2503. an Analysis of Recruitment and Selection Process at Sigma Supply Chain Solutions Pvt. Ltd.[Its]

8/13/2019 2503. an Analysis of Recruitment and Selection Process at Sigma Supply Chain Solutions Pvt. Ltd.[Its]

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A PROJECT REPORT

ON

AN ANALYSIS OF RECRUITMENT & SELECTION

PROCESS

IN

SIGMA SUPPLY CHAIN SOLUTIONS PVT. LTD.

(SSCSPL)

SUBMITTED BY:

EKTA BATHLA

MBA

ROLL NO. 120387003

ITS IM! MOHAN NAGAR! GHA"IABAD

SUBMITTED TO:

MR. G.K. D#IVEDI

ITS INSTITUTE OF MANAGEMENT

MOHAN NAGAR! GHA"IABAD

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ACKNO#LEDGEMENT

I express my sincere gratitude to my faculty uide!

"r# #$# %&i'edi! IT( I"! )a*ia+ad for )is constant support and

guidance# ,it)out )is )elp and cooperation! t)is pro-ect &ould

not )a'e +een successfully completed#

I t)an. all t)e respondents! &it)out &)ose cooperation! t)e

pro-ect &ould not )a'e +een successful#

I am also inde+ted to my parents and friends for t)eir direct or

indirect support and cooperation#

EKTA BATHLA

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TABLE OF CONTENT

Executive Summary

Introduction to the topic

Introduction to the organization

Importance of the study

Scope of study

Literature Review

Research Methodology

Data Analysis Interpretation

!onclusion

Recommendation Suggestion

References

Annexure

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E$ECUTIVE SUMMARY

As in case of any other functional area li"e mar"eting# production or finance# the wor"

personnel department has also to $e planned% &lanning in the personnel area is mainly

concerned with crystallizing from where the right type of people can $e secured for future

anticipated vacancies%

Manpower planning is the process $y which management determines how the

organization should move from its current manpower position to its desired manpower

position% 'hrough planning# management strives to have the right num$er and the right

"inds of people# at the right places# at the right time# doing things# which result in the

growth and success of $oth( the organization and the individual% 'he manpower planningis one of the $asic steps in the recruitment and selection procedure%

Recruitment and Selection is the process wherein the organization finds the $est

candidate among the vast array of candidates% 'he function that locates the sources where

from the re)uired human resources can $e availa$le and to attract them towards the

organization is "nown as recruitment.

Selection can $e defined as the process wherein the organization has to select a small

lot of people who are useful to the organization in terms of their capa$ilities and their

)ualifications% 'he main aim of organization at this stage is to have a well(e)uipped

manpower efficient enough to handle all the tas"s gracefully%

'his pro*ect entitled "Recruitment and Selection in SSCSPLaims at studying the

recruitment and selection procedure underta"en at this ever growing organization% 'he

pro*ect gives a $rief idea as to how the whole process wor"s% Every organization has

different policies# at times uni)ue and it is very rare that the policy of one organization

matches to the policies of another organization%

It is true that the success of any organization depends upon the old dictum: right

person for the right job . At the same time it is all the more important to have right and

tested com$ination of recruitment and selection policies to attract# select and appoint a

desired lot and replenish it from time to time%


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INTRODUCTION


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RECRUITMENT

Recruitment and selection are the most important functions in an organization $ecause

with the help of these functions the management selects the $est availa$le candidate from

a $atch of them% 'he organizations# in this growing competitive world# need to have the$est of the manpower so as to have an edge over its competitive%

According to +lippo# "Recruitment is the process of searching for prospective employees

and stimulating and encouraging them to apply for jobs in an organization."

In the words of ,oder# Recruitment is a process to discover the sources of manpower to

meet the requirements of the staffing schedule and to employ effective measured for

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

efficient working force."

'he recruitment needs can $e classified into(

&lanned%

Anticipated%

-nexpected%

&lanned need arise from changes in the organization and retirement policy% 'hese occur

due the expected changes in the organization so the management can ma"e a properpolicy for it%

Anticipated need refer to the movements in personnel which an organization can predict

$y studying the trends in the internal and external environments%

Resignations# deaths# accidents and illness result in to the unexpected needs%

FEATURES:

Recruitment is a process or a series of activities rather than a single event%

It is a lin"ing activity as it $rings together the employers and employees%

It is positive process $ecause in this activity the employers want to have the

maximum num$er of *o$ see"ers so as to have a wider scope for choice

ultimately leading in spotting right persons for *o$%

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It is an important function as it ma"es it possi$le to ac)uire the num$er and

type of persons re)uired for the effective functioning of the organization%

It is an on going function in all the organizations# $ut the volume and

nature of recruitment varies with the size# nature and environment of the

organization%

It is a complex process $ecause a num$er of factors affect it ((the nature

of the *o$ offered# image of the organization# organizational policies#

wor"ing conditions etc%

SOURCES OF RECRUITMENT:

'he various sources of recruitment are (

Internal Sources. Include(

&resent Employees who can $e transferred or given promotions%

'he retired and retrenched employees who want to return to the company%

Dependents and relatives of the deceased and disa$led employees%

External Sources. !onsist of(

&ress advertisements%

!ampus Interviews%

&lacement Agencies%

Recommendations%

Recruitment at factory gate%

Employment Exchanges%

During my short stint at SSS!# it was o$served that the recruitment need of

SSS!is diversified% It needs persons who have "nowledge of use# processing of

natural ingredients of num$er of varied products# technical "now(how of latestindustrial technical "nowledge# and computer applications to pharmaceutical industry

to manual wor"ers% 'he importance of the process could $e understood that the

present wor" force of SSS!is /00 employees% 1ence# the recruitment and selection

procedure should match the complexities of the need and at the same should

commensurate with the complex need of the organization%

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SELECTION

Selection is the process of choosing the $est candidate out of the all the applicants% In this

process# relevant information a$out the applicants is collected through a

series of steps so as to evaluate their suita$ility for the *o$ to $e filled%

It is the process of matching the )ualifications with those re)uired for the *o$ so that the

candidate can $e entrusted with the tas" that matches with his credi$ility%

It is a process of weeding out unsuita$le candidates and finally identifying the most

suita$le candidates%

'his process divides the candidates into two categories(the suita$le ones and theunsuita$le ones% 'he suita$le people prove to $e the asset for the organization% Selection

is a negative process $ecause in this process the management tries to minimize the

num$er of people at each step so that the final decision can $e in the light of all the

factors and at the end of it $est candidate is selected% Selected candidate the has to pass

through the following stages(

&reliminary Interview%

Application +orm%

Selection 'est%

Selection Interview%

&hysical Examination%

Reference !hec"%

+inal Approval%

Employment%

!reliminary #nterview is the initial screening done to weed out the undesira$le

candidates% 'his is mainly a sorting process in which the prospective candidates are giventhe necessary information a$out the nature of the *o$ and the organization% 2ecessary

information a$out the candidate is also ta"en% If the candidate is found suita$le then he is

selected for further screening else he is dropped% 'his stage saves the time and effort of

$oth the company and the candidate% It avoids unnecessary waiting for the candidate and

waste of money for further processing of an unsuita$le candidate%

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$pplication %ormis a traditional and widely used device for collecting information from

candidates% 'his form as"s the candidates to fill up the necessary information regarding

their $asic information li"e name# address# references# date of $irth# marital status#

educational )ualifications# experience# salary structure in previous organization and other

such information% 'his form is of great help $ecause the scrutiny of this form helps to

weed out candidate who are lac"ing in education# experience or any other criterion

provided $y the organization% It also helps in formulation of )uestions# which will $e

as"ed in the interview% 'hese forms can also $e stored for future references thus

maintaining a data$an" of the applicants%

Selection &estsare $eing increasingly used in employee selection% 'ests are sample of

some aspect of an individual3s attitudes# $ehavior and performance% It also provides a

systematic $asis for comparing two or more persons% 'he tests help to reduce $ias in

selection $y serving as a supplementary screening device% 'hese are also helpful in $ettermatching of candidate and the *o$% 'hese reveal the )ualifications# which remain covered

in application form and interview%

Selection #nterviewinvolves the interaction of the employer and the employee% Selection

involves a personal# o$servational and face(to(face appraisal of candidates for

employment% It is an essential element of the selection procedure% 'he information

o$tained through application form and test can $e crosschec"ed in the interview%

'he applicants who have crossed the a$ove stages have to go through !hysical

'(aminationeither $y the company3s physician or the medical officer approved for the

purpose% 'he main aim is to ensure that the candidate is physically fit to perform the *o$%

'hose who are found physically unfit are re*ected%

'he next stage mar"s of checking the references% 'he applicant is as"ed to mention in his

application form the names and addresses of two or three person who "now him well%

'he organization contacts them $y mail or telephone% 'hey are re)uested to provide their

fran" opinion a$out the candidate without incurring any

lia$ility% 'he opinion of the references can $e useful in *udging the future $ehavior and

performance of a candidate%

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'he executives of the concerned departments thenfinally approve the candidates short(

listed $y the human resource department% Employment is offered in the form of an

appointment letter mentioning the post# the ran"# the salary grade# the date $y which the

candidate should *oin and other terms and conditions in $rief% Appointment is generally

made on a pro$ation of one or two years% After satisfactory performance during this

period the candidate is finally confirmed in the *o$ on permanent $asis or regularized%

Selection is an important function as no organization can achieve its goals without

selecting right persons for the re)uired *o$% +aulty selection leads to wastage of time and

money and spoils the environment of an organization% Scientific selection and placement

of personnel can go a long way in $uilding up a sta$le wor"force% It helps to reduce

a$senteeism and la$our turnover% &roper selection is helpful in increasing the efficiency

and productivity of the enterprise%

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INTRODUCTIONTO

SIMA SUPPL! C"AIN

SOLUTIONS P#T. LTD.(SSCSPL)

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Sigma was esta$lished ta"ing in to consideration of the ever growing demand of

outsourcing in I' # 'elecom# Retail &harma Segment and the increasing trend of

outsourcing of E2D to E2D S!M activities $y the companies%

Sigma is currently handling the operations for various multinational companies across the

country in almost all segments%

4e have $een recently awarded the 5&L contract for 6Apple7 and are in the process of

executing 8 Shops across 2orth Eastern India for SA1ARA group and in final stage

of discussion with 6godre*7 for their retail re)uirements%

Sigma is handling the Exports and Imports and Logistics for various &harmaceutical#

'rading 1eavy Industries companies%

At present Sigma have distri$ution facilities at a$out 900: locations throughout India

with warehousing space of close to ;%/0 million s) feet and daily handling of /00 or more

vehicles load for last mile deliveries%

Sigma has a proud privilege of having the accreditation of IS< =009.;00> and winning

the ?est Delivery partner award from various companies% Sigma currently has dedicated

manpower of around @00 people on its role predominantly with S!M Logistics

$ac"ground with customized software solutions for inventory management and

comprehensive $usiness processes%

Sigma Supply !hain Solutions is a renowned name in the field of logistics and its

activities cover the whole spectrum of air# sea and land services%'he activities of the

organization covers the whole spectrum of supply chain management which include

freight forwarding# customs clearance# transportation%

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Expertise is playing an increasingly important role in glo$al logistics ( "nowing what and

how to do at each point in the logistics chain is the "ey for effective supply chain

managment%

Supply Chain Management

(igma &it) its country &ide net&or. (C" professional ena+lescustomers to fully recei'e t)e +enefits of procurement to payment 7P 2

P8 processes outsourcing#

Principles of Supply Chain

Management Customer is $ing#

"anagement of 9ogistics#

Customer "anagement#

Process Integration#

9e'eraging of (ourcing#

(trategic alliances and relations)ip management#

%e'elop performance measures#

9i'ing and dying +y :t)e plan:

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"UMAN RESOURCE FUNCTIONS

Recruitment and selection%

&erformance Appraisal%

'raining and Development%

&romotion# 'ransfer# Separation%

eneral administration 4elfare%

Security%

&u$lic Relations%

Industrial Relations%

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"UMAN RESOURCE DEPARTMENT

1

%eputy "anager;

Additional eneral"anager;Corporate nit


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IMPORTANCEOF

STUD!

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IMPORTANCE OF STUD!

Determine the present and future Re)uirement of organization in con*unction with

the personal planning and *o$ analysis

Increase the pool of *o$ candidate with minimum cost%

Evaluate the effectiveness of various recruiting techni)ues and sources for all type

of *o$ applicant%

Increases organizational and individual effectiveness in short and long term%

Start B identify and preparing potential *o$ applicant who will $e appropriate

candidates%

Meet the organization legal and social o$ligations regarding the composition of it

wor"force%

1elp reduces the pro$a$ility that *o$ applicant once recruited and selected will

leave the organization only a short period of time%

1elp the increase success rate of the selection process $y reducing the num$er of#

o$viously under )ualified or over )ualified *o$ analysis%

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SCOPE OF STUD!

'o recruit and retain the human resource of re)uired )uantity and )uality%

'o foresee the impact of technology on wor"# existing employee and further human

resource re)uirement%

'o minimize im$alances caused due to non(availa$ility of human resources of right

"ind# right num$er in right time and right place%

'o identify and satisfy individual and group needs%

'o provide of facilities and condition of wor" and creation of favora$le for

maintaining sta$ility of employment%

'o create facilities and opportunities for individual or group development%

'o consider and contri$ute to minimization of socio economic evil and to improve

the welfare of society%

Recruitment of right personnel posing re)uisition s"ills# "nowledge and

competence%

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A Recruitment analysis is conducted depending on the *o$ profile% A well( designed and

comprehensive recruitment analysis is invalua$le to an

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DE'E

RMI2I2

RE8-IREME2'

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organizations well $eing% Recruitment analysis $asically ensures the availa$ility of the

right resources in the right place to match the future organizational needs% Recruitment

analysis can $e defined as the process of ensuring the right num$er of )ualified people#

into the right *o$ at the right time to deliver the results in an efficient and effective

manner% Recruitment is the process of searching for and attracting )ualified candidates to

apply for the positions that are availa$le%4hether your company is heavily recruiting or

in the midst of a hiring freeze# you should always have a recruiting plan% &lans will vary

$ased on hiring volume and type of position# $ut you should articulate a standard strategy

of how you recruit and fill positions% A well(defined recruiting strategy will help ensure

that the right employees are in place when needed%

'he o$*ectives are.

9% 'o maintain the re)uired )uantity and )uality of human resources re)uired%;% 'o forecast the turnoverattrition rates%

5% 'o plan to meet organizational human resource needs at the time of expansion or

diversification%

F% 'o ma"e contingent plans to handle sudden re)uirements and situations of shortfall%

SOURCIN RESUMES:

'here various methods of recruiting are given $elow.

9% INTERNAL SOURCES: Many organizations try and identify employees from

within the organization to $e groomed to ta"e on higher responsi$ilities% Internal

recruiting is $eneficial# as wor"ers "now the firm cultureG managers already "now the

wor"ers and the internal advancement can motivate the employees% In todays

technologically advanced world many organizations depend on their 1RIS% Some of

the internal sources are.

a% &o' Postns:


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organization% 'his source is usually one of the most effective and

relia$le methods of recruiting $ecause many )ualified people

especially for the lower and middle management are reached at a very

low cost to the company%

c% Contract Manae*ent: 'emporary wor"er pools are created to meet

out the unexpected demand of the human resource in the organization%

d% Preous E*+lo,ees:


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c% E*+lo,*ent Aences: Employment agencies now provide occupations for

almost all levels in an organization% 'hey are $roadly classified into pu$lic or

state agencies# private agencies and headhunters%

d% &o' Stes: Carious *o$ sites li"e 2au"ri%com#'imes *o$s%com#Monster%com etc

come in very handy in finding candidates with the desired s"ills%

e% &o' -ars ( Jo$ fairs typically wor" $est for entry(level candidates# $ut events

targeting diversity andor specialty careers# e%g% engineers# can $e found%

f% Cor+orate $e' ste( 4hen *o$ see"ers are interested in a company they will

go directly to that company3s 4e$ site to conduct research andor loo" for

availa$le *o$s% Ma"e sure your 4e$ site3s *o$ section ma"es it easy to find and

apply for *o$s%

S"ORT 2 LISTIN:

Short listing is the transition phase $etween recruitment and selection% It is the stage

where the total num$er of applicants is reduced to select the group the employer

wishes to carry on to the selection phase% Short listing may comprise of several

stages depending on the num$er of application received# the complexity of the *o$

re)uirements and sophistication of the selection process used $y the organization%

Short listing comprises of.

9% 3NO$LEDE OF MATC"IN C#4s: +irst of all the candidates are short listed

on the $asis of matching the !Cs% 'he !Cs or curriculum vitae are universally used

and their form is standardized%

'ypically a !C comprises of.

Evidence of S"ills# A$ilities and Achievements

Employment 1istory

Experience Education

Languages

;% MET"ODS OF S"ORT LISTIN: 'he most common way to reduce the num$er

of applications $y short(listing them $y categorizing them to various departments first%

'hen as"ing the department heads to shortlist the appropriate candidates accordingly%

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5. S"ORT2LISTIN 2 T"E PROCESS:

Short listing must $e carried out independently $y at least two people and ideally# as

many of the interview panel as possi$le%

Any mem$er of staff# who may pre*udice the outcome# should $e excluded from short

listing%

Short listing should always $e carried out using the person specification so that

applications can $e measured and assessed against criteria and $e made on the $asis of

fact and not assumptions%

'he use of short(listing form is recommended% 'he short(listing panel to record

individual assessment of each candidate and provide feed$ac" can use short(listing form%

Short(listing form must $e used at the interview stage% Short(listing decisions must $e

$ased only on the information contained in the application form and any other supporting

information supplied $y the candidate% Irrelevant information in the application form

should $e disregarded%

'he attri$utes in the person specification must $e consistently applied to all candidates

irrespective of their gender# ethnic origin# age# socio(economic $ac"ground# disa$ility#

religious or political $eliefs# family circumstances# sexual orientation or other irrelevant

factors%

Some information can only $e determined at interview stage or as group exercises#

presentation# tests# etc%

After individual assessment of each application# decision of whom to short list must

$e ta"en%


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FILTERIN:

+iltering techni)ues are used to reduce the num$er of applicants and also gather relevant

information needed $efore conducting the interview% +iltering techni)ues involve

different methods# such as.

Knowledge ?ased +iltering

S"ill ?ased +iltering

Attitudinal?ehavioral +iltering

3NO$LEDE 6ASED FILTERIN: 'his method is used when

the num$er of applications is more li"e in !ampus recruitment% 'he evaluation is done

$ased on candidates academic )ualification# percentage of mar"s scored and experience

level or through simple written tests%

S3ILL 6ASED FILTERIN: 'he tas"s and s"ills that may $e

assessed using simulation exercises are varied% Different types of simulation exercise

include.

In7tra,s: In(trays or in($as"ets involve wor"ing from the

contents of a managers in(tray# which typically consist of letters# memos and

$ac"ground information% ,ou may $e as"ed to deal with paperwor" and ma"e

decisions# $alancing the volume of wor" against a tight schedule%

Test o- +ro0ucte t8n1n: 'he tests loo" at the volume#

diversity and originality of your ideas% ,ou are presented with open(ended

)uestions relating to various pro$lems and situations and are as"ed to generate

responses within a time limit%

rou+ exercses: roup exercises are timed discussions# where

a group of participants wor" together to tac"le a wor"(related pro$lem%

Sometimes you are given a particular role within a team# for example the sales

manager or personnel manager% 'here would $e assessors# who are not loo"ingfor right or wrong answers# $ut for how you interact with your colleagues within

the team%

Presentaton: ,ou may $e as"ed to ma"e a formal presentation

to a num$er of assessors either on a topic given in advance or in some cases to

interpret and analyze given information and present a case to support a decision%

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Fact7Fn0n Exercses: In a fact(finding exercise# you may $e

as"ed to reach a destination starting from only a partial "nowledge% ,our tas" is

to decide what additional information you need to ma"e the decision and

sometimes also to )uestion the assessor to o$tain this information%

Role7Pla,s: In a role(play# you are given a particular role to

assume for a certain tas"% 'he tas" will involve dealing with a role player in a

certain way and there will $e an assessor watching the role(play%

Socal Eents: +rom the moment you report to reception until

you leave# participant will $e under scrutiny as part of the selection procedure B

so the way he $ehaves at all times is important% 1e will $e expected to cope

with general socializing amongst other candidates as well as with the

management and will $e o$served at meal times% 'his gives an opportunity tofind out as much informally a$out the organization as he can%

A'lt, Tests: A$ility tests attempt to measure awareness#

"nowledge and other such aspects% 'hey also measure simple s"ills li"e pro$lem

solving% Each test is presented under exam conditions with a strict time limit%

Employers use aptitude test either as a small part of the interviewing process or

to determine whom they will interview i%e% those who achieve a certain mar"%

'ests are of different types li"e Language -sage# Spelling# 2umerical A$ility#

Reasoning# etc%

ATTITUDINAL96E"A#IORAL FILTERIN: It involves

&sychometric 'esting% It helps in "nowing how employees fit into an organizations

culture%


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INTER#IE$IN:

An interview is a procedure designed to o$tain information from a persons oral responses

to oral en)uiries% Interview is $y far the most widely used personnel selection procedure%

'he interview is the focal point of the recruiting process% &art of the selection process#usually the final portion of an examination# for the purpose of evaluating education#

experience# and personal )ualifications of the candidates# also "nown as oral interview% It is

a meeting $etween an eligi$le and an appointing power in order to discuss appointment to a

specific vacancy%

An interview is a conversation $etween two or more people where )uestionsare as"ed to

o$tain information from the interviewee% Interviews can $e divided into two rough types#

interviews of assessment and interviews for information%

ASSESSMENT

'he most common type of interview for assessment is a *o$ interview $etween an

employer and an applicant% 'he goal of such an interview is to assess a potential

employee to see if heshe has the social s"ills and intelligence suita$le for the wor"place%

Similar interviews are also used for admissions to schools# allotment of grants# and other

areas% In most developed countries# rules and regulations govern what can $e as"ed in

these interviews%

1ighly personal )uestions and those unrelated to the *o$ at hand are for$idden# as are

)uestions which invite discrimination Hdo you plan to start a family% 1owever some

interviewers tend to as" such )uestions in order to see how the interviewee reacts and if

Hs he is a$le to elegantly avert the )uestion% Such interviews can $e $rief fifteen(minute

affairs or they can stretch for many hours even over a series of days% Another important

type of interview is the psychological one that can $e divided into three forms. structured#

semi(structured and non(structured%

INFORMATION

'hese interviews are used $y *ournalists# law enforcement# and private investigators% A

recent technological trend in *ournalism interviewing has $een the rise of e(mail

24
http://en.wikipedia.org/wiki/Questionhttp://en.wikipedia.org/wiki/Questionhttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Employerhttp://en.wikipedia.org/wiki/Employerhttp://en.wikipedia.org/wiki/E-mailhttp://en.wikipedia.org/wiki/Questionhttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Employerhttp://en.wikipedia.org/wiki/E-mail


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interviews% 'hese interviews differ from traditional telephoneand face(to(face interviews

in that interviewees can have more time to formulate a written response%

A good interview results from

&roper preparation%

Identifying the candidates a$ilities $efore

discussing the position%

As"ing a series of open B ended )uestions%

Evaluating interviewing results%

ood interview )uestions start with *o$ description Hanalysis%'he *o$ description

includes tas"s# responsi$ilities and re)uirements% 'hose who currently perform the *o$

should create it% 'his will reduce the inaccuracies and increase the interviewers

awareness of the actual *o$ duties% It should further.

Determine the competencies needed forsuccessful performance in the *o$ and then ran" them respectively%

&repare )uestions hat measure each

defined competency%

Esta$lish an evaluation method for the

results%

T"E O#ERALL INTER#IE$ PROCESS

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http://en.wikipedia.org/wiki/Telephonehttp://en.wikipedia.org/wiki/Telephone


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T"E PRE 2 INTER#IE$ PREPARATOR! P"ASE: 'he pre B interview phase

includes few things to $e done for ensuring effectiveness of the total operation so as to

avoid any mista"es# which adversely affects the whole interview process% It states.

-se the data of *o$ analysis to

determine the re)uirements for effective performance of the *o$ and the

criteria $y which these may $e identified and assessed% 'hese data provide the

foundation for the whole selection process%

Determine accepta$le entry levels

for new staff vis ( a vis the *o$ re)uirements for fully effective performance%

-se other tests and information to

supplement the evidence provided $y the interview% Any other selection

methods used need to $e validated# i%e% shown to improve the predictive

)uality of the process%

/6

PRE 2 INTER#IE$ PREPARATOR!

P"ASE

T"E INTER#IE$ ITSELF

T"E POST INTER#IE$ ASSESSMENT AND

DECISION P"ASE


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Decide the panel of interviewers %

4hen an interview $oard is used the mem$ership should $e the smallest

num$er necessary to fulfill the tas"%

&ay particular attention to all(

important environmental details such as time# place and setting to ena$le

candidates to feel as comforta$le as possi$le%

&roduce a coverage plan designed

to provide the maximum possi$le significant information%

4hen interview $oards are held#

discuss and agree the o$*ectives# criteria# the coverage plan and the areas that

each $oard mem$er will cover%

T"E INTER#IE$:'he interview process should.

!oncentrate initially on

esta$lishing a sympathetic# productive atmosphere to encourage candidates to

tal" freely%

?egin with introduction and a

$rief explanation of the purpose and scope of the interview%

+ollow the $road chronological#

systematic coverage plan throughout in order to ensure a comprehensive

coverage% Deviations are li"ely to create gaps in the information o$tained%

/1


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In $oard interviews arrange for

each interviewer to interview in turn%

&ay utmost attention to the form

of )uestion# i%e%.

!oncentrate on ac)uiring as much

evidence as possi$le of potential a$ility to do the re)uired *o$#

$ased on the facts of past $ehavior and achievements%

In general avoid hypothetical )uestions#

especially those which have no $earing on the *o$% 'hey can

only produce hypothetical answers%

-se a simple open )uestion form which

does not imply answers%

?e constantly alert to possi$le effects

of the interviewees non(ver$al $ehavior and manner and possi$ility of

misinterpretation of intentions $y candidates% ?e a little sympathetic and avoid

extremes of coldness%

&lace information in perspective %

POST 2 INTER#IE$ ASSESSMENT AND DECISION:

More often than not there are more candidates than vacancies% 'he selectors should

assess the suita$ility of each individual candidate instead of comparing the merits of

candidates% It should.

Systematically assess the evidence

o$tained in the light of the *o$ re)uirements%

In assessing evidence concentrate on

solid facts of past $ehavior as indicators of motivation# attitudes# values#

personal )ualities and a$ilities and in sum of potential to do the *o$% 'here is a

little correlation $etween the $ehavior and li"ely $ehavior in the actual

environment and conditions of wor"%

In the assessment process ta"e account

of all availa$le evidence% 'he documents are very useful when written $y the

/2


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authorities competent to confirm the facts of past performance% 'hey are of

much more dou$tful value when they purport to assess suita$ility for

employment $ecause of the li"elihood of $ias and the writers pro$a$le lac" of

direct "nowledge of the *o$ re)uirements%

//


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3E! INTER#IE$ER S3ILLS:

LISTENIN

6OD! LANUAE SENSTI#IT!

COMMUNICATION ST!LE

%UESTIONIN

9% LISTENIN: Most people arent good listeners% A good listener encourages positive

results% 4e listen $est when there is a pay(off or a penalty% &ersonal listening

awareness is the "ey to constructive change% It should $e "ept in mind that wor" and

listening are insepara$le and lazy listening is hidden cost in $usiness% 4e tend to

e)uate 6listening7 with 6hearing7 and that is simply not the case% ood listening

implies heightened awareness of what you hear# accurate reception of the information

presented to you and integration of information in such a way that it is useful%+our "ey elements of listening.

a% +ocus

$% Empathy

c% Emotionalism must $e avoided

d% +eed$ac"

;% 6OD! LANUAE: Some common aspects of non B ver$al communication H?ody

Language include following which can help in "nowing what signals you are giving

or you can deli$erately send the signals you want to%

Ar* 6arrers: 'he most common of these is when the arms are folded across the

chest# thus protecting the $odys vital organs and conse)uently signifying a defensive

action% If the fists are clenched# the person is holding himherself $ac" Htemporarily% A

disguised arm fold is when one hand moves across the $ody unnecessarily to ad*ust a

watchstrap or cuff%

"an0 to Face estures: A very common hand to face gesture is when the

spea"er places a finger or fingers in front of the mouth when spea"ing which is

interpreted as an untruth $eing told when the spea"er is rather em$arrassed a$out

spea"ing it% 'he movement may $e traced to an action of wanting to say the words $ut at

the same time# hold them $ac" with the hand% 'he result is incongruence and rising of

suspicion%

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If the hand is placed to the chee"# with the forefinger pointing up# often accompanied $y a

slight tilting of the head# this suggests that the listener is in fact listening and ta"ing

account of what is said normally a good sign%

Postures: 'he Nset of $ody whether rigid or relaxed gives immediate signals ofreaction and can $e accompanied $y other non(ver$al signals% A forward facing posture

with hand o$viously placed in the poc"ets deli$erately suggests a power approach%

Sttn an0 Sttn Postures: 1ow the other person is sitting can give us some

good indications of their attitudes% Reversing the chair and sitting# leaning over the $ac"

can indicate power and controlG slumping Hwith arms folded or clasped in the lap may

suggest de*ection or su$missiveness% 'he s)uare(on position $ehind the des"# with the

person leaning forward on the des" with the hands placed downwards on the des" and a

stern loo" on the face must signify an aggressive attitude% 'his is the most consciouslynoted non(ver$al signal%

5% DIFFERENT T!PES OF %UESTIONIN: 'he different types of )uestioning

methods are.

o 8uestions to avoid

o


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strengths and how do you relate to our company


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impression and ensure that the candidate gets the information they need a$out the *o$ and

your company%

Un0erstan0 t8e +ur+ose o- t8e ntere% 1iring the right person is the goal of

interviewing# $ut not necessarily the purpose of an interview% An interview is your

chance to collect information a$out the candidate sitting in front of you% It3s your

opportunity to find out if the applicant is )ualified for a particular *o$# if they are

truly interested in the availa$le position and if they fit your company3s culture%

Ret8n1 ,our nteren strate,% eneral )uestions li"e 4here do you see

yourself in five years won3t tell you much a$out the candidate sitting in front of

you% 'hat in)uiry and many other standard interview )uestionssidestep what you

really need to "now ( how the person will perform in a specific role% 'o find and

hire smart employees you have to adopt smart interviewing tactics that uncover a

candidate3s a$ilities# talents# strengths and wea"nesses%

Deelo+ a lst o- 0esre0 s1lls% ,ou can3t formulate insightful )uestions until

you "now what s"ills to loo" for%

Create a lst o- ntere ;uestons% After you develop a list of s"ills# put

together a list of interview )uestions that will help you learnmore a$out the

candidate% !onstruct open(ended )uestions that invite candidates to share

information and tal" a$out their experiences% 'oday# many interviewers use

$ehavior($ased )uestions to discover how a person handled a situation in the past

and to determine how they3ll react to a similar situation in the future% 'ry posing

)uestions such as 'ell me a$out a time that you missed a pro*ect deadline% 4hat

happened and how did you manage the pro$lem

C8ec1 ,our lst tce% Review your list of interview )uestions% ,ou should have

a good mix of opinion($ased# credential($ased# experience($ased and $ehavior(

$ased )uestions that will provide a complete view of the candidate3s $ac"ground

and personality%

Tell t8e a++lcant a'out t8e ntere -or*at% After you introduce yourself# put

the candidate at ease $y telling them the $asic structure of the interview% ,ou

want them to relax# spea" freely and provide detailed answers to your in)uiries%

Pre+are -or ;uestons. Ma"e sure you have ade)uate information a$out the

company to answer a candidate3s )uestions% 'hey may as" a$out your $usiness3

/3
http://www.allbusiness.com/employment/hiring/1253#%23http://www.allbusiness.com/employment/hiring/1253#%23http://www.allbusiness.com/employment/hiring/1253#%23http://www.allbusiness.com/employment/hiring/1253#%23http://www.allbusiness.com/employment/hiring/1253#%23http://www.allbusiness.com/employment/hiring/1253#%23http://www.allbusiness.com/employment/hiring/1253#%23


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core functions# num$er of employees# future plans# culture or a variety of other

things% ?ring a media"it to the interview# or prepare a fact sheet that lists relevant

company data and history%

Ta1e notes. Interviewing re)uires super$ listening s"ills# $ut listening isn3tenough% !apture the details of the interview on paper to *og your memory# noting

"ey actions and outcomes% 'a"ing o$*ective notes and recording responses will

help you compare candidates when it3s time to ma"e a hiring decision%

E#ALUATION AND SELECTION:

!ontinual monitoring of your recruiting process will lead to $etter hires% 4hen you

identify an issue in your process# ad*ust your programs accordingly% In addition to

trac"ing traditional metrics such as time(to(fill and cost(per(hire# ma"e sure you ta"e into

account ways to measure some of the intangi$le metrics# such as )uality of hire and

retention% Keeping trac" of your recruiting and retention successes and challenges will

help you fine tune your program into an effective and efficient hiring system that your

whole company can em$race%

Evaluation re)uires a total comprehension of the *o$ and of the candidate and of their

relationship to each other% A very important concept that the recruiter should $e aware of

at the time of evaluation and selection is that of 6?ad Recruitment%7 4hile doing a

recruitment it should always $e "ept in mind that it does not turn out to $e a $adrecruitment%

Bad Recruitment

'he entire effort# time# cost and resources that are spent in the recruitment process# go

wasted if the recruitment turns out to $e a 6$ad recruitment%7 A $ad recruitment is one

where the hired candidate is not a$le to do *ustice to the role*o$ assigned to himleaves

the organization very soonthe cost of recruitment is higher than the value addition that

the new employee is expected to do in the organization etc% In such a scenario the entire

purpose of recruitment is defeated# hence at the time of recruiting the 1R manager should

all the time have at the $ac" of his mind that his recruitment should not turn out to $e a

$ad recruitment%

/4
http://www.allbusiness.com/employment/hiring/1253?2#%23http://www.allbusiness.com/employment/hiring/1253?2#%23http://www.allbusiness.com/employment/hiring/1253?2#%23http://www.allbusiness.com/employment/hiring/1253?2#%23http://www.allbusiness.com/employment/hiring/1253?2#%23


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?ad recruitment occurs in 5 situations.

Cannot 0o:'he person lac"s the s"ills re)uired%

$ll not 0o:'he person lac"s attitude%

Does not 1no 8at to 0o:'he person lac"s the "nowledge%

!ost of ?ad Recruitment


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$8, 6a0 Recrut*ent OccursB

Recruitment has ac)uired immense importance in todays organizations%


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Recrut*ent Proce0ure

,es

2e o- t8e sa*+le. the sample consisted of 50 employees%

Sa*+ln Proce0ure:2on pro$a$ility sampling is used in the procedure of the research%

In which the pro$a$ility of unit selection is un"nown at any stage of the selection processand the selection of unit is $ased on the *udgment of the researcher was selected%

'he method used was +ur+ose sa*+ln% 'hese term means selection $y design B $y

choice and not $y chance% 'he sample was chosen which was thought to $e typical of the

universe with regard to the characteristic under investigation%

Such type of sampling was possi$le $ecause of my guide who already had the necessary

re)uired "nowledge a$out the staff that made it easier to recognize typical items in the

universe%

Tools an0 Tec8n;ues -or Anal,ss o- 0ata:

Researc8er *ust 'reat8e l-e nto t8e col0 0ata ', s1ll-ul anal,ss an0 8ence nee0

to -ollo t8ree ste+s 2 e0tn class-,n an0 anal,>n t8e 0ata.

'he content of the data o$tained in a survey were carefully chec"ed for any possi$le

inconsistencies and incompleteness% 'hen came the careful analysis B the data are thencoded and ta$ulated according to the rating in the dummy ta$le% And then finally

ta$ulated data is interpreted to reach a final conclusion%

0


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ANAL!SIS G

INTREPRETATION OF DATA


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Anal,ss G Inter+retaton o- Data

It is the last stage of survey% 'hrough good presentation# significant facts and

comparisons are highlighted% T8e +resentaton o- -acts 0one ', +re+arn c8arts l1e

'ar c8arts +e c8arts etc.

T8e -ollon nter+retaton 8as 'een 0one on t8e 'ass o- t8e ;uestonnares -lle0

u+ t8e recruters o- SSCSPL. T8e *an a* 'e8n0 t8s nter+retaton s to s8o

8o e--ectel, recrut*ent s 0one ', t8e recruters o- SSCSPLan0 t8er o+nons

rear0n t8e recrut*ent +rocess


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=7 MINIMUM NUM6ER OF CALLS

MADE TO T"E CANDIDATE IN ONE

$EE3

Partculars No. o- res+on0ents H

Less than 9/ F


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57 PERCENTAE OF RESUME

FOR$ARDED FOR FORMATIN

PURPOSES


/ ;0 .

/(90 > =.

A$ove 90 ; .

Total 5


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?7 DURATION OF CALL PROCEDURE


9/ minutes @ =

?etween 9/(;0 minutes ;9 0 9 @

Total 5 0 candidates are selected $y the SSS!and / say

that a$ove >0 candidates are selected $y the SSS!%

1

10

335+

,elow 40

40 to /0

a,ove /0


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7 PERCENTAE OF 6IO7DATA

RE&ECTED


;0 @ =

;0(/0 9/ @

A$ove /0 = 5

Total 5


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7 MINIMUM H OF CANDIDATE

SELECTED IN T"E TELEP"ONIC

ROUND $IT"IN ONE MONT"


?elow ;0 / 0 no candidate is selected%

/

16.+

50

33.3

0

0

5

10

15

2025

30

35

40

45

50

,elow 40

40-60

60-/0

a,ove /0


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7 IS TELEP"ONIC INTER#IE$

SUFFICIENT TO &UDE T"E O#ER

ALL CAPA6ILITIES OF ACANDIDATE


,es 9; ?

2o 9>

Total 5


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LIMITATIONS OF T"E STUD!

9% +ace to face communication with the candidates applying for the *o$s was not

possi$le as all the interviews were conducted on the telephone itself%

;% Sample size was small so the findings cannot $e generalized%

5% Recruiters were reluctant to give sufficient information for the study%

F% Analysis of data o$tained from the )uestionnaires was done on the assumption

that the respondents gave correctinformation%


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CONCLUSION


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CONCLUSION

G

FINDINS OF T"E RESEARC"

CONCLUSION

SSS!% plays a very important and integral part in India companies $ecause in India%

0(>0 is contract positions and all the ma*or companies are totally dependent on

recruitment firms to provide suita$le candidates for the *o$s vacant% SSS!% aims to

provide )uality and cost efficient man(power in a timely manner%

It (SSS!) can *+roe t*e7to78re( 6, outsourcn ,our recrut*ent

+rocess to Recrutn &uncton (SSS!) co*+anes can et access to a 88

;ualt, o- can00ate +ool. E*+lo,n a lare nu*'er o- resources trannt8e* an0 *anan t8e* can consu*e a lot o- t8er t*e. SSS!can et

co*+anes 88 ;ualt, e*+lo,ees t8out an, 8assle o- searc8n -n0n

s8ort7lstn neotatn etc.

It HSSS! gives managers the time to focus on other core 1R activities( ',

outsourcn 0a,7to70a, recrut*ent acttes *anaers can ta1e out *ore

t*e -or stratec +lannn 0al, o+eratons e*+lo,ee retenton trann an0

lon7ter* +eo+le 0eelo+*ent ntates.


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FINDINS

Co**on *sta1es *a0e ', recruters:

Recruiters do not spend enough time tal"ing to the candidates% 'hey must

pro$e a candidate on the following points.

( Resume(pro*ect wise%

( Availa$ility# willingness commitment%

( 4hether they have any offers in hand%

( 4hether they have attended any interviews recently and how do they feel a$out the

same%

( Rate negotiations# should as" for current pay rate expected pay

rate% H2ever disclose how much we can offer%

Most of the recruiters do searches $ut titles(since every client have different

terminology for different roles# so recruiters should spend some time understanding

the re)uirement first%

Recruiters do not "eep information related to recruitment process handy%

Ciolation of time zones while calling%

4


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RECOMMADATION AND

SUESTION

5


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SUESTIONS

T+s to 'e a success-ul recruter:7

Spend time to understand the re)uirement

&ic" up right "eywords from the re)uirement for search

Judge candidate3s commitment level learn how to )ualify a candidate

Learn how to )ualify a candidate

?e fast(do not spend unnecessary time on a re)uirement

Learn to Multitas"

1ave clear understanding of the documentation and contracts

Develop good listening s"ills# negotiating s"ills and analytical s"ills

?e patient

As the interview with the candidates applying for the *o$s is conducted on the

telephone only so communication s"ills play a very ma*or role $ecause the

recruiter is communicating with a person who is from another country% 'herefore#there should $e no communication gaps%

36


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REFERENCE

ANNE/URE

T http.www%yahoo%com

T http.www%google%com

T http.www%monster%com

T http.www%sigmascs%com

T 1uman Resource Management $y !hha$ra '%2%

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A22EU-RE

8-ES'I


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Documents

2503. an Analysis of Recruitment and Selection Process at Sigma Supply Chain Solutions Pvt. Ltd.[Its]