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A
PROJECT REPORT
ONRECRUITMENT & SELECTION
IN
PROJECT GUIDE:
SUBMITTED BY:
MS. SASMITA UPADHAYAYA ABHIJEET SHRIVASTAVA
Faculty(M.B.A) Regd. No-0806205051
Department of business administration
B.I.E.T BHADRAK
BHADRAK INSTITUTE OF ENGINEERING &
TECHNOLOGY
BARPADA, BHADRAK-756113
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DECLARATION
I hereby declare that this work entitled RECRUITMENT &
SELECTION IN NIIT are my work carried out under the guidance of
my faculty guide MS. SASMITA UPADHAYAYA. This report
neither full nor in past has ever been submitted for award of any other
degree of either this Institute or any other Institute under any university
ABHIJEET SHRIVASTAVA
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ACKNOWLEDGEMENT
In preparation of this report by me, I feel great pleasure because it gives
me extensive practical knowledge in my career. I get idea about Indian
RECRUITMENT AND SELECTION Industry by this project.
I express my deep sense of gratitude to My principal DR.P.K.JENA
for his valuable guidance during my project work. I also like to saythanks to all staff of who guide me in project work.
I am thankful to MS. SASMITA UPADHAYAYA (Faculty Guide) for
valuable inspiration and guidance provided me through out the course of
this project. They have patient and critically gone the subject matter.
I would like to take opportunity to express my gratitude towards all of
them who have contributed directly or indirectly in my project work.
ABHIJEET
SHRIVASTAVA
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DEPARTMENT OF BUSINESS ADMINISTRATION
BHADRAK INSTITUTE OF ENGINEERING &TECHNOLOGY
BARAPADA, BHADRAK, PIN- 756113,Ph:
(06784)261654
Date
MS. SASMITA UPADHAYAYA
Faculty(M.B.A)
APPROVAL
This is to certify that the project entitled RECRUITMENT
& SELECTION in NIIT, has been successfully completed ABHIJEET
SHRIVASTAVA, regd no 0806205051 as the partial fulfillment of
Master in Business Administration (MBA) course. It embodies data
collected and analysed by the candidate under my guidance in Bhadrak
Institute of Engineering & technology, Barapada, Bhadrak.
This is here by approved as indicating the proficiency of the
candidate.
DATE:
DR.P.K.JENA
PLACE: PRINCIPAL,MBA BIET
BHADRAK
MS. SASMITA UPADHAYAYA
(Internal Guide
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Contents
Chapter - 1.INTRODUCTION
Chapter - 2.SCOPE & METHODOLOGY
Chapter - 3.COMPANY PROFILE
Chapter - 4.MAIN BODY
Chapter - 5.CONCLUSION
Chapter - 6.SUGGESTION
Chapter - 7.BIBILIOGRAPHY
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NIIT:NIIT is a leading Talent Development Corporation,
Building skilled manpower pool for global industry
requirement. The company which was set up in 1981, to
help the nascent IT industry overcome its human
resource challenges, has today grown to be amongst
worlds leading talent development companies offering
learning solutions to individuals, enterprises and
institutions across 40 countries worldwide.
NIIT training solutions in IT, business process
Outsourcing, banking, finance, Insurance, Executive
Management Education and communication and
professional life skills, touch 5 millions learners every
year. NIIT `expertise in learning content development`
training delivery and education process managementmake it the most preferred training partner worldwide.
Research-based innovation, a key driver at NIIT, has
enabled us to develop programs and curricula that use
cutting-edge instructional design methodologies and
training delivery. NIITs industry-endorsed IT training
programs for undergraduates, engineers, and IT
professionals, provide a head start to a bright career in
the global IT industry.
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NIIT Technologies became an independent organisation in
2004, after spinning off from NIIT Ltd., Indias Global
Talent Development Corporation. NIIT Technologies
genesis, however, goes back over 15 years, to a time
when Indias IT education pioneer, NIIT Ltd. began its
foray into the software segment. NIIT not only enabled
leading Indian corporates and Government institutions to
build manpower skilled in the technologies they had
deployed, but also helped them make optimal use of their
IT investments using innovative frameworks and
methodologies.
Harnessing its software engineering knowledge alongside
its applications management and systems integration
prowess, NIIT provided companies with solutions tailoredto their specific needs and helped them realise quick RoI
from their IT implementations. Over the years, NIIT
Technologies has built on this expertise, enhancing its
presence in markets such as Application Development
and Management and Enterprise Solutions including
Managed Services and BPO.
Apart from customised solutions, NIIT Technologiesdistinguished itself by bringing packaged software to
Indias shores and giving a distinctive place to Software
as a Solution in the countrys domestic market. By
entering into distributorship alliances with global software
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leaders such as Information Builders Inc., Sybase and a
host of other players, NIIT Technologies made available
their state-of-the-art offerings to corporates. It was in
2002, as the revenues of NIITs software businessincreased significantly, overtaking the companys
turnover from IT education, that it was decided to flag off
NIIT software as a separate entity.
Research Methodology:-
Sampling plan is background for any research. It
should be planned in such a way that it fulfills the needs
and objectives of research.
In our research due to constraints of time and it isnot practically feasible to contact each and every
respondent in the population.
Sampling Media Instrument I have conducted
survey through questionnaire consisting of both
open and close ended questions. Sampling techniques I have used random
sampling method.
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Data collection tools The data are collected
through primary sources and secondary sources.
Source of Data:-
After the object of the study has been clearlystated, the next steps in formal research project into
determine the source of data from which the data is to be
collected for achieving data efficiency. The information
consider of two kinds of data.
1 Primary data source2 Secondary data source
A. Primary Data:
Primary data were collected from the people who were
living in Bhubaneswar. The questionnaire comprises of
thefollowing:
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enabled us to develop programmers and curricula that
use cutting-edge instructional design methodologies and
training delivery. NIITs Individual Learning Solutions
include industry-endorsed IT training programmers likeGNIIT, Integrated programmers for Engineers (NIIT
Engineers) and Infrastructure Management
According to Nasscom, the global IT Infrastructure
Management Services (IMS) market is estimated to be
between $86bn and $150bn. Also, IMS exports from India
are expected to grow at 50% over the next 3-5 years,
contributing close to 20% of the total IT revenues. Rapid
growth and massive spends on IT enablement in the BFSI,
Service, Telecommunication has lead to these industries
to focus on core business and outsourcing their IT
services rather than maintaining them in-house. As a
result, the job opportunities in the Networking and IT
Infrastructure Management are huge and multifold.
As per an IDC survey, 3,75,000 Networking jobs will be
created by 2009, which will create a shortfall of around
1,00,000 skilled professionals in this domain. Thus, there
will be a huge shortfall of skilled professionals in this
domain To cater to this huge gap, NIIT Globalnet+
presents an opportunity for students through its newindustry-endorsed curriculum in Networking and
Infrastructure Management. The course focuses on skills
beyond networking, thus, making the students ready for
the fastest growing domain of IT services.
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Set up in 2001, Evolve has emerged as one of Indias
leading Training organizations. In a short span of 6 years,
Evolve has trained over 70,000 people and audited.
The performance of nearly 25,000 people for over 80
companies and government agencies in India, the
Philippines, the UAE, Sri Lanka and Pakistan. Evolve has
its branches in Delhi, Mumbai, Bangalore and Chennai
with over 12,000 square feet of office space and has a
presence in Pune, Ahmedabad, Chandigarh, Hyderabad,Kolkatta, Colombo (Sri Lanka), and Lucknow.
Evolve s people are drawn from various industries such
as the IT industry, the Travel Industry (Hotels & Airlines),
The Training Industry and various from the BPO industry,
most of them holding a post graduate / management
degree. With a complement of 80 full time trainers and a
support team, including Content Development, Quality
Assurance and Subject Matter Experts, of 52 people,
Evolve has become the preferred Training partner for
Indias leading companies. Their trust in Evolve s
capabilities is reflected by the fact that over 60% of
Evolve s clients have been with Evolve for over 3 years
and 95% of its clients do repeat business with it. Everyeffort that Evolve puts in to Training assignments is a
direct reflection of its mission statement:
"To be the preferred provider of unsurpassed innovative
HR solutions by bringing together creative professionals
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in a fair and objective organization, maximizing individual
potential and being the employer of choice."
NIIT is a leading Global Talent Development Corporation,building a skilled manpower pool for global industry
requirements. The company which was set up in 1981, to
help the nascent IT industry overcome its human
resource challenges, has today grown to rank among the
worlds leading talent development Organisations offering
learning solutions to Individuals, Enterprises and
Institutions across 40 countries.NIITs training solutions in IT, Business Process
Outsourcing, Banking, Finance and Insurance, Executive
Management Education, and Communication and
Professional Life Skills, touch five million learners every
year. NIITs expertise in learning content development,
training delivery and education process management
make us the most preferred training partner, worldwide.Research-based Innovation, a key driver at NIIT, has
enabled us to develop programmes and curricula that use
cutting-edge instructional design methodologies and
training delivery. NIITs Individual Learning Solutions
include industry-endorsed IT training programmes like
GNIIT, Integrated programmes for Engineers (NIIT
Edgeineers) and Infrastructure Management programmes(NIIT GlobalNet+).
NIIT Imperia, Centre for Advanced Learning, brings
Executive Management Education Programmes from
premier B-schools in India, to the doorsteps of working
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professionals.
NIIT Institute of Finance Banking & Insurance (IFBI), set
up by NIIT with equity participation from ICICI Bank, offers
programmes for individuals and corporates in theBanking, Financial Services and Insurance segments.
NIIT Institute of Finance Banking & Insurance (IFBI), set
up by NIIT with equity participation from ICICI Bank, offers
programmes for individuals and corporates in the
Banking, Financial Services and Insurance segments.
NIIT Uniqua, Centre for Process Excellence, addresses the
increasing demand for skilled workers in the business and
technology services industry by providing training
programmes in relevant areas. This initiative is a part of
the NIIT Institute Process Excellence, a NIIT-Genpact joint
venture.
MAIN BODY
In today's rapidly changing business environment,
organizations have to respond quickly to requirements for
people. Hence, it is important to have a well-defined
recruitment policy in place, which can be executed
effectively to get the best fits for the vacant positions.Selecting the wrong candidate or rejecting the right
candidate could turn out to be costly mistakes for the
organization. Selection is one area where the interference
of external factors is minimal. Hence the HR department
can use its discretion in framing its selection policy and
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using various selection tools for the best results. These
caselets discuss the importance of having an effective
recruitment and selection policy
Guidelines for Recruitment and Selection
in NIIT
So Your Employee has Given Notice
Submit Recruiting Documents
Selection Process
Search Committee/Interview Panel
Interviewing
During the Interview
Reference Checks
Making Hiring Decision
Documention
Don't let panic set in. Whether your departing employee
was a strong or mediocre performer, this is youropportunity to analyze and revise the position
description, and determine the qualifications, both
technical skills and behavioral factors, you will seek in a
new employee. Is this a time to reorganize, reclassify, or
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make other major changes? Perhaps the position
description needs only a few adjustments. Once you are
sure that the position description reflects accurately the
responsibilities of the position, consider the qualificationsyou will seek in a new employee. What technical skills will
the employee need to carry out their job duties? What
type of job behaviors will they need? Think about past
employees in the position. If they were outstanding, what
made them outstanding. If they were marginal
employees, identify their weaknesses. Talk with co-
workers or other managers. What skills and qualities do
they value in this position? Make a list. This information
should guide you (and the Employment Manager) in
preparing job postings, newspaper advertisements, and
planning the overall selection process. Time invested in
thoughtfully planning the recruitment and selection
process can make the difference between a good or poor
hiring decision.
Submit Recruiting Documents
The Employment Manager in Human Resources
coordinates the hiring process for classified employees;
to initiate a search, you must submit a Request to Hire
form and an updated position description. TheEmployment Manager will prepare a job posting and a
newspaper ad for your review based on information from
the job description, and can advise you on other parts of
the recruitment and selection process.
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If you have an unclassified vacancy, you should follow the
academic appointment process. These procedures are
available on the web athttp://appointments.uoregon.edu/. For administrative
positions, the Employment Manager is available to assist
you in preparing postings and advertisements and in
designing a selection process.
Selection Process
Once you have identified the technical skills and job
attributes you are seeking in a new employee, you should
consider the most effective way to identify and assess
these in candidates. Go over the position description,
point by point, and ask yourself, "How best can I learn
about the applicant's ability to perform this function?"
The job interview will be a primary source of information
about applicants. However, it may not be the best source
for some information. A job reference may be the most
effective way to learn about dependability, follow
through, and ability to get along with coworkers written
application materials may provide insight into educationalbackground and general written communication skills.
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Consider using work samples to ascertain specific job
skills. For an office position, applicants can be asked to
complete a word processing exercise in which they
prepare, edit, and/or print documents. The supervisorevaluates and documents the quality and quantity of
work completed in the time allotted. Other examples
include setting up a spread sheet, creating a database,
preparing correspondence, or prioritizing a list of tasks to
complete a project. For maintenance positions, applicants
could be asked to identify repairs needed in a room or to
actually perform a repair. One supervisor, hiring a
Plasterer, asked applicants to mix and apply plaster to a
wall. The supervisor evaluated and documented the
results and used this information in determining the most
qualified candidate. In setting up a work sample exercise,
as with other parts of the selection process, you may
need to make reasonable accommodations for applicants
with a disability. The Employment Manager can assist you
with the reasonable accommodation process.
As you review applicant qualifications, eligible veteran
and disabled veteran applicants must be given a 5%
(veterans) or 10% (disabled veterans) preference.
Search Committee/Interview Panel
The academic appointment process requires the use of a
search committee. For classified searches, it is optional,
but recommended. Supervisors may ask a committee to
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participate in the overall process including evaluating
written materials and serving on an interview panel, or
they may choose to evaluate written materials
themselves and convene a panel to participate ininterviews only. Panel members are valuable because
they can provide different perspectives on the
qualifications of candidates. The search
committee/interview panel could be comprised of other
staff members, managers in other departments on
campus, or "customers" from campus departments. You
may want to include an individual who holds a similar
position to the one being filled. It is recommended that
panel members include both men and women and, if
possible, members of different racial or ethnic groups.
It is your responsibility to give the committee or panel
members information about the position such as the
position description, the essential functions of the job,
and the qualifications you are seeking. You should also
charge the committee with advancing the university's
affirmative action goals.
Interviewing
The purpose of an interview is to elicit information from
an applicant to determine his or her ability to perform the
job. Successful interviewers learn how to ask the right
kind questions, how to keep the applicant talking about
relevant information, and how to listen.
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Much of what is learned about applicants in an interview
is based on their past experience. Past performance is
our best indicator of future performance. This does notmean that someone who had performed poorly in the
past cannot improve in skills and attitude. Generally,
however, you can see a trend in performance through
several jobs or assignments. Sometimes interviewers
assume that a candidate who has done something has
done it well or that longevity on a position is a sign of
success. These are not well founded assumptions! Areference check can verify the quality of the work
performance.
Non-Directive and Directive Questions
How you phrase a question can affect the type and
amount of information you get from the candidate. Themain characteristic of non-directive questions is that they
do not give the applicant any indication of the desired
answer. Structurally, the questions are in the news
reporter's style of who, what, when, where and how.
Often they begin with the words "describe" or "explain".
Examples of non-directive questions include:
... What do you consider to be the most important
responsibilities of an office manager?
... Why does this position interest you?
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... How has your background prepared you for this
position?
... What types of equipment did you operate regularly on
your job at XYZ Company?
... Describe your experience with word processing on your
last job.
You may need to ask follow-up questions if the responses
to your questions are unclear or incomplete. Clarify and
verify any piece of information you do not understand by
asking the candidate to explain his or her answer again or
to elaborate on the given answer.
... Can you tell me more about that?
... Could you give me an example of what you mean?
... What makes you feel that way?
Directive questions are useful for drawing out specific
information. In direct questioning, the interviewer asks,
directs, or guides the applicant to specifics. Often, these
questions result in a "yes"; or "no" response. Examples ofdirective questions include:
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... Do you currently have a Limited Maintenance Electrical
license?
... Are you still employed at XYZ Company?
... Can you set up a computer spreadsheet using Excel?
Special Questions
There are several types of questions that can elicit
important information as well as add interest and variety
to your interview.
A good technique to learn about an applicant's problems
solving skills and judgment is to ask "situation-problem"
questions. Create a scenario that is common on the job,
and ask the applicant how they would handle it. As a
follow up, ask if they ever faced this situation on a jobbefore. An example of this type of question:
... Assume you are hired as a receptionist in our
department. Our front desk is very busy with walk-in
traffic and phone calls. There are several people waiting
at your desk for assistance and you are on the phone with
someone who is very upset because of an error on her
transcript. This phone conversation seems to be going on
and on. How would you handle this situation? Have you
faced this situation on a previous job?
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Another type of information that is frequently asked of
applicants is self-evaluative information. One type of
question asks about the applicant's likes and dislikes.Self-evaluation questions are also a good way to learn
about an applicant's perception of their strengths and
weaknesses. Keep in mind, however, that the answers are
highly susceptible to different interpretations. Examples
of self-evaluation questions include:
... What did you like best about that job (class, teacher,
supervisor, etc.)?
... How would your last supervisor rate your ability to deal
effectively with the public?
... What do you see as your strengths? Weaknesses?
... Why were you the one promoted to lead worker on thatjob?
"Behavior description" questions can be a powerful tool in
an interview. This type of question asks the applicant to
describe as closely as possible the actual behavior that
went on in a particular situation. The use of superlativeadjectives (i.e., most, least, best, worst, toughest, etc.)
tends to stimulate specific events in the mind of the
interviewee and therefore makes it easier to respond. As
with other types of questions, these should be based on
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essential functions of the job you are filling. An example
of a behavior description question would be:
... Tell me about your best accomplishment in your last
job. Start with where you got the idea, how you
implemented the plan, and how you dealt with any
obstacles to your idea.
It is imperative to evaluate the same criteria for each of
the candidates, however, this does not mean that you
have to rigidly stick to the same control questions. Some
applicants may be forthcoming with information but you
may need to ask follow-up or directive questions of
others. Some candidates may provide (or withhold)
information that raises concerns or issues that should be
investigated more fully in your questioning.
During the Interview
After you have developed the questions you will ask of
each applicant, it is recommended that you develop a
form that includes the questions, interviewer name, date,
name of applicant, position being filled. The form should
have plenty of room for noting responses to questions,
follow-up questions, and space for additional comments.
Each interviewer should have an interview form for each
applicant.
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Some interviewers find that they spend a lot of time in
interviews describing the position and providing general
information for applicants. Think about what you wantapplicants to know about the job, your department, the
University as a whole, UO benefits, and so forth. Instead
of sharing information verbally in each interview, it may
be more efficient to provide written materials for
applicants. The focus of the interview can then be on the
applicant and their qualifications.
When calling applicants to schedule interviews, let them
know who will be present during the interview and the
approximate duration. Schedule the interview in a room
that is accessible to people with disabilities and free of
interruptions or other distractions.
The first step of a successful interview includes building
rapport with the applicant. Introduce interview panel
members including their title and relationship to the
position being filled. Let the applicant know that they will
be given the opportunity to ask questions at the end of
the interview. Give a time frame (e.g., "We expect theinterview to last about 30 minutes and have questions for
you").
Reinforcement
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A good interviewer will be an active listener and use both
verbal and nonverbal cues to encourage the applicant to
divulge pertinent information. Nonverbal skills includesmiling, nodding your head, or leaning forward in your
chair. Another nonverbal cue is silence. It is an effective
tool to indicate to the candidate that more information is
desired. If the candidate does not offer additional
information, you should provide verbal cues or ask for the
information directly.
Verbal cues can be interjected when you wish the
applicant to continue a discussion of a particular subject.
Positive verbal cues can also be used to assist an
applicant in talking about matters that may be
embarrassing or produce other emotional responses.
Examples are: "Oh, I see," "Of course." The tone of voiceused should be appropriate for the situation. In an
embarrassing or emotional situation, your tone should be
supportive and understanding and the voice low-keyed. If
additional information is desired, your voice should be
lighter and the tone interested or quizzical.
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Controlling the Interview
Sometimes an applicant may digress in their response or
may start to repeat what they have said previously. In
these instances, it is important for the interviewer to take
control of the interview. When an applicant starts to
digress, it is generally a good idea not to cut them off
immediately. The applicant may be using this time to
relax. In addition, this rambling may provide valuabledata by giving some indication of the person's ability to
organize his or her thoughts or communicate effectively.
If the candidate strays too far afield, or begins repeating,
it is your responsibility to bring them back on course. This
should be done when the rambling is no longer job-
related; this is especially true if the applicant divulges
personal information. A good way to handle this situationis to acknowledge the applicant's comments and direct
the conversation back to the original question. An
example of this technique:
... An applicant is complaining about the disorganization
of a previous employer and is beginning to repeatinformation. Wait for a slight pause and interject
something like, "I understand that that can be a
frustrating environment. However, I would be more
interested in learning more about your experience with
_____."
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Sometimes an applicant is so interested in the position
that he or she begins to interview you. If the applicant
begins asking questions and interrupts the flow of theinterview, an effective response is to acknowledge their
interest, indicate there will be time for questions at the
end of the interview, and return to the original question.
Listening
Good listening skills are an essential part of good
communication and thus are very important in
interviewing. Since the purpose of an interview is to
determine the applicant's knowledge, skills and abilities
as they related to the essential functions of the job, it is
important for the applicant to do most of the talking; you
cannot listen while you are talking. There are several
techniques to enhance your listening abilities.
... Empathize with the other person. Try to put yourself in
the applicant's place.
... Ask questions when you do not understand.
... Concentrate of how something is said. We frequentlyconcentrate so hard on what is being said that we miss
the importance of emotional reactions and attitudes. A
person may be communicating more through emotions
than the actual content of the words.
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... Do not interrupt too soon. Give people time to express
themselves.
... Focus your attention on the other person's words,
ideas and feelings related to the subject.
... Look at the person and attune yourself to their
nonverbal communication. Watch face, eyes, hands and
posture.
... Avoid distractions. Put down any papers, pencils or
other items that can distract your attention. Try to control
outside noise levels and interruptions when you are tryingto listen.
... Be aware of your emotions and prejudices. Push your
worries, fears and problems outside the meeting room.
Control your anger or other emotional reactions to the
other person.
... Avoid jumping to assumptions. Do not assume thatothers use words the same way you do; that they did not
say what they meant, but you know what they meant;
that they are avoiding looking you in the eye because
they are telling a lie.
Conclusion
A good way to improve your questioning technique is to
experiment. Practice your phrasing of questions prior to
conducting interviews. Add some special questions to
your interviews and evaluate the types of responses you
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receive. Critique each interview to determine how to
improve your style. Good questioning skills can definitely
enhance your interviewing success.
Reference Checks
Completing reference checks is a critical part of the
selection process. Information you have received in an
interview is biased and typically includes only what the
applicant wishes you to know. A thorough reference
check may produce additional information to help insurethat the most suitable candidate is hired. It is a way to
clarify, verify and add data to what has been learned in
the interview and from other portions of the selection
process. Never reveal the information received from a
previous employer to the candidate. This information
should be kept confidential or your sources for references
will dry up quickly.Legality of Reference Checks
In Oregon, in most instances employers who provide
employment reference information about current or
former employees are protected from liability for their
comments. Employers are protected if the informationthey provide is offered in response to a request by the
former employee or a prospective employer and is not
knowingly false or misleading and is not biased by
prohibited discrimination, including prohibited retaliation.
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It is legal and important for a prospective supervisor to
consider job-related information learned from a reference
check. However, as in all employment decisions,information related to race, marital status, age, disability,
religion, color, national origin, veteran status, citizenship,
sexual orientation and sex may not be considered and
should not be requested. Also, federal law establishes
requirements for employers using outside parties to
conduct reference checks on their behalf. If you are
considering using an outside entity to conduct referencechecks, you will need to comply with those laws.
Type of References
Your best source of information on any candidate is a
former employer. On-the-job performance is the most
useful predictor of future success. Personal references
(relatives, teachers, and clergy) generally have limited
value. Information available from a human resource office
is usually limited to dates of employment and reason for
leaving. HR people generally do not have enough day-to-day contact with employees to rate their on-the-job
performance and ability. The supervisor can specify the
quality and quantity of work, reliability, potential problem
areas and job behaviors. Do not rely on written
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references presented to you by candidates. Many are
written at the time of termination and some employers
may over-inflate the applicant's qualifications.
When reference checking, the primary reference may
extol the virtues of the employee. There is a chance that
you will become so satisfied with the positive comments
that you may decide not to explore the person's
background any further.
Think again.
The primary reference may have felt sorry for the well-
liked, but inept, former employee and might be willing to
do anything to help that person land a good job. Realizing
that, it pays to be prudent and exercise some caution.
Don't be overly anxious to hire. Sometimes there is a
tremendous anxiety to fill a job and prospective
employers may disregard anything negative said by the
interviewee. Sometimes references may be checked
using questions that are unconsciously created toencourage the kind of answer the manager wants to hear.
For example: "Do you think he could handle the job"; or,
"Is she a hard worker, loyal and honest?" The way these
questions are worded encourages only "yes" answers. It
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is to your advantage to avoid putting words in the mouth
of a reference.
It is recommended that you check with at least two past
employers to find consistent trends in the applicant's past
performance. Do not limit yourself to references listed by
the applicant; make sure you talk with the most recent
supervisor or those who employed the person in a
position most clearly related to your own. Calling several
employers will also help balance the information you
receive and may guard against making a decision based
on an unfounded reference. For instance, current
supervisors may mislead you because they want the
applicant to get another job. Sometimes applicants
request that their current employer not be contacted for
a reference. It is recommended that you honor this
request until such time as the candidate is a finalist for
the position. There is cause for concern if an applicant
does not want a current employer or supervisor to be
contacted when they are a finalist.
If you are unable to contact a former or current
supervisor, consider getting a reference from other
managers, supervisors or personnel in the organizationwho may be in a position to evaluate and comment on an
applicant's experience and qualifications. In some
instances you may not be able to get a reference from
any source. You must rely on information you learned in
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the other parts of the selection process in making your
hiring decision.
Planning: a Key Part of Reference Checking
As with other stages of the selection process, it is
important that the solicited information relates directly to
the applicant's ability to carry out the responsibilities of
the position. If you check the reference of more than one
finalist, it is important to plan the general questions you
will ask of the references of each applicant; however, youshould also include specific questions that will help clarify
possible problems you perceive with each of the different
candidates.
To facilitate a uniform, structured approach and create an
easy means of record keeping, it is a good idea todevelop a reference form. It should include: your name;
date; name of applicant; position applied for; name, title,
and company of the reference; basic questions you will
ask about each applicant. This form should have plenty of
room for noting responses to your questions and space
for additional comments.
Questioning Techniques
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To begin a reference check, identify yourself and the
applicant and briefly describe the position. Assure the
reference that the information they provide you will be
held in confidence. Ask the reference if he or she iswilling to talk with you and if this is a good time. Use
good questioning techniques to make sure you are
getting complete and accurate information. A key to good
reference checking is the ability to identify and utilize any
verbal cues during the conversation. The tone of voice
and delivery (pauses or hesitancy) may indicate that
additional questioning is necessary. Your objective is to
obtain more than superficial opinions.
Ask questions as you would in an employment interview.
Identify key responsibilities of the position and ask
questions related to the applicant's ability and/or
experience in that area. Ask about their scope of
responsibility, quality of performance, general output,
and their ability to get along with supervisors,
subordinates, and coworkers. Keep in mind that the
purpose is to elicit information from the past employer
about the applicant's ability to perform the essential
functions of the job. Non-directive questioning should
encourage this type of information. Use directive
questions to follow up, especially if the response isvague. Often a former employer will not disclose negative
information unless asked directly. Make sure you have a
clear picture of the applicant's strengths and weaknesses
before you end the reference call.
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As a standard practice, the following areas should be
explored:
... confirmation of employment dates (month and
year);
... job titles (formal and informal);
... dependability and follow through on assignments;
... reason for termination;
... possibility for rehire; (A former employer's
reluctance to rehire should be cause for concern,
however, some firms have a general policy
prohibiting rehires. If this is the case it should be
noted.)
... performance problems.
Tough Questions
To find the truth, you have to ask probing questions.
... How does the candidate compare to the personwho is doing the job now? Or, what characteristics
will you look for in the candidate's replacement?
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... When there was a particularly urgent assignment,
what steps did the candidate take to get it done on
time?
... Since none of us is perfect at everything we do,please describe some of his or her shortcomings.
... Have you seen the candidate's current resume?
Let me read you the part that describes his or her job
with your organization. (Stop at each significant part,
and ask the reference for a comment.)
... Not all employees like everyone with whom theywork. What kind of people did the candidate have
problems with?
... Did you ever have to talk with the candidate about
performance problems? If so, please indicate what
the issues were. Was the employee ever disciplined?
How to Evaluate References Effectively
Whether the initial reference is favorable or unfavorable,
always get a second opinion.
Be objective. Neither longevity on the job, nor promotions
and raises, are necessarily proof that an employee was
much more than adequate. Sometimes incompetent
people who were very well-liked have been known to notonly survive on the job, but also to advance.
Conclusion
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Take the time to check references. It's worth it. Checking
references can be a time consuming task and some
managers have abandoned the idea of doing little more
than a cursory verification of a few facts. Because thecost to an organization of a hiring mistake is high, it is
preferable to take the time to make the correct selection
decision in the first place.
Making Hiring Decision
After completing the selection process includingevaluation of written materials, interview, work samples
(if used), and reference checking, it is now time to review
all information gathered about your applicants. It is your
task to rate job-related skills and the candidate's fit with
your department. Match applicant data with the skills and
qualities identified at the beginning of the selection
process. In most cases, the basis for selection decisionshould be guided by the candidate's predicted skill in
doing the job. As you review applicant qualifications,
eligible veteran and disabled veteran applicants as
defined in ORS 408.225 must be given a 5% (veterans) or
10% (disabled veterans) preference. If two candidates are
equally qualified, affirmative action should be considered.
The UO affirmative action policy states: "If among thefinalists there is a woman or minority candidate, that
candidate shall be chosen unless another candidate is
demonstrably better qualified." For classified positions,
another factor to consider with two equally qualified
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finalists is whether they are current classified employees.
In this case, select the person with greatest seniority.
If it is impossible to make a selection at this point, you
may want to consider scheduling an additional interview
or conducting additional reference checks. If you feel
none of the applicants are qualified, you may choose to
re-recruit. The Employment Manager is available for
consultation.
Documentation
Once you have selected a top candidate for a classified
position, you should notify the Employment Manager. If
hiring an academic position, a compliance statement
should be completed and submitted to the Office of
Affirmative Action & Equal Opportunity for approval.
Supervisors are responsible for maintaining all
documentation related to a job search. Under current UO
archive rules, these records must be maintained for three
years. This documentation helps protect the University
and your department in cases of complaints or charges of
discrimination and also provides the framework for your
next search.
Documentation should include items related to the
vacancy: position description; recruiting announcement;
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copy of ads (including where and when they were
placed); list of recruitment sources; names of
search/interview panel members. Documentation must
also include things related to all applicants: applications;resumes; reference letters; supplemental questionnaires
and rating forms; interview notes (include the names of
note takers); reference check notes; documentation of
work samples. In short, document everything you take
into consideration when making the
Employability Training Developing Employability
Bookish knowledge can only take you that far! After a
while how you use your knowledge in the real dynamic
scenario is what matters. We at NIIT believe that to
compete in todays environment it is imperative that any
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education should be based on Industry norms. Today
employers want entry level employees to possess various
basic to complex skill sets such as the basic functional
and effective communication skills to the complexthinking and affective skills. In such a scenario, you need
not just training but also mentoring, which NIIT provides.
Our Value Proposition Our ModelEnd-to-End Solution from
Sourcing to PlacementTraining mapped to industry
requirements Bridging the Gap between academic
education and industry needsActive, problem based
learning pedagogy to balance Knowledge, Skills&AttitudeRight blend of ILT and eLearning to prepare
Students for Continuous Professional Development and
life long learning rather than first destination
Training Strategy
Sourcing
Selection
Training
Campus to corporate
Placement Assistance
Developing Employability Our Model
Our Training Strategy
Understand Industry requirements
Collaborate with Industry
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Define Training Pedagogy
Design Curriculum
Our SourcingSource candidates from various organizations and
institutes
Involve Hiring Organizations from Day 1
Initial screening by NIIT
Final assessment by Hiring Organizations
Our Selection
Invite Hiring Organizations on Selection Day
Assign Streams to students based on Assessment
Notify Students
Identify Direct Employable and Trainable Students
Hiring Organizations issue Provisional Offer letters to
Direct Employable (with a clause)
Identify week areas of Trainable students and work
closely with them
Our Training
Employability skills are best learnt when classroomreplicate key features of real work
Real, Project based learning
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Instructors role is to facilitate and coach rather than
lecture and order learning, requiring students to take
much of the responsibility for their own learning
Training Mapped to Industry requirement (e.g.):
Software Technology (1 Year)
Business Process outsourcing (3 Months)
Hardware Technology (3 Months)
MIS and Business Accounting (3 Months)
Retail (3 Months)
Hospitality (3 Months)
Travel and Tourism (3 Months)
Our Campus to Corporate initiative
Invite Industry Experts for Talks
Soft Skills to Bridge the gap between Academic Education
and Industry Requirements
Campus to Corporate
Culture Difference Awareness
Presentation and Communication
Personality Development, Ethics, Attitude and SoftSkills
eLearning Orientation
Equip youth for Online Self Learning
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Demonstrable impact of learning through International
Vendor Certification e.g Microsoft, Comptiaetc
Free Industry recognized Brainbench Certification.
Our Placement Assistance
Design Assessment with Hiring Organizations
Invite Hiring Organizations for Selection
Facilitate Campus Interviews
Our Mentoring
Highly interactive, eLearning courses for 3 Months after
the training
Employed: Leverage this for enhancing their skills
Trained: Leverage this for preparing themselves
Mentoring: 8*5 Mentoring Desk to Guide, Motivate and
Monitor students
Employed: Help them settle in the First Job
Trained: Help them in preparing for Interviews and
provide placement assistance
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CONCLUSION
After analyzing the primary and
secondary data i.e questionnaire surveys,personal interviews and published data
from the organization, I came to a
conclusion that recruitment and selection
process in niit is no doubt effective and
non-discriminating; still it needs somemore emphasis. The most important
conclusion is the the recruitment and
selection policy should be more flexible. It
always changes with the changing needs
of the external & internal environment ofthe organization. NIIT has set best
example in recruitment & selection
practice & also good corporate
goverence.
Lastly I would end my saying that if theright person is recruited in right place at
the right time,it would prove to be boom
in NIIT
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BIBLIOGRAPHY
ORGANIZATION BEHAVIOUR-L.ROBBINS
HUMAN RESOURCE MANAGEMENT- P.SUBBA RAO &V.S.P.RAO
HUMAN RESOURCE MANAGEMENT-C.B.GUPTA
HUMAN RESOURCE MANAGEMENT-L.M.PRASAD
WEBSITES
www.niit.com
www.google.com
www.answers.com
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