized for lower level staff

selection.

The individual departmental needs should be communicated within the

company during general meetings, also the job profiles should be designed in

such a way that it reinforces with the need of departments so as to avoid

inter-departmental frictions.

The recruitment is not done mainly by campus interviews. The company

should opt for it as it provides the chance for getting higher potential

candidates and the process is cheaper too.

The recruitment and selection process should be designed in such a way that

the time and economy factor are well observed.

COMPANY PROFILE:

Sree Kandathil Varghese Mappilai launched Malayala Manorama, the

first joint stock publishing company in 1888. The great Kerala poet Kerala Varma

named it Malayala Manorama.This Company started off with one hundred shares of

Rs 100 each. The first installment was good enough to buy a press. The first issue of

manorama appeared on March 22, 1890. While kottayam was hosting a highly

popular cattle fair.Its, very first editorial was passionate plea for the education and

welfare of the pulayas.

From a weekly, the Malayala manorama grew into a bi-weekly in 1901,

a tri-weekly in 1918 and a daily in 1928.After the death of Varghese mappilai in

1904; his nephew mammen mappilai took over the reins. The rise of Malayala

manorama is the outcome of the vision and perseverance of K.C Mammen Mappilai.

Oppressive regimes attempted to crush the Malayala manorama on various

6

occasions. On September 10th 1938, during the Indian freedom struggle, the

government closed down the newspaper .It resumed the publication soon after

independence with mammen mappilai son, 50 year old K.M.Cherian at the helm. The

spirit continues in the safe hands of sree K M Mathew, the present chief editor.

Today the daily is published from sixteen centres.They are Kottayam,

Kozhikode, Cochin, Palakkad, Kannur, Kollam, Trivandrum, Thrissur, Malappuram,

Pattanamthita, Mumbai, Bangalore, Chennai. , Kolkata, Dubai, and Bahrain

The motto of Malayala manorama is “DHARMOSAMATHI

KULADAIVATHAM”.(CHARITY OUR HOUSEHOLD DIVINITY). Manorama

has an effective management and a decentralized system of decision-making. There

are no political based trade unions and there has been no conflict or disagreement of

any kind in the company’s 112 years of existence.

Malayala Manorama is the largest language daily in India with circulation

of over 15 lakhs copies per day. Malayala Manorama has many other publications

catering to a broad spectrum of people in five languages including Hindi and

English. It was the first Indian language daily to cross the million marks in

circulation.

PERSONALITIES BEHIND THE SUCCESS

Kandathil Varghese mappilai(1857-1904)

K C Mammen Mappilai(1873-1954)

K M Cherian(1929-1938)

K M Mathew –Chief Editor since 1973

LAND MARKS

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YEAR LANDMARKS

1888 Malayala Manorama Company founded by Kandathil Varghese

Mappilai on March 14

1890 The first issue of Malayala Manorama appears on march 22. It is a

weekly news paper

1892 Publication of Bhashaposhini

1901 Manorama becomes a bi-weekly on August 7

1904 Kandathil Varghese Mappilai passes away on July 6. K C Mamman

Mappilai becomes Editor

1915 Manorama starts publishing daily world war supplements.

1918 Manorama becomes tri-weekly on July 2

1928 Manorama becomes a daily on January 16

1929 Akhila Kerala Balajana Sakhyam formed on May 29

1930 Manorama commences publication of Annual Numbers.

1937 publication of Malayala Manorama weekly on August 8

1938 Manorama proscribed in Travancore.The on September 10. It makes a

surprise appearance from Cochin state on September 14 but folds up

after 3 months.

1941 Mamman Mappilai released from jail.

1992 Chief minister Karunakaran inaugurates Palakkad edition on April 22.

1947 Manorama restarts on November 29.

1954 K.M Cherian becomes Chief Editor on January 1. K.M Mathew joins

Manorama as General Manager.

1972 Balarama launched. In 1973, K.M Cherian passed away on march 14.

K.M Mathew becomes Chief Editor

1975 Vanitha launched. In 1979, Kochi edition started on January 15.

8

1993 Manorama vision, the electronic media division, formally launched on

October 18. In 1994 Vijayaveedhi launched

1995 Manorama music launched on January 1.

1998 Malayala Manorama thrissur unit inaugurated.

2001 50th international Press Institute World Assembly at New Delhi,

organized by Malayala Manorama.

2002 Mumbai edition of Manorama started on February 11th. Bangalore and

Chennai editions of Manorama started on February 16

2007 Malayala Manorama Pattanamthita edition launched.

MISSION, VISION AND VALUES

The MISSION of the organization is “DHARMOSAMATH

KULADAIVATHAM” ,meaning “charity our household divinity”

From inception,Malayala Manorama has been a socially conscious and

welfare oriented organization.It has an effective management and decentralized

system of decision making.There are no political based trade unions and the fact that

the company has excellent relations with its workers.

VISION AND VALUES

High trust through Family Culture

Faces all the problems Still maintain Spirit of harmony

Delegates and develops Yet retain Honesty

Help others succeed Yet Remain Informal

High Performance Standard which allow Transparency

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Highly innovative in being Ambitious

Process happiness create sense of Belonging

GOALS

Growth in turn over

Growth in circulation

Creditability

Responsiveness to customers ,readers, advertisers, and agents

Continual improvement in system and procedure\

Adhesiveness to ISO 9001-2000

QUALITY POLICY

The international organization for standardization (ISO) is a

worldwide federation of national standard bodies from some 140 countries, one

from each country.

Malayala manorama got ISO certification in 1999.It has implemented the

1994 version. When ISO was implemented, the major changes that took place

in the organization are in the divisions like marketing, circulation, works,

editorial and materials.

Malayala manorama’s quality policy

Our readers and advertisers define the quality of our publications.

We ensure that all of them receive the best of our services. It is

our constant endeavor to live up to their aspirants.

To meet the changing expectations of quality, we design and

appropriate work processes and revises them from time to time.

Flaws in the process cause defects. We modify the process to

prevent problems and desist from attributing the defects to people.

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We are committed to the continuous up gradation of competence

and responsiveness of all our members through appropriate

training programs. This is essential for our job satisfaction and to

improve the quality of our work.

Our sources, distributors, agents, and advertisers are all

responsible partners in our effort for quality. We ensure their

involvement in raising benchmarks of quality.

We value the safety and healthy of our people and equipment.

Every member of manorama is responsible for ensuring the

cleanliness of our premises and upkeep of our equipment.

We have a commitment to one another within manorama like our

commitment to our work and our society. We respect each other

and our mutual dependence.

PRODUCT PROFILE

Malayala Manorama is a multi magazine publishing house. It has

publications for different age groups based on different tastes and needs. In 1982,

Manorama launched The Week, a news feature magazine in English. It is among the

best- read English magazine in India. Manorama has grown into a highly successful

publishing house with a slew of other immensely popular periodicals. Besides the

daily newspaper, there is Manorama weekly for the common man. It is the largest

selling weekly in India. The weekly Balarama is the best- selling children’s

magazine in India. Children of school going age have two other playmates from

Manorama: Balarama Amarchithra Katha and Balarama Digest. For pre-scholars,

there is the delightful Kalikudukka and an English version, Magic Pot.

For women, there is Vanitha, the largest circulated women’s

magazine in India. Vanitha Hindi edition, launched in 1997, became an instant hit.

School students have found a reliable study aid in Vijayaveedhi. Job seekers have a

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guide in Thozhilveedhi. Karshakashree, a bold experiment in farm journalism has

won over the farming fraternity. Bhashaposhini, the literary journal, is sought- after

by the highbrow reader. For the scholar and the knowledge seeker, choices come in

five languages: Manorama yearbook is published in Malayalam, English, Hindi,

Tamil and Bengali. In CD-Rom, it is called the Manorama Knowledge Adventure.

Besides, Manorama has a vibrant presence in the Electronic Media. Manorama

Vision, its television software division was launched in 1993 producing quality

television serials and news and current affairs programmes for Malayalam Television

Channels. Its Music division, Manorama Music was started in 1995. On the web,

Manorama Online has a magnetic pull. It started its television channel in 2007. The

different products are listed below:

No PRODUCTS NO PRODUCTS

1 Malayala Manorama Daily 23 Hasta-VCD

2 Malayala Weekly( Malayalam) 24 Ente Malayalam

3 Bhashaposhini(Malayalam) 25 Thiruvabharanam(Malayalam, Tamil)

4 Year book(Malayalam) 26 Vishukani(Malayalam)

5 Year Book( English) 27 Higher Education Directory(English)

6 Year Book( Hindi) 28 Swayamvaram

7 Year Book(Tamil) 29 Parpidam

8 Year Book( Bengali) 30 Vanitha Annual

9 Balarama ( Malayalam) 31 Vanitha Fashion

10 Balarama Digest 32 Vanitha Panchakam

11 Balarama Amarchithra Katha 33 Vanitha Aarogyam

12 Vanitha(Malayalam) 34 The Man

13 Vanitha( Hindi) 35 Shreeman

14 The Week( English) 36 Onam Ponnonam

12

15 Karshakashree(Malayalam) 37 Manorama Music

16 Kalikudukka (Malayalam) 38 Calendar(Malayalam, Tamil, Hindi)

17 Magic pot 39 Malayala Manorama Dairy

18 Malayala Manorama Varshika

Pathippu

40 The Week Dairy

19 Onam Annual (Malayalam) 41 Karshakashree Dairy

20 Vijayaveedhi(Malayalam) 42 Ayyappa Dairy

21 Thozhilveedhi(Malayalam) 43 Ayyappa Pocket Dairy

22 Knowledge Adventure(CD ROM)

(English)

44 Fast Track

45 Life Style

ORGANIZATIONAL STRUCTURE

PEOPLE

“. Keep the family in, but make them professionals first” is the way things

work out at Malayala manorama.members of the family in the organization are

thorough professionals in their line of work. The reason behind Malayala

manorama’s success and potential growth is due to competency of its management

and their ability to inspire excellence in work of their employee.

Some of the finest professionals work with the Malayala

manorama.In the editorial unit, each product is lead by a editor in charge and

business units is lead by a general manager. The various divisions in the business

units are:- -

-Editorial Department

-Materials Department

-Works Department

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-Finance Department

-Management Accounts Department

-Internal Auditing Department

-Circulation Department

-Marketing Department

-Personal and Administration Department

-Human Resource Department

-Diversification Department

-Manorama Online Department

-Manorama Vision

Malayala manorama has nearly 2000 members in its roll. It has offices in all

major cities to manage its editorial, marketing and circulation. It has a number of

production centers called as units. Resident/coordinating editor heads each of these

units.

Printing units

There are ten printing units from where manorama is published in Kerala and

four centers outside Kerala. kottayam, kozhikode, kochi, Trivandrum, palakkad,

kannur, kollam thrissur, malappuram and pattanamthita are the centers in Kerala.the

first unit was founded in 1888 in kottayam.the second unit of Malayala manorama

was established in kozhikode n 1966, kochi edition in 1979, palakkad edition in

1992, the sixth edition arrived at kannur in 1994 and kollam in the next year. The

thrissur unit was born in 1998, malappuram in 2001 and pattanamthita in

2007.manorama has six units outside Kerala .Four of them in India and the other two

abroad. The company started the first outside unit in Mumbai, second in Chennai,

third in Bangalore and fourth in Delhi. Manorama newspaper is going abroad. It has

two printing units abroad .One at Dubai and other at Bahrain. In most of the

countries, they receive the newspaper of a particular day on the same day itself.

STAFF CLASSIFICATION

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Management staff (M grade)

M1 – GENERAL MANAGER

M2 – SENIOR MANAGER

M3 – MANAGER

M4 – DEPUTY MANAGER

M5 – SENIOR EXECUTIVE

M6 – EXECUTIVES

Administrative staff (A grade)

P.A- PRODUCTION ASSISTANT

A3 – SECTION HEAD

A4 – SENIOR CLERK

A5 – JUNIOR CLERK

A6 – SEMI CLERK

A7 – PEON

Journalist staff (J grade)

J1 B – ASSISTANT EDIYOR/NEWS EDITOR/SPECIAL

CORRESPONDENT

J2 – CHIEF SUBEDITOR/CHIEF REPORTER

J3-SUBEDITOR/REPORTER/CORRESPONDENT/

PHOTOGRAPHER

Factory staff (F grade)

F3 - PROOF READER

F4 – PRODUCTION ASSISTANT

F6 - FOREMAN

F7 - TECHNICIAN

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ORGANISATION DESIGN STRUCTURE

Organization structure influences the overall performance

of the organization.Organisations have different structures and they have a bearing

on employee attitude and behavior.Organisation structure defines how job tasks are

formally divided, grouped and coordinated.Manorama has taken into consideration 6

key elements for deciding their organization structure.

They are-

1. Work specifications

This means to what degree is a task subdivided into separate jobs.Manorama

has a high degree of work specialization. A person does a part of an activity rather

than full. Therefore, people’s skill for a particular task increases through repetition.

2. Departmentalization

This concept implies on what basis jobs are grouped together. In Malayala

manorama, departmentalization is done based on functions performed. In Malayala

manorama departmentalization is done on basis of functions performed.

3. Chain of command

Chain of command refers to the unbroken line of authority that extends from

top to bottom. A chain of command exists in manorama together with authority and

unity of command. The managers are given authority to give orders. A person should

report to one and only one person. I.e. there is only one boss.

4. Span of control

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This determines the number of levels and managers an organization has. The span of

control is large in Malayala manorama.This speeds up decision making ad reduces

costs.

5. Centralizations and decentralization

The system in manorama is highly decentralized. Key decisions are made by

the managers close to action based on their knowledge, information available

regarding the particular situation.

6. Formalization

The concept is to what to degree jobs are standardized manorama has a set of

rules and procedure where by its functions. Marketing works, circulation editorial

materials department functions by the standard operative procedure (sop) and has got

ISO 9001.

17

ORGANIZATIONAL CHART-MALAYALA MANORAMA CO-LTD

Chief Editor

Editor & MD M. Editor & Director Ex. Editor Director Director

Res Editor & GmDeputy Editor & GM Asst. Editor & GM

CalicutUnit

Res EditorNews

Editor

Kochi UnitNews

Editor

TVM Unit Res Editor

News Editor

PLK Unit

Res Editor

KTM Unit News

Editor

KannurUnit

Co-ord

Editor

KollamUnit

Co-ord

Editor

Printing ctrs

At Mumbai Chennai

Bangalore

KodimathaUnit

Mgr of Operation

ThrissurUnit

Co-ord

Editor

MalapuramUnit C-ord

Editor

ManoramaPortal C.O.O

GMWorks

News Division

AssoEditor Chief NewsEditor

GM Finance

GM Fin.

A.CsGM P& A

GM Human

resources

GM Circulation

Editor in charge Week

GM Marketing

E-I-C Malayalam

Weekly

EIC Bhasha

Poshini

E-I-C Karsha

kasree

E-I-C ThozhilVeethi

PlanningCell

GM

Material

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4) HUMAN RESOURCE DEPARTMENT

Human resource division at Malayala manorama started its functioning on Feb.

1st, 1998.before its commencement, all the personnel functions of the company were

handled by the personnel and administration within a shot span of time.

General Manager heads the department. The division comprises of

eight members. The major functions are

MANPOWER REQUISITION

This is the important function performed by human resource division. HR

division analyses the requisitions made by difference division. The immediate

supervisor, manager or the news editors make these requisitions to the functional

heads of the concerned division. After receiving requisition from the divisional head,

the general manager write his comments regarding the suggestion made on it and

sends it to general manager human resources.

MANPOWER PLANNING

Manpower planning may be defined as the strategy for the procurement

development allocation and utilization of enterprises human resources. To ensure

optimum use of resource and forecast future skill requirements manpower planning is

very essential.

There is a manpower sanction committee at Malayala manorama,

which is not a part of human resources division. It is a body of top management,

which includes general manager of human resources and personal administration.

They study the feasibility and see whether a person is required. After analyzing the

feasibility they sanction the manpower requisition from and they the vacancy arises.

CONTRIBUTION APPRAISAL

The company has a system of contribution appraisal to create appropriate working

conditions. Their assumption is that each member contributes to his or her capabilities.

To ensure that the talents that Malayala manorama has attracted can help in achieving

its goals, and to create appropriate working conditions, the system of contribution was

introduced in the year 1998. This is an annual exercise. The exercise mainly aims to

19

bring about alignments between an individuals expectation from his job with the

expectation of his supervisors from him. This exercise also brings about how and

which areas he can contribute further.

The types of appraisal forms that are used in manorama are-

1.) For journalist staff

2) For administrative staff

3) For factory staff

The features of contribution appraisal form are:

1) Biographical details of the person

2) Recommendations of division head

a) Final rating

b) Award

c) Transfer

d) Promoting

e) Justification

3) Self appraisal

a) The major contributions during the year

b) Constraints under which the person operates

c) Way to improve contribution

d) Appraisal by senior

4) Contribution (expectation from appraise and how well she/he operates

5) Expectation for coming year

6) Personal qualities

7) Overall rating

8) Comment by appraiser

9) Comment by reviewer

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TRAINING AND DEVELOPMENT

Training and development is the major function performed by the HR division.

The division sells the idea as vital force in the organization and develops an

atmosphere conductive to sound manpower development. This division devises,

recommends and executes strong policies for training facilites.The HR division carries

out continuous study, analysis and evaluation, of he organization’s training need. It

comes out with a quarterly training calendar, which has proved to be very effective.

RECRUITMENT AND SELECTION

The HR division also handles the recruitment function of the company. The

different sources of recruitment being used by company are databank, advertisements

and campus interviews and through different consultancy firms. After inviting the

application, HR division does the screening process. Call letter for different tests and

interviews are sent to those applicants who get selected after the screening process.

The different test and interviews conduct varies depending upon the nature of the job.

For journalists and stenographers, test is compulsory. For the managerial cadre,

psychological test and interview is must. There is a final interview for the senior

managers. After this the selected candidates are placed on their respective jobs with

the aid of an induction, training and probationary period.

ORGANIZATIONS DEVELOPMENT ACTIVITIES

HR division conducts different organizations development activities for

helping out different divisions. It introduces several organization building activities

and interventions like team building ,sensitivity training etc .To conclude the HR

division specifically deals with the procurement ,hiring ,training, placing ,utilizing and

maintaining of an effective work force that will aid in the accomplishment of the

firm’s objective. This does not mean to imply that other members of the management

team do not have a part in the management and development of personnel. The

responsibility of good HR administration rests on every supervisor and manager in the

organization. Personnel management is not a one-man responsibility nor can one

21

individual ever achieve it. A corporate, cooperative endeavor should stem from a

common feeling and concept and should progress in a unified and coordinate manner.

STRUCTURE OF HR DIVISION

22

OBJECTIVE OF THE PROJECT

Every project report is carried out with some specific OBJECTIVE in the mind.

Objective is basically the purpose behind conducting a project and unless the objective

is certain or specifically defined it is not understood what data has to be collected.

Objectives of the project are nothing but what is to be learned out of this project

report.

Specific objectives of this Project Report

To understand:

1 The functiononing of recruitment and selection process

2 To have exposure to recruitment process

3 Whether the recruitment process and selection process are

satisfactory

So in this project report I have made every effort to understand the above

specified objectives keeping in mind the present scenario of the

Recruitment and

Selection of employees process and collect data.

In today’s rapidly changing business environment, organizations have to respond

quickly to requirements for people. Hence, it is important to have a well-defined

recruitment policy in place, which can be executed effectively to get the best fits for

the vacant positions. Selecting the wrong candidate or rejecting the right candidate

could turn out to be costly mistakes for the organization. Selection is one area where

the interference of external factors is minimal. Hence the HR department can use its

discretion in framing its selection policy and using various selection tools for the best

results. They discuss the importance of a good selection process that starts with

gathering complete information about the applicant from his application form and ends

with inducting the candidate into the organization

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Recruitment And Selection

Rationale for Recruitment and Selection Policy

Higher education is a human resource intensive enterprise. It is not surprising, then,

that recruitment and selection of staff should be a very high priority in most if not all

units and divisions of student affairs. Recruitment and selection should include

procedures directed to analyze the need and purpose of a position, the culture of the

institution, and ultimately to select and hire the person that best fits the position.

Recruitment and selection policy should, then, be directed toward the following

objectives:

Hire the right person.

Conduct a wide and extensive search of the potential position candidates.

Recruit staff members who are compatible with the college or university

environment and culture.

Hire individuals by using a model that focuses on student learning and

education of the whole person.

Place individuals in positions with responsibilities that will enhance their

personal development.

Recruitment and Selection Policy Statement

Every position vacancy will be filled based upon a thorough position analysis

regardless of the level of the position or the extent of the search. The diversity goals of

the institution, division of student affairs, and the unit will be addressed in all

recruitment and selection processes.

Units may use different processes for recruitment depending upon the circumstances

surrounding the need to fill the position, but must take steps to ensure that the values

of the profession are applied in all procedures that are used. Recruitment and selection

24

committee members should be properly trained to assume the important

responsibilities of recruitment and selection.

Supervisors should adhere to any institution-wide recruitment and selection programs.

This can not, however, substitute for an understanding of procedures and processes

from a student affairs perspective.

Recruitment and selection will be planned, implemented, and evaluated to ensure that

each potential employee is provided equal opportunities to compete for the position.

25

INTRODUCTION TO RECRUITMENT AND SELECTION

PROCESS

Human resources planning means deciding the number and type of the human

resources required for each job, unit and the total capacity for a particular future date

in order to carry out organizational activities.

E.W.Vetter viewed human resources planning as a process by which an organization

should move from its current man power position to its desired manpower position.

Though planning management strives to have the right number and right kind of

people at the right place at the right time, doing things, which result in both the

organization and the individual receiving maximum long run benefit.

Once the required number and the kind of human resources are determined, the

management has to find places where required human resources are/will be available

and also work out strategies for attracting them towards the organization before

selecting suitable candidates for jobs.

This process is generally known as recruitment. Some people use recruitment for

employment. These two are not one and the same. Recruitment is only one of the steps

in entire employment process. Some others use the term recruitment for selection.

These two terms are different.

Technically speaking the function recruitment precedes the selection function and it

includes only finding, developing the sources of prospective employees and attracting

them to apply for jobs in an organization, where as the selection is the process of

finding out the most suitable candidate to the job out of the candidates attracted.

UNDERSTANDING RECRUITMENT PROCESS

Recruitment is the phase which immediately precedes selection. Its purpose is to pave

the way for the selection procedures by producing, ideally, the smallest number of

candidates who appear to be capable either of performing the required tasks of the job

from the outset, or of developing the ability to do so within a period of time acceptable

to the employing organization. The smallest number of potentially suitable candidates

can in theory, of course, be any number. The main point that needs to be madeabout

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the recruitment task is that the employing organization should notwaste time and

money examining the credentials of people whose

qualifications do not match the requirements of the job.

Apart from the methods used and the general administration of task, the achievement

of the objective will depend very much in the end on how efficiently the basic tasks of

manpower planning and job analysis have been carried out and applied. In short,

efficient recruitment of staff may be described as knowing what resources you want,

what resources are available, where and how they may be found.

Edwin B. Flippo defined recruitment as the process of searching for prospective

employees and stimulating them to apply for jobs in the organization.

The Objectives of Recruitment are:

To attract people with multi-dimensional skills and experiences that

suits the present and future organizational strategies

To induct outsiders with a new perspective to lead the company

To infuse fresh blood at all levels of the organization

To develop an organizational culture that attracts competent people to

the Company

To search or head hunt/ head pouch people whose skills fit the

company s values

To devise methodologies for assessing psychological traits

To seek out non-conventional development grounds of talent

To search for talent globally and not just within the company

To design entry pay that competes on quality but not on quantum

To anticipate and find people for positions that does not exist yet.

27

Recruitment Policy:

Recruitment policy of any organization is derived from the personnel policy

of the same organization. In other words, the former is a part of the later.

However, recruitment policy by itself should consider the following factors:

Government policy

Personnel policies of other competing organizations

Organization s personnel policies

Recruitment sources

Recruitment needs

Recruitment costs

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Selection criteria and preference etc.,

Recruitment policies are mostly drawn from personnel policies of the organization.

According to Dale Yoder and Paul D. Standohar, general personnel policies provide a

variety of guidelines to be spelt out in the recruitment policy. After formulation of the

recruitment policies the

management has to decide whether to centralize or decentralize the recruitment

function.

Recruitment practices vary from one organization to another. Some organizations like

commercial banks resort to centralized recruitment while some organizations like the

Indian railways resort to decentralized recruitment practices. Personnel department at

the central office performs all the functions of recruitment in case of centralized

recruitment and personnel

departments at unit level or zonal level perform all the functions of recruitment

concerning to the jobs of the respective unit or zone in case of decentralized

recruitment.

Merits of Centralized Recruitment:

Average cost of recruitment per candidate/unit should be relatively

less due to economies of scale

It would have more expertise available to use

It can ensure board uniformity among human resources of various

units/zones in respect of education, skill, knowledge, talent etc.,

It would generally be above malpractices, abuse of powers,

favoritism, bias etc.,

It would facilitate interchangeability of staff among various

units/zones.

It enables line managers of various units and zones to concentrate on

their operational activities by relieving them the recruitment function

It enables the organization to have centralized selection procedure,

29

promotional and transfer procedures etc.,

It ensures the most effective and suitable placement to candidates.

It enables centralized training programmes, which further brings

uniformity and minimizes the average cost of staff.

Merits of Decentralized Recruitment:

The unit concerned concentrates only on those sources/places where it

normally gets the suitable candidates. As such, the cost of recruitment

would be relatively less.

The unit gets the most suitable candidates as it is well aware of the

requirements of the jobs regarding cultural, traditional, family

background aspects, local factors, social factors etc.,

Units can recruit candidates as and when they are required without

any delay.

The units would enjoy freedom in finding out, developing the sources,

in selecting and employing the techniques to stimulate the candidates.

The unit would relatively enjoy advantage about the availability of

information, Control and feedback and various functions/processes of

recruitment.

The unit would enjoy better familiarity and control over the

employees it recruits rather than on employees selected by the central

recruitment agency.

Both the systems of recruitment have their own demerits. Hence, the management has

to weigh the merits and demerits of each system before making a final decision about

centralizing or decentralizing the recruitment.

Sources of Recruitment:

30

There are traditional as well as modern sources of recruitment. It s the duty of the HR

Manager to search for which source to adopt to get personnel in to the organization.

Traditional sources of recruitment:

The sources of recruitment are broadly divided into internal and external sources.

Internal sources:

Internal sources are the sources within organizational pursuits. Organizations prefer

this source to external source to some extent for the following

reasons:

Internal recruitment can be used as a technique of motivation.

Morale of the employees can be improved

Suitability of the internal candidates can be judged better than the

external candidates as known devils are better than unknown angels

Loyalty, commitment, a sense of belongingness and security of the

present employees can be enhanced.

Employees psychological needs can be met by providing an

opportunity for Advancement

Employees economic needs for promotion, higher income can be

satisfied.

Cost of selection can be minimized

Cost of training, induction, orientation, period of adaptability to the

organization can be reduced.

Trade unions can be satisfied.

Social responsibility towards employees can be discharged

Stability of employment can be ensured.

Sources of Recruitment

31

The different kinds of internal sources are:

32

(a) Present permanent employees: Organizations consider the candidates from this

source for higher-level jobs due to availability of most suitable candidates for jobs

relatively or equally to the external source, to meet the trade union demands and due

to the policy of the organization to motivate the present employees.

(b) Present temporary/casual employees:

Organizations find this source to fill the vacancies relatively at the lower level owning

to the availability of suitable candidates or trade union pressures or in order to

motivate them on the present job

(c) Retired employees:

Generally, particular organizations retrench the employees due to lack of work. The

organization takes the candidates for employment from the retrenched employees due

to obligation, trade union pressure and so on. Sometimes, the organizations prefer to

re-employ their retired employees as a token of their loyalty to the organization or to

postpone some internal conflicts for promotion etc.,

(d) Dependents of deceased, disabled and retired employees:

Some organizations function with a view to develop the commitment and loyalty of

not only the employee but also his family members and to build up image and to

provide employment to the dependents of deceased, disabled and retired employees.

Such organizations find this source as an effective source of recruitment.

External sources:

External sources are sources outside organizational pursuits. Organizations search for

the required candidates from these sources for the following reasons:

The suitable candidates with skill, knowledge, talent etc., are

generally available.

Candidates can be selected without any pre-conceived notion or

reservations.

Cost of employees can be minimized because employees selected

from this source are generally organization.

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Human resources mix can be balanced with different background,

experience, skills etc.,

Latest knowledge, skill, innovative or creative talent can also be

flowed into the organization.

Existing sources will also broaden their personality

Long run benefit to the organization in the sense that qualitative

human resources can be brought. Placed in the minimum pay scale.

Expertise, excellence and experience of other organizations can be

easily brought into the organization.

Different kinds of External sources are:

(a) Campus recruitment:

Different types of organizations like industries, business firms, service organizations,

social or religious organizations can get fresh candidates for different types of jobs

from various educational institutions like collages and universities imparting education

in science, commerce, arts, engineering and technology, agriculture, medicine,

management studies etc.,

(b) Private employment agencies/consultants:

Public employment agencies or consultants like ABC consultants in India perform

recruitment functions on behalf of a client company by charging fees. Line managers

are relieved from recruitment functions so that they can concentrate on their

operational activities and recruitment functions are entrusted to a private agency or

consultants.

(c) Public employment exchanges:

The government set up public employment exchanges in the country to provide

information about vacancies to the candidates and to help the organizations in finding

out suitable candidates. The Employment Exchange (Compulsory Notification or

Vacancies) Act 1959 makes it obligatory for public and private sector enterprises in

India to fill certain types of vacancies through public employment exchanges.

(d) Professional associates:

34

Professional organizations or associates maintain complete bio-data of their members

and provide the same to various organizations on requisition. They also act as

exchange between their members and recruiting firms in exchanging information,

clarifying doubts etc. organizations find this source more useful to recruit the

experienced and professional employees like executives, managers, engineers.

(e) Data banks:

The management can collect the bio-data of the candidates from different sources like

employment exchange, educational training institutes etc and feed them in the

computer. It will become another source and the company can get the particulars as

and when required to recruit.

(f) Casual applicants:

Depending upon the image of the organization, its prompt response, participation of

the organization in the local activities, the level of unemployment, candidates apply

casually for jobs through mail or hand over the applications in the personnel

department.

(g) Similar organization:

Generally, experienced candidates are available in organizations producing similar

products or are engaged in similar business. The management can get potentially

suitable candidates from this source. This would be the most effective source for

executive positions and for newly established organizations or diversified or expanded

organizations.

(h) Trade Unions: Generally, unemployed or underemployed persons or employees

seeking change in employment put a word to the trade union leaders with a view to

getting suitable employment. Due to latter s intimacy with the management. As much,

the trade union leaders are aware of all the available candidates. In view of this fact

and in order to satisfy the trade union leaders, the management enquires for suitable

candidates.

MODERN METHODS OF RECRUITMENT:

35

A number of modern recruitment sources are being used by the corporate

sector in addition to traditional sources. The sources are divided into internal

and external sources.

Internal sources:

(a) Employee referrals:

Present employees are well aware of the qualifications, attitudes, experience and

emotions of their friends and relatives. They are also aware of the job requirements

and organizational culture of their company. As such, they can make preliminary

judgement regarding the match between the job and their friends or relatives. Hence,

the HR Managers of the company depend on the

present employees for reference of the candidates for various jobs. This source reduces

the cost and the time required for recruitment. Further this source enhances the

effectiveness of recruitment.

External sources:

(a) Walk in interviews and tests:

The busy and rapidly changing organizations do not find time to perform various

functions of recruitment. Therefore, they advice the potential candidates to attend for

an interview directly and without a prior application on specified date, time and at a

specified place. The suitable candidates from among the interviews will be selected for

appointment after screening the candidates through tests and interviews.

(b) Consult in: The busy and dynamic companies encourage the potential job seekers

to approach them personally and consult them regarding the jobs. The companies

select the suitable candidates from among such candidates through the selection

process.

c) Head hunting:

The companies request the professional organizations to search for the best candidates

particularly for the senior executive positions. The professional organizations search

36

for the most suitable candidate and advice the company regarding the filling up of the

positions. Headhunters are also called search consultants

(d) Body shopping:

Professional organizations and the Hi-Tech training institutes develop the pool of

human resources for the possible employment. The prospective employees contact

these organizations themselves approach the prospective employees to place their

human resources. These professional and training institutes are called body shoppers

and these activities are known as body shopping. The body shopping is also known as

employee leasing activity.

(e) Mergers and acquisitions:

Business alliances like acquisitions, mergers and take-overs help in getting human

resources. In addition, the companies do also have alliances in sharing their human

resources on ad-hoc basis.

(f) E-Recruitment:

The technological revolution in telecommunications helped the organizations to use

Internet as a source of recruitment. Organizations advertise the job vacancies through

the world wide web (www). The job seekers send their applications through e-mail

using internet. Alternatively

job seekers place their CV s in the worldwide web/ Internet, which can be drawn by

the prospective employers depending upon their requirements.

(g) Outsourcing:

Some organizations recently started developing human resources pool by employing

the candidates for them. These organizations do not utilize the human resources

instead they supply HRs to various companies based on their needs on temporary or

ad-hoc basis. Various companies, rather than employing HRs draw HRs from these

organizations on commission basis.

This arrangement is called out-sourcing. These are the different traditional and modern

methods of recruitment that are followed by different organizations as per their

convenience and requirement.

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UNDERSTANDING SELECTION PROCESS

Recruitment function helps the organization to develop a pool of prospective human

resources. It is difficult for the HR manager to employ the suitable people out of the

pool. Infact, many organizations face critical problems in choosing the people.

Selection techniques and methods reduce the complexities in choosing the right

candidates for the job. After identifying the sources of human resources, searching for

prospective employees and stimulating them to apply for jobs in an organization, the

management has to perform the function of selecting the right employees at the right

time. The obvious guiding policy in selection is the intention to choose the best

qualifies and suitable job candidate for each unfilled job. The objective of the

selection decision is to choose the individual who can most successfully perform the

job from the pool of qualified candidates. The selection procedure is the system of

functions and devices adopted in a given

company to ascertain whether the candidate s specifications are matched with the job

specifications and requirements or not.

The selection process can be successful if the following requirements are satisfied:

Someone should have the authority to select. This authority comes

from the employment requisition, as developed by an analysis to the

workload and work force.

There must be some standard of personnel with which a prospective

employee may be compared, i.e. a comprehensive job description and

job specification should be available before hand.

There must be a sufficient number of applicants from whom the

required number of employees may be selected.

The ability of an organization to attain its goal effectively and to develop in a

dynamic environment largely depends upon the effectiveness of its selection

programme. If the right person is selected, he is valuable asset to the organization

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39

.

SELECTION PROCEDURE:

Selection procedure employs several methods of collecting information about the

candidates qualifications, experience, physical and mental ability, nature and behavior,

knowledge and aptitude for judging whether a given applicant is suitable or not for the

job. Therefore the selection procedure is not a single act but is essentially a series of

methods or stages by which different types of information can be secured through

various selection techniques. At each step facts may come to light, which are useful

for comparison with the job requirement and employee specifications.

Steps in Scientific Selection Procedure:

Job analysis

Recruitment

Application form

Written examination

Preliminary interview

Business games

Tests

Final interview

Medical examination

Reference checks

Line manager s decision

Job offer

Employment

IN DETAIL EXPLANATION:

(A) JOB ANALYSIS:

Job analysis is the basis for selecting the right candidates. Every organization should

finalize the job analysis, job description, job specification and employee specifications

before proceeding to the next step of selection.

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(B) HUMAN RESOURCE PLAN:

Every company plans for the required number of and kind of employees for a future

date. This is the basis for recruitment function.

(c) RECRUITMENT:

Recruitment refers to the process of searching for prospective employees and

stimulating them to apply for jobs in an organization. It is the basis for the remaining

technologies of the screening the candidates in order to select the appropriate

candidates for the jobs.

(D) DEVELOPMENT OF BASES FOR SELECTION:

The company has to select the appropriate candidates from the pool of applicants. The

company develops or borrows the appropriate bases/techniques for screening the

candidates in order to select the appropriate candidates for the jobs.

(E) APPLICATION FORM:

Application form is also known as application blank. The techniques of application

blank are traditional and widely accepted for securing information from the

prospective candidates. It can also be used as a device to screen the candidates at the

preliminary level. Many companies formulate their own style of application forms

depending upon the requirement of

information based on the size of the company, nature of business activities, type and

level of the job etc. Information is generally required on the following items in the

application forms:

Personal background information

Educational qualifications

Work experience

Salary (drawing and expecting)

Personal attainments including likes and dislikes

References

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(F) WRITTEN EXAMINATION:

Organizations have to conduct written examination for the qualified candidates after

they are screened on the basis of the application blanks so as to measure the candidate

s ability in arithmetical calculations, to know the candidate s attitude towards the job,

to measure the candidate s aptitude, reasoning, knowledge in various disciplines,

general knowledge and English language.

(G) PRELIMINARY INTERVIEW:

The preliminary interview is to solicit necessary information from the prospective

applications and to assess the applicant s suitability to the job. An assistant in the

personnel department may conduct this preliminary interview. The information thus

provided by the candidate may be related to the job or personal specifications

regarding education, experience, salary

expectations, attitude towards job, age, physical appearance and other requirements

etc. Thus, preliminary interview is useful as a process of eliminating the undesirable

and unsuitable candidates. If a candidate satisfies the job requirements regarding most

of the areas, he may be selected for further process. Preliminary interviews are short

and known as stand up interviews or sizing up of the applicants or screening

interviews. However, certain required amount of care is to be taken to ensure that the

desirable workers are not eliminated. This interview is also useful to provide the basic

information about the company to the candidate.

(H) BUSINESS GAMES:

Business games are widely used as a selection technique for selecting management

trainees, executive trainees and managerial personnel at junior, middle and top

management positions. Business games help to evaluate the applicants in the areas of

decision-making, identifying the potentialities, handling the situations, problem-

solving skills, human relations skills etc. participants are placed in a hypothetical work

situation and are required to play the role situations in the game. The hypothesis is that

the most successful candidate in the game will be most successful one on the job.

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GROUP DISCUSSION is used in order to secure further information regarding the

suitability of the candidate for the job. Group discussion is a method where groups of

the successful applicants are brought around a conference table and are asked to

discuss either a case study or subject

matter. The candidates in the group are required to analyze, discuss, find alternative

solutions and select the sound solution. A selection panel then observes the candidates

in the areas of initiating the discussion, explaining the problem, soliciting unrevealing

information based

on the given information and using common sense, keenly observing the discussion of

others, clarifying controversial issues, influencing others, speaking effectively,

concealing and mediating arguments among the participants and summarizing or

concluding aptly.

The selection panel, based on its observation, judges the candidate s skill and ability

and ranks them according to their merit.

In some cases, the selection panel may also ask the candidates to write the summary of

the group discussion in order to know the candidate s writing ability as well.

(I) TESTS:

Psychological tests play a vital role in employee selection. A psychological test is

essentially an objective and standardized measure of sample of behavior from which

inferences about future behavior and performance of the candidate can be drawn.

Objectivity of tests refers to the validity and reliability of the instruments in measuring

the ability of the individuals. Objectivity provides equal opportunity to all the job

seekers without any discriminating against sex; caste etc. standardization of test refers

to uniformity of procedure in conducting the tests for all the candidates. Sample

behavior refers to the sample of the total behavior of the prospective employee on the

job.

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44

Types of test:

Tests are classified into six classes, each class is again divided into different types of

tests. They are:

APTITUDE TESTS:

These tests measure whether an individual has the capacity or latent ability to learn a

given job if given adequate training. Aptitudes can be divided into general and mental

ability or intelligence and specific aptitudes such as mechanical, clerical, manipulative

capacity etc. General aptitude test is of two types namely intelligence quotient (IQ)

and emotional quotient (EQ).

(1) Skill tests:

These tests measure the candidate s ability to do a job perfectly and intelligently.

These tests are useful to select the candidates to perform artistic jobs, product design,

design of tools, machinery etc. The candidates can be selected for assembly work,

testing and inspection also.

(2) Mechanical aptitude tests:

These tests measure the capabilities of spatial visualization, perceptual speed and

knowledge of mechanical matter. These tests are useful for selecting apprentices,

skilled, mechanical employees, technicians etc.

(3) Psychomotor tests:

These tests measure abilities like manual dexterity, motor ability and eyehand

coordination of candidates. These tests are useful to select semi-skilled workers and

workers for repetitive operations like packing and watch assembly.

(4) Clerical aptitude tests:

These types of tests measure specific capacities involved in office work. Items of this

tests include spelling, computation, comprehension, copying, word measuring etc.

ACHIEVEMENT TESTS:

These tests are conducted when applicants claim to know something as these tests are

concerned with what one has accomplished. These tests are more useful to measure

the value of a specific achievement when an organization wishes to employ

45

experienced candidates. These tests are classified into (a) job knowledge test and (b)

work sample test. Thus, the candidate s achievement in his career is tested regarding

his knowledge about the job and actual work experience.

SITUATIONAL TESTS:

This test evaluates a candidate s in a similar real life situation. In this test the candidate

is asked either to cope with the situation or solve critical situations of the job.

(1) Group discussion:

This test is administered through the group discussion approach to solve a problem

under which candidates are observed in the areas of initiating, leading, proposing

valuable ideas, conciliating skills, oral communicating skills, coordinating and

concluding skills.

(2) In basket:

Situational test is administered through in basket method. The candidate in this test is

supplied with actual letters, telephone and telegraphic message,reports and

requirements by various officers of the organization, adequate information about the

job and organization. The candidate is asked to take decisions on various items based

on the in basket information regarding requirements in the memoranda.

INTEREST TESTS:

These tests are inventories of the likes and dislikes of candidates in relation to work,

job, occupations, hobbies and recreational activities. The purpose of this test is to find

out whether a candidate is interested or disinterested in the job for which he is a

candidate and to find out in which area of the job range/occupation the candidate is

interested. The assumption of this test is

that there is a high correlation between the interest of a candidate in a job and job

success. Interest inventories are less faked and they may not fluctuate after the age of

30.

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PERSONALITY TESTS:

These tests prove deeply to discover clues to an individual s value system, his

emotional reactions and maturity and characteristic mood. They areexpressed in such

traits like self-confidence, tact, distrust, initiative, emotional control, optimism,

decisiveness, sociability, conformity,objectivity, patience, fear, judgment dominance

or submission, impulsiveness, sympathy, integrity, stability and self-confidence.

(1) Objective tests:

Most personality tests are objective tests as they are suitable for group testing and can

be scored objectively.

(2) Projective tests:

Candidates are asked to project their own interpretation of certain standard stimulus

basing on ambiguous pictures, figures etc. under these tests. Personality tests have

disadvantages in the sense that sophisticated candidates can fake them and most

candidates give socially acceptable

answers. Further, personality inventories may not successfully predict job success. A

number of corrective measures tried as personality inventories are widely subject to

faking. They are:

Forced choice of Edward s personnel preference schedule.

Gordon personal profile.

The Minnesota Multi-phasic Inventory offers different methods for

identifying faking. The faking can be countered by repeating the same

question in different parts to measure consistency.

MULTI-DIMENSIONAL TESTING:

However, the need for multi-skills is being felt be most of the companies consequent

upon globalization, competitiveness and the consequent customer-centered strategies.

Organization have to develop multidimensionaltesting in order to find out whether the

candidates possess a variety of skills or not, candidate s ability to integrate the multi-

skills and potentiality to apply them based on situational and functional requirement.

47

(J) INTERVIEW:

Final interview follows after tests. This is the most essential step in the process of

selection. In this step the interviewer matches the information obtained about the

candidate through various means to the job requirements and to the information

obtained through his own observation during the interview. The different types of

interviews are:

48

PRELIMINARY INTERVIEW:

(1) Informal interview:

This is the interview, which can be conducted at any place by the person to secure the

basic and non-job related information. The interaction between the candidate and the

personnel manager when the former meets the latter to enquire about the vacancies or

additional particulars in connection with the employment advertisement is an example

of the informal interview.

(2) Unstructured interview:

In this interview, the candidate is given the freedom to tell about himself by revealing

his knowledge on various items/areas, his background, expectations, interest etc.

Similarly, the interviewer also providesinformation on various items required by the

candidate.

CORE INTERVIEW:

It is normally the interaction between the candidates and the line executive or experts

on various areas of job knowledge, skill, talent etc. This interview may take various

forms like:

(1) Back ground information interview:

This interview is intended to collect the information which is not available in the

application blank and to check that information provided in the application blank

regarding education, place of domicile, family, health, interest, hobbies, likes, dislikes

and extra curricular activities of the applicant.

(2) Job and probing interview:

This interview aims at testing the candidate s job knowledge about duties, activities,

methods of doing the job, critical/problematic areas, methods of handling those areas

etc.

(3) Stress interview:

49

This interview aims at testing the candidate s job behavior and level of understanding

during the period of stress and strain. The interviewer tests candidate by putting him

under stress and strain by interrupting the applicant from answering, criticizing his

opinions, asking questions pertaining to unrelated areas, keeping silent for unduly long

periods after he has finished

speaking etc. Stress during the middle portion of the interview gives effective results.

Stress interview must be handled with utmost care and skills. This type of interview is

often invalid, as the interviewer s need for a job and his previous experience in such

type of interviews may inhibit his actual behavior under such situations.

(4) Group discussion interview: There are 2 methods of conducting group discussion

interviews, viz. group interview method and discussion interview method. All the

candidates are

brought into one room and are interviewed one by one under group interview. This

method helps a busy executive to save valuable time and gives a fair account of the

objectivity of the interview to the candidates. Under the discussion interview method,

one topic is given for discussion to

the candidates who assemble in one room and they are asked to discuss the topic in

detail. This type of interview helps the interviewer in appraising

certain skills of the candidates like initiative, inter-personal skills, dynamism,

presentation, leading, comprehension, collaboration etc. Interviewers are at ease in this

category of interview because of its informality and flexibility.

(5) Formal and structured interview:

In this type of interview, all the formalities, procedures like fixing the value, time,

panel of interviewers, opening and closing, intimating the candidates officially etc. are

strictly followed in arranging and conducting interview. The course of the interview is

preplanned and structured, in advance, depending on job requirements.

(6) Panel interview:

A panel of experts interview each candidate, judges his performance individually and

prepares consolidated judgement. This type of interview is known as panel interview.

50

Interviewers for middle level and senior level mangers are normally conducted are the

panel of experts.

(7) Depth interview:

In this interview, the candidate would be examined extensively in core areas of job

skills and knowledge. Experts test the candidate s knowledge in depth. Depth

interviews are conducted for specialist jobs.

DECISION-MAKING INTERVIEW:

After the experts including the line managers of the organization in the core areas of

the job examine the candidates, the head of the department/section concerned

interviews the candidates once again, mostly through informal discussion. The

interviewer examines the interest of the candidate in the job, organization,

reaction/adaptability to the working conditions, career

planning, promotional opportunities, work adjustment and allotment etc. The

personnel manger also interviews the candidates with a view to find out his

reaction/acceptance regarding salary, allowances, benefits, promotions, opportunities

etc. The head of the department and the personnel manager exchange the view and

then they jointly inform their decision to the

chairman of the interview board, which finally makes the decision about the candidate

s performance and their ranks in the interview. Most of the organizations have realized

that employee s positive attitude matters much rather than employee s skill and

knowledge. Employees with positive attitude contribute much to the organization.

Hence, interviewers look for the candidates with the right attitude while making final

decision.

(K) MEDICAL EXAMINATION:

Certain jobs require certain physical qualities like clear vision, perfect hearing unusual

stamina, tolerance of hardworking conditions, clear tone etc. Medical examination

reveals whether or not a candidate possesses these qualities. Medical examination can

give the following information:

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Whether the applicant is medically suited for the specific job

Whether the applicant has health problems or psychological attitudes

likely to interfere with work efficiency or future attendance.

The offer. Whether the applicant suffers from bad health which should

be corrected before he can work satisfactorily

It reveals the applicant s physical measurements and

It is used to check the special senses of the candidates.

(L) REFERENCE CHECKS:

After completion of the final interview and medical examination, the personnel

department will engage in checking references. Candidates are required to give the

names of references in their application forms. These references may be from the

individuals who are familiar with the candidates academic achievement or form the

applicant s previous employer, who is well versed with the applicant s job

performance, and sometimes from coworkers. Incase the reference check is from the

previous employer; information for the following areas may be obtained. They are job

title, job description, and period of employment, pay and allowances, gross

emoluments, benefits provided, rate of absence, willingness of the previous employer

to employ the candidate again and soon. Further, information regarding candidate s

regularity at work, character, progress etc. can be obtained.

Often a telephone call is much quicker. The method of mail provides detailed

information about the candidate s performance, character and behavior. However, a

personal visit is superior to the mail and telephone methods and is used where it is

highly essential to get the detailed, actual

information, which can also be secured by observation. Reference checks are taken as

a matter of routine and treated casually or omitted entirely in many organizations. But

a good reference check used sincerely will fetch useful and reliable information to the

organization.

(M) FINAL DECISION BY THE LINE MANAGER:

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

candidate after soliciting the required information through techniques discussed

earlier. The line manager has to take much care in taking the final decision not only

because of economic implications but alsobecause of behavioral and social

implications. A careless decision of rejecting would impair the morale of the people

and they would suspect the selection procedure and the basis of selection of this

organization. A true understanding between line managers and personnel managers

should be established to take proper decisions.

(N) JOB OFFER:

Thus, after taking the final decision, the organization has to intimate this decision to

the successful as well as unsuccessful candidates. The organization offers the job to

the successful candidates either immediately or after some time depending upon its

time schedule. The candidate after receiving job offer communicates his acceptance to

the offer or requests the company to modify the terms and conditions of employment

or rejects the offer.

(O) EMPLOYMENT: The company may modify the terms and conditions of

employment as

requested by the candidate. The company employs those candidates who accept the

job offer with or with out modification of terms and conditions of employment and

place them on the job.

With the employment of the candidate the recruitment and selection process is

completed.

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RECRUITMENT AND SELECTION AT MALAYALA MANORAMA:Recruitment is the process of attracting prospective candidates who are likely to get

selected. Recruitment process starts with the drafting of advertisement for the required

post mentioning the name of the post, qualifications required, place of posting etc. the

advertisement is released in all major and national newspaper across the country. Not

only print media, but other media like internet is also used for posting the

advertisement. Placement agencies and educational institutions are considered if the

requirements are for fresh graduates. Employee references by are also encouraged.

After receiving the applications, it is initially screened by HR division based on

minimum requirements and qualifications prescribed for the post. Screened

applications from HR division are sent to respective divisional heads for their

screening in case of applications for higher posts. Selection is the process of selecting

right candidates from the list of prospective candidates. Selection process involves

tests, interviews, group discussions, psychometric tests or a combination of these

depending on the nature or sensitivity of the level and the post. For technical posts,

tests are used as elimination means while for some other posts like management

trainee, tests are not used as elimination means. The shortlisted candidates are called

for the final interview. Regret letters are sent to those who are not shortlisted.

Background checking of the shortlisted candidates is done to ensure that they will fit

with the culture of the organization. Job offers are made to the selected candidates and

they are asked to give their confirmation that they accept the job offer. On receiving

their confirmation, appointment letter is prepared by personnel and administration

division and given to the candidate at the time of joining. Salary offer is a part of

Human resource division while personnel and administration division handles salary

administration. Senior Executives and Executives are responsible for conducting the

54

recruitment and selection process in a time phased manner. Work flow of recruitment

and selection process is given below.

55

AdvertisementsData BanksReferencesEducational Institutions

TestInterviewGroup DiscussionPsycho Profiling

Regret letter sent to candidates not selected

IF POSITIVE

IF ACCEPTED

56

RESEARCH METHODOLOGY:

Research is a careful or critical inquiry or examination in seeking facts or principles,

diligent investigation in order to ascertaining something. The process in which

data/facts

is collected to solve the problem in a most effective manner is known as Research

Methodology.

The methodology is basically the set of rules, procedures, tools, and techniques used

by the researcher for realization of research objective. The process of designing

research study involves many interrelated decisions.

The most significant decision is the choice of research design. This determines how

the information will be obtained.

Research design:

It is a framework or blueprint for conducting the marketing research or any other

research project. It specifies the details of the procedures necessary for obtaining the

information needed to structure and solve the marketing or other problems.

The designing mostly goes through the following steps,

1) Design the exploratory, descriptive, and/or casual phases of the research.

2) Define the information needed.

3) Determine the data collection method.

4) Construct and present a questionnaire.

5) Specify the sampling process and sample size.

6) Develop a plan for data analysis.

In Research Methodology mainly Data plays an important role.

The Data is divided in two parts:

a) Primary Data.

b) Secondary Data.

57

Primary is the data, which is collected directly by direct personal interview, interview,

indirect oral investigation, Information received through local agents, drafting a

schedule, drafting a questionnaire. It can be defined as, ‘It is the data originated by the

researcher for the specific purpose of addressing the research problem’.

Secondary is the data, which is collected from the various books, magazine and

material, reports, etc. The data which is stored in the organization and provide by the

HR people

are also secondary data. However secondary data can be defined as, ‘data collected for

some purpose other than the problem at hand’. The various information is taken out

regarding that subject as, Studies on recruitment and selection procedures.

The last years data stored can also be secondary data. This data is kept for the internal

use of the organization.

This is the Research Methodology used in the project. The primary and secondary data

method has been used in this project. Unless the data is collected no project can be

complete. So both these data is very important in the project.

Sampling method:

The sample is a sub-group of the elements of the population selected for participation

in the study. However population is the aggregate of all the elements, sharing some

common set of characteristics, which compromises the universe for the purpose of the

defined objective. A total of 80 people were selected for the study. Also 10 executives

from the company were asked about the same. As there was a defined universe, each

and every element of the universe had a probabilistic chance of being selected for the

sample, thus the sampling method used was simple random probability sampling.

58

DATA COLLECTION METHODS

Statistics is those facts that can be stated in a table or in any tabular or classified

arrangement. It is called as science of averages.

PRIMARY DATA:

Primary data is data collected from field research.

PRIMARY DATA COLLECTION METHOD

Primary data was collected by means of personal interview. Methods applied to

Conduct the Survey was:

Direct Questionnaire method

Interview technique

The questionnaire consisted of general questions which were aimed at finding the

satisfaction level of employees with regard to the selection procedure.

Thus a direct interview method enabled in understanding the pros and cons in the

selection procedures in a broader sense.

SECONDARY DATA

Secondary data refers to data collected from books and articles.

Secondary data was provided by the HR Dept. Feed back from all the employees.

SECONDARY DATA COLLECTION METHOD:

The company hands out a feed back form to each candidate who passes through the

selection program. The candidates are required to fill these forms and return it to the

concerned HR person. A file of these feedback forms is maintained. These forms

provided ample information for the project.

In the “recruitment and selection at Malayala Manorama”, there were 80 respondent

who applied for the post of ciculation inspector and who appeared for the second

phase of interview. The survey was done after giving them an idea about why we are

doing this survey. These questionnaires were filled by the individual candidate. The

respondents were asked to go through all the questions and put tick mark on any one

from the different alternatives.

59

DATA ANALYSIS:

Some of the questions asked to the candidates

Q. 1) Are you satisfied with the recruitment and selection procedues in Malayala

Manorama?

Ans.)

Satisfaction

level

Very

satisfied

Satisfied Average Dissatisfied Very

dissatisfied

No. of

respondents

17 32 26 5

Observation:

Most of the respondents are satisfied with the recruitment and selection process which

is carried out in malayala manorama

60

Q.2) . What is the criteria of selection in Malayala Manorama of the recruitment

process if Work Experience considered rated in percentage as per your experience.

Ans.)

Percentage 20-30 31-50 51-60 61-70 70 and above

No. of

respondents

5 17 41 12 5

Observation:

Most of the respondents feel that work experience plays an important role in getting

selected in Malayala manorama

61

Q.3) Are you satisfied with the no. of screening levels in selection procedure?

Ans.)

Satisfaction

level

Very

satisfied

Satisfied Average Dissatisfied Very

dissatisfied

No. of

respondents

8 16 30 26

Observation:

37% of the respondents are partially satisfied with the number of screening levels in

the recruitment and selection process

33% of the respondents are dissatisfied with the number of levels

20% of the respondents are satisfied with the number of levels

10% of the respondents are very satisfied with number of levels

Hence the satisfactory levels with the number of levels in the screening process is low

62

Q.4) Do you feel that your job profile was properly communicated in recruitment

advertisement?

Ans.)

Satisfaction

level

Very

satisfied

Satisfied Average Dissatisfied Very

dissatisfied

No. of

respondents

17 35 28

Observation:

44% of the respondents feel that they are properly communicated about the job profile

through the advertisement

35% of the respondents feel that they are partially communicated

21% of the respondents are very satisfied

Hence the respondents are satisfied with the communication of the job profile to them

63

Some of the questions asked to the Executives

Q.1) Do you believe that the core competencies required were properly communicated

and tested for the given job profile.

Ans.)

Satisfaction

level

Very

satisfied

Satisfied Average Dissatisfied Very

dissatisfied

No. of

respondents

6 8 44 14 8

Observations:

55% of the respondents feel that the need is partially fulfilled

18% of the respondents are dissatisfied

10% of the respondents are satisfied

10% of the respondents are very dissatisfied

7% of the respondents are very satisfied

Hence over all satisfactory level in communication of the core competencies to the

prospective candidate is low

64

Q.2) Are you satisfied with the recruitment and selection procedure? Is it efficient to

satisfy the needs of all the departments?

Ans.)

Satisfaction

level

Very

satisfied

Satisfied Average Dissatisfied Very

dissatisfied

No. of

respondents

2 3 4 1

Observation:

40% of the respondents are dissatisfied over the recruitment and selection procedure

30% of the respondents are saying that the procedures are average

20% of the respondents are satisfied with the recruitment and selection process

10% of the respondents are very satisfied with the recruitment and selection process

Hence the dissatisfactory levels about the recruitment and selection process is high

65

Q.3) Are you satisfied with the time consumed in for the recruitment and selection

procedure?

Ans.)

Satisfaction

level

Very

satisfied

Satisfied Average Dissatisfied Very

dissatisfied

No. of

respondents

2 5 3

Observation:

50% of the respondents are staying Average or are not sure whether the time

consumed by the recruitment process is appropriate or not

30% of the respondents are not satisfied with the time consumed

20% of the respondents are satisfied with the time consumed

Hence satisfactory level in time consumed in recruitment and selection process is low

66

Q.4) Do you think that the recruitment and selection procedures are future oriented

and helping organizational growth?

Ans.)

Response Yes No Not sure

No. of respondent 5 3 2

Observations:

50% of the repondents feel that the recruitment and selection process carried

out in Malayala Manorama helps in the future growth and development of the

organization.

30% feel that it does not help the organisation.

20% of them are not sure about it.

Hence there is not a clear feeling that the procedures are future oriented.

67

FINDINGS AND CONCLUSIONS:

The recruitment is done mostly through advertisements in news papers and magazines.

However the other sources used and its prevalence can be observed from the graph. It

is done through Malayala Manorama Daily when there is a need of people who know

Malayalam and who should be working in kerala. But in the case of all India level

recruitment advertisements are also given in The Week which is a magazine of

Malayala Manorama and the Times of India. The recruitment and selection process is

mostly not given to any recruitment agencies for recruiting people but they are used to

get the prospective candidates which are shortlisted later. There is a constant need of

talented people because of the expansion plans undertaken by the Malayala

Manorama.

The selection procedures are usually consisting of three phases which includes one

level of written test and two levels of interviews.

68

A talent pool is formed by selecting more number of candidates than required and are

given employment offers when the opportunities are created.

The data analysis shows that most of the respondents are satisfied with the recruitment

and selection process which is carried out in malayala manorama. The satisfaction

level is high if communication of job profile and evaluation of experience is concerned

but the respondents were found to be less satisfied with the no. of screening levels for

lower level posts. Even the management was concerned for the same when they took

the cost factor.

The executives within the company are not satisfied with the recruitment and selection

process as there is no proper communication and response for the individual

departmental needs, these increases inter departmental frictions. The time taken due to

procedures and the communication of core competencies for the given job are also a

matter of concern. The recruitment and selection procedures should be future oriented

that is also an important suggestion given by them.

69

SUGGESTIONS AND RECOMMENDATIONS:

Following are the suggestions to improve the recruitment and selection procedures at

Malayala Manorama,

The process should be made future oriented this can be done by keeping skills,

attitude and knowledge in consideration instead of just emphasizing on

qualification and experience.

The levels for selection procedures should be minimized for lower level staff

selection.

The individual departmental needs should be communicated within the

company during general meetings, also the job profiles should be designed in

such a way that it reinforces with the need of departments so as to avoid inter-

departmental frictions.

The recruitment is not done mainly by campus interviews. The company

should opt more for it as it provides the chance for getting higher potential

candidates and the process is cheaper too.

The recruitment and selection process should be designed in such a way that

the time and economy factor are well observed.

70

BIBLIOGRAPHY

www.manoramaonline.com

Quality Manual

Manorama Year Books

Management Trainee Reports

MM Knowledge Advertised CD-ROM

71

APPENDICES:

Questionnaire:

1) For candidates

Q. 1) Are you satisfied with the recruitment and selection procedures in Malayala

Manorama?

Ans.)

Satisfaction

level

Very

satisfied

Satisfied Average Dissatisfied Very

dissatisfied

No. of

respondents

Q.2). What is the criteria of selection in Malayala Manorama of the recruitment

process if Work Experience considered rated in percentage as per your experience.

Ans.)

Percentage 20-30 31-50 51-60 61-70 70 and above

No. of

respondents

Q.3) Are you satisfied with the no. of screening levels in selection procedure?

Ans.)

Satisfaction

level

Very

satisfied

Satisfied Average Dissatisfied Very

dissatisfied

No. of

respondents

72

Q.4) Do you feel that your job profile was properly communicated in recruitment

advertisement?

Ans.)

Satisfaction

level

Very

satisfied

Satisfied Average Dissatisfied Very

dissatisfied

No. of

respondents

Questionnaire:

For company executives.

Q.1) Do you believe that the core competencies required were properly communicated

and tested for the given job profile.

Ans.)

Satisfaction

level

Very

satisfied

Satisfied Average Dissatisfied Very

dissatisfied

No. of

respondents

Q.2) Are you satisfied with the recruitment and selection procedure? Is it efficient to

satisfy the needs of all the departments?

Ans.)

Satisfaction

level

Very

satisfied

Satisfied Average Dissatisfied Very

dissatisfied

No. of

respondents

73

Q.3) Are you satisfied with the time consumed by the recruitment and selection

procedure?

Ans.)

Satisfaction

level

Very

satisfied

Satisfied Average Dissatisfied Very

dissatisfied

No. of

respondents

Q.4) Do you think that the recruitment and selection procedures are future oriented

and helping organizational growth?

Ans.)

Response Yes No Not sure

No. of respondent

74

75