2600. AN ANALYSIS OF RECRUITMENT AND SELECTION PROCESS AT HAVELLS.doc

7/24/2019 2600. AN ANALYSIS OF RECRUITMENT AND SELECTION PROCESS AT HAVELLS.doc

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RECRUITMENT&

SELECTION PROCESSAT HAVELLS

Final Project Report Submitted Towards The Partial

Fulfllment For Award O Post Graduate Diploma

in Manaement(2008-2010)

Submitted T Submitted !"

HR #EPARTMENT SHALINI$AN#%AL !USINESS SCHOOL O #ELHIS'i*i+,*d."'+i*

BUSINESSSCHOOLOFDELHI

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#ECLARATION

This is to certify that present thesis titled /Reuitme*t &

Seeti* Pe t H3e I*di Ltd+4is based on original

research and has not been submitted in part or whole for any

diploma or degree of any university. The works of other authors,

wherever they have been made use of in this study, have been

duly acknowledged at relevant places.

(SHALINI $AN#%AL)

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AC$NO%LE#5EMENT

One of the most pleasant aspects of writing an acknowledgement is the

opportunity to thank all those who have contributed to it.

Unfortunately, the list of expression of gratitude- no matter how

extensive is always incomplete and inadequate. his acknowledgement

is no exception.

!irst and foremost "#d like to thanks my advisor, $rofessor %r.

&a'esh, %r. $uneet (umar, %r. )i'ay *nand +ubey, $rof. %rs. ashpal

(aur &ooprai for all the stimulating advices and consistently strong

support. "t has been great pleasure of mine to work with and learn from

these extraordinary individuals. " wish to express my sincere gratitudeto my industry guide %r. &avi handran & ead, avells "ndia /td.,

" owe my deepest thanks to my family- my mother and father

who have always stood by me and guided me through my career, and

have pulled me through against impossible odds at times.

"t is impossible to remember all, and " apologi0e to those " have

inadvertently left out.

/astly, thank you all and thank 1od2

SHALINI $AN#%AL

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E6ECUTIVE SUMMAR7

As in case of any other functional area like marketing !ro"uction or

finance the #ork !ersonnel "e!artment has also to $e !lanne"% &lanning inthe !ersonnel area is mainly concerne" #ith crystalli'ing from #here the

right ty!e of !eo!le can $e secure" for future antici!ate" (acancies%

)an!o#er !lanning is the !rocess $y #hich management "etermines

ho# the organi'ation shoul" mo(e from its current man!o#er !osition to

its "esire" man!o#er !osition% *hrough !lanning management stri(es to

ha(e the right num$er an" the right kin"s of !eo!le at the right !laces at

the right time "oing things #hich result in the gro#th an" success of

$oth+ the organi'ation an" the in"i(i"ual% *he man!o#er !lanning is one of

the $asic ste!s in the recruitment an" selection !roce"ure%

,ecruitment an" Selection is the !rocess #herein the organi'ation fin"s

the $est can"i"ate among the (ast array of can"i"ates% *he function that

locates the sources #here from the re-uire" human resources can $e

a(aila$le an" to attract them to#ar"s the organi'ation is kno#n as

recruitment.

Selection can $e "efine" as the !rocess #herein the organi'ation has to

select a small lot of !eo!le #ho are useful to the organi'ation in terms of

their ca!a$ilities an" their -ualifications% *he main aim of organi'ation at

this stage is to ha(e a #ell+e-ui!!e" man!o#er efficient enough to han"le

all the tasks gracefully%

*his !ro.ect entitle" "Recruitment and Selection in Havells India Ltd.

aims at stu"ying the recruitment an" selection !roce"ure un"ertaken at

this e(er gro#ing organi'ation% *he !ro.ect gi(es a $rief i"ea as to ho# the

#hole !rocess #orks% E(ery organi'ation has "ifferent !olicies at times

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uni-ue an" it is (ery rare that the !olicy of one organi'ation matches to the

!olicies of another organi'ation%

It is true that the success of any organi'ation "e!en"s u!on the ol"

"ictum: right person for the right job % At the same time it is all the more

im!ortant to ha(e right an" teste" com$ination of recruitment an"

selection !olicies to attract select an" a!!oint a "esire" lot an" re!lenish

it from time to time%

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TABLE OF CONTENT

Ackno#le"gment

E/ecuti(e Summary

Intro"uction to the to!ic Intro"uction to the organi'ation

Im!ortance of the stu"y

Sco!e of stu"y

Literature ,e(ie#

,esearch )etho"ology

Data Analysis 0 Inter!retation

Conclusion

,ecommen"ation 0 Suggestion

,eferences


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IN*,ODUC*IONOF

,EC,UI*)EN*AND

SELEC*ION

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RECRUITMENT

,ecruitment an" selection are the most im!ortant functions in an

organi'ation $ecause #ith the hel! of these functions the management

selects the $est a(aila$le can"i"ate from a $atch of them% *heorgani'ations in this gro#ing com!etiti(e #orl" nee" to ha(e the $est of

the man!o#er so as to ha(e an e"ge o(er its com!etiti(e%

Accor"ing to Fli!!o "Recruitment is the process of searching for

prospective employees and stimulating and encouraging them to apply for

jobs in an organiation."

In the #or"s of 1o"er Recruitment is a process to discover the sources of

manpo!er to meet the reuirements of the staffing schedule and to employ

effective measured for attracting that manpo!er in adeuate numbers to

facilitate effective selection of an efficient !or#ing force."

*he recruitment nee"s can $e classifie" into+

&lanne"%

Antici!ate"%

Une/!ecte"%

&lanne" nee" arise from changes in the organi'ation an" retirement !olicy%

*hese occur "ue the e/!ecte" changes in the organi'ation so the

management can make a !ro!er !olicy for it%

Antici!ate" nee" refer to the mo(ements in !ersonnel #hich an

organi'ation can !re"ict $y stu"ying the tren"s in the internal an" e/ternal

en(ironments%

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,esignations "eaths acci"ents an" illness result in to the une/!ecte"

nee"s%

FEATURES:

,ecruitment is a !rocess or a series of acti(ities rather than a

single e(ent%

It is a linking acti(ity as it $rings together the em!loyers an"

em!loyees%

It is !ositi(e !rocess $ecause in this acti(ity the em!loyers

#ant to ha(e the ma/imum num$er of .o$ seekers so as to

ha(e a #i"er sco!e for choice ultimately lea"ing in s!otting

right !ersons for .o$%

It is an im!ortant function as it makes it !ossi$le to ac-uire the

num$er an" ty!e of !ersons re-uire" for the effecti(e

functioning of the organi'ation%

It is an on going function in all the organi'ations $ut the

(olume an" nature of recruitment (aries #ith the si'e nature

an" en(ironment of the organi'ation%

It is a com!le/ !rocess $ecause a num$er of factors affect it

++the nature of the .o$ offere" image of the organi'ation

organi'ational !olicies #orking con"itions etc%

SOURCES OF RECRUITMENT:

*he (arious sources of recruitment are +

Internal Sources2 Inclu"e+

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&resent Em!loyees #ho can $e transferre" or gi(en

!romotions%

*he retire" an" retrenche" em!loyees #ho #ant to return to

the com!any%

De!en"ents an" relati(es of the "ecease" an" "isa$le"

em!loyees%

E/ternal Sources2 Consist of+

&ress a"(ertisements%

Cam!us Inter(ie#s%

&lacement Agencies%

,ecommen"ations%

,ecruitment at factory gate%

Em!loyment E/changes%

During my short stint at Ha(ells In"ia Lt"% it #as o$ser(e" that the

recruitment nee" of Ha(ells In"ia Lt"% is "i(ersifie"% It nee"s !ersons

#ho ha(e kno#le"ge of use !rocessing of natural ingre"ients of

num$er of (arie" !ro"ucts technical kno#+ho# of latest in"ustrialtechnical kno#le"ge an" com!uter a!!lications to !harmaceutical

in"ustry to manual #orkers% Hence the recruitment an" selection

!roce"ure shoul" match the com!le/ities of the nee" an" at the same

shoul" commensurate #ith the com!le/ nee" of the organi'ation%

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SELECTION

Selection is the !rocess of choosing the $est can"i"ate out of the all the

a!!licants% In this !rocess rele(ant information a$out the

a!!licants is collecte" through a series of ste!s so as to

e(aluate their suita$ility for the .o$ to $e fille"%

It is the !rocess of matching the -ualifications #ith those re-uire" for the

.o$ so that the can"i"ate can $e entruste" #ith the task that matches #ith

his cre"i$ility%

It is a !rocess of #ee"ing out unsuita$le can"i"ates an" finally i"entifying

the most suita$le can"i"ates%

*his !rocess "i(i"es the can"i"ates into t#o categories+the suita$le ones

an" the unsuita$le ones% *he suita$le !eo!le !ro(e to $e the asset for the

organi'ation% Selection is a negati(e !rocess $ecause in this !rocess the

management tries to minimi'e the num$er of !eo!le at each ste! so that

the final "ecision can $e in the light of all the factors an" at the en" of it

$est can"i"ate is selecte"% Selecte" can"i"ate the has to !ass through the

follo#ing stages+

&reliminary Inter(ie#%

A!!lication Form%

Selection *est%

Selection Inter(ie#%

&hysical E/amination%

,eference Check%

Final A!!ro(al%

Em!loyment%

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$reliminary Intervie! is the initial screening "one to #ee" out the

un"esira$le can"i"ates% *his is mainly a sorting !rocess in #hich the

!ros!ecti(e can"i"ates are gi(en the necessary information a$out the

nature of the .o$ an" the organi'ation% Necessary information a$out the

can"i"ate is also taken% If the can"i"ate is foun" suita$le then he is

selecte" for further screening else he is "ro!!e"% *his stage sa(es the time

an" effort of $oth the com!any an" the can"i"ate% It a(oi"s unnecessary

#aiting for the can"i"ate an" #aste of money for further !rocessing of an

unsuita$le can"i"ate%

%pplication &orm is a tra"itional an" #i"ely use" "e(ice for collecting

information from can"i"ates% *his form asks the can"i"ates to fill u! the

necessary information regar"ing their $asic information like name

a""ress references "ate of $irth marital status e"ucational -ualifications

e/!erience salary structure in !re(ious organi'ation an" other such

information% *his form is of great hel! $ecause the scrutiny of this form

hel!s to #ee" out can"i"ate #ho are lacking in e"ucation e/!erience or

any other criterion !ro(i"e" $y the organi'ation% It also hel!s in

formulation of -uestions #hich #ill $e aske" in the inter(ie#% *hese forms

can also $e store" for future references thus maintaining a "ata$ank of the

a!!licants%

Selection 'estsare $eing increasingly use" in em!loyee selection% *ests

are sam!le of some as!ect of an in"i(i"ual3s attitu"es $eha(ior an"

!erformance% It also !ro(i"es a systematic $asis for com!aring t#o or

more !ersons% *he tests hel! to re"uce $ias in selection $y ser(ing as a

su!!lementary screening "e(ice% *hese are also hel!ful in $etter matching

of can"i"ate an" the .o$% *hese re(eal the -ualifications #hich remain

co(ere" in a!!lication form an" inter(ie#%

Selection Intervie! in(ol(es the interaction of the em!loyer an" the

em!loyee% Selection in(ol(es a !ersonal o$ser(ational an" face+to+face

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a!!raisal of can"i"ates for em!loyment% It is an essential element of the

selection !roce"ure% *he information o$taine" through a!!lication form

an" test can $e crosschecke" in the inter(ie#%

*he a!!licants #ho ha(e crosse" the a$o(e stages ha(e to go through

$hysical ()aminationeither $y the com!any3s !hysician or the me"ical

officer a!!ro(e" for the !ur!ose% *he main aim is to ensure that the

can"i"ate is !hysically fit to !erform the .o$% *hose #ho are foun"

!hysically unfit are re.ecte"%

*he ne/t stage marks of chec#ing the references% *he a!!licant is aske" to

mention in his a!!lication form the names an" a""resses of t#o or three

!erson #ho kno# him #ell% *he organi'ation contacts them $y mail or

tele!hone% *hey are re-ueste" to !ro(i"e their frank o!inion a$out the

can"i"ate #ithout incurring any

lia$ility% *he o!inion of the references can $e useful in .u"ging the future

$eha(ior an" !erformance of a can"i"ate%

*he e/ecuti(es of the concerne" "e!artments then finally approve the

can"i"ates short+liste" $y the human resource "e!artment% Em!loyment is

offere" in the form of an a!!ointment letter mentioning the !ost the rank

the salary gra"e the "ate $y #hich the can"i"ate shoul" .oin an" other

terms an" con"itions in $rief% A!!ointment is generally ma"e on a

!ro$ation of one or t#o years% After satisfactory !erformance "uring this

!erio" the can"i"ate is finally confirme" in the .o$ on !ermanent $asis or

regulari'e"%

Selection is an im!ortant function as no organi'ation can achie(e its goals

#ithout selecting right !ersons for the re-uire" .o$% Faulty selection lea"s

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to #astage of time an" money an" s!oils the en(ironment of an

organi'ation% Scientific selection an" !lacement of !ersonnel can go a long

#ay in $uil"ing u! a sta$le #orkforce% It hel!s to re"uce a$senteeism an"

la$our turno(er% &ro!er selection is hel!ful in increasing the efficiency an"

!ro"ucti(ity of the enter!rise%

IN*,ODUC*ION*O

OR5ANIATION

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INTRO#UCTION TO OR5NIATION

9R5 i te: td i*te;ti*; u m:*ie u*de *e

mm* e*tit"< *e mm* 3ii*+ 9R5 i t'e 'di*;m:*" = et'ie H3e> ;u: m:*ie< 'i'i*ude ? H3e> I*di< Cbtee I*di< St*dd Eeti

,EC,UI*)EN* &,OCESS

DE*E,)ININ4 )AN&O5E, ,E7UI,E)EN*

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A ,ecruitment analysis is con"ucte" "e!en"ing on the .o$ !rofile% A #ell+"esigne" an" com!rehensi(e recruitment analysis is in(alua$le to an

organi'ation8s #ell $eing% ,ecruitment analysis $asically ensures the

a(aila$ility of the right resources in the right !lace to match the future

organi'ational nee"s% ,ecruitment analysis can $e "efine" as the !rocess

of ensuring the right num$erof -ualifie" !eo!le into the right .o$ at the

right time to "eli(er the results in an efficient an" effecti(e manner%

,ecruitment is the !rocess of searching for an" attracting -ualifie"

can"i"ates to a!!ly for the !ositions that are a(aila$le% 5hether your

com!any is hea(ily recruiting or in the mi"st of a hiring free'e you shoul"

al#ays ha(e a recruiting !lan% &lans #ill (ary $ase" on hiring (olume an"

ty!e of !osition $ut you shoul" articulate a stan"ar" strategy of ho# you

recruit an" fill !ositions% A #ell+"efine" recruiting strategy #ill hel! ensure

that the right em!loyees are in !lace #hen nee"e"%

3!

E9ALUA*IN4

:SELEC*IN4


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*he o$.ecti(es are2

;% *o maintain the re-uire" -uantity an" -uality of human resources

re-uire"%

% *o !lan to meet organi'ational human resource nee"s at the time of

e/!ansion or "i(ersification%

?% *o make contingent !lans to han"le su""en re-uirements an" situations

of shortfall%

SOU,CIN4 ,ESU)ES2

*here (arious metho"s of recruiting are gi(en $elo#2

;% IN*E,NAL SOU,CES2 )any organi'ations try an" i"entify em!loyees

from #ithin the organi'ation to $e groome" to take on higher

res!onsi$ilities% Internal recruiting is $eneficial as #orkers kno# the

firm culture@ managers alrea"y kno# the #orkers an" the internal

a"(ancement can moti(ate the em!loyees% In to"ay8s technologicallya"(ance" #orl" many organi'ations "e!en" on their H,IS% Some of the

internal sources are2

a% o$ &ostings2 O!enings are !u$lishe" on $ulletin $oar"s

electronic or har" co!y or in lists a(aila$le to all

em!loyees% Intereste" em!loyees must re!ly #ithin a

s!ecifie" num$er of "ays an" they may or may not ha(e to

o$tain the consent of their imme"iate su!er(isors% *his is

the !rocess use" $y managers to !ro(i"e information a$out

.o$ o!enings to em!loyees%

$% Em!loyee ,eferrals2 Em!loyees #orking #ith an

organi'ation recommen" their frien"s or ac-uaintances for

(acant !ositions in the organi'ation% *his source is usually

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one of the most effecti(e an" relia$le metho"s of recruiting

$ecause many -ualifie" !eo!le es!ecially for the lo#er an"

mi""le management are reache" at a (ery lo# cost to the

com!any%

c% Contract )anagement2 *em!orary #orker !ools are create"

to meet out the une/!ecte" "eman" of the human resource

in the organi'ation%

"% &re(ious Em!loyees2 Organi'ations can recruit their

!re(ious em!loyees as they can !ro(e to $e relia$le as they

alrea"y kno# a$out the organi'ation !olicies an"

!roce"ures an" nee" not to $e traine" an" easily a".ust to

the en(ironment%


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least e/!ensi(e a!!roach as in this the .o$ seekers su$mit

unsolicite" a!!lication letters or resumes an" from em!loyees

!oint of (ie# #alk+ins are !refera$le as they are free from the

hassles associate" #ith other metho"s of recruitment% Direct

a!!lications are !articularly effecti(e in filling entry+le(el an"

unskille" (acancies some organi'ations com!ile !ools of

!otential em!loyees from "irect a!!lications for skille" !ositions%

c% Em!loyment Agencies2 Em!loyment agencies no# !ro(i"e

occu!ations for almost all le(els in an organi'ation% *hey are

$roa"ly classifie" into !u$lic or state agencies !ri(ate agencies

an" hea"hunters%

"% o$ Sites2 9arious .o$ sites like Naukri%com*imes

.o$s%com)onster%com etc come in (ery han"y in fin"ing

can"i"ates #ith the "esire" skills%

e% o$ fairs + o$ fairs ty!ically #ork $est for entry+le(el can"i"ates

$ut e(ents targeting "i(ersity an"=or s!ecialty careers e%g%

engineers can $e foun"%

f% Cor!orate 5e$ site + 5hen .o$ seekers are intereste" in a

com!any they #ill go "irectly to that com!any3s 5e$ site to

con"uct research an"=or look for a(aila$le .o$s% )ake sure your

5e$ site3s .o$ section makes it easy to fin" an" a!!ly for .o$s%

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SHORT ? LISTIN5K

S't iti*; i t'e t*iti* :'e betee* euitme*t

*d eeti*+ It i t'e t;e 'ee t'e tt *umbe =

::i*t i edued t eet t'e ;u: t'e em:"e

i'e t " * t t'e eeti* :'e+ S't iti*; m"

m:ie = e3e t;e de:e*di*; * t'e *umbe =

::iti* eei3ed< t'e m:eBit" = t'e b

e@uieme*t *d :'ititi* = t'e eeti* :e

ued b" t'e ;*iDti*+ S't iti*; m:ie =K

;% NO5LED4E OF )A*CHIN4 C98s2 First of all the can"i"ates are short

liste" on the $asis of matching the C98s% *he C98s or curriculum (itae

are uni(ersally use" an" their form is stan"ar"i'e"%

*y!ically a C9 com!rises of2

E(i"ence of Skills A$ilities an" Achie(ements

Em!loyment History

E/!erience

E"ucation

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Any mem$er of staff #ho may !re.u"ice the outcome shoul" $e

e/clu"e" from short listing%

Short listing shoul" al#ays $e carrie" out using the !erson s!ecification

so that a!!lications can $e measure" an" assesse" against criteria an" $e

ma"e on the $asis of fact an" not assum!tions%

*he use of short+listing form is recommen"e"% *he short+listing !anel to

recor" in"i(i"ual assessment of each can"i"ate an" !ro(i"e fee"$ack can

use short+listing form%

Short+listing form must $e use" at the inter(ie# stage% Short+listing

"ecisions must $e $ase" only on the information containe" in the

a!!lication form an" any other su!!orting information su!!lie" $y the

can"i"ate% Irrele(ant information in the a!!lication form shoul" $e

"isregar"e"%

*he attri$utes in the !erson s!ecification must $e consistently a!!lie"

to all can"i"ates irres!ecti(e of their gen"er ethnic origin age socio+

economic $ackgroun" "isa$ility religious or !olitical $eliefs family

circumstances se/ual orientation or other irrele(ant factors%

Some information can only $e "etermine" at inter(ie# stage or as grou!

e/ercises !resentation tests etc%

After in"i(i"ual assessment of each a!!lication "ecision of #hom to

short list must $e taken%

Once a short list has $een "ra#n u! can"i"ates shoul" $e in(ite" for

inter(ie#% In the short listing of can"i"ates the follo#ing things shoul" $e

ke!t in min"2

o

E(i"ence of skills a$ilities an" achie(ements that match thecriteria that ha(e $een s!ecifie" as essential for the .o$ as closely

as !ossi$le%

o Consistency of em!loyment look for

une/!laine" ga!s%

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o 7ualifications com!ati$le #ith the "ates

gi(en%

o E(i"ence of career "e(elo!ment%

o E(i"ence of in"ustry kno#le"ge%

o &re(ious em!loyer%

FIL*E,IN42

Filtering techni-ues are use" to re"uce the num$er of a!!licants an" also

gather rele(ant information nee"e" $efore con"ucting the inter(ie#%

Filtering techni-ues in(ol(e "ifferent metho"s such as2

no#le"ge Base" Filtering

Skill Base" Filtering

NO5LED4E BASED FIL*E,IN42 *his metho" is use"

#hen the num$er of a!!lications is more like in Cam!us recruitment% *he

e(aluation is "one $ase" on can"i"ate8s aca"emic -ualification !ercentage

of marks score" an" e/!erience le(el or through sim!le #ritten tests%

SILL BASED FIL*E,IN42 *he tasks an" skills that may $e

assesse" using simulation e/ercises are (arie"% Different ty!es of

simulation e/ercise inclu"e2

In+trays2 In+trays or in+$askets in(ol(e #orking from

the contents of a manager8s in+tray #hich ty!ically consist of

letters memos an" $ackgroun" information% 1ou may $e aske" to

"eal #ith !a!er#ork an" make "ecisions $alancing the (olume of

#ork against a tight sche"ule%

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*est of !ro"ucti(e thinking2 *he tests look at the

(olume "i(ersity an" originality of your i"eas% 1ou are !resente"

#ith o!en+en"e" -uestions relating to (arious !ro$lems an"

situations an" are aske" to generate res!onses #ithin a time limit%

4rou! e/ercises2 4rou! e/ercises are time"

"iscussions #here a grou! of !artici!ants #ork together to tackle

a #ork+relate" !ro$lem% Sometimes you are gi(en a !articular role

#ithin a team for e/am!le the sales manager or !ersonnel

manager% *here #oul" $e assessors #ho are not looking for right

or #rong ans#ers $ut for ho# you interact #ith your colleagues

#ithin the team%

&resentation2 1ou may $e aske" to make a formal

!resentation to a num$er of assessors either on a to!ic gi(en in

a"(ance or in some cases to inter!ret an" analy'e gi(en

information an" !resent a case to su!!ort a "ecision%

Fact+Fin"ing E/ercises2 In a fact+fin"ing e/ercise you

may $e aske" to reach a "estination starting from only a !artialkno#le"ge% 1our task is to "eci"e #hat a""itional information you

nee" to make the "ecision an" sometimes also to -uestion the

assessor to o$tain this information%

,ole+&lays2 In a role+!lay you are gi(en a !articular

role to assume for a certain task% *he task #ill in(ol(e "ealing #ith

a role !layer in a certain #ay an" there #ill $e an assessor

#atching the role+!lay%

Social E(ents2 From the moment you re!ort to

rece!tion until you lea(e !artici!ant #ill $e un"er scrutiny as !art

of the selection !roce"ure 6 so the #ay he $eha(es at all times is

im!ortant% He #ill $e e/!ecte" to co!e #ith general sociali'ing

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amongst other can"i"ates as #ell as #ith the management an" #ill

$e o$ser(e" at meal times% *his gi(es an o!!ortunity to fin" out as

much informally a$out the organi'ation as he can%

A$ility *ests2 A$ility tests attem!t to measure

a#areness kno#le"ge an" other such as!ects% *hey also measure

sim!le skills like !ro$lem sol(ing% Each test is !resente" un"er

e/am con"itions #ith a strict time limit% Em!loyers use a!titu"e

test either as a small !art of the inter(ie#ing !rocess or to

"etermine #hom they #ill inter(ie# i%e% those #ho achie(e a certain

mark% *ests are of "ifferent ty!es like Language Usage S!elling

Numerical A$ility ,easoning etc%

IN*E,9IE5IN42

An inter(ie# is a !roce"ure "esigne" to o$tain information from a !erson8s

oral res!onses to oral en-uiries% Inter(ie# is $y far the most #i"ely use"

!ersonnel selection !roce"ure% *he inter(ie# is the focal !oint of the

recruiting !rocess% &art of the selection !rocess usually the final !ortion of

an e/amination for the !ur!ose of e(aluating e"ucation e/!erience an"

!ersonal -ualifications of the can"i"ates also kno#n as oral inter(ie#% It is a

meeting $et#een an eligi$le an" an a!!ointing !o#er in or"er to "iscuss

a!!ointment to a s!ecific (acancy%

An inter(ie# is a con(ersation $et#een t#o or more !eo!le #here -uestions

are aske" to o$tain information from the inter(ie#ee% Inter(ie#s can $e

"i(i"e" into t#o rough ty!es inter(ie#s of assessment an" inter(ie#s for

information%

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ASSESS)EN*

*he most common ty!e of inter(ie# for assessment is a .o$ inter(ie#

$et#een an em!loyeran" an a!!licant% *he goal of such an inter(ie# is to

assess a !otential em!loyee to see if he=she has the social skills an"

intelligence suita$le for the #ork!lace% Similar inter(ie#s are also use" for

a"missions to schools allotment of grants an" other areas% In most

"e(elo!e" countries rules an" regulations go(ern #hat can $e aske" in

these inter(ie#s%

Highly !ersonal -uestions an" those unrelate" to the .o$ at han" are

for$i""en as are -uestions #hich in(ite "iscrimination "o you !lan to

start a familyG% Ho#e(er some inter(ie#ers ten" to ask such -uestions in

or"er to see ho# the inter(ie#ee reacts an" if s he is a$le to elegantly

a(ert the -uestion% Such inter(ie#s can $e $rief fifteen+minute affairs or

they can stretch for many hours e(en o(er a series of "ays% Another

im!ortant ty!e of inter(ie# is the !sychological one that can $e "i(i"e" into

three forms2 structure" semi+structure" an" non+structure"%

INFO,)A*ION

*hese inter(ie#s are use" $y .ournalists la# enforcement an" !ri(ate

in(estigators% A recent technological tren" in .ournalism inter(ie#ing has

$een the rise of e+mailinter(ie#s% *hese inter(ie#s "iffer from tra"itional

tele!honean" face+to+face inter(ie#s in that inter(ie#ees can ha(e more

time to formulate a #ritten res!onse%

A goo" inter(ie# results from

&ro!er !re!aration%

I"entifying the can"i"ate8s a$ilities

$efore "iscussing the !osition%

Asking a series of o!en 6 en"e"

-uestions%

E(aluating inter(ie#ing results%

4
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4oo" inter(ie# -uestions start #ith .o$ "escri!tion analysis%*he .o$

"escri!tion inclu"es tasks res!onsi$ilities an" re-uirements% *hose #ho

currently !erform the .o$ shoul" create it% *his #ill re"uce the inaccuracies

an" increase the inter(ie#er8s a#areness of the actual .o$ "uties% It shoul"

further2

Determine the com!etencies

nee"e" for successful !erformance in the .o$ an" then rank them

res!ecti(ely%

&re!are -uestions hat measure

each "efine" com!etency%

Esta$lish an e(aluation metho" for

the results%

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*HE O9E,ALL IN*E,9IE5 &,OCESS

*HE &,E 6 IN*E,9IE5 &,E&A,A*O,1 &HASE2 *he !re 6 inter(ie# !hase

inclu"es fe# things to $e "one for ensuring effecti(eness of the total

o!eration so as to a(oi" any mistakes #hich a"(ersely affects the #hole

inter(ie# !rocess% It states2

Use the "ata of .o$ analysis

to "etermine the re-uirements for effecti(e !erformance of the .o$

4"

*HE &OS* IN*E,9IE5 ASSESS)EN* AND

DECISION &HASE


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an" the criteria $y #hich these may $e i"entifie" an" assesse"%

*hese "ata !ro(i"e the foun"ation for the #hole selection

!rocess%

Determine acce!ta$le entry

le(els for ne# staff (is + a (is the .o$ re-uirements for fully

effecti(e !erformance%

Use other tests an"

information to su!!lement the e(i"ence !ro(i"e" $y the

inter(ie#% Any other selection metho"s use" nee" to $e (ali"ate"

i%e% sho#n to im!ro(e the !re"icti(e -uality of the !rocess%

Deci"e the !anel of

inter(ie#ers% 5hen an inter(ie# $oar" is use" the mem$ershi!

shoul" $e the smallest num$er necessary to fulfill the task%

&ay !articular attention to

all+im!ortant en(ironmental "etails such as time !lace an"

setting to ena$le can"i"ates to feel as comforta$le as !ossi$le%

&ro"uce a co(erage !lan

"esigne" to !ro(i"e the ma/imum !ossi$le significant

information%

5hen inter(ie# $oar"s are

hel" "iscuss an" agree the o$.ecti(es criteria the co(erage !lan

an" the areas that each $oar" mem$er #ill co(er%

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*HE IN*E,9IE52

*he inter(ie# !rocess shoul"2

Concentrate initially on

esta$lishing a sym!athetic !ro"ucti(e atmos!here to encourage

can"i"ates to talk freely%

Begin #ith intro"uction an"

a $rief e/!lanation of the !ur!ose an" sco!e of the inter(ie#%

Follo# the $roa"

chronological systematic co(erage !lan throughout in or"er to

ensure a com!rehensi(e co(erage% De(iations are likely to create

ga!s in the information o$taine"%

In $oar" inter(ie#s arrange

for each inter(ie#er to inter(ie# in turn%

&ay utmost attention to the

form of -uestion i%e%2

Concentrate on ac-uiring as much

e(i"ence as !ossi$le of !otential a$ility to "o the

re-uire" .o$ $ase" on the facts of !ast $eha(ior an"

achie(ements%

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In general a(oi" hy!othetical

-uestions es!ecially those #hich ha(e no $earing on

the .o$% *hey can only !ro"uce hy!othetical ans#ers%

Use a sim!le o!en -uestion form

#hich "oes not im!ly ans#ers%

Be constantly alert to !ossi$le

effects of the inter(ie#ee8s non+(er$al $eha(ior an" manner an"

!ossi$ility of misinter!retation of intentions $y can"i"ates% Be a

little sym!athetic an" a(oi" e/tremes of col"ness%

&lace information in !ers!ecti(e%

&OS* 6 IN*E,9IE5 ASSESS)EN* AND DECISION2

)ore often than not there are more can"i"ates than (acancies% *he

selectors shoul" assess the suita$ility of each in"i(i"ual can"i"ate

instea" of com!aring the merits of can"i"ates% It shoul"2

Systematically assess the

e(i"ence o$taine" in the light of the .o$ re-uirements%

In assessing e(i"ence

concentrate on soli" facts of !ast $eha(ior as in"icators of

moti(ation attitu"es (alues !ersonal -ualities an" a$ilities an" in

sum of !otential to "o the .o$% *here is a little correlation $et#een

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the $eha(ior an" likely $eha(ior in the actual en(ironment an"

con"itions of #ork%

In the assessment !rocess take

account of all a(aila$le e(i"ence% *he "ocuments are (ery useful

#hen #ritten $y the authorities com!etent to confirm the facts of

!ast !erformance% *hey are of much more "ou$tful (alue #hen they

!ur!ort to assess suita$ility for em!loyment $ecause of the

likelihoo" of $ias an" the #riter8s !ro$a$le lack of "irect kno#le"ge

of the .o$ re-uirements%

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E9ALUA*ION AND SELEC*ION2

Continual monitoring of your recruiting !rocess #ill lea" to $etter hires%

5hen you i"entify an issue in your !rocess a".ust your !rograms

accor"ingly% In a""ition to tracking tra"itional metrics such as time+to+fill

an" cost+!er+hire make sure you take into account #ays to measure some

of the intangi$le metrics such as -uality of hire an" retention% ee!ing

track of your recruiting an" retention successes an" challenges #ill hel!

you fine tune your !rogram into an effecti(e an" efficient hiring system that

your #hole com!any can em$race%

E(aluation re-uires a total com!rehension of the .o$ an" of the can"i"ate

an" of their relationshi! to each other% A (ery im!ortant conce!t that the

recruiter shoul" $e a#are of at the time of e(aluation an" selection is that

of Ba" ,ecruitment% 5hile "oing a recruitment it shoul" al#ays $e ke!t

in min" that it "oes not turn out to $e a $a" recruitment%

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,ecruitment &roce"ure

Ste!;%*he first roun" of inter(ie# is con"ucte" $y a !anel com!rising of mem$ers this is mainly the technical roun" #here the can"i"ates o(erall

kno#le"ge an" e/!ertise are .u"ge"%

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Ste!%*he Cor!orate Office Noi"a after con"ucting a reference check

generates a!!ointment letters an" "is!atches the same%

Ste!M%*he selecte" can"i"ates are e/!ecte" to .oin the organi'ation #ithin

;"ays of recei(ing the a!!ointment letter% *hey are re-uire" to un"ergo a

com!lete me"ical check+u! $efore .oining Ha(ells In"ia Lt"% an" su$mit a

co!y of the same at the time of .oining%

HU)AN ,ESOU,CE INFO,)A*ION S1S*E) H,IS

Human ,esource Information System or Human ,esource )anagement

Systems H,)S sha!es an intersection $et#een Human resource

management H,) an" information technology% It merges H,) as a

"isci!line an" in !articular it8s $asic H, acti(ities an" !rocesses #ith the

information technology fiel"% It is a systematic !roce"ure for collecting

storing maintaining an" (ali"ating "ata nee"e" $y an organi'ation a$out

its human resources !ersonnel acti(ities an" organi'ation unit

characteristics%

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H,IS is a fast gro#ing area of H, "ue to the technology "ri(en culture #e

li(e in% H,IS are soft#are systems that are "esigne" to make the !rocess of

H, recor" kee!ing much more effecti(e an" efficient% *he systems are

create" to hol" em!loyee information an" they can s!an from .ust !ayroll

systems to $roa" relational "ata$ases that hol" a (ariety of em!loyment

information% A key $enefit to com!uteri'e" recor"s is the a$ility to run

re!orts an" connect "ata% In a com!any #ithout a formal H,IS system

you3ll fin" H, !rofessionals utili'ing Access E/cel or manual filing

systems to track an" maintain the nee"e" information concerning

em!loyees%

*ra"itionally human resources "e!artments relie" on multi!le !rograms in

each "e!artment% An H,IS integrates all of these !rograms through a

common "ata$ase an" single+user interface% An H,IS com$ines se!arate

H, systems into a centrali'e" "ata$ase that !erforms the ma.ority of H,

transactions%

,ole of Human ,esource Information System

H,IS is a much more "ynamic conce!t than the tra"itional !ersonnel

function in an organi'ation #hich has multi!le functions since it not only

"oes it "eal #ith the !ro$lems of a"ministering the !ersonnel functions $ut

also hel!s the organi'ation in se(eral #ays as un"er2

;% &ro(i"ing su!!ort to other systems 6 Su!!orti(e ,ole


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>% )anagement of Human ,esources 6 )anagerial ,ole

?% De(elo!ing Com!etencies of (arious kin"s 6 De(elo!mental ,ole

% Catering the !rocess nee"s 6 &rocess ,ole

O$.ecti(es of H,IS 2

;% *o offer an a"e-uate com!rehensi(e an" on+going information

system a$out !eo!le an" .o$s in a centrali'e" an" accessi$le location%


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?% *raining Information

% &erformance a!!raisal Information

M% &ayroll Information

Com!onents of an H,IS

An H,IS is a system #ith M $asic com!onents2

;% Data$ase

% Data )aintenance

?% Information ,etrie(al

% Human ,esource Information Center

M% Out!ut

Data$ase

Data$ase is one of the ma.or com!onents of an H,IS% It refers to the

centrali'e" system #hich stores manages an" maintains the information

relate" o (arious elements such as maintaining the em!loyee !rofile

kee!ing the track of all human resource relate" acti(ities or maintaining the

recor" of "ay to "ay acti(ities to facilitate the transfer access to "ata

integration of "ata%

In!ut

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*he in!ut function enters the !ersonnel information into the H,IS% In the

!ast "ata entry #as often the only #ay% *o"ay scanning technology allo#s

com!uters to scan an" store the actual image of an original "ocument

inclu"ing signatures an" han"#ritten notes%

Data )aintenance

After the "ata has $een entere" into the information system the "ata

maintenance function u!"ates an" a""s the ne# "ata to the "ata$ase% In

the tra"itional #ay of "ata entry an" maintenance clerks "o this manually@

they file !a!er "ocuments an" make the a!!ro!riate entries in the files%

Com!uteri'e" systems accom!lish this function accurately an" ra!i"ly

often making the ne# "ata a(aila$le only secon"s after $eing in!ut% *his

area is going ra!i"ly to allo# for electronic storage an" #orkflo#

management%

Information ,etrie(al

One of the most im!ortant uses of the centrali'e" system of H,IS is the

faster access to the information% An information system al#ays hel!s in an

accurate an" the faster retrie(al of the information as "esire" $y the user%

*he information store" can $e retrie(e" at any !oint of time as an" #hen

nee" arises%

Human ,esource Information Center

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Human ,esource Information Center H,IC refers to the staff res!onsi$le

for "ay 6 to 6"ay acti(ities of the H,IS an" #ho are su$.ect matter e/!erts%

Follo#ing is the list of functional "uties !erforme" $y H,IC team "uring the

im!lementation of Human ,esource Information System2

&re!aring "ata for entry into the system

E"iting the "ata

Han"ling re-uest for information

Distri$ution of out!ut to users

De(elo!ing the s!ecification for system change

Integrity of "ata elements

H,IS routine "ata a"ministrationetc

Out!ut

*he most (alua$le function of H,IS is the out!ut generate"% *o generate

(alua$le out!ut for com!uters users H,IS must !rocess that out!ut make

necessary calculations an" then format the !resentation in a #ay that

users can un"erstan"%

Nee" for H,IS

5ith the ra!i" a"(ances in Information *echnology a tighter la$or market

#ith higher recruitment an" retention efforts $y em!loyers together #ith an

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increasing mo$ile #orkforce in a glo$al market !lace the face of the

Human ,esource function has change" fore(er% All these influences

re!resent $oth challenges an" o!!ortunities for all management functions

an" es!ecially for Human ,esources #ith em!loyees8 skills an"

kno#le"ge $ecoming the key factor to success in to"ay8s (ery com!etiti(e

market!lace%

In to"ay8s $usiness en(ironment the H, functions must not only $e

focuse" on the #ork !lace $ut also the market !lace an" linke" "irectly to

the core $usiness strategy% In or"er to achie(e this the H, "e!artment

shoul" $e an integrate" unit #ithin the $usiness an" therefore centrali'e"%

Nee" For Change

*here are se(eral (ery im!ortant reasons for regularly re(ie#ing your

current system #ith #hat is a(aila$le in the soft#are market!lace% First an"

foremost2 cash the $ottom line% 5hen #as the last time anyone in your

com!any ha" taken a har" look at the costs associate" #ith your current

H, soft#areG Ho# much time is s!ent maintaining !ersonnel recor"s

recor"ing time running an" correcting !ayrolls maintaining training an"

succession files etcG Ho# much money an" resources are $eing use" to

!ull information from multi!le "ata$ases or con(erting "ata in or"er to run

re!ortsG Ho# many "ou$le an" tri!le entries are $eing ma"e .ust to

!reser(e the integrity of multi!le systems an" "ata$asesG *hese are .ust a

fe# -uestions that !ro$a$ly aren8t $eing aske" or ans#ere"%

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A com!any coul" attain cost sa(ings if timely information #as a(aila$le

throughout the organi'ation% A real time integrate" H, system coul" hel!

you s!ot costly negati(e cash flo#s such as high+targete" turno(er high

le(els of a$senteeism #ithin certain $usiness units an" lo# retention%

Com!any+#i"e re!orting through an integrate" H,IS system can ena$le

managers to !roacti(ely a".ust !olicy to a(oi" these un#ante" e/!enses%

*racking an" managing em!loyees training an" "e(elo!ment on a single

system allo#s the com!any to internally !romote an" fill (acancies

internally further re"ucing recruitment e/!enses% By integrating e/ternal

recruitment !osition re-uirements can $e matche" #ith a!!licant8s

-ualifications also re"ucing costs through "ecrease" turno(er%

Do#nloa"ing !ayroll results an" other cash flo#s out of !ayroll into

accounting can $e automatic through an integrate" system% *his only a

$rief re(ie# of cost sa(ings that can $e achie(e" though an integrate" H,

system%

Selection &rocess

Selecting H,IS soft#are can a!!ear to $e a relati(ely am$iguous !rocess

to "ecision makers as the information is al#ays fa(ora$ly ske#e" from

soft#are (en"ors %By taking a fe# ste!s $efore inter(ie#ing (en"ors you

can accurately o$tain com!any+s!ecific information% Before choosing H,IS

the follo#ing !oints must $e consi"ere" $y the com!any%

Benefits

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Ho# #ill our organi'ation $enefit from a ne# H,IS systemG

5hat are the risks associate" #ith im!lementing ne# H,IS

soft#areG

5hat are the risks associate" #ith "eci"ing to continue to o!erate as

$eforeG

Financial As!ects

Ho# much (alue #ill this soft#are a"" to our organi'ation an" #hat

are !otential sa(ingsG

Ho# "o the ne#ly gaine" $enefits com!are to the o(erall

in(estmentG

5hat are the risks associate" #ith "eci"ing to continue to o!erate as

$eforeG

Ho# much money is $eing #aste" on o!!ortunity costs associate"

#ith the current H, soft#areG

*rack ,ecor"s

5hich an" ho# many other com!anies #ithin our in"ustry use this

soft#areG 5hat is their satisfaction le(elG

Ho# e/!erience" are the consulting firms in the in"ustryG

Internal ,esources

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Ho# resistant are users to changeG

Ho# can I form a "e"icate" !ro.ect teamG

Ho# long #ill it take for users to $e self+sufficientG

*he Future

5hich an" ho# many other com!anies #ithin our in"ustry use this

soft#areG 5hat is their satisfaction le(elG

Ho# much (alue #ill this soft#are a"" to our organi'ation an" #hat

are !otential sa(ingsG

Ho# "o the ne#ly gaine" $enefits com!are to the o(erall

in(estmentG

5hat are the risks associate" #ith the "eci"ing to continue to

o!erate as $eforeG

Ho# much money is $eing #aste" on o!!ortunity costs associate"

#ith the current H, soft#areG

*here is al#ays some "egree of uncertainty #hen it comes to selecting a

!ro(i"er for your H,IS system $ut there are #ays to re"uce this

uncertainty% By i"entifying s!ecific nee"s of a ne# system un"erstan"ing

the $arriers to making the $est "ecision an" taking measures to o(ercome

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these $arriers your com!any can $etter un"erstan" the !rocess an"

re"uce this uncertainty%

H,IS &ractices A* HA9ELLS INDIA L*D%

At Ha(ells In"ia Lt"% a (ery tra"itional a!!roach of maintaining H,IS is

follo#e"% *he organi'ation "oes not make use of any s!ecial soft#are for

this !ur!ose% Ha(ells In"ia Lt"% uses )icrosoft+e/cel for maintaining all its

H,IS an" at !resent "oes not ha(e any centrali'e" information system in

the organi'ation%

*he H, "e!artment circulates ,ole Summary Sheets=&erformance

A!!raisal forms to all the em!loyees of the organi'ation irres!ecti(e of

their !ro.ect an" ca"re% ,ole Summary sheets are circulate" once in e(ery

si/ months #hereas the A!!raisal is "one only once a year% *hese sheets

are fille" $y the em!loyees of all "e!artments an" sent $ack to the H, for

u!"ating its H,IS%

One main master "ocument is !re!are" in E/cel an" any ty!e of

information that the organi'ation nee"s can $e generate" or retrie(e" from

it%

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&ro$lems In *he Current System

*he current !ractice of maintaining em!loyee recor"s in e/cel has the

follo#ing "isa"(antages2

;% Lack of !ro!er #orkflo# in the organi'ation

% Im!ro!er han"ling of the information

?% *ra"itional #ay of generating the re!orts

% Longer time to retrie(e "ata

M% *he entire !rocess of circulating ,ole Summary Sheets=&erformance

A!!raisal Form in all "e!artments collecting them@ in itself takes

(ery long% *he entire e/ercise takes almost a month an" #ithin this

"uration there are fresh .oinings resignations an" transfers% Hence

the "ata is not (ery relia$le%

5O, &,OFILE

)y role inclu"e" "o#nloa"ing !rofiles from Naukri%com an" initial

screening of the C98s%

*hen getting these !rofiles short liste" from the concerne" hea" of

the "e!artment%

Lining u! short liste" can"i"ates for all le(els of inter(ie# i%e% for the

first secon" an" the final roun"%

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Coor"inating inter(ie#s #ith the !anelist as #ell as the can"i"ates

#ith regar"s to the timing "ate an" !lace of the inter(ie#%

&re!aring "etaile" Syno!sis $efore the inter(ie# for the consultation

of the inter(ie#er !anelists%

&re!aring )IS of the selecte" can"i"ates to $e sent for a!!ro(al to

Cor!orate Office Noi"a%

Also !re!aring )IS format of the selecte" can"i"ates to $e sent to

the 9&+ H,%

As soon as the a!!ro(al is sent $y the Noi"a Office communicating

to the can"i"ates to sen" their current organi'ation8s a!!ointment

letter an" salary sli! for further !rocessing%

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RESEARCHMETHODOLOGY

#


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RESEARCH DESIGN

Decision regarding !a"# !ere# !o# !en# !o $%c!# &' !a" $eans

concerning an in(%ir' in a researc! design) I" is "!e arrange$en" o* condi"ions *or

co++ec"ion *or co++ec"ion o* da"a in a $anner "!a" ai$s "o co$&ine re+e,ance "o "!e

researc! -%r-ose i"! econo$' in -roced%re) T!e -+an is "!e o,era++ sc!e$e or

-rogra$ o* researc!) In o"!er ords# sc!e$e or s"ra"eg' i$-+ies !o "!e

researc! on o&.ec"i,es i++ &e reac!ed and !o "!e -ro&+e$s in "!e researc! can

&e "ac/+ed) Researc! re+a"ed "o !%$an &e!a,ior is a s's"e$a"ic design#

co++ec"ion# and ana+'sis# re-or"ing o* da"a and *inding re+e,an" si"%a"ions "o "!e

-ro&+e$s *aced &' "!e co$-an')

In s!or" "!e s"%d' endea,ors "o descri&e 0Recr%i"$en" and Se+ec"ion1 si"%a"ion

-re,ai+ing a" Ha,e++s India L"d)# Sec"or234# Noida i"! "!e !e+- o* "!e o-inions

c!eris!ed &' "!e res-onden"s)

Researc! Me"!odo+og'

T!e (%es"ionnaires ere -re-ared *or "!e e$-+o'ees "o /no "!eir o-inion a&o%"

"!e recr%i"$en" and se+ec"ion -rocess o* "!e co$-an' and "!e *ie+d *or$ ere

co++ec"ed and ana+'5ed)

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So%rces o* da"a:

Pri$ar' Da"a2 are "!ose !ic! are co++ec"ed *or "!e *irs" "i$e *or a cer"ain

in,es"iga"ion) T!ese are origina+ and essen"ia+ ra da"a) No do%&" "!is is ,er'

"i$e cons%$ing &%" ne,er"!e+ess# "!e res%+"s are acc%ra"e and re+ia&+e) In "!e

s"%d'# "!e -ri$ar' da"a is co++ec"ed "!ro%g! sc!ed%+es) Sc!ed%+es $a' &e

de*ined as a Per*or$a "!a" con"ains a se" o* (%es"ions# !ic! are as/ed and *i++ed

&' "!e in"er,ieers in *ace "o *ace si"%a"ion)

Secondar' Da"a: are "!ose in*or$a"ion or *ac"s a+read' co++ec"ed) S%c! da"a are

co++ec"ed i"! "!e o&.ec"i,e o* %nders"anding "!e -as" s"a"%s o* an' ,aria&+e)

S"%d' !a,e &een %nder"a/en &' co++ec"ing "!e -%&+is!ed da"a a&o%" -ro*i+e o* "!e

co$-an'# i"s recr%i"$en" and Se+ec"ion -rocess)

Da"a Co++ec"ion:

6!en -+anning as co$-+e"ed# "!e s%r,e' $o,ed in"o "!e *ie+d and %nder"oo/

"!e *ie+dor/ "!a" is dis"ri&%"ion and co++ec"ion o* *ac"s) T!e "o"a+ n%$&ers o*

(%es"ionnaires dis"ri&%"ed ere 73 o%" o* !ic! on+' 78 ere considered *or

ana+'sis# *e ere no" considered d%e "o inco$-+e"e da"a en"r' and *e

(%es"ionnaires ere no" *i++ed)

Sa$-+e Design:

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T'-e o* %ni,erse: "!e %ni,erse !as a *ini"e n%$&er o* res-onden"9s i)e)73 !o are

in,o+,ed in "!e recr%i"$en" and U)P) Se+ec"ion -rocess and or/s on+' *or "!eir

Ha,e++s India L"d)

Sa$-+ing %ni": "!e sa$-+ing %ni" is "!e indi,id%a+ or/er o* Ha,e++s India L"d)

Si5e o* "!e sa$-+e: "!e sa$-+e consis"ed o* 78 e$-+o'ees)

Sa$-+ing Proced%re: Non -ro&a&i+i"' sa$-+ing is %sed in "!e -roced%re o* "!e

researc!) In !ic! "!e -ro&a&i+i"' o* %ni" se+ec"ion is %n/non a" an' s"age o* "!e

se+ec"ion -rocess and "!e se+ec"ion o* %ni" is &ased on "!e .%dg$en" o* "!e

researc!er as se+ec"ed)

T!e $e"!od %sed as -%r-osi,e sa$-+ing) T!ese "er$ $eans se+ec"ion &'

design &' c!oice and no" &' c!ance) T!e sa$-+e as c!osen !ic! as

"!o%g!" "o &e "'-ica+ o* "!e %ni,erse i"! regard "o "!e c!arac"eris"ic %nder

in,es"iga"ion)

S%c! "'-e o* sa$-+ing as -ossi&+e &eca%se o* $' g%ide !o a+read' !ad "!e

necessar' re(%ired /no+edge a&o%" "!e s"a** "!a" $ade i" easier "o recogni5e

"'-ica+ i"e$s in "!e %ni,erse)

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CONCLUSION

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CONCLUSION&

IN#IN5S O THE RESEARCH

CONCLUSION

Ha(ells In"ia Lt"% !lays a (ery im!ortant an" integral !art in In"iacom!anies $ecause in In"ia% +PQ is contract !ositions an" all the ma.orcom!anies are totally "e!en"ent on recruitment firms to !ro(i"e suita$lecan"i"ates for the .o$s (acant% Ha(ells In"ia Lt"% aims to !ro(i"e -ualityan" cost efficient man+!o#er in a timely manner%

It Ha(ells In"ia Lt"% can im!ro(e time+to+hire+ By outsourcing your

recruitment !rocess to ,ecruiting unction Ha(ells In"ia Lt"%com!anies can get access to a high -uality of can"i"ate !ool%

Em!loying a large num$er of resources training them an" managingthem can consume a lot of their time% Ha(ells In"ia Lt"% can getcom!anies high -uality em!loyees #ithout any hassle of searchingfin"ing short+listing negotiating etc%

I" ;Ha,e++s India L"d)< gi,es $anagers "!e "i$e "o *oc%s on o"!er core HR

ac"i,i"ies2 &' o%"so%rcing da'2"o2da' recr%i"$en" ac"i,i"ies $anagers can"a/e o%" $ore "i$e *or s"ra"egic -+anning# dai+' o-era"ions# e$-+o'eere"en"ion# "raining# and +ong2"er$ -eo-+e de,e+o-$en" ini"ia"i,es)

O%"so%rce "!e recr%i"$en" -rocess "!ro%g! RPO de-ar"$en" o* Ha,e++s

India L"d) and 'e" re"ain co$-+e"e con"ro+2 Ha,e++s India L"d) Recr%i"ing=%nc"ion can $a/e i" easier *or *ir$s "o "rans*er non2core recr%i"$en"-rocesses o%"side "!e en"er-rise !i+e re"aining *%++ con"ro+ o* in*or$a"ion

and or/*+os in a sea$+ess# "ig!"+' in"egra"ed $anner)

Increase recr%i"$en" c'c+e -rod%c"i,i"'2 B' o%"so%rcing "!e recr%i"$en"-rocess a" +o cos"# co$-anies ge" !ig!er re,en%e and $ore "i$e "o do&%siness de,e+o-$en") Ha,e++s India L"d) !as re*ined -rocesses "!a" !e+-

'o% ge" s"a** (%ic/+' *or 'o%r da'2"o2da' and sca+ing needs )

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FINDIN4S

Common mistakes ma"e $y recruiters2

,ecruiters "o not s!en" enough time talking to the

can"i"ates% *hey must !ro$e a can"i"ate on the follo#ing !oints2

+ ,esume+!ro.ect #ise%

+ A(aila$ility #illingness 0 commitment%

+ 5hether they ha(e any offers in han"%

+ 5hether they ha(e atten"e" any inter(ie#s recently an" ho# "o they feela$out the

same%

+ ,ate negotiations shoul" ask for current !ay rate 0 e/!ecte" !ay

rate% Ne(er "isclose ho# much #e can offer%

)ost of the recruiters "o searches $ut titles+since e(ery client ha(e

"ifferent terminology for "ifferent roles so recruiters shoul" s!en"

some time un"erstan"ing the re-uirement first%

,ecruiters "o not kee! information relate" to recruitment !rocess

han"y%

9iolation of time 'ones #hile calling%

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RECOMMENDATION ANDSUGGESTION

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SU55ESTIONS

Ti: t be ue=u euiteK-

S!en" time to un"erstan" the re-uirement

&ick u! right key#or"s from the re-uirement for search

u"ge can"i"ate3s commitment le(el learn ho# to -ualify a

can"i"ate

Learn ho# to -ualify a can"i"ate

Be fast+"o not s!en" unnecessary time on a re-uirement

Learn to )ultitask

Ha(e clear un"erstan"ing of the "ocumentation an" contracts

De(elo! goo" listening skills negotiating skills an" analytical skills

Be !atient

As the inter(ie# #ith the can"i"ates a!!lying for the .o$s is

con"ucte" on the tele!hone only so communication skills !lay a(ery ma.or role $ecause the recruiter is communicating #ith a

!erson #ho is from another country% *herefore there shoul" $e no

communication ga!s%

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REERENCE

X 'tt:K+"'+m

X 'tt:K+;;e+m

X 'tt:K+m*te+m

X 'tt:K+'3e+m

X Hum* Reue M*;eme*t b" C''bT+N+

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Documents

2600. AN ANALYSIS OF RECRUITMENT AND SELECTION PROCESS AT HAVELLS.doc