Dissertation on Recruitment & Selection

DISSERTATION ON

RECRUTMENT &SELECTION PROCEDURE

MBA (INDUSTRY INTEGRATED)

SEMESER - IV

SUBMITTED BYPALLAVI BOSE

DISSERTATION GUIDEMrs. RASHI GHEGADE

INTERNATIONAL INSTITUTE FOR LEARNING IN MANAGEMENT BUSINESS SCHOOL

IILM BSKNOWLEDGE TOWER, SECTOR 11/20,

BELAPUR, NAVIMUMBAI 400614

EASTERN INSTITUTE FOR INTEGRATED LEARNING IN MANAGEMENT UNIVERSITY

EIILM UNIVERSITY2010

RECRUITMENT & SELECTION PROCEDURE 2010

DECLARATION

I, PALLAVI BOSE , Class MBA (4th Sem), student of the International Institute of Learning In Management Business School, Navi Mumbai, hereby declare that the project entitled, “Recruitment and Selection Procedure” at Conjugate HR Pvt. Ltd. is an original work and the same has not been submitted to any other institute for the award of any other degree.

Signature of Candidate

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ACKNOWLEDGEMENT

The most pleasant of any project is to express gratitude and best honor toward all those who directly or indirectly contribute to the smooth flow of the Dissertation work and this being the good opportunity; I don’t want to miss it.

I would like to thank Mrs. Rashi Ghedage for her active involvement and support during the preparation of the dissertation. But for her diligent and advise, it would not have been not possible for me to complete the dissertation in recorded time. My thanks are also due to many individuals and friends for their support and encouragement.

It was indeed a fruitful experience at Conjugate HR Pvt. Ltd. I shall always be inspired by all that I have learnt and will strive to put it in practical use.

I am eagerly look forward receiving feedback from all for improving the dissertation.

Pallavi Bose

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CERTIFICATE

This is to certify that Miss PALLAVI BOSE (Enrollment No: EIILMU/08/F0682) has successfully completed a Dissertation entitled, “RECRUITMENT & SELECTION PROCEDURE” in partial fulfillment for the requirement of MBA (Industry Integrated) program.

Signature with Date

Project / Training Guide Dean

Examiner Stamp of IILM BS

INDEX

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SERIAL NO. TITLE PAGE NO.

1 Student Declaration 2

2 Acknowledgement 3

3 Certificate from Organization 4

4 College Guide Certificate 5

5 Executive Summary 8

6 Chapter – 1 ( Introduction ) 9

6.1 Recruitment 10

6.2 Selection 35

7 Chapter – 2 (Industry Information ) 56

7.1 Evolution 57

7.2 HR Consulting Industry 58

8 Chapter – 3 (Company Information ) 69

8.1 Infosys 70

9 Chapter – 4 (Function Area Information ) 84

9.1 Conjugate 85

10 Chapter – 5 ( General Summary ) 91

10.1 Recruitment and Selection 92

11 Reference 95

12 Bibliography 96

LIST OF FIGURE

FIGURE NO. TITLE PAGE NO.

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1 Recruitment Process 18

2 Source of Recruitment 22

3 Factor Influencing Recruitment 28

4 Flow Chart of Selection Process 36

LIST OF TABLE

TABLE NO. TITLE PAGE NO.

1 Overview of a Recruitment Checklist 13

2 Recruitment Checklist – Detailed 14

3 Recruitment Targets for Infosys 74

EXECUTIVE SUMMARY

Today, in every organization personnel planning as an activity is necessary. It is an important part of an organization. Human Resource Planning is a vital ingredient for the success of the organization in the long run. There are certain ways that are to be followed by every organization, which ensures that it has right number and kind of people, at the right place and right time, so that organization can achieve its planned objective.

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The objectives of Human Resource Department are Human Resource Planning, Recruitment and Selection, Training and Development, Career planning, Transfer and Promotion, Risk Management, Performance Appraisal and so on. Each objective needs special attention and proper planning and implementation.

For every organization it is important to have a right person on a right job. Recruitment and Selection plays a vital role in this situation. Shortage of skills and the use of new technology are putting considerable pressure on how employers go about Recruiting and Selecting staff. It is recommended to carry out a strategic analysis of Recruitment and Selection procedure.

With reference to this context, this project is been prepared to put a light on Recruitment and Selection process. This project includes Meaning and Definition of Recruitment and Selection, Need and Purpose of Recruitment, Evaluation of Recruitment Process, Recruitment Tips. Sources of Recruitment through which an Organization gets suitable application. Scientific Recruitment and Selection, which an Organization should follow for, right manpower. Job Analysis, which gives an idea about the requirement of the job. Next is Selection process, which includes steps of Selection, Types of Test, Types of Interview, Common Interview Problems and their Solutions. Approaches to Selection, Scientific Selection Policy, Selection in India and problems.

Recruitment and Selection are simultaneous process and are incomplete without each other. They are important components of the organization and are different from each other. Since all the aspect needs practical example and explanation this project includes Recruitment and selection Process of Infosys. And a practical case study. It also contains addresses of various and top placement consultants and the pricelist of advertisements in the magazine.

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CHAPTER -1 INTRODUCTION

RECRUITMENT

Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment is understood as the process of searching for and obtaining applicants for the jobs, from among whom the right people can be selected.

A formal definition states, “It is the process of finding and attracting capable applicants for the employment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants

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from which new employees are selected”. In this, the available vacancies are given wide publicity and suitable candidates are encouraged to submit applications so as to have a pool of eligible candidates for scientific selection.

In recruitment, information is collected from interested candidates. For this different source such as newspaper advertisement, employment exchanges, internal promotion, etc. are used.

In the recruitment, a pool of eligible and interested candidates is created for selection of most suitable candidates. Recruitment represents the first contact that a company makes with potential employees

Definition:

According to EDWIN FLIPPO,” Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.”

Need for recruitment

The need for recruitment may be due to the following reasons / situation:

a) Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and labour turnover.

b) Creation of new vacancies due to the growth, expansion and diversification of business activities of an enterprise. In addition, new vacancies are possible due to job specification.

The Impact of Recruitment

The key function of a recruitment manager is to seek out and then hire candidates who will meet existing and future organizational job vacancies, and will fit with company culture and relate well to the customers.

The recruiter’s task is actually made easier when they have a basic familiarity with the various jobs that they need to find candidates for. They also need to have a comprehensive understanding of the company that the candidates will be working for.

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Possessing a clear understanding of the duties, responsibilities and conditions of the job, possible salary and benefits packages, and an overall appreciation for the workplace setting, including the culture, will assist the recruitment manager to find the best candidate to fill a vacancy.

The Impact of Recruitment ON Business Success

Successful and progressive organizations develop business, marketing, human resource, and financial plans that help them to steer the business on an ongoing basis.

Progressive companies who plan and strategize have usually undertaken the following activities:

Developed practical, goal driven business plans Linked a forward thinking human resource plan to their business plan Adopted short, medium, and long term targets Implemented measures to monitor the performance of senior employees Implemented a plan to “develop and promote” senior employees; Developed and delivered formal induction and ongoing professional

development training programs for all staff.

Principals of the Recruitment Process

It is important that recruiters, internal human resources personnel, and external contractors, understand the key principles behind the recruitment process.

While most companies have their own very specific recruitment agenda, generally their policies are quite similar to the following:

Applicants will always be recruited by a process of selection on merit



Applicant information will always remain confidential and their privacy will be respected

The process must remain objective and focused on filling the vacancy The process must abide by any relevant federal or state based legislation Selection panel members will declare any conflicts of interest prior to

participating in the process

Recruitment Checklist

Hiring a new employee is an important process to get right, for all businesses who want to select the right candidates. The process itself has significant legislative requirements and should be well conducted and well documented in order to protect both the employer and the employee throughout the process.

On the following page, we have constructed a summarized recruitment checklist that will give you an overall feel for the process so that you can follow it for yourself step by step.

Table - 1

Sample – Overview of a Recruitment Checklist

PLAN Make the decision to recruit Discuss option with recruiter Draft a Job Description for the role Determine if you need to advertise Prepare a promotional plan



PROMOTION

Prepare any recruitment documents Draft advertisement Place advertisement Conduct support promotions including on the web

SELECT

Establish Selection Committee Process applications Determine Shortlist Complete Aptitude/Psychological testing Consider applicant presentations Interview Check references Select best candidate

While this basic recruitment checklist gives you an overview of how the process runs, the process is actually far more detailed and difficult.

The more detailed checklist outlined on the following pages will help you further refine your hiring process and keep track of your recruiting efforts. It clearly, and very specifically, communicates the recruiting process and suggests who should take responsibility for various aspects of the recruiting process as it progresses.

TABLE - 2

Sample Recruitment Checklist – Detailed

STEP PERSON RESPONSIBLE

ACTION

1 Hiring Manager Identifies the need for a new employee - permanent, temporary, contractor or casual.

Prepares draft Job Description (if it is a new role) and arranges its sign off by line manager.



Arranges for existing Job Description to be signed off by line manager.

Forwards copy of the Job Description to the Recruiter.Determines composition of selection panel and sends initial advice.

2 HR Coordinator Prepares promotional schedule for the role including advertising, web site promotion and other methods.

Posts the position on recruiting web sites.3 Recruiter Meets with Hiring Manager.

Confirms job description and expected skills.

Creates a candidate profile and develops initial screening criteria including salary qualification, and discusses recruitment strategy.

Determines if the position requires any form of pre-appointment testing

4 Hiring Managerand/or otherManagers

Sources referral candidates via their networks and then reviews resumes.

Contacts these candidates and seeks initial interest.

Refers potentially suitable and interested candidates to Recruiter for follow up, as appropriate.

5 HR Coordinator orRecruiter

Screens resumes of potential candidates.

E-mails pre-interview questionnaire to candidates.6 Recruiter Requests that HR Coordinator sets up on-site or telephone

Interviews with high potential candidates.

7 HR Coordinator Receives Resumes and any related documents from Recruiter and enters candidate information into appropriate human resource database.

Contacts the candidates to schedule the interviews and forwards employment applications via email.

8 Recruiter or HRCoordinator

Conducts the phone interview and records information on candidate database, andeitherShares the feedback with Hiring Manager and requests of HR Coordinator to set up an on-site interview,orReturns resume to HR Coordinator for entering status into database, e-mailing rejection letter, and filing.

9 HR Coordinator Schedules on-site interviews with Selection Panel.

Co-ordinates and confirms Interview Schedule.

Advises candidates of interview details10 Receptionist Greets candidates at reception area.

Notifies Recruiter or first Interviewer of candidate’s arrival.



11 Recruiter If no phone screen was completed, interviews candidates for the position, as well as…

If phone screen was completed, meets briefly with candidate on salary, recaps interview process,sets candidate’s expectations of company’s response time line, reviews Interview Schedule, and introduces candidate to selection panel.

12 Selection Panel Meets with candidate and conducts interview.

Selection Panel immediately completes the interview process by communicating their feedback to the Hiring Manager and Recruiter ONLY.

13 Recruiter /HR CoordinatorAdministers Test if applicable.

14 Hiring Manager Assesses candidates’ interview performance by evaluating interview feedbacks and/or test results and decides to Hire OR Not to Hire a candidate.

Notifies Recruiter of the decision15 Recruiter or HR

CoordinatorIf hire, verifies employment references from last 2 managers, excluding current manager unless approved by candidate.

If no hire, either notifies unsuccessful candidate of their status or advises HR Coordinator to send candidate a “Non-Selection” letter and closes database file.

16 Recruiter Assesses candidates’ reference feedback:

If favorable, decides to Hire a candidate, completes anOffer Request Form, and obtains appropriate approvals. Extends verbal offer to candidate and enters status in database

If unfavorable, notifies Manager and takes appropriate steps as mutually agreed with manager, i.e. either notifies unsuccessful candidate of their status or advises HR Coordinator to send candidate a “Non-Selection” letter and enters status in database.

17 Candidate Accepts, declines, or negotiates the offer and notifiesRecruiter of decision by the date mutually determined.

18 Recruiter Updates Hiring Manager:If offer has been accepted: Advises HR

Coordinator to generate offer letter and compile employment induction package to send to candidate.

If offer has been declined: Continues the recruiting process and updates candidate’s status in appropriate human resources database.



Purpose and Importance of Recruitment

1. Determine the present and future requirements of the organization on conjunction with its personnel-planning andjob analysis activities.

2. Increase the pool of job candidates at minimum cost.

3. Help increase the success rate of the selection process by reducing the number of visibly under qualified or overqualified job applicants.

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

5. Meet the organization’s legal and social obligations regarding the composition of its work force.

6. Begin identifying and preparing potential job applicants who will be appropriate candidates.

7. Increase organizational and individual effectiveness in the short term and long term.

8. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.

Recruitment Process

Recruitment refers to the process of identifying and attracting job seekers so as to build a pool of qualified job applicants. The process comprises five interrelated stages, viz,

1. Planning.


Manpower Planning

Strategy Development

Searching Screening Evaluation and control


2. Strategy development.3. Searching.4. Screening.5. Evaluation and control.

Figure: Recruitment Process

Figure: 1 – Recruitment Process

The ideal recruitment program is the one that attracts a relatively larger number of qualified applicants who will survive the screening process and accept positions with the organization, when offered. Recruitment programs can miss the ideal in many ways i.e. by failing to attract an adequate applicant pool, by under/over selling the organization or by inadequate screening applicants before they enter the selection process. Thus, to approach the ideal, individuals responsible for the recruitment process must know how many and what types of employees are needed, where and how to look for the individuals with the appropriate qualifications and interests, what inducement to use for various types of applicants groups, how to distinguish applicants who are qualified from those who have a reasonable chance of success and how to evaluate their work.

STAGE 1: Recruitment Planning

The first stage in the recruitment process is planning. Planning involves the translation of likely job vacancies and information about the nature of these jobs into set of objectives or targets that specify the



(1) Numbers and (2) Types of applicants to be contacted.

Numbers of contact

Organization, nearly always, plan to attract more applicants than they will hire. Some of those contacted will be uninterested, unqualified or both. Each time a recruitment Program is contemplated, one task is to estimate the number of applicants necessary to fill all vacancies with the qualified people.

Types of contacts

It is basically concerned with the types of people to be informed about job openings. The type of people depends on the tasks and responsibilities involved and the qualifications and experience expected. These details are available through job description and job specification.

STAGE 2: Strategy Development

When it is estimated that what types of recruitment and how many are required then one has concentrate in

(1). Make or Buy employees. (2). Technological sophistication of recruitment and selection devices. (3). Geographical distribution of labour markets comprising job seekers. (4). Sources of recruitment. (5). Sequencing the activities in the recruitment process.

‘ Make’ or ‘Buy’:

Organization must decide whether to hire le skilled employees and invest on training and education programs, or they can hire skilled labour and professional. Essentially, this is the ‘make’ or ‘buy’ decision. Organizations, which hire skilled and professionals shall have to pay more for these employees.

Technological Sophistication:

The second decision in strategy development relates to the methods used in recruitment and selection. This decision is mainly influenced by the available



technology. The advent of computers has made it possible for employers to scan national and international applicant qualification. Although impersonal, computers have given employers and job seekers a wider scope of options in the initial screening stage.

Where to look:

In order to reduce the costs, organizations look in to labour markets most likely to offer the required job seekers. Generally, companies look in to the national market for managerial and professional employees, regional or local markets for technical employees and local markets for the clerical and blue-collar employees.

When to look:

An effective recruiting strategy must determine when to look decide on the timings of events besides knowing where and how to look for job applicants.

STAGE 3: Searching:

Once a recruitment plan and strategy are worked out, the search process can begin. Search involves two stepsA). Source activation andB). Selling.

A). Source Activation:

Typically, sources and search methods are activated by the issuance of an employee requisition. This means that no actual recruiting takes place until lone managers have verified that vacancy does exist or will exist. If the organization has planned well and done a good job of developing its sources and search methods, activation soon results in a flood of applications and/or resumes.The application received must be screened. Those who pass have to be contacted and invited for interview. Unsuccessful applicants must be sent letter of regret.

B). Selling:



A second issue to be addressed in the searching process concerns communications. Here, organization walks tightrope. On one hand, they want to do whatever they can to attract desirable applicants. On the other hand, they must resist the temptation of overselling their virtues. In selling the organization, both the message and the media deserve attention. Message refers to the employment advertisement. With regards to media, it may be stated that effectiveness of any recruiting message depends on the media. Media are several-some have low credibility, while others enjoy high credibility. Selection of medium or media needs to be done with a lot of care.

STEP 4: Screening:

Screening of applicants can be regarded as an integral part of the recruiting process, though many view it as the first step in the selection process. Even the definition on recruitment, we quoted in the beginning of this chapter, excludes screening from its scope. However, we have included screening in recruitment for valid reasons. The selection process will begin after the applications have been scrutinized and short-listed. Hiring of professors in a university is a typical situation. Application received in response to advertisements is screened and only eligible applicants are called for an interview. A selection committee comprising the Vicechancellor, Registrar and subject experts conducts interview. Here, the recruitment process extends up to screening the applications. The selection process commences only later.

Purpose of screening

The purpose of screening is to remove from the recruitment process, at an early stage, those applicants who are visibly unqualified for the job. Effective screening can save a great deal of time and money. Care must be exercised, however, to assure that potentially good employees are not rejected without justification. In screening, clear job specifications are invaluable. It is both good practice and a legal necessity that applicant’s qualification is judged on the basis of their knowledge, skills, abilities and interest required to do the job. The techniques used to screen applicants vary depending on the candidate sources and recruiting methods used. Interview and application blanks may be used to screen walk-ins. Campus recruiters and agency representatives use interviews and resumes. Reference checks are also useful in screening.

STAGE 5: Evaluation and Control:


SOURCES OF MANAGERIAL RECRUITMENT

INTERNAL SOURCES

PromotionTransfersInternal notification

Retirement

Recall

Former employeesMiscellaneous external sources

EXTERNAL SOURCES

1) Campus recruitment2) Press advertisement3) Management consultancy service & private employment exchanges4) Deputation of personnel or transfer from one enterprise to another5) Management training schemes6) Walk-ins, write-ins, talk-ins


Evaluation and control is necessary as considerable costs are incurred in the recruitment process. The costs generally incurred are: -

1. Salaries for recruiters.2. Management and professional time spent on preparing job description, job specifications, advertisements, agency liaison and so forth.3. The cost of advertisements or other recruitment methods, that is, agency fees.4. Recruitment overheads and administrative expenses.5. Costs of overtime and outsourcing while the vacancies remain unfilled.6. Cost of recruiting unsuitable candidates for the selection process.

Evaluation of Recruitment Process

The recruitment has the objective of searching for and obtaining applications for job seekers in sufficient number and quality. Keeping this objective in the mind, the evaluation might include:

1. Return rate of application sent out.2. Number of suitable candidates for selection.3. Retention and performance of the candidates selected.4. Cost of the recruitment process5. Time lapsed data6. Comments on image projected.

Sources of Recruitment



Figure: 2 – Source of RecruitmentThe sources of recruitment can be broadly categorized into internal and external sources-

Internal Recruitment

Internal recruitment seeks applicants for positions from within the company. The various internal sources include

Promotions and Transfers

Promotion is an effective means using job posting and personnel records. Job posting requires notifying vacant positions by posting notices, circulating publications or announcing at staff meetings and inviting employees to apply. Personnel records help discover employees who are doing jobs below their educational qualifications or skill levels. Promotions has many advantages like it is good public relations, builds morale, encourages competent individuals who are ambitious, improves the probability of good selection since information on the individual’s performance is readily available, is cheaper than going outside to recruit, those chosen internally are familiar with the organization thus reducing the orientation time and energy and also acts as a training device for developing middle-level and top-level managers. However, promotions restrict the field of selection preventing fresh blood & ideas from entering the organization. It also leads to inbreeding in the organization. Transfers are also important in providing employees with a broad-based view of the organization, necessary for future promotions.

Employee referrals

Employees can develop good prospects for their families and friends by acquainting them with the advantages of a job with the company, furnishing them with introduction and encouraging them to apply. This is a very effective means as many qualified people can be reached at a very low cost to the company. The other



advantages are that the employees would bring only those referrals that they feel would be able to fit in the organization based on their own experience. The organization can be assured of the reliability and the character of the referrals. In this way, the organization can also fulfill social obligations and create goodwill.

Former Employees

These include retired employees who are willing to work on a part-time basis, individuals who left work and are willing to come back for higher compensations. Even retrenched employees are taken up once again. The advantage here is that the people are already known to the organization and there is no need to find out their past performance and character. Also, there is no need of an orientation program for them, since they are familiar with the organization.

Dependents of deceased employees

Usually, banks follow this policy. If an employee dies, his / her spouse or son or daughter is recruited in their place. This is usually an effective way to fulfill social obligation and create goodwill.

Recall s

When management faces a problem, which can be solved only by a manager who has proceeded on long leave, it may de decided to recall that persons after the problem is solved, his leave may be extended.

Retirements

At times, management may not find suitable candidates in place of the one who had retired, after meritorious service. Under the circumstances, management may decide to call retired managers with new extension.

Internal notification (advertisement)

Sometimes, management issues an internal notification for the benefit of existing employees. Most employees know from their own experience about the requirement of the job and what sort of person the company is looking for. Often



employees have friends or acquaintances who meet these requirements. Suitable persons are appointed at the vacant posts.

External Recruitment

External recruitment seeks applicants for positions from sources outside the company. They have outnumbered the internal methods. The various external sourcesInclude

Professional or Trade Associations

Many associations provide placement service to its members. It consists of compiling job seeker’s lists and providing access to members during regional or national conventions. Also, the publications of these associations carry classified advertisements from employers interested in recruiting their members. These are particularly useful for attracting highly educated, experienced or skilled personnel. Also, the recruiters can zero on in specific job seekers, especially for hard-to-fill technical posts.

Advertisements

It is a popular method of seeking recruits, as many recruiters prefer advertisements because of their wide reach. Want ads describe the job benefits, identify the employer and tell those interested how to apply. Newspaper is the most common medium but for highly specialized recruits, advertisements may be placed in professional or business journals.

Advertisements must contain proper information like the job content, working conditions, location of job, compensation including fringe benefits, job specifications, growth aspects, etc. The advertisement has to sell the idea that the company and job are perfect for the candidate. Recruitment advertisements can also serve as corporate advertisements to build company’ image. It also cost effective.

Employment Exchanges

Employment Exchanges have been set up all over the country in deference to the provision of the Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959. The Act applies to all industrial establishments having 25 workers or



more each. The Act requires all the industrial establishments to notify the vacancies before they are filled. The major functions of the exchanges are to increase the pool of possible applicants and to do the preliminary screening. Thus, employment exchanges act as a link between the employers and the prospective employees. These offices are particularly useful to in recruiting blue-collar, white collar and technical workers.

Campus Recruitments

Colleges, universities, research laboratories, sports fields and institutes are fertile ground for recruiters, particularly the institutes. Campus Recruitment is going global with companies like HLL, Citibank, HCL-HP, ANZ Grindlays, L&T, Motorola and Reliance looking for global markets. Some companies recruit a given number of candidates from these institutes every year. Campus recruitment is so much sought after that each college; university department or institute will have a placement officer to handle recruitment functions. However, it is often an expensive process, even if recruiting process produces job offers and acceptances eventually. A majority leave the organization within the first five years of their employment. Yet, it is a major source of recruitment for prestigious companies.

Walk-ins, Write-ins and Talk-ins

The most common and least expensive approach for candidates is direct applications, in which job seekers submit unsolicited application letters or resumes. Direct applications can also provide a pool of potential employees to meet future needs. From employees’ viewpoint, walk-ins are preferable as they are free from the hassles associated with other methods of recruitment. While direct applications are particularly effective in filling entry-level and unskilled vacancies, some organizations compile pools of potential employees from direct applications for skilled positions. Write-ins are those who send written enquiries. These jobseekers are asked to complete application forms for further processing. Talk-ins involves the job aspirants meeting the recruiter (on an appropriated date) for detailed talks. No application is required to be submitted to the recruiter.

Contractors

They are used to recruit casual workers. The names of the workers are not entered in the company records and, to this extent; difficulties experienced in maintaining permanent workers are avoided.



Consultants

They are in the profession for recruiting and selecting managerial and executive personnel. They are useful as they have nationwide contacts and lend professionalism to the hiring process. They also keep prospective employer and employee anonymous. However, the cost can be a deterrent factor.

Head Hunters

They are useful in specialized and skilled candidate working in a particular company. An agent is sent to represent the recruiting company and offer is made to the candidate. This is a useful source when both the companies involved are in the same field, and the employee is reluctant to take the offer since he fears, that his company is testing his loyalty.

Radio, Television and Internet

Radio and television are used to reach certain types of job applicants such as skilled workers. Radio and television are used but sparingly, and that too, by government departments only. Companies in the private sector are hesitant to use the media because of high costs and also because they fear that such advertising will make the companies look desperate and damage their conservative image. However, there is nothing inherently desperate about using radio and television. It depends upon what is said and how it is delivered. Internet is becoming a popular option for recruitment today. There are specialized sites like naukri.com. Also, websites of companies have a separate section wherein; aspirants can submit their resumes and applications.This provides a wider reach.

Competitors

This method is popularly known as “poaching” or “raiding” which involves identifying the right people in rival companies, offering them better terms and luring them away. For instance, several executives of HMT left to join Titan Watch Company. There are legal and ethical issues involved in raiding rival firms for potential candidates. From the legal point of view, an employee is expected to join a new organization only after obtaining a ‘no objection certificate’ from his/ her present employer. Violating this requirement shall bind the employee to pay a few


External ForcesSupply & DemandUnemployment RateLabour MarketPolitical – LegalImage

Recruitment

Internal ForcesRecruitment PolicyHR PlanningSize of the FirmGrowth & Expansion


months’ salary to his/ her present employer as a punishment. However, there are many ethical issues attached to it.

Factor Influencing Recruitment

Given its key role and external visibility, recruitment is naturally subject to influence of several factors. These include external as well as internal factors.

Figure: 3 - Factor Influencing Recruitment

External Factors

Of particular importance is the supply and demand of specific skills in the labour market. If the demand for particular skill is high relative to the supply, an extraordinary recruiting effort may be needed. For instance, the demand for program and financial analysts is likely to be higher than their supply, as opposed to the demand supply relationship for non technical employees.



When the unemployment rate in a given area is high, the company’s recruitment process may be similar. The number of unsolicited applicants is usually greater and increase size of the labour pool provides better opportunities for attracting qualified applicants. On the other hand, as the unemployment rate drops recruiting efforts must be increased and new sources explored.

For a long time the issuing relating to unemployment everyone in India. Policy makers, politicians, administrators, union leaders and academicians used to harp on the problem frequently. Not anymore. One half decades of liberalization has resulted in economic prosperity making people forget about unemployment. The issue now is employability a not unemployment. Any individual worth capable of something is sure of securing a job, of course in the private sector

Labour market conditions in the local area are to be primary importance in the recruiting for the most non – managerial, supervisory and middle management position. However, so far as recruitment for the executive and professional position is concerned, condition of the all India market is important.

Another external factor is the political and legal considerations. Reservations of jobs for SCs, STs, Minorities and other backward classes are the political decisions. There is a strong case for giving preference to people hailing from less advantaged selection of the society. Reservations have been accepted as inevitable by all section of the society. The Supreme Court also has agreed upon the 50 percent reservation of seats and jobs.

They cover working condition, compensations, retirement benefits a safety a health employees in the industrial establishment. There are an act which deals with recruitment and selection. Child labour act 1986, for instant prohibits employment of children in certain employment, a seek to regulate the working condition in the certain other employment. Similarly, we have the employment exchange act 1959 which mandates the employers must notify the vacant position to the employment exchange. The apprentice act 1961, the interstate migrant work man Act 1979. The factory ACT 1948, mines act 1952, also deal recruitment. Above all these, they have constitution which prohibits discrimination in matter of employment an also provides for protective discrimination to less privileged section to the society. Preferences to sons of the soil in another political factor. Public leader, clamour that preferences must be given to people of the respective states in the matter of employment.



The company’s image also matters in attracting large number of job seekers.

Internal Factors

There are certain internal forces which deserve consideration while recruiting personnel. One such internal factor is the recruiting policy of the organization. Most firm a policy on recruiting internally or externally. Generally the policy is to prefer internal sourcing as own employees known the company well a can recommend candidates who fit the organization’s culture.Another related policy is to have temporary and part time employees. An organization hiring temporary and part time employees is I less advantages positions in attracting sufficient applications.

In Multinational Corporation, there is policy relating to recruitment of locals citizens. MNCs operating in our country prefer local citizens has they can understand local languages customs and business practices well.

A major internal factor that can determine the success of the recruiting program is whether or not engages in HRP. In most cases a company cannot attract the prospective employees in sufficient numbers and with required skills overnight. It takes times to examine the alternative regarding the appropriate sources of the recruits and most productive methods for obtaining them. On the best alternatives have been identified, recruiting plans may be made. Effective HRP greatly facilitates the recruiting efforts.

Size is another internal factor having its influence on the other recruitment process. An organization with 1000 employees will find recruiting less problematic than a firm with just 100 employees.

Cost of recruiting is yet another internal factor that has be consider. Recruiting cost is calculated per new hire and the figure is considered now a days. Recruiters must, therefore, operate within budgets. Careful HRP and forethought by recruiters can minimize the recruitment cost. One cost saving measure, for instance, is recruiting for multiple job openings simultaneously. The best solution is to use proactive personnel practices to reduce employee turnover, thus minimize the need of recruiting. Evaluating the quality, quantity. And cost of recruitment helps ensure that it is efficient and cost effective.



Finally, an organization registering the growth an expansion will have more recruiting on hand then one which find its fortunes declining.

E- Recruitment

E-recruiting, also known as web-based recruiting, is the term that describes a method of recruiting employees, using web based resources, such as a company’s Internet site or its corporate intranet. These days e-recruiting is used by more and more companies, who want to locate, screen, test and recruit candidates.Companies that implement e-recruitment as a resource for their recruitment suggest that the primary drivers for using e-recruitment are:

Promotion of their corporate image A reduction in the cost of recruitment Streamlined and paperless administration

In general, recruitment using web-based technology is only being utilized and exploited by the big end of town recruiters. But e-recruiting is actually open to every recruiter and provides plenty of advantages. All recruiters need to know that they too can take advantage of e-recruiting - they just need to start small and build up their processes so that e-recruiting forms a valuable part of their strategy.

College Graduates

Establishing a Valuable College Partnership

Knowing that college partnerships are a great way to recruit candidates it is important that you establish a relationship that is beneficial to the recruit, the college and the graduate.

Developing and analyzing a college recruitment program is something that should be thoroughly investigated. A selection of suggested questions to help you determine if the program is going to be of value, are listed below:Your Recruitment Strategy

Do you see any greater return on your investment when you hire a graduate as opposed to an experienced candidate?



How do you locate and assess a study program that produces genuine, well rounded candidates?

Do you have a college recruiting strategy and is it different to that of your competitors?

Does your recruitment strategy work in the same way across all colleges or do you need to develop something specific?

Do all colleges output the same level of qualified graduate?

If you spend more money, will you necessarily get a better graduate?

Who should ‘own’ and manage the graduate recruiting program in your firm?

What Is Diversity Recruitment

Today America possesses a very diverse population. Smart, progressive companies recognize that to be even more successful they must build a workforce that is reflective of their target market – that is, American consumers. These companies now make consistent efforts to broaden the slate of applicants that are attracted for vacancies.

As employers strive to create a workforce that is reflective of the marketplace, the competition for these candidates is increasing in ferocity. These companies are now engaging recruiters who are highly skilled in identifying, sourcing and recruiting the top end of diverse talent that is available and interested. For many companies, the ability to attract these individuals will, over time, bring their companies increased market share, government contracts and for some, export market opportunities.

Five Steps To Effective Diversity Recruiting

In a job market that is always ultra competitive, it makes sense for a recruiter to sweep for the widest possible talent pool. Here are five ways to ensuring that your diversity recruiting is as effective as possible:



Build a constant diversity message - What you need to do is integrate a diversity message into your regular recruiting materials and advertising

Don’t advertise in different places - People want to be hired because of their qualifications, not just because they form part of a minority group. These candidates go to the same places to look for a job as anyone else – so you don’t need to post in different places

Demonstrate the diversity of your organization – Include current profiles of existing diverse employees on your corporate website

If you haven’t reached your diversity goals then say so – If you are trying to improve representation of minority groups within your business, then don’t be afraid to be open about this

Invest in education - One effective way to enhance diversity recruiting is for a company to become actively involved in increasing college enrolment of minorities

Give back to the community - Consider ways to increase your visibility among minority groups – this might be through board or committee membership, volunteer work, or support of local community activities

Strategies for Recruiting and Retaining a Diverse Workforce

In order to effectively recruit and retain a diverse workforce for your organization try the following:

Understand demographic changes in the workforce and in the customer base

Ensure that majority groups aren't marginalized in the process of recruitment or ongoing employee management

Build long-term relationships with minority organizations in your local area

Learn how to effectively interview diverse candidates without appearing patronizing or unnecessarily sympathetic



Become the employer of choice for a diverse workforce by implementing diverse friendly policies

Ensure retention by developing a diversity-friendly culture that supports open communication and cross culture tolerance

Place a recruitment emphasis on competency-based credentials rather than past experiences

Encourage the placement of interns, graduates and students who are members of diverse groups

Ensure that all levels of management have received diversity training

Compile interview panels that are culturally diverse to minimize potential bias

Encourage high level people of color, women, and people with disabilities in your company to assist in providing names of possible recruits

Develop a diversity statement, set formal goals, and design formal strategies

Ensure that motivational speakers who work with your employees are diverse themselves and are aware of, and respectful to, diverse participants, readers and audiences.

Goals of Recruitment

o To attract highly qualified individuals.o To provide an equal opportunity for potential candidates to apply for

vacancies.



SELECTION

Selection is defined as the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job.

Selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and competency to do the job.

The difference between recruitment and selection:Recruitment is identifying n encouraging prospective employees to apply for a job.And Selection is selecting the right candidate from the pool of applicants.

Selection can be conceptualized in terms of either choosing the fit candidates, or rejecting the unfit candidates, or a combination of both. Selection involves both because it picks up the fits and rejects the unfits. In fact, in Indian context, there are more candidates who are rejected than those who are selected in most of the selected processes. Therefore, sometimes, it is called a negative process in contrast to positive program of recruitment.

Stone has given a formal definition; “Selection is the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job.”

Selection Process

A selection process involves a number of steps. The basic idea is to solicit maximum possible information about the candidates to ascertain their suitability for employment. Since the type of information required for various positions may


Preliminary Interview

Selection Tests

Employment Interview

Reference and Background Analysis

Selection Decision

Physical Examination

Job Offer

Employment Contract

Evaluation


vary, it is possible that selection process may have different steps for various positions. For example, more information is workers. A standard selection process has the following steps:



Figure: 4 - Flow Chart of Selection Process

Environment Factor Affecting Selection

Selection is influenced by several factors. More prominent among them are supply and demand of specific skills in the labour market, unemployment rate, labour- market conditions, legal and political considerations, company’s image, company’s policy, human resources planning and cost of hiring. The last three constitute the internal environment and the remaining form the external environment of selection process.

STEP -1

Preliminary Interview

The applicants received from job seekers would be subject to scrutiny so as to eliminate unqualified applicants. This is usually followed by a preliminary interview the purpose of which is more or less the same as scrutiny of application, that is, eliminate of unqualified applicants. Scrutiny enables the HR specialists to eliminate unqualified jobseekers based on the information supplied in their application forms. Preliminary interview, on the other hand, helps reject misfits for reason, which did not appear in the application forms. Besides, preliminary interview, often called ‘courtesy interview’, is a good public relation exercise.

STEP - 2

Selection Test



Job seekers who pass the screening and the preliminary interview are called for tests. Different types of tests may be administered, depending on the job and the company. Generally, tests are used to determine the applicant’s ability, aptitude and personality.

The following are the type of tests taken

1). Ability tests

Assist in determining how well an individual can perform tasks related to the job. An excellent illustration of this is the typing tests given to a prospective employer for secretarial job. Also called as ‘ACHEIVEMENT TESTS’. It is concerned with what one has accomplished. When applicant claims to know something, an achievement test is taken to measure how well they know it. Trade tests are the most common type of achievement test given. Questions have been prepared and tested for such trades as asbestos worker, punch-press operators, electricians and machinists. There are, of course, many unstandardized achievement tests given in industries, such as typing or dictation tests for an applicant for a stenographic position.

2). Aptitude test

Aptitude tests measure whether an individual’s has the capacity or latent ability to learn a given job if given adequate training. The use of aptitude test is advisable when an applicant has had little or no experience along the line of the job opening. Aptitudes tests help determine a person’s potential to learn in a given area. An example of such test is the general management aptitude tests (GMAT), which many business students take prior to gaining admission to a graduate business school program.

Aptitude test indicates the ability or fitness of an individual to engage successfully in any number of specialized activities. They cover such areas clerical aptitude, numerical aptitude, mechanical aptitude, motor coordination, finger dexterity and manual dexterity. These tests help to detect positive negative points in a person’s sensory or intellectual ability. They focus attention on a particular type of talent such as learning or reasoning in respect of a particular field of work.

Forms of aptitude test



1. Mental or intelligence tests

They measure the overall intellectual ability of a person and enable to know whether the person has the mental ability to deal with certain problems.

2. Mechanical aptitude tests

They measure the ability of a person to learn a particular type of mechanical work. These tests helps to measure specialized technical knowledge and problem solving abilities if the candidate. They are useful in selection of mechanics, maintenance workers, etc.3. Psychomotor or skills tests

They are those, which measure a person’s ability to do a specific job. Such tests are conducted in respect of semiskilled and repetitive jobs such as packing, testing and inspection, etc.

3). Intelligence test

This test helps to evaluate traits of intelligence. Mental ability, presence of mind (alertness), numerical ability, memory and such other aspects can be measured. The intelligence is probably the most widely administered standardized test in industry. It is taken to judge numerical, skills, reasoning, memory and such other abilities.

4). Interest Test

This is conducted to find out likes and dislikes of candidates towards occupations, hobbies, etc. such tests indicate which occupations are more in line with a person’s interest. Such tests also enable the company to provide vocational guidance to the selected candidates and even to the existing employees. These tests are used to measure an individual’s activity preferences. These tests are particularly useful for students considering many careers or employees deciding upon career changes.

5). Personality Test



The importance of personality to job success is undeniable. Often an individual who possesses the intelligence, aptitude and experience for certain has failed because of inability to get along with and motivate other people

It is conducted to judge maturity, social or interpersonal skills, behavior under stress and strain, etc. this test is very much essential on case of selection of sales force, public relation staff, etc. where personality plays an important role.

Personality tests are similar to interest tests in that they, also, involve a serious problem of obtaining an honest answer.

6). Projective Test

This test requires interpretation of problems or situations. For example, a photograph or a picture can be shown to the candidates and they are asked to give their views, and opinions about the picture.

7). General knowledge Test

Now days G.K. Tests are very common to find general awareness of the candidates in the field of sports, politics, world affairs, current affairs.

8). Perception Test

At times perception tests can be conducted to find out beliefs, attitudes, and mental sharpness.etc.

9). Graphology Test

It is designed to analyze the handwriting of individual. It has been said that an individual’s handwriting can suggest the degree of energy, inhibition and spontaneity, as well as disclose the idiosyncrasies and elements of balance and control. For example, big letters and emphasis on capital letters indicate a tendency towards domination and competitiveness. A slant to the right, moderate pressure and good legibility show leadership potential.



10). Polygraph Test

Polygraph is a lie detector, which is designed to ensure accuracy of the information given in the applications. Department store, banks, treasury offices and jewelers shops, that is, those highly vulnerable to theft or swindling may find polygraph tests useful.

11). Medical Test

It reveals physical fitness of a candidate. With the development of technology, medical tests have become diversified. Medical servicing helps measure and monitor a candidate’s physical resilience upon exposure to hazardous chemicals.

12).Choosing Tests

The test must be chosen in the criteria of reliability, validity, objectivity and standardization. They are: -

Reliability

It refers to standardization of the procedure of administering and scoring the test results. A person who takes tests one day and makes a certain score should be able to take the same test the next day or the next week and make more or less the same score. An individual’s intelligence, for example, is generally a stable characteristic. So if we administer an intelligence test, a person who scores 110 in March would score close to 110 if tested in July. Tests, which produce wide variations in results, serve little purpose in selection.

Validity

It is a test, which helps predict whether a person will be successful in a given job. A test that has been validated can be helpful in differentiating between prospective employees who will be able to perform the job well and those who will not. Naturally, no test will be 100% accurate in predicting job success. A validated test increases possibility of success.

There are three ways of validating a test. They are as follows



1). Concurrent Validity: - this involves determining the factors that are characteristics of successful employees and then using these factors as the yardsticks.

2). Predictive Validity: - it involves using a selection test during the selection process and then identifying the successful candidates. The characteristics of both successful and less successful candidates are then identified.

3). Synthetic Validity: - it involves taking parts of several similar jobs rather than one complete job to validate the selection test.

Objectivity: - When two or more people can interpret the result of the same test and derive the same conclusion(s), the test is said to be objective. Otherwise, the test evaluators’ subjective opinions may render the test useless.

Standardization: - A test that is standardized is administered under standard condition to a large group of person who are representatives of the individuals for whom it is intended. The purpose of standardization is to obtain norms or standard, so that a specific test score can be meaningful when compared to other score in the group.

STEP - 3

Interview

The next step in the selection process is an interview. Interview is formal, in-depth conversation conducted to evaluate the applicant’s acceptability. It is considered to be excellent selection device. It is face to- face exchange of view, ideas and opinion between the candidates and interviewers. Basically, interview is nothing but an oral examination of candidates. Interview can be adapted to unskilled, skilled, managerial and profession employees.

Objectives of interview

Interview has at least three objectives and they are as follows: -

1) Helps obtain additional information from the applicants



2) Facilitates giving general information to the applicants such as company policies, job, products manufactured and the like

3) Helps build the company’s image among the applicants.

Types of interview

Interviews can be of different types. There interviews employed by the companies.Following are the various types of interview: -

1) Informal Interview

An informal interview is an oral interview and may take place anywhere. The employee or the manager or the personnel manager may ask a few almost inconsequential questions like name, place of birth, names of relatives etc. either in their respective offices or anywhere outside the plant of company. It’s not planned and nobody prepares for it. This is used widely when the labour market is tight and when you need workers badly.

2) Formal Interview

Formal interviews may be held in the employment office by the employment office in a more formal atmosphere, with the help of well structured questions, the time and place of the interview will be stipulated by the employment office.

3) Non-directive Interview

Non-directive interview or unstructured interview is designed to let the interviewee speak his mind freely. The interviewer has no formal or directive questions, but his all attention is to the candidate. Encourages the candidate to talk by a little prodding whenever he is silent e.g. “Mr. Ray, please tell us about yourself after your graduated from high school”.

The idea is o give the candidate complete freedom to “sell” him, without the encumbrances of the interviewer’s question. But the interviewer must be of higher



caliber and must guide and relate the information given by the applicant to the objective of the interview.

4) Depth Interview

It is designed to intensely examine the candidate’s background and thinking and to go into considerable detail on particular subjects of an important nature and of special interest to the candidates. For example, if the candidate says that he is interested in tennis, a series of questions may be asked to test the depth of understanding and interest of the candidate. These probing questions must be asked with tact and through exhaustive analysis; it is possible to get a good picture of the candidate.

5) Stress Interview

It is designed to test the candidate and his conduct and behavior by him under conditions of stress and strain. The interviewer may start with “Mr. Joseph, we do not think your qualifications and experience are adequate for this position,’ and watch the reaction of the candidates. A good candidates will not yield, on the contrary he may substantiate why he is qualified to handle the job.

This type of interview is borrowed from the Military organization and this is very useful to test behaviour of individuals when they are faced with disagreeable and trying situations.

6) Group Interview

It is designed to save busy executive’s time and to see how the candidates may be brought together in the employment office and they may be interviewed.

7) Panel Interview

A panel or interviewing board or selection committee may interview the candidate, usually in the case of supervisory and managerial positions. This type of interview pools the collective judgment and wisdom of the panel in the assessment of the candidate and also in questioning the faculties of the candidate.

8) Sequential Interview



The sequential interview takes the one-to-one a step further and involves a series of interview, usually utilizing the strength and knowledgebase of each interviewer, so that each interviewer can ask questions in relation to his or her subject area of each candidate, as the candidate moves from room to room.

9) Structures Interview

In a structured interview, the interviewer uses preset standardized questions, which are put to all the interviewees. This interview is also called as ‘Guided’ or ‘Patterned’ interview. It is useful for valid results, especially when dealing with the large number of applicants.

10) Unstructured Interview

It is also known as ‘Unpatterned’ interview, the interview is largely unplanned and the interviewee does most of the talking. Unguided interview is advantageous in as much as it leads to a friendly conversation between the interviewer and the interviewee and in the process, the later reveals more of his or her desire and problems. But the Unpatterned interview lacks uniformity and worse, this approach may overlook key areas of the applicant’s skills or background. It is useful when the interviewer tries to probe personal details of the candidate it analyse why they are not right for the job.

11) Mixed Interview

In practice, the interviewer while interviewing the job seekers uses a blend of structured and structured and unstructured questions. This approach is called the Mixed Interview. The structured questions provide a base of interview more conventional and permit greater insights into the unique differences between applicants.

12) Impromptu Interviews

This interview commonly occurs when employers are approached directly and tends to be very informal and unstructured. Applicants should be prepared at all times for on-the-spot interviews, especially in situations such as a job fair or a cold



call. It is an ideal time for employers to ask the candidate some basic questions to determine whether he/she may be interested in formally interviewing the candidate.

13) Dinner Interviews

These interviews may be structured, informal, or socially situated, such as in a restaurant. Decide what to eat quickly, some interviewers will ask you to order first (do not appear indecisive).Avoid potentially messy foods, such as spaghetti. Be prepared for the conversation to abruptly change from friendly chat to direct interview questions, however, do not underestimate the value of casual discussion, some employers place a great value on it. Be prepared to switch gears rapidly, from fun talk to business talk.

14) Telephone Interviews

Have a copy of your resume and any points you want to remember to say nearby. If you are on your home telephone, make sure that all roommates or family members are aware of the interview (no loud stereos, barking dogs etc.). Speak a bit slower than usual. It is crucial that you convey your enthusiasm verbally, since the interviewer cannot see your face. If there are pauses, do not worry; the interviewer is likely just taking some notes.

15) Second Interviews

Job seekers are invited back after they have passed the first initial interview. Middle or senior management generally conducts the second interview, together or separately. Applicants can expect more in-depth questions, and the employer will be expecting a greater level of preparation on the part of the candidates. Applicants should continue to research the employer following the first interview, and be prepared to use any information gained through the previous interview to their advantage.

STEP - 4

Reference Check



Many employers request names, addresses, and telephone numbers of references for the purpose of verifying information and perhaps, gaining additional background information on an applicant. Although listed on the application form, references are not usually checked until an applicant has successfully reached the fourth stage of a sequential selection process. When the labour market is very tight, organizations sometimes hire applicants before checking references.

Previous employers, known as public figures, university professors, neighbours or friends can act as references. Previous employers are preferable because they are already aware of the applicant’s performance. But, the problem with this reference is the tendency on the part of the previous employers to over-rate the applicant’s performance just to get rid of the person.

Organizations normally seek letters of reference or telephone references. The latter is advantageous because of its accuracy and low cost. The telephone reference also has the advantage of soliciting immediate, relatively candid comments and attitude can sometimes be inferred from hesitations and inflections in speech.It may be stated that the information gathered through references hardly influence selection decisions. The reasons are obvious:

The candidate approaches only those persons who would speak well about him or her.

People may write favorably about the candidate in order to get rid of him or her.

People may not like to divulge the truth about a candidate, lest it might damage or ruin his/her career.

STEP - 5

Selection Decision

After obtaining information through the preceding steps, selection decision- the most critical of all the steps- must be made. The other stages in the selection process have been used to narrow the number of the candidates. The final decision has to be made the pool of individuals who pas the tests, interviews and reference checks. The view of the line manager will be generally considered in the final selection because it is he/she who is responsible for the performance of the new employee. The HR manager plays a crucial role in the final selection.



STEP - 6

Physical Examination

After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. A job offer is, often, contingent upon the candidate being declared fit after the physical examination. The results of the medical fitness test are recorded in a statement and are preserved in the personnel records. There are several objectives behind a physical test.Obviously, one reason for a physical test is to detect if the individual carries any infectious disease. Secondly, the test assists in determining whether an applicant is physically fit to perform the work. Thirdly, the physical examination information can be used to determine if there are certain physical capabilities, which differentiate successful and less successful employees. Fourth, medical check-up protects applicants with health defects from undertaking work that could be detrimental to them or might otherwise endanger the employer’s property. Finally, such an examination will protect the employer from workers compensation claims that are not valid because the injuries or illness were present when the employee was hired.

STEP - 7

Job Offer

The next step in the selection process is job offer to those applicants who have crossed all the previous hurdles. Job offer is made through a letter of appointed. Such a letter generally contains a date by which the appointee must report on duty. The appointee must be given reasonable time for reporting. Thos is particularly necessary when he or she is already in employment, in which case the appointee is required to obtain a relieving certificate from the previous employer. Again, a new job may require movement to another city, which means considerable preparation, and movement of property.

The company may also want the individual to delay the date of reporting on duty. If the new employee’s first job upon joining the company is to go on company until perhaps a week before such training begins. Naturally, this practice cannot be abused, especially if the individual is unemployed and does not have sufficient finances.



Decency demands that the rejected applicants be informed about their non-selection. Their applicants may be preserved for future use, if any. It needs no emphasis that the applications of selected candidates must also be preserved for the future references.

STEP - 8

Contract of Employment

After the job offer has been mad and candidates accept the offer, certain documents need to be executed by the employer and the candidate. One such document is the attestation form. This form contains vital details about the candidate, which are authenticated and attested by him/her. Attestation form will be a valid record for the future reference.There is also a need for preparing a contract of employment. The basic information that should be included in a written contract of employment will vary according to the level of the job, but the following checklist sets out the typical headings:

1. Job title2. Duties, including a parse such as “The employee will perform such duties and will be responsible to such a person, as the company may from time to time direct”.3. Date when continuous employment starts and the basis for calculating service.4. Rate of pay, allowance, overtime and shift rates, method of payments.5. Hours of work including lunch break and overtime and shift arrangements.6. Holiday arrangements:

Paid holidays per year. Calculation of holiday pay. Qualifying period. Accrual of holidays and holiday pay. Details of holiday year. Dates when holidays can be taken. Maximum holiday that can be take at any one time. Carryover of holiday entitlement. Public holidays.

7. Length of notice due to and from employee.



8. Grievances procedure (or reference to it).9. Disciplinary procedure (or any reference to it).10. Work rules (or any reference to them).11. Arrangements for terminating employment.12. Arrangements for union membership (if applicable).13. Special terms relating to rights to patent s and designs, confidential information and restraints on trade after termination of employment.14. Employer’s right to vary terms of the contract subject to proper notification being given.

Alternatively called employment agreements or simply bonds, contracts of employment serve many useful purposes. Such contracts seek to restrain job-hoppers, to protect knowledge and information that might be vital to a company’s healthy bottom line and to prevent competitors from poaching highly valued employees.Great care is taken to draft the contract forms. Often, services of law firms (prominent firms in this category include Mulla, Craigie, Blunt and Caroe, Crawford Bailey, Amarchand MangaldasHiralal, etc.) are engag4d to get the forms drafted and finalized.

Most employers insist on agreements being signed by newly hired employees. But high turnover sectors such as software, advertising and media are more prone to use contracts.The drawback with the contracts is that it is almost to enforce them. A determined employee is bound to leave the organization, contract or no contract. The employee is prepared to pay the penalty for breaching the agreement or the new employer will provide compensations. It is the reason that several companies have scrapped the contracts altogether.

STEP - 9

Concluding The Selection Process

Contrary to popular perception, the selection process will not end with executing the employment contract. There is another step – amore sensitive one reassuring those candidates who have not selected, not because of any serious deficiencies in their personality, but because their profile did not match the requirement of the organization. They must be told that those who were selected were done purely on relative merit.



STEP - 10

Evaluation of Selection Program

The broad test of the effectiveness of the selection process is the quality of the personnel hired. An organization must have competent and committed personnel. The selection process, if properly done, will ensure availability of such employees. How to evaluate the effectiveness of a selection program? A periodic audit is the answer. People who work independent of HR department must conduct audit. The table below contains an outline that highlights the areas and questions to be covered in a systematic evaluation.Four Approaches to Selection

1).Ethnocentric Selection

In this approach, staffing decisions are made at the organization’s headquarters. Subsidiaries have limited autonomy, and the employees from the headquarters at home and abroad fill key jobs. Nationals from the parent country dominate the organizations at home and abroad.

2).Polycentric Selection

In polycentric selection, each subsidiary is treated as a distinct national entity with local control key financial targets and investment decisions. Local citizens manage subsidiaries, but the key jobs remain with staff from the parent country. This is the approach, which is largely practiced in our country

3).Regiocentric Selection

Here, control within the group and the movements of staff are managed on a regional basis, reflecting the particular disposition of business and operations within the group. Regional managers have greater discretion in decision. Movement of staff is largely restricted to specific geographical regions and promotions to the jobs continue to be dominated by managers from the parents company.

4).Geocentric Staffing



In this case, business strategy is integrated thoroughly on global basis. Staff development and promotion are based on ability, not nationality. The broad and other parts of the top management structure are thoroughly international in composition. Needless to say, such organizations are uncommon.

Problems In Effective Selection

The main objective of selection is to hire people having competence and commitment. This objective s often defeated because of certain barriers. The impediments, which check effectiveness of selection, are perception, fairness, validity, reliability and pressure.

Perception

Our inability to understand others accurately is probably the most fundamental barrier to selecting the right candidate. Selection demands an individual or a group of people to assess and compare the respective competencies of others, with the aim of choosing the right persons for the jobs. But our views are highly personalized. We all perceive the world differently. Our limited perceptual ability is obviously a stumbling block to the objective and rational selection of the people.

Fairness

Fairness in selection requires that no individual should be discriminated against on the basis of religion, region, race or gender. But the low numbers of women and other less privileged sections of the society in middle and senior management positions and open discrimination on the basis of age in job advertisements and in the selection process would suggest that all the efforts to minimize inequity have not been effective.

Validity



Validity, as explained earlier, is a test that helps predict job performance of an incumbent. A test that has been validated can differentiate between the employees who perform well and those who will not. However, a validated test does not predict job success accurately. It can only increase possibility of success.

Reliability

A reliable method is one, which will produce consistent results when repeated in similar situations. Like validated test, a reliable test may fail to predict job performance with precision.

Pressure

Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends and peers to select particular candidates. Candidates selected because of compulsions are obviously not the right ones. Appointments to public sectors undertakings generally take place under such pressures.

Goals of Selection

o To systematically collect information about to meet the requirements of the advertised position.

o To select a candidate that will be successful in performing the tasks and meeting the responsibilities of the position.

o To engage in hiring activities that will result in eliminating the under utilization of women and minorities in particular departments.

o To emphasize active recruitment of traditionally underrepresented groups, i.e. individuals with disabilities, minority group members, women, and veterans.



Difference (Recruitment and Selection)

1.) Recruitment is the process of searching for prospective candidates and motivating them to apply for job in the organization

Whereas, selection is a process of choosing most suitable candidates out of those, who are interested and also qualified for job.

2.) In the recruitment process, vacancies available are finalized, publicity is given to them and applications are collected from interested candidates.

In the selection process, available applications are scrutinized. Tests, interview and medical examination are conducted in order to select most suitable candidates.

3.) In recruitment the purpose is to attract maximum numbers of suitable and interested candidates through applications.

In selection process the purpose is that the best candidate out of those qualified and interested in the appointment.

4.) Recruitment is prior to selection. It creates proper base for actual selection.

Selection is next to recruitment. It is out of candidates’ available/interested.

5.) Recruitment is the positive function in which interested candidates are encouraged to submit application.



Selection is a negative function in which unsuitable candidates are eliminated and the best one is selected.

6.) Recruitment is the short process. In recruitment publicity is given to vacancies and applications are collected from different sources

Selection is a lengthy process. It involves scrutiny of applications, giving tests, arranging interviews and medical examination.

7.) In recruitment services of expert is not required

Whereas in selection, services of expert is required8.) Recruitment is not costly. Expenditure is required mainly for advertising the posts.

Selection is a costly activity, as expenditure is needed for testing candidates and conduct of interviews.



CHAPTER – 2INDUSTRY INFORMATION



Evolution

The war for talent began in the 1980s with the birth of the Information Age? Not so. To find out when it truly began, read this chapter, which looks at:

» the 20% decline in birth rate in the 1950s and 1960s;

» the impact of poor educational systems on graduates of the 1970s and early 1980s combined with rapidly changing technology;

» the age of dispensable employees with wave of downsizing after downsizing and its impact on employee loyalty.

One of the major challenges facing employers as we go from the twentieth into the twenty-first century – and we make the complete transition from the Industrial Age to the Information Age – is finding and keeping good employees. To fully understand the situation facing organizations worldwide, we need to discuss:

» the drop in the birth rate in the late 1950s and early 1960s that has caused a significant drop in the numbers of people in the employment pool. And, more important, the insufficient supply today of ‘‘good’’ workers in practically every field;

» the decade of the 1980s and its impact on the traditional employment contract that guaranteed employees work provided they did a good job and employee attitudes toward their employers in return;



» the loss of loyalty, on both sides;

» the economic upturn in the late 1990s that demanded high performers yet found the most wanted employees in a position to call their own tune;

» the technological revolution that led to numerous dotcom startups with their demand for technological talent;

» the dotcom shakeout that released talented techies, but also competition from among brick and click operations for these individuals.

Some people would say that the war for talent began in the 1980s with the birth of the Information Age – as hard assets like machines, factories, and capital were seen as less important than intangibles like brand loyalty, intellectual capital, and job experience and know-how. During the heart of the Industrial Age, only 17% of all jobs required knowledge workers; now almost 60% require knowledge workers. Or, more important, ‘‘talented’’ workers.

Scope and Prospects of HR Consulting Industry – A Perspective

It was early 2000 when India experienced a tangible transit from a manufacturing to a service dominated nation. There was a gradual shift from Job hunting by individuals to mass recruitment by employers. This happened due to emergence of IT and ITES. Our manpower had an edge due to which we became a global outsource destination, the factors being largest English speaking nation primarily and low cost of operations too played an important role. The impact on country economics was so high which boosted financial sector as there was a scope of investments and savings beyond mere reducing the income tax liability. This growth followed by increased consumerism in the country thus retail sector along with food chain businesses mushroomed. In between overall growth one major industry which emerged higher and higher with each sector growing was telecom sector and aviation. Telecom sector grows with IT, ITES, Retail andFinance because all the sectors require mass human capital which requires higher person to person communication.

When I started my career way back in 1991, people to people contact was negligible whereas in today’s environment communication is on the forefront and person to person contact has taken a quantum leap not only within the country, we



need to communicate global. I started my career with a Project Management consultancy and was high work alcoholic Technical professional deep into process calculations and equipment design and considered my self on the right path to the top, until I joined a corporate projects company where it turned out to be a non-technical profile which made me uneasy. My CEO, who later on became my mentor, used to ask me “What is your goal ” I would reply “To be a CEO by the age of 35” He in turn would always guide me, if there is a desire to be a young CEO, focus less on technical more on Interpersonal skills. On my disagreement he would ask me to do a survey and find out if any company is headed by Technical Manager, I could find none. Once I opened my mind to non- technical trainings he gave me an opportunity to groom myself by attending trainings at Institutions like IIM Ahmedabad and Eicher Consultancy, and went ahead and became the CEO right at the age of 35 years. I was so fortunate to learn soft skills when this concept did not exist and just like the way I used to think every body that I talked about it, felt that there is no need for such trainings. This was the perception because the need to communicate was least during that time; from then to now the need has taken a quantum leap, thus giving HR consultancy industry an ample opportunity to contribute.

The above analysis guides us to why there is a sizeable requirement of manpower in India and what is the current and future scope of HR consulting Industry. Emergence of above sectors will clearly indicate huge requirement of mass human capital with special respect to young and frontline manpower. In some sectors like IT, ITES, Finance the human resource will be professionally qualified and sectors like retail, telecom and aviatiation may absorb less qualified manpower based on skills and attitudes our young generation acquires. The wave on one hand will create a demand of sizeable manpower requirement though on the other hand will increase the demand and responsibility of HR consulting industry. There is an importance in refocusing on the root cause of the growth and understand the negligence before we further define the scope and prospects of HR consulting. Our growth started, with special respect to human resource demand, with an emergence of IT and ITES and that we became an outsource destination. The primary reason is that we are the largest English speaking nation in the world. However we never focused on this issue earlier because we thought we will enjoy monopoly forever, somehow we neglected CHINA factor, they being a non-English speaking country. China raced ahead on many fronts because of productivity, now they are training themselves to speak English and as per my information they are already number two outsource destination and are ready to Challenge India’s monopoly as far as ITES is concerned.



We will do justice to articulate this subject once we realize the challenge ahead and responsibility of HR consulting Industry. The challenge from skill enhancement point of view is to develop skills in our Human resource, which confirm to the global thought process and attitudes and to develop Non-English speaking and rural manpower on personal grooming and development. In future HR consulting industry will be focusing on two major issues – Attrition and Skill enhancement (Training and Development).

Human Resource Consulting

Human resource consulting is a $18.4 billion industry [1] that has emerged from management consulting, as clients' needs have become more complex and specialized, widening the gap between HR needs and work force capabilities, and thus accentuating the ability of HR management consulting firms to fill this gap.[2] While the multi-faceted nature of business sometimes causes overlap in consulting industries (i.e., with regards to human resources, general management, and information technology), the following are core fields around which most HR consultancies are based:

Human Capital, including remuneration (also called total rewards), employee rewards and incentive programs, and talent acquisition and management

Health & Benefits; i.e., orchestrating optimal employee health plans with the carriers themselves

Mergers & Acquisitions, examining fit across culture, job-type, transaction costs, etc.

Communication, including surveying employee attitudes, satisfaction, engagement, and other employee behaviors

Retirement Outsourcing

Services may also include legal counseling, global initiatives, investments consulting, and the implementation of HR technologies to facilitate human capital management. The HR consulting industry also employs more actuaries than any other in order to assist in their services.

Companies in the Field



HR consultancies vary in their ranges of services and sizes, with many consultants and academicians breaking off to form their own practices. A 2007 Workforce Management study identifies the top five revenue producing HR consultancies as Mercer ($2.4 billion), Deloitte ($1.6 billion), Watson Wyatt ($1.4 billion), Aon ($1.3 billion), and PricewaterhouseCoopers ($1.1 billion). Other major players include Towers Watson, Hewitt Associates, Hay Group, and Buck Consultants.

Qualifications and certifications

Many human resource consultants have specialized qualifications or certifications, such as:

Accountancy: ACCA, CA, CPA, CCA Actuarial: EA, ASA, FSA, MAAA, FIA, FFA Educational: MS in Management/HR/Industrial Organizational psychology,

MBA, Ph.D. in Management, DBA, J.D. Finance: CFA General consulting: CMC Health and benefits: CEBS, CCP, CBP Human resources: Various certifications SHRM (US) CHRP (Canada)(e.g.

PHR, SPHR, GPHR); MCIPD

Management consulting

Management consulting indicates both the industry of, and the practice of, helping organizations improve their performance, primarily through the analysis of existing business problems and development of plans for improvement.

Organizations hire the services of management consultants for a number of reasons, including gaining external (and presumably objective) advice and access to the consultants' specialized expertise.

Because of their exposure to and relationships with numerous organizations, consulting firms are also said to be aware of industry "best practices", although the transferability of such practices from one organization to another may be limited or problematic.

Consultancies may also provide organizational change management assistance, development of coaching skills, technology implementation, strategy development, or operational improvement services. Management consultants generally bring their own, proprietary methodologies or


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frameworks to guide the identification of problems, and to serve as the basis for recommendations for more effective or efficient ways of performing business tasks

History

Management consulting grew with the rise of management as a unique field of study. The first management consulting firm was Arthur D. Little, founded in 1886 by the MIT professor of the same name. Though Arthur D. Little later became a general management consultancy, it originally specialized in technical research. Booz Allen Hamilton was founded by Edwin G. Booz, a graduate of the Kellogg School of Management at Northwestern University, in 1914 as a management consultancy and the first to serve both industry and government clients.

After World War II, a number of new management consulting firms formed, most notably Boston Consulting Group, founded in 1963, which brought a rigorous analytical approach to the study of management and strategy. Work done at Boston Consulting Group, McKinsey, Booz Allen Hamilton, and the Harvard Business School during the 1960s and 70s developed the tools and approaches that would define the new field of strategic management, setting the groundwork for many consulting firms to follow. In 1983, Harvard Business School's influence on the industry continued with the founding of Monitor Group by six professors.

One of the reasons why management consulting grew first in the USA is because of deep cultural factors: it was accepted there, (contrary to say, Europe), that management and boards alike might not be competent in all circumstances; therefore, buying external competency was seen as a normal way to solve a business problem. This is referred to as a "contractual" relation to management. By contrast, in Europe, management is connected with emotional and cultural dimensions, where the manager is bound to be competent at all times. This is referred to as the "pater familias" pattern. Therefore seeking (and paying for) external advice was seen as inappropriate. However, it is sometimes argued that in those days the average level of education of the executives was significantly lower in the USA than in Europe, where managers were Grandes Ecoles graduates (France) or "Doktor" (Germany), though this is very difficult to quantify given the vastly differing management structures in American and European businesses.

It was only after World War II, in the wake of the development of the international trade led by the USA, that management consulting emerged in Europe. The current trend in the market is a clear segmentation of management consulting firms.


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Approaches

In general, various approaches to consulting can be thought of as lying somewhere along a continuum, with an 'expert' or prescriptive approach at one end, and a facilitative approach at the other. In the expert approach, the consultant takes the role of expert, and provides expert advice or assistance to the client, with, compared to the facilitative approach, less input from, and less collaboration with, the client(s). With a facilitative approach, the consultant focuses less on specific or technical expert knowledge, and more on the process of consultation itself. Because of this focus on process, a facilitative approach is also often referred to as 'process consulting,' with Edgar Schein being considered the most well-known practitioner. The consulting firms listed above are closer toward the expert approach of this continuum.

Many consulting firms are organized in a matrix structure, where one 'axis' describes a business function or type of consulting: for example, strategy, operations, technology, executive leadership, process improvement, talent management, sales, etc. The second axis is an industry focus: for example, oil and gas, retail, automotive. Together, these form a matrix, with consultants occupying one or more 'cells' in the matrix. For example, one consultant may specialize in operations for the retail industry, and another may focus on process improvement in the downstream oil and gas industry.

Specializations

Management consulting refers generally to the provision of business consulting services, but there are numerous specializations, such as information technology consulting, human resource consulting, virtual management consulting and others, many of which overlap, and most of which are offered by the large diversified consultancies listed below. So-called "boutique" consultancies, however, are smaller organizations specializing in one or a few of such specializations.

Current state of the Industry

Management consulting has grown quickly, with growth rates of the industry exceeding 20% in the 1980s and 1990s. As a business service, consulting remains highly cyclical and linked to overall economic conditions. The consulting industry shrank during the 2001-2003 period, but has been experiencing slowly increasing growth since. In 2007, total global revenues for management consulting are expected to exceed the $300 billion mark.


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Currently, there are four main types of consulting firms:

1. Large, diversified organizations that offer a range of services, including information technology consulting, in addition to a strategy consulting practice (e.g. Accenture, ABeam Consulting, Capgemini, Deloitte, IBM). Some very large IT service providers have moved into consultancy as well and are also developing strategy practices (e.g. Wipro, Tata Consultancy Services, Infosys)

2. Medium-sized information technology consultancies, which blend boutique style with some of the same services and technologies bigger players, offer their clients.

3. Management and strategic consulting specialists that offer primarily Strategy Consulting and Business Intelligence Models to any industries (e.g. Bain & Company, Booz & Company, McKinsey & Company, Arthur D. Little and The Boston Consulting Group).

4. Boutique firms, often quite small, which have focused areas of consulting expertise in specific industries, functional areas or technologies. Most of the boutiques were founded by famous business theorists. Small firms with less than 50 employees are often referred to as niche consultancies. If they have a unique concept and market it successfully, they often grow out of this segment very fast or are bought by larger players interested in their knowhow.

A fifth type that is emerging is the sourcing advisory firm, that advise buyers on sourcing choices related to in sourcing, outsourcing, vendor selection, and contract negotiations. The top 10 sourcing advisors (as ranked by the Black Book of Outsourcing) were TPI, Gartner, Hackett Group, Everest Group, PwC, Avasant, PA Consulting, and EquaTerra. Although a fast growing sector, the largest sourcing advisory practices would likely be classified as boutiques when considering the management consulting industry as a whole - with one of the largest players, TPI, for example, citing 2006 revenues of less than US$150M during its acquisition by ISG.

Trends

Management consulting is becoming more prevalent in non-business related fields as well. As the need for professional and specialized advice grows, other industries such as government, quasi-government and not-for-profit agencies are turning to the same managerial principles that have helped the private sector for years.


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One important and recent change in the industry has been the spin-off or separation of the consulting and the accounting units of the large diversified firms. For these firms, which began business as accounting firms, management consulting was a new extension to their business. But after a number of highly publicized scandals over accounting practices, such as the Enron scandal, accountancies began divestiture of their management consulting units, to more easily comply with the tighter regulatory scrutiny that followed.

Rise of Internal Corporate Consulting Groups

Added to these approaches are corporations that set up their own internal consulting groups, hiring internal management consultants either from within the corporation or from external firm’s employees. Many corporations have internal groups of as many as 25 to 30 full-time consultants.

Internal consulting groups are often formed around a number of practice areas, commonly including: organizational development, process management, information technology, design services, training, and development.

Advantages

There are several potential benefits of internal consultants to those who employ them:

If properly managed and empowered, internal consulting groups evaluate engagement on projects in light of the corporation's strategic and tactical objectives.

Often, the internal consultant requires less ramp up time on a project due to familiarity with the corporation, and is able to guide a project through to implementation—-a step that would be too costly if an external consultant were used.

Internal relationship provides opportunities to keep certain corporate information private.

It is likely that the time and materials cost of internal consultants is significantly less than external consultants operating in the same capacity.

Note: Corporations need to be conscious of and consistent with how internal consultant costs are accounted for on both a project and organizational level to evaluate cost effectiveness.


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Internal consultants are often uniquely suited to

1. Lead external consulting project teams, or2. Act as organizational subject matter experts ‘embedded’ with external

consulting teams under the direction of organizational management.

A group of internal consultants can closely monitor and work with external consulting firm. This would ensure better delivery, quality, and overall operating relationship.

External firms providing consulting services have a dichotomy in priority. The health of the external firm is in aggregate more important than the health of the client organization. (client objectives are ultimately secondary to that of the strategic goals of the external firm)

Again assuming proper management, internal consulting groups are less likely has a dichotomy in priority. The health of the client organization is in aggregate more important than the health of the internal consulting group. (Put the company objectives first)

Disadvantages

The internal consultant may not bring the objectivity to the consulting relationship that an external firm can.

An internal consultant also may not bring to the table best practices from other corporations. A way to mitigate this issue is to recruit experience into the group and/or proactively provide diverse training to internal consultants.

Where the consulting industry is strong and consulting compensation high, it can be difficult to recruit candidates.

It is often difficult to accurately measure the true costs and benefits of an internal consulting group.

When financial times get tough, internal consulting groups that have not effectively demonstrated economic value (costs vs. benefits) are likely to face size reductions or reassignment.

Government Consultants

The use of management consulting in governments has increased significantly in recent times. Booz Allen Hamilton (now split from Booz & Company) is particularly well known now as a consultant that primarily serves the US Federal




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Government. Deloitte Consulting LLP applies its industry expertise and decades of experience to helping government departments and agencies solve their toughest problems. In India agriculture Finance Corporation limited provides consultancy mainly to governments and related institutions.

United Kingdom

From 1997 to 2006, Labour governments have spent £20 billion for management consultants and at least another £50 billion for IT systems, up significantly from the £500 million a year spent by the previous Conservative government.[3] From 2003–2006 spending on consultants has risen by a third, from £2.1 billion in 2003–04 to £2.8 billion in 2005–06, largely due to increases in spending by the National Health Service. In the past three years £7.2 billion has been spent on consultancy services from large consultancy firms.[4]

Management Consulting Companies Rating

The web service "vault.com" prepares a list of the most prestigious 50 consulting companies each year, a measure that favors larger firms. The most prestigious 15 consulting companies in 2010 are

1. McKinsey & Company (8.390)2. The Boston Consulting Group (7.978)3. Bain & Company (7.874)4. Booz & Company (6.514)5. Deloitte Consulting LLP (6.107)6. Monitor Group (6.071)7. PricewaterhouseCoopers (5.998)8. Mercer LLC (5.947)9. Ernst & Young LLP (5.914)10.Oliver Wyman (5.860)11.Accenture (5.711)12.IBM Global Business Services (5.668)13.KPMG (5.585)14.Towers Perrin (5.535)15.Alix Partners (5.529)

"Vault" also ranks firms along other dimensions. The top-rated firms are

1. #1 in Compensation: The Parthenon Group


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2. #1 in Overall Satisfaction: Bain & Co3. #1 in Firm Culture: The Parthenon Group4. #1 in Relationships with Supervisors: The Parthenon Group5. #1 in Formal Training: Bain & Co6. #1 in Offices: Gallup Consulting

Criticism

Despite consistently high and growing revenues, management consultancy also consistently attracts a significant amount of criticism, both from clients, and also from management scholars.

"Management consultants are often criticized for overuse of buzzwords, reliance on and propagation of management fads, and a failure to develop plans that are executable by the client." A number of critical books about management consulting argue that the mismatch between management consulting advice and the ability of business executives to actually create the change suggested results in substantial damages to existing businesses.

Disreputable consulting firms are often accused of delivering empty promises, despite high fees. They are often charged with "stating the obvious" and lacking the experience on which to base their advice. These consultants bring few innovations, and instead offer generic and "prepackaged" strategies and plans that are irrelevant to the client’s particular issue. They may fail to prioritize their responsibilities, placing their own firm’s interests before the clients'.

Another concern is the promise of consulting firms to deliver on the sustainability of results. At the end of an engagement between the client and consulting firm, there is often an expectation that the consultants audit the project results for a period of time to ensure their efforts are sustainable. Although sustainability is promoted by some consulting firms, it is difficult to implement because of the disconnect between the client and consulting firm after the project closes.

Further criticisms include: disassembly of the business (by firing employees) in a drive to cut costs, only providing analysis reports, junior consultants charging senior rates, reselling similar reports to multiple clients as "custom work", lack of innovation, overbilling for days not worked, speed at the cost of quality, unresponsive large firms & lack of (small) client focus, and lack of clarity of deliverables in contracts


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CHAPTER - 3COMPANY INFORAMTION



INFOSYS

Work at Infosys

A feeling of energy and vitality, of freshness, of a place where people work in a campus like facility and culture, are unafraid to voice new ideas, of a place where there is minimal hierarchy.

Robust people management practices enable Infosys to create this environment for its employees. This is what distinguishes Infosys among other technology companies, enabling Infoscions to excel and innovate in what they do for their clients and in what they stand for as a company.

Continuous learning

The spirit of learn ability among Infosys people and an organizational commitment to continuous personal and professional development keeps Infosys at the forefront in a fast-changing industry. Their framework for continuous learning at Infosys is built around a number of focused programs for their employees. These range from major initiatives such as the Infosys Leadership Institute to various ongoing management development and personal improvement programs. They complement a host of technology advancement and ongoing training options.

Dedicated organizations or groups within Infosys lead these initiatives. Infosys investment in people and infrastructure to build a holistic learning framework demonstrates their commitment to continuous learning and building intellectual capital for their employees. This learning framework is continuously enhanced with new programs and the latest learning techniques - and close-knit coordination across these initiatives ensures that it meets the different learning needs of their employees in specific areas of technology, management, leadership, cultural and communication skills, and other soft skills.

Apart from formal programs - a typical example of an informal employee driven program is the Infosys Toastmasters Club, formed in 2000. The mission of this club is to provide a mutually supportive and positive learning environment to develop communication and leadership skills to foster self-confidence and personal growth. The club has been recognized by Toastmasters International and joins the roster of other recognized Corporate Clubs around



the world (including those of Microsoft, Boeing, Citicorp and Sun Microsystems).

Fun and culture

Life at Infosys is full of events - where employees can pursue their interests in areas as varied as arts, culture, or sports. The objective is to ensure that employees are not confined to their desks. Employees express their various skills and interests through forums that include an "ArtGallery" on campus dedicated to displaying the works of Infoscions, daily quiz competitions, and regular music meetings that keep the place abuzz with creativity.

Inculcom is the base organization that hosts cultural programs for Infoscions. Each event emphasizes a specific area like music, dance, or quiz. These programs are generally not competitive, but a competitive element is sometimes added to enhance enthusiasm and to bring out the best in our people. Under Inculcom, there are sub groups like the IQ Circle (Quizzes), Shruthi (the classical music club), Dramatix (the drama club), and Vakchaturya (forum for self development).

Insync

The key to employee involvement in organizations is the sharing of information about business performance, plans, goals, and strategies. What happens by a shout across the corridor in a smaller organization, calls for a more systematic process in a large organization like Infosys.

InSync is Infosys‘s internal communication program focused on keeping the Infoscion abreast of latest corporate and business developments, and equipping him or her to be a "brand ambassador" for the company. This program combines a communication portal with workshops, monthly newsletters, articles, daily cartoons and brainteasers to synchronize eachInfoscion with the organization.



“Infosys believes in an organization with less hierarchy and faster decision-making. In order to make that happen, every Infoscion needs to know how the organization works, how decision are made, and what drives Infosys. So it is important for Infosys to communicate this to everyone"

S. GopalakrishnanCo-founder & Member of Board

Careers

Infosys has a vision of where they want to go, and it's really exciting

With an annual compounded growth rate of around 60% in the last 5 years, and branches across the world, Infosys is forging ahead in the global market. To achieve their vision, they are always looking out for talented, learnable individuals who are ambitious, who love challenges and who have a passion to excel!

Towards this objective, Infosys participates in campus hiring programs and also conducts a number of off-campus initiatives throughout the year at various locations. Apart from college hiring, they also hire experienced professionals from the industry at various mid-level and senior positions.

Infosys — grooming global talent

Last year, over 1.3 million people applied for a job at Infosys. Only 1% of them were hired. In comparison, Harvard College took in 9% of candidates.

Infosys has always focused on inducting and educating the best and the brightest. With global hiring practices, coupled with ever-expanding university programs such as Campus Connect and development centers across the globe, Infosys is able to source and nurture talent while delivering lasting value to clients.

Infosys, which trains over 15,000 new recruits every year, is well prepared to win the battle for top-notch talent. At the heart of this education program is a fully equipped $120 million facility in Mysore, about 90 miles from Bangalore.



Infosys in the spotlight

In 2005, Computerworld magazine, while ranking Infosys among the 100 best places to work in IT, placed it at the very top of the list of best places for education and training.

In its March 2006 issue, Fortune magazine stepped inside the gates of ‘Infosys’ and emerged with the impression that gaining admission to the ‘Taj Mahal of training centers’ is harder than getting into Harvard.

Sources on Manpower Supply

Internal

Infosys upgrades from within only for managerial positions, but only to some extent. Because upgrading from within is considered better as the employee is already familiar with the organization, reduces training cost, helps in building morale and promotes loyalty. If no one capable for managerial position is found in its internal source, it looks out for external sources. It selects only the best employee for the organization.

Types

Former Employees

They ask the retired employees who are willing to work on a part-time basis, individuals who left work and are willing to come back for higher compensations. Even retrenched employees are taken up once again.

Retirements

If it’s not able to find suitable candidates in place of the one who had retired, after meritorious service. Under the circumstances, management decides to call retired managers with new extension.

Internal notification (advertisement)



Most employees know from their own experience about the requirement of the job and what sort of person the company is looking for. Often employees have friends or acquaintances who meet these requirements. Suitable persons are appointed at the vacant posts.

External

For the posts of technicians, engineers, floor managers etc, it looks out for external sources which include. · Agencies: TAPL

o Institutions: Like B Schools, colleges, Management Institutes, etc.o Websites: www.indiatimesjob.com

www.monster.com www.naukri.comOf the above three web sites given most widely used by the Infosys is the www.monster.com with the success rate of 80% followed by www.indiatimesjob.com at 60% and www.naukri.com at the success rate of 50%.

External recruitment enables the company to get the best candidate.

Infosys prefers external recruitment and mainly takes help from agencies and institutions as it’s a giant company and internal recruitment proves to be inadequate as its yearly targets are very high.

Table – 3

Recruitment Targets for Infosys

Year

No. of employees (per year)

2001 100002002 110002003 130002004 150002005 180002006 25000

Campus


http://www.indiatimesjob.com/


Campus recruitment is so much sought after that each college; university department or institute will have a placement officer to handle recruitment functions. However, it is often an expensive process, even if recruiting process produces job offers and acceptances eventually. A majority leave the organization within the first five years of their employment. Yet, it is a major source of recruitment for prestigious companies.

Infosys is the company of choice for campus recruitment programs in most major engineering institutes such as IITs, RECs etc. and at premier management institutes such as the IIMs.

Engineering Institutes

Campus hiring at engineering institutes typically starts in May and continues through September. Senior managers and officers from Infosys actively participate in this hiring, to bring on board the next generation of bright, young and talented leaders for the company. We encourage current students at the campuses we visit to use this opportunity to interact with the Infosys recruitment teams during the hiring process to understand the company and our people philosophy. We hire engineering graduates and post-graduates from all disciplines, and MCA students at the campuses.

Management Institutes

Campus hiring at management institutes typically starts in December and continues through March. We hire management graduates from all disciplines, with or without prior work experience in software or other fields.

All applications are pre-screened based on academic credentials. Short-listed candidates are usually invited for an interview as part of the selection process.

Off Campus

It is the event for those candidates who do not get selected during campus recruitment. The process remains the same; it just aims at giving those candidates a chance that were not able to go through the process before. These candidates also go through the same two rounds, here only the scale and basis on which they are evaluated changes.



Job Fairs

What is job fair?

Job fair is where several companies come under one roof for seeking eligible candidates who can join their company, after going through certain recruitment process followed by them.

Process Followed By Infosys

Initially they advertise about the job fair in the local newspapers of all the states specifying the venue and date of the job fair.

On the specified date, Infosys banners are put up at the venue. They have around 3 to 4 counters. Initially these counters are used for registrations. Once the number of registrations is equal to the total capacity of all the counters, the registrations are stopped and the registered candidates fill the application forms at the counter.

Next a logic test of 45 minutes is conducted and an English test of 15 minutes is conducted where in one is suppose to write an essay, to check their handwriting, vocabulary and sentence framing ability.

Once the test is over, registrations for the next group start. At the same time the previous papers are evaluated and the candidates are selected for interview based on the cut-off marks.

The candidates who are selected in the interview are informed then and there by displaying the list and are given the offer.

The process is repeated for the next set of candidates.

Job fair takes place for 3 to 4 days.

Advertisements



It is a popular method of seeking recruits, as many recruiters prefer advertisements because of their wide reach.

Infosys advertises in

News Papers

Times of India The economic times Indian express Hindustan times The financial express Employment papers

Magazines

Business world Business Today India Today Capital market Business journals IT magazines Computer and technical journals

Web

www.infosys.com www.indiatimesjob.com www.monster.com www.naukri.com

Advertisements contain proper information like the job content, working conditions, location of job, compensation including fringe benefits, job specifications, growth aspects, etc.The advertisement sells the idea that the company and job are perfect for the candidate.


http://www.naukri.com/


Walk-Ins, Write-Ins and Talk-Ins

Walk-ins are the most common and least expensive approach for candidates is direct applications, in which job seekers submit unsolicited application letters or resumes. Direct applications provide a pool of potential employees to meet future needs.Write-ins are those who send written enquiries. These jobseekers are asked to complete application forms for further processing.

Talk-ins involves the job aspirants meeting the recruiter (on an appropriated date) for detailed talks. No application is required to be submitted to the recruiter

Consultants

Infosys also seeks the help of consultants who are in the profession for recruiting and selecting managerial and executive personnel. They are useful as they have nationwide contacts and lend professionalism to the hiring process. They also keep prospective employer and employee anonymous.

Industries

Infosys also hires experienced professionals from the industry at various mid-level and senior positions.

The Selection Process of Infosys

STEPS

1. Initial screening of interviews

Initial Screening is done on the basis of applicants and applications. A preliminary interview is conducted so as to select the suitable candidate who can go through further stages of interviews.

Normally for the posts of engineers degree cutoff is decided like say 60% on an average. If the candidates do not meet the requirement they are rejected. And



for higher posts applications and applicants both play a major role in the screening process.

2. Completion of application forms

Application form establishes the candidate’s general details like name, address, telephone number, education, job- related training, work-experience with dates, company names, and job details, professional or industrial involvement, hobbies and recreational pursuits.

The company establishes as many hypotheses about the candidate from the details provided in the application form. It then decides what areas of information it needs to explore or investigate more specifically during the interview. Company sees to it that no judgment is passed about the candidate based only at this level. What drawn here is hypotheses and not conclusions. Application forms are such framed that, they provide the necessary details to the organization without affecting the sentiments and feelings of the candidate.

3. Employment tests

Logical test English test Vocabulary Reasoning Essay writing

Various Tests

Mental or intelligence tests

They measure the overall intellectual ability of a person and enable to know whether the person has the mental ability to deal with certain problems.

Mechanical aptitude tests

They measure the ability of a person to learn a particular type of mechanical work. These tests helps to measure specialized technical knowledge and



problem solving abilities if the candidate. They are useful in selection of mechanics, engineers, etc.

Intelligence test

This test helps to evaluate traits of intelligence. Mental ability, presence of mind (alertness), numerical ability, memory and such other aspects can be measured. It is taken to judge numerical, skills, reasoning, memory and such other abilities.

Personality Test

It is conducted to judge maturity, social or interpersonal skills, behavior under stress and strain, etc. this test is very much essential on case of selection of sales force, public relation staff, etc. where personality plays an important role.

Graphology Test

It is designed to analyze the handwriting of individual. It has been said that an individual’s handwriting can suggest the degree of energy, inhibition and spontaneity, as well as disclose the idiosyncrasies and elements of balance and control. For example, big letters and emphasis on capital letters indicate a tendency towards domination and competitiveness. A slant to the right, moderate pressure and good legibility show leadership potential.

Medical Test

It reveals physical fitness of a candidate. Medical servicing helps measure and monitor a candidate’s physical resilience upon exposure business hazards.

4. Interview

Formal Interview

Interviews are held in the employment office in a more formal atmosphere, with the help of well structured questions.



Patterned Interview

A patterned interview is also a planned interview, but it is more carefully pre-planned to a high degree of accuracy, precision and exactitude. With the help of job and man specifications, a list of questions and areas are carefully prepared which will act as the interviewer’s guide.

Non-directive Interview

Here the interviewee is allowed to speak his mind freely. The interviewer has no formal or directive questions, but his all attention is to the candidate. He encourages the candidate to talk by a little prodding whenever he is silent e.g. “Mr. Ray, please tell us about yourself after you’re graduated from high school”.

The idea is to give the candidate complete freedom to “sell” himself, without the encumbrances of the interviewer’s question.

Depth Interview

It is designed to intensely examine the candidate’s background and thinking and to go into considerable detail on particular subjects of an important nature and of special interest to the candidates. For example, if the candidate says that he is interested in tennis, a series of questions may be asked to test the depth of understanding and interest of the candidate.

Stress Interview

It is designed to test the candidate and his conduct and behavior by him under conditions of stress and strain. The interviewer may start with “Mr. Joseph, we do not think your qualifications and experience are adequate for this position,’ and watch the reaction of the candidates. A good candidates will not yield, on the contrary he may substantiate why he is qualified to handle the job.

What INFOSYS practice is that if interview is planned at 5pm, it will start candidate’s interview at 6.30pm and watch the candidate’s behavior and stress level.



Panel Interview

A panel or interviewing board or selection committee interviews the candidate, usually in the case of supervisory and managerial positions.

Mixed Interview

In practice, the interviewer while interviewing the job seekers uses a blend of structured and structured and unstructured questions. This approach is called the mixed interview. The structured questions provide a base of interview more conventional and permit greater insights into the unique differences between applicants.

Second Interviews

Job seekers are invited back after they have passed the first initial interview. Middle or senior management generally conducts the second interview, together or separately. More in-depth questions are asked to the candidate and the employer expects a greater level of preparation on the part of the candidates.

5. Background Information

INFOSYS requests names, addresses, and telephone numbers of references for the purpose of verifying information and perhaps, gaining additional background information on an applicant.

References are not usually checked until an applicant has successfully reached the fourth stage of a sequential selection process. Previous employers are preferable because they are already aware of the applicant’s performance.

It normally seeks letters of reference or telephone references. The latter is advantageous because of its accuracy and low cost.

6. Physical Examination

After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. A job offer is, often, depends upon the candidate being declared fit after the physical examination. The results of



the medical fitness test are recorded in a statement and are preserved in the personnel records.

There are several objectives behind a physical test

1. One reason for a physical test is to detect if the individual carries any infectious disease.

2. Secondly, the test assists in determining whether an applicant is physically fit to perform the work

3. Thirdly, the physical examination information can be used to determine if there are certain physical capabilities, which differentiate successful and less successful employees.4. Fourth, medical check-up protects applicants with health defects from undertaking work that could be detrimental to them or might otherwise endanger the employer’s property.

5. Finally, such an examination will protect the employer from workers compensation claims that are not valid because the injuries or illness were present when the employee was hired.

7. Final Employment decision

It is a final step. In this step company makes a very important decision.

After all these processes follow up is done i.e., the selected person is induced and placed at the right job. Training is provided on regular basis that is monthly, quarterly. These trainers have the experience of about 15- 20 yrs. In one batch there are 60 employees who are sent to Bangalore for training.



CHAPTER – 4FUNCTION AREA INFORMATION

(Theory and Practical application)



CONJUGATE

I worked as an Hr executive at the Conjugate Consultancy for my Internship. My Job profile was the following :Screening of profiles, posting jobs, speaking to candidates and fixing an interview with clients, maintain record of the feedback must be computer savvy having good knowledge of MS-Word, MS-Excel.

About Conjugate

Overview

Conjugate was incorporated way back in year 2001 by an experienced team led by Swati Tripathi, MBA Marketing and B.Sc Electronics from a premier institute. Conjugate is one of the top recruitment firms in the country today and has built a niche for itself in Banking, Finance, IT and ITES corridor. Conjugate as anorganization is undergoing rapid growth phase, both in terms of clientele and its own headcount. It is in the process of expanding its presence to select offshorelocations very soon. It is also planning to expand its IT outsourcing wing focused at European countries and USA based clients. It is our endeavor to provide best-suited human resource to our client's requirement. We Understand We Conceptualize We Deliver.

Their operational philosophy is

What people know is less important than who they are. Hiring is not about finding people with right experience. It's about finding people with the right mindset & aptitude.

We at conjugate believe that: Enable, Encourage, and Elevate. Organizations across the world should gain from our success. Conjugate offers more than what money can buy- Sincerity and Integrity. Our responsibility is to connect people both globally and locally.



Their Work Strategy

Understanding requirement: To start with, we study the job specifications and context in detail i.e. nature of job, qualification/experience required, organization culture, norms of the industry/ region and competition etc. We define CTQ for the job description. Source profiles and screen on CTQ's. We also do headhunting as per the requirement of the client.

Short list Candidates

Candidates are screened and engaged in a preliminary discussion to ascertain the capabilities of the candidate as per details furnished in the Cvs.

We brief the candidate about the career prospects and the job profile in detail.

Credentials of the candidates are reconfirmed.

Selection by Client: CV's of the candidates shortlisted by us are sent to the client for feedback and interview.

We handhold clients during interview process.

Once candidate is selected, we work with HR from making an offer to final acceptance. During this we counsel candidates as required

Conjugate Specializes in

Extensive database and network in industry.

In addition to our resources, we have affiliations with India's leading players to provide coverage across countries, cities and industries.

Quick response from our dedicated & professional team.

We maintain highest level of confidentiality about clients and candidates.



Highly qualified and well networked team.

Process driven organization.

CTQ's are well defined and adhered to by one and all in the organization.

Brainstorming session every week to capture new ideas and continuously improvise our process.

Ethics and Morals of the Group

We accept only those assignments that we believe we have the necessary competence to deliver successfully.

We keep our clients informed for any restrictions to our services to candidates and about any conflict of interests.

We will inform candidates objectively about the prospective position.

We do not forward candidate profiles without their prior agreement and without having already met or talked to them.

If an employment contract is terminated by the candidate during the first three months activity without a just cause, we undertake a new search,

without invoicing further fees on the equivalent salary. TEAM

Industry Expertise

Each industry has its own set of challenges. While a bank strives to enhance its customer care initiatives in the competitive marketplace, a financial service provider wants to make its revenue more efficient. From banking and financial services to IT enable services, Conjugate helps enterprises across industries solve their man power problems, study their databases, and become operationally excellent.

Services Offered

Executive Search Services



We are experts in retainer based executive search for senior management positions. Through our network & experience, we are able to deliver candidates with topleadership skills. IT and ITES recruitment services: Every organization requires skilled human resource to excel in today’s fast changing market environment. We are an end-to-end recruitment service provider to our clients & perceive ourselves as a partner in their success by helping them put the right person in right job at RIGHT TIME. We believe in relationship based approach & share long-term relationships with our clients. Our key differentiator is the domain knowledge of Banking & Finance and IT/ITES businesses & rapid turnaround time.

Banking and Finance recruitment

We have a very strong network and experience in Banking and Financial industry. We take pride in our ability to deliver high quality and rare talent across levels in this industry. Under this vertical, we provide quality talent in the streams of Sales, Products, Client services, Compliance, Risk management and Operations for following businesses:

Private Banking (Ultra High Net worth client segment)

Wealth Management (HNI segment)

Asset Management & Alternative Investments

("Buy-side" & "Sell-side")

Portfolio Management (PMS)

Brokerage

Investment Banking

Insurance

Banking operations

Financial BPO and KPO



Mortgage

Credit Card salary.

Offshore Recruitment Process Outsourcing

Conjugate is an offshore service provider for Recruitment Process Outsourcing (RPO) to the global recruitment markets. In most organizations, the recruitment function is either assigned to various people in HR or is comprised of a dedicated group within HR. It is a critical function, which includes sourcing, assessment, interviewing, and sometimes new-hire administration and orientation. An effective RPO arrangement involves standardized recruiting processes and platforms for workforce planning, applicant tracking, and workflow. We manage the entire recruiting process from job profiling through placing the candidate with the organization. In this way, we help to minimize the company's time to hire, increase the quality of the candidate pool, provide verifiable metrics, and thereby help to reduce cost to the company.

Most of the organizations spend a majority of their time sorting through resumes in their inbox or finding candidates from job boards - over 60% of their time is spent in these areas. Outsourcing their non-core functions help save time and increase productivity levels. Many organizations today are considering recruiting process outsourcing (RPO) from India as one of the possible options to stay ahead and be competitive that helps save time and costs.

Advantages of RPO

We provide recruitment process outsourcing and work in the background while you concentrate on your core competency areas i.e. talent management, rewards and learning to ensure attainment of business objectives and goals.

We help HR take up the consulting role while we manage all the non-employee facing processes.

Conjugate combines leading edge technology and recruitment processes to reduce hiring cycle times. Improved response time and customer service to

your hiring managers will allow for more time spend on core competencies.



The scope of our services, depending upon your requirement, may include but not limited to searching candidates from your internal database, job boards, posting open positions ads on job boards, CV/Resume screening, response handling, research for passive candidates, corporate intelligence research, database maintenance, and skills testing thereby build a candidate pool

Experienced Team

Our Internet Researchers/Sources are experienced and qualified college graduates with excellent computer skills, Internet savvy. They know popular software packages, databases and latest search techniques. Candidates Search – Active as well as passive: Our online researchers are expert to research for active as well as passive candidates. However we must caution that searching for passive candidates over the Internet is time consuming and there is no guarantee that candidates with required skills will be available on the Internet. Our Internet researchers identify passive candidate’s names, contact number or their resumes, if available. Many of the top recruiters prefer passive candidates sourcing as they feel that the best candidates don't market their resumes on job boards.

Knowledge & Competence

Their teams of researchers, recruiters & internet navigators have vast experience in number of domains & can provide recruiting support services in IT/ ITES/BPO, Sales & Marketing, customer service, investment banking, financial & equity research, private banking & wealth management, Finance & Accounts, Engineering, Real estate, Bio-science/life science & Logistics etc. We know this space well and you can bank on us for your organizations recruitment process outsourcing.

Gulf Recruitment

Conjugate has spread its wings across the gulf and established its office in Dubai, UAE. We provide recruitment services to our esteemed clients in UAE and all the other gulf countries. We combine best of technologies and our highly qualified team to cater to the requirements of our clients.

Banking and Finance Industry



Oil and Gas IndustryHospitality IndustryRetail Industry

CHAPTER – 5 General Summary



GENERAL SUMMARY

Finally I summarize my topic Recruitment and Selection as:

The human element of organization is the most crucial asset of an organization. Taking a closer perspective -it is the very quality of this asset that sets an organization apart from the others, the very element that brings the organization’s vision into fruition.

Thus, one can grasp the strategic implications that the manpower of an organization has in shaping the fortunes of an organization. This is where the complementary roles of Recruitment and Selection come in. The role of these aspects in the contemporary organization is a subject on which the experts have pondered, deliberated and studied, considering the vital role that they obviously play.

Recruitment and selection are two of the most important functions of personnel management. Recruitment precedes selection and helps in selecting a right candidate.

Recruitment is a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of efficient personnel.

Staffing is one basic function of management. All managers have responsibility of staffing function by selecting the chief executive and even the foremen and supervisors have a staffing responsibility when they select the rank and file workers. However, the personnel manager and his personnel department are mainly concerned with the staffing function.

Every organization needs to look after recruitment and selection in the initial period and thereafter as and when additional manpower is required due to expansion and development of business activities.

‘Right person for the right job’ is the basic principle in recruitment and selection. Ever organization should give attention to the selection of its manpower, especially its managers. The operative manpower is equally important and essential for the orderly working of an enterprise. Every business organization/unit needs



manpower for carrying different business activities smoothly and efficiently and for this recruitment and selection of suitable candidates is essential. Human resource management in an organization will not be possible if unsuitable persons are selected and employment in a business unit.

The essence of recruitment can be summed up as ‘the philosophy of attracting as many applicants as possible for given jobs’. The face value of this definition is what guided recruitment activities in the past. These days, however, the emphasis is on aligning the organization’s objectives with that of the individual’s. By making this a priority, an organization safeguards its interests and standing. After all, a satisfied workforce is a stable workforce which also ensures that an organization has credible and reliable performance. Ina bid to underscore this subtle point, the project examines the various processes and nuances one of the most critical activities of an organization.

The end result of the recruitment process is essentially a pool of applicants. Next to recruitment, the logical step in the HR process is the selection of qualified and competent people. As such, this process concentrates on differentiating between applicants in order to identify – and hire- those individuals whose abilities are consistent with the organization’s requirements.



REFERENCE

&

BIBLIOGRAPHY



REFERENCES

Human Resource and Personnel Management, K. Ashwathappa, (2008) Tata McGraw- Hill

Human Resource Management Biswajeet Pattanayak (2008) Hall of India Pvt. Ltd.

Strategic Human Resource Management Radall S. Schuler & Susan E. Jackson Blackwell Publishing



BIBILIOGRAPHY

NEWS PAPERS

TIMES OF INDIA

THE ECONOMIC TIMES

MAGAZINES

BUSINESS WORLD

BUSINESS TODAY

INDIA TODAY

WEB

www.soople.com

www.infosys.com

www. conjugate .com

Wikipedia


Documents

Dissertation on Recruitment & Selection