Summer Training Project Report On STUDY OF RECURITMENT AND SELECTION PROCEES AT APOLLO HEALTH RESOURCES LTD.

Submitted for the partial fulfillment of the Award Of Master of Business Administration DEGREE (Session 2011-2013) SUBMITTED BY Priyanka ROLL No. 1103270120 UNDER THE GUIDANCE Ms. Swati Saharawat School of Management ABES ENGINEERING COLLEGE GHAZIABAD

AFFILIATED TO

MAHAMAYA TECHNICAL UNIVERSITY NOIDA CANDIDATES DECLARATION/CERTIFICATE

I, Priyanka hereby declare that the work which is being presented in this report entitled STUDY OF RECRUTEMENT AND SELECTION PROCESS AT APOLLO HEALTH RESOURSES LTD. is an authentic record of my own work carried out under the supervision of Ms.Swati Saharawat. The matter embodied in this report has not been submitted by me for the award of any other degree. Date: Priyanka MBA Department This is to certify that the above statement made by the candidate are correct to the best of my knowledge. Prof.Rakesh Passi Head of Department Date: Ms.Swati Saharawat Asst. Professor MBA Date:

ACKNOWLEDGEMENT
Words often fail to express inner feelings of gratitude and indebtedness to ones benefactors, but then it is the only readily available medium through which the undersigned can express her sincere thanks to all those who are associated with her work in one way of the other. I would like to thank Prof. Rakesh Passi (Head of Department,MBA) for providing me this opportunity to work upon this research project. I am heartily thankful to my project guide Ms.Swati Saharawati for her proper guidance. Their expert direction and opinion has helped me in a long way to solve my the problems, which I faced during this project work. I would also like to thank my co-trainees; my college faculty of HR Ms.Anjali Rai for her suggestion which helped me to further enhance this venture. I also express my thanks to all the respondents who were enough to spare their valuable time for me. With special regards, my heartiest thanks to my parents and family for their constant support. And, I sincerely thank all my friends who helped me to complete this project successfully. In brevity, it was a pleasure working in the organization, which provided me the most congenial environment for learning. DATE: PLACE: Ghaziabad PRIYANKA

Table of Content PART I

CHAPTER1
Introduction Need of Study Scope Of study Objective of Study

CHAPTER 2
Research Methodology Limitation

CHAPTER 3
Descriptive Work on subtopic of study

CHAPTER 4
Data Analysis & Interpretation

CHAPTER5

Conclusion

CHAPTER6
Bibliographic

CHAPTER7 Appendices

PART I

CHAPTER

1.INTRODUCTION
Apollo Hospitals is a major hospital chain based in Chennai, India. It was founded by Dr. Prathap C. Reddy in 1983. Apollo is the largest private healthcare provider in Asia and the third largest in the world, with hospitals in India, Sri Lanka, Bangladesh, Ghana, Nigeria, Republic of Mauritius, Qatar,Oman andKuwait. Several of the group's hospitals have been among the first in India to receive a form of international healthcare accreditation, in their case by the American-based Joint Commission International . The Hyderabad hospital was the first in the world, outside the US, to receive Disease- or Condition-Specific Care Certification in addition to general accreditation when it received this for its Acute Stroke treatment in . However, they have not as yet acquired international accreditation from any hospital accreditation group from outside of the USA. The group has developed services in telemedicine, after starting a pilot project in 2000 in Dr Pratap C. Reddy's own home village. It is now the largest telemedicine provider in India with 71 centres. Another venture of the group is Apollo Health Street, a global healthcare services company Apollo Health Street. It offers business process outsourcing and IT services internationally, operating out of three countries the United States, the United Kingdom, and three centres in India Hyderabad, New Delhi, and Chennai. The success of Apollo Hospitals has made it the topic for Harvard Business School case study.Higher standards making a difference for you The healthcare industry includes medical care providers, physicians, specialist clinics,nursing homes, hospitals, medical diagnostic centers and pathology laboratories. In terms of revenue and employment, healthcare is one of Indias

Provider of Quality Health care professionals to Premier Hospitals Worldwide. Apollo Health Resources is the largest provisioner of quality Healthcare professionals and part of the renowned. Apollo Hospitals Group, the largest private healthcare chain in Asia and the third largest private hospital chain in the world. by the vision of its Founder our honorable chairman Dr. Prathap C. Reddy, Apollo Health Resources Ltd was conceived with an aim to provide quality medical healthcare staff to international Hospitals around the globe. This would give the healthcare staff a platform to further enhance their career and share their skills on an international front. .Strategic initiative of Apollo Hospitals Group. Services recruitment needs of Apollo Hospitals Group. Leverages its expertise of 25 years in Staffing of Healthcare personnel and training for Domestic placements. Provides end-to-end recruitment and training services to elite global clientele.

Provider of Healthcare solutions in manpower planning operations and management. Apollo Health Resources sources manpower, trains and places, Healthcare and Administrative professionals including CEOs, CFOs, Directors, Doctors, Nurses, Paramedical Staff, Allied Healthcare Staff and other Administrative Professionals at leading healthcare institutes around the world. Apollo Health Resources offers healthcare professionals on permanent employment, fixed period contract or suitable staffing modes to help address the human capital requirements of premier healthcare institutions. Apollo Health Resources also offers Human Resources Development services including, Human Resource policies, framing the organizational matrix of an healthcare organization ,Organizational

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Climate Study, Productivity Analysis, Performance Analysis and Core Competency Training across all levels of a hospital. Indian Healthcare Sector The healthcare industry includes

medical care providers, physicians, specialist clinics, nursing homes, hospitals, medical diagnostic centers and pathology laboratories. In terms of revenue and employment,

healthcare is one of Indias largest service-sector industries. During the 1990s, Indian healthcare grew at acompound annual rate of 16%. Today the total value of the sector is more than $34 billion. This translates to $34 per capita, or roughly 6% of GDP. By 2012, Indias healthcare sector is projected to grow to nearly $40 billion. The Indian healthcare sector constitutes of the following: Medical care providers: physicians, specialist clinics, nursing homes and hospitals; Diagnostic service centers and pathology laboratories; Medical equipment manufacturers;

Contract research organizations (CRO's), pharmaceutical manufacturers;

Third party support service providers (catering, laundry). Hospitals serve an important function in India's healthcare system. They provide in-

patient and out-patient services and also support the training of health workers and research. Indian hospitals can be broadly classified as public hospitals, private and not-for-profit hospitals. Corporate hospital chains that provide tertiary healthcare services in large towns and cities have also been established. The public healthcare system consists of healthcare facilities run by the central and state government which provide services free of cost or at

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subsidized rates to low income group in rural and urban areas. Healthcare spending in India accounts for over 5 per cent of the country's GDP. Out of this, the public spending in percentage is around 1 per cent of GDP. The presence of public health care is not only weak but also under-utilized and inefficient. Meanwhile, private sector is quite dominant in the healthcare sector. Around 80 percent of total spending on healthcare in India comes from the private sector. Inadequate public investment in health infrastructure has given an opportunity to private hospitals to capture a larger share of the market. In addition the demand for hospital services has been increasing due to the rise in lifestyle related diseases. Initially the government imposed high custom duty on imported medical equipment making it difficult for private entrepreneurs to set up hospitals. But in post liberalization the duties have come down and some life saving medicines Higher standards making a difference for you and

equipments can be imported duty free. Moreover, the introduction of product patents in India is expected to boost the industry by encouraging multinational companies to launch specialized life-saving drugs. Drivers of Health Care Sector: Market Rising Health awareness;

Shift to lifestyle related diseases;

Increasing government expenditure on health care sector;

Health insurance sector is also on the rise;

Private sector companies are growing fast in terms of owning and managing hospitals;

Growth in medical tourism;

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 Cost effective surgical services. According to report, the cost of surgery in India is just about 10% of that in USA; Gradual corporatization of the Healthcare sector.

Market Trends: India's healthcare sector has been growing rapidly and estimated to be worth US$ 40 billion by 2012. Revenues from the healthcare sector account for 5.2 per cent of the GDP, making it the third largest growth segment in India. The Indian healthcare market is currently

estimated at US$ 34.2 billion. The market has grown from US$ 22.8 billion in the year 2005, at a CAGR of 16% and is expected to grow to US$ 50.2 billion and US$ 78.6 billion by 2011 and 2016 respectively. Healthcare delivery and pharmaceuticals account for nearly 75% of the total healthcare market. India has only 0.7 beds per 1,000 people, far below the global average of 2.6. India needs to add 2 million beds to the existing 1.1 million by 2027, and requires immediate investments of $82 billion to make up for its infrastructure deficit. The country needs $50 billion annually for the next 20 years to meet the healthcare needs of its rapidly expanding population. Higher standards making a difference for you The Indian

healthcare industry is poised to grow at a compounded annual growth rate of 15 per cent. Nearly 90 per cent of this growth will come from the private sector. Further, private hospitals in the country are expected to rake in $35.9 billion (Rs 147,154.1 crore) in 2012 compared to $15.5 billion (Rs 63,534.5 crore) in 2006. Funds in the Indian healthcare sector have been

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largely private. The private sector provides 60 per cent of all outpatient care in India and as much as 40 per cent of all in-patient care. It is estimated that nearly 70 per cent of all hospitals and 40 per cent of hospital beds in the country are in the private sector. The Indian health insurance business is fast growing at 50 per cent and is projected to grow to US$ 5.75 billion by 2010. Investments into the medical and surgical instruments segment amount to US$ 115.29 million over the period August 1991 to April 2007. A recent study has

predicted15-20 per cent growth for the Indian medical equipment market and estimated market size to be about US$ 5 billion by 2012. India has the fastest growing healthcare IT market in Asia, with an expected growth rate of 22 per cent, followed closely by China and Vietnam. In fact, the Indian healthcare technology market is poised to be worth more than US$ 254 million by 2012. In 2006, imports of medical equipment and supplies were valued at US$1,125.8 million, an increase of 21.7% over 2005. The healthcare sector attracted US$ 379 million in 2007 which is 6.8 percent of the total private equity (PE) investment of US$ 5.93 billion. Regulatory Framework: Ministry of Health and Family Welfare (MoHFW): The Union Ministry of Health and Family Welfare (MoHFW) is responsible for implementation of national programmes, sponsored schemes and technical assistance relating to the Indian healthcare industry. The following departments come under the Ministry: 1 Department of Health: It looks after the following activities: Health related activities, including various immunization campaigns;

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 Control over various health bodies including National Aids Control Organization (NACO),National Health Programme, Medical Education & Training, and International Cooperation in relation to health; Administers the Hospital Services Consultancy Corporation

2 Department of Family & Welfare: This department offers the following services: Maternal and Child Health Services; Information, Education and Communication; Rural Health Services, Non-Governmental Organisations and Technical Operations.

Policy Formulation, Statistics, Planning, Autonomous Bodies and Subordinate Offices;

Supply of Contraceptives; International Assistance for Family Welfare and Urban Health Services; Administration and Finance for the Departments of Health, Family Welfare 3 Department of AYUSH: This department undertakes the following activities:

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 Upgrade the educational standards in the Indian Systems of Medicines and Homoeopathy colleges in the country; Strengthen existing research institutions and ensure a time-bound research programme on identified diseases for which these systems have an effective treatment; Draw up schemes for promotion, cultivation and regeneration of medicinal plants used in these systems; Evolve Pharmacopoeial standards for Indian Systems of Medicine and Homoeopathy drugs Autonomous Institutions conducting Research and Development: The following autonomous institutions under the Ministry of Health and Family Welfare conduct research in various specific areas: Indian Council of Medical Research (ICMR) Indian Medical Association (IMA)

Central Drug Research Institute (CDRI)

National Programmes and Schemes: National Rural Health Mission: This mission was launched in April 2005 by the Government of India to fulfill the Governments commitment to meet peoples aspirations for better health and access to healthcare services. NRHMs goals include the training of 250,000 women volunteers designated as Accredited Social Health Activists (ASHAs) over the next three years across 18 states with weak rural health infrastructure. National Health Policy-2002: The National Health Policy 2002 focuses on the need for enhanced funding and organizational

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restructuring of the national public health initiatives in order to facilitate more equitable access to health facilities. The following are the other areas of its focus: Gradual convergence of health under a single field administration and emphasis on implementation of programmes through local selfgovernment institutions; Identification of specific programmes targeted at womens health and strengthening of food and drug administration, in terms of both laboratory facilities and technical expertise; Focus on those diseases that are principally contributing to the disease burden TB, Malaria and Blindness from the category of historical diseases and HIV/AIDS from the category of newly emerging diseases; Greater contribution from the Central Budget for the delivery of public health services at the state level. Other National Health Programmes: National Vector Borne Disease Control Programme (NVBDCP)

National Filaria Control Programme

National Leprosy Eradication Programme

Revised National TB Control Programme

National Programme for Control of Blindness

National Iodine Deficiency Disorders Control Programme

National Mental Health Programme

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 National Aids Control Programme

National Cancer Control Programme

Universal Immuization Programme

National Programme for Prevention and Control of Deafness

Pilot Programme on Prevention and Control of Diabetes, CVD and Stroke

National Tobacco Control Programme Accreditation Schemes: Quality Council of India: In India, QCI (Quality Council of India) operates the national accreditation structure and obtains international recognition for its accreditation schemes in order to guarantee quality healthcare to all. QCI was set up in 1997 as an autonomous body by the Government of India jointly with the India industry to establish and operate the National Accreditation Structure for conformity assessment bodies. National Accreditation Board for Hospitals & Healthcare Providers (NABH): This is a constituent board of Quality Council of India, set up by the Ministry of Health to establish and operate the accreditation programme for healthcare organizations in India. NABH has standards specific to the Indian healthcare setting, major aspects being the assurance of uniform access, assessment, care of patients and protection of patients rights. The following are some of the NABH accredited hospitals in India: B.M.Birla Heart Research Centre, Kolkata MIMS Hospital, Calicut

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 Max Super- Speciality Hospital, New Delhi

Max Devki Devi Heart and Vascular Institute, New Delhi

Kerala Institute of Medical Sciences, Thiruvananthapuram

Moolchand Hospital, New Delhi

Fortis Hospital, Noida, Jaipur and Mohali

Manipal Hospital, Bangalore

Escorts Heart Institute & Research Centre, New Delhi International Accreditation Body Present in India: Joint Commission International (JCI): JCI is the largest accreditor of health care organizations in the United States which surveys nearly 20,000 health care programs through a voluntary accreditation process. The following are some of the JCI Accreditated Organizations in India: Indraprastha Apollo Hospital, Delhi Apollo Hospital, Bangalore, Chennai, Hyderabad

Asian Heart Institute, Mumbai

Shroff Eye Hospital, Mumbai

Wockhardt Hospital, Mumbai and Bangalore

Fortis Healthcare, Mohali

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BUDGET 2008-09 The following initiatives were taken for the healthcare industry: Rs.16, 534 crore allocated for the healthcare sector marking an increase of 15% over 200708. National Rural Health Mission (NRHM): 462,000 Associated Social Health Activitists have been trained, 177,924 villages have sanitation committees functional and 323 district Hospitals have been taken up for upgradation. Allocation to NRHM has been increased to Rs. 12,050 crore. HIV/AIDS: The National Aids Control Programme provided Rs.993 crore.

Polio: Drive to eradicate polio continues with revised strategy and focus on the high risk districts in Uttar Pradesh and Bihar. Rs. 1,042 crore allocated in 2008-09. A five year tax holiday to hospitals located in any place outside the urban agglomerations especially in tier-2 and tier-3 towns. A reduction in excise duty from 16 per cent to 8 per cent.

Amounts spent on Research and Development eligible for a 125 per cent weighted deduction.

A reduction in customs duty from 10 to 5 per cent and a total exemption of excise duty on certain specified life-saving drugs and bulk drugs. FDI Policy:

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100% FDI is permitted for hospitals and all health-related services under the automatic route.Other Government Initiatives: The government encourages foreign / private investment in the healthcare sector. It defines and enforces minimum quality standards for healthcare facilities.

It stimulates the growth of private, social and community insurance.

The National Health Policy, 2002, makes it clear that government policy supports medical tourism. The policy encourages the supply of services to patients of foreign origin on payment. The rendering of such services on payment in foreign exchange is treated as'deemed exports' and is made eligible for all fiscal incentives extended to export earnings. A new category of visa "Medical Visa" ('M'-Visa) has been introduced which can be given for a specific purpose to foreign tourists coming into India. In order to allay suspicions regarding the quality of care in a developing country, Indian corporate hospitals are getting certified by international accreditation schemes. The government has identified healthcare as a priority section and hence have taken some measures to promote one of its most important segment Medical Device Market The conditions for exporting to India have significantly improved since the economic reforms started in the middle of the nineties. Import license requirements have been cancelled, majorityowned subsidiaries are possible, and dividends can be paid out abroad. Some other measures are:

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 Reduction in import duty on medical equipment from 25 per cent to 5 per cent. Depreciation limit on such equipment rose to 40 per cent from 25 per cent, to encourage medical equipment imports. Customs duty reduced to 8 per cent from 16 per cent for medical, surgical, dental and veterinary furniture. Customs duty on as many as 24 medical equipments, which include X-ray, goniometry and teletherapy stimulator machines, has been reduced to 5 per cent. To further make India a competitive player in the medical equipment manufacturing space, the government encourages setting up of Special Economic Zones (SEZs). Special Economic Zones (SEZ) were introduced in 2000 to achieve three-fold objectives of attracting Foreign Direct Investment (FDI), increasing exports and accelerating the economic growth in India. To provide an impetus to economic activities outside the urban areas the Government of India is actively promoting SEZs. The SEZs require hospitals to be set up in these zones. For a sector specific zone a hospital with minimum bed strength of 25 is stipulated and this goes up to 100 beds for a multi product Special Economic Zone. Benefits of Special Economic Zones: 100 % foreign equity ownership in numerous industries; 100 % exemption from income for the first five years;

No licenses required for imports;

Import of capital goods, raw materials, consumables and spares are exempted from customs duty;

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Exemption on Central Excise Duty for domestically procured raw materials, working capital, consumable spare parts;

Exemption from Service Tax and Central Sales Tax;

Import and export duty exemptions. Key Players in the Healthcare Segment: The government's share in the healthcare delivery market is 20 percent while 80 percent is with the private sector. Private players have made significant investments in setting up state-of-the-art private hospitals in cities like Mumbai, New Delhi, Chennai and Hyderabad. The following are the major domestic private healthcare providers in India: Apollo Hospitals: Apollo Hospitals has emerged as the single largest private hospital group in South Asia. It operates hospitals, dispensaries, clinics and laboratories. It manages a network of approximately 41 specialty hospitals and clinics with a bed capacity of over 9,000 across the country and abroad. It has tied up with insurers like BUPA (UK), Vanbreda (Belgium) and Mondial (France) to direct inflow of foreign patients to India. It has a joint venture with Singaporebased Parkway Group Healthcare PTE Ltd. It has tied up with Indian Oil Corporation (IOC) to set up its pharmacies at the latters petrol stations. The Escorts Group: This has a presence in specialized cardiac treatment andmulti-specialty care hospitals providing a whole gamut of specialized medical services. Escorts operates ten hospitals across India. The group is also reputed for tertiary care services such as neurology,

neurosurgery, plastic surgery and urology. Escorts Heart Institute and Research Centre (EHIRC) has a 325 bed tertiary care institute, with 9 operation theatres, 5 cath labs, 2 heart command centres and world class facilities. It has carried out over 80,000 angiographies and 43,000 cardiac surgeries over the past fifteen years which is a world record.

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Fortis Healthcare: This is a company founded by the promoters of the Indian pharmaceutical major, Ranbaxy Laboratories, started operations in 2001. It has approximately 12 hospitals with 1,900 beds.It has operations across North India in the cities of Delhi, Noida, Mohali, Amritsar, Faridabad, Raipur and Srinagar. It has a joint venture with Real Estate player DLF to set up hospitals across the country with an investment of about US$ 1.5 billion Max Healthcare: This is a fully owned subsidiary of the highly diversified Max Group, with a chain of clinics and hospitals with a bed capacity of 1200. On an average, Max Healthcare treats 30,000 patients every month, with 200 new patients visiting the facilities every day. It has collaborated with SingaporeGeneral Hospital in the areas of medical practices, nursing, paramedical research and training. Wockhardt: This is among Indias leading pharmaceutical and healthcare companies. Since inception in 1989, the Wockhardt Hospital & Heart Institute has become a renowned tertiary level heart centre providing cardiac care to patients of all age groups. It is the first recognized hospital in South Asia on the worldwide panel of Blue Cross blue Shield, the largest provider of health insurance in USA. It has approximately 10 hospitals with 1,500 beds. It has entered into Public-Private Partnership with the Government of Gujarat to manage the 275-bed Palanpur Civil General Hospital in Gujarat. Manipal Health Systems: Its chain consists of approximately 9 primary centres at 7 rural locations, 8 secondary hospitals at urban and semiurban locations and 3 tertiary hospitals at urban and semi-urban locations. It has a joint venture with Pantaloon Retail for comprehensive retail healthcare foray. Arvind Eye Hospital: This hospital in South India is the single largest provider of eye surgery in the world. In 1998, its hospitals saw 1.2 million outpatients and performed 183,000 cataract surgeries. It costs Arvind about US$ 10 to conduct a cataract operation. It costs

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hospitals in the United States about US$ 1,650 to perform the same operation. Foreign collaboration in the Indian Healthcare sector: Since liberalization in 1991, a growing number of Indian companies have formed alliances with foreign firms. The following are some of such alliances: Wockhardt collaborated with Harvard Medical International Inc. USA Fortis Healthcare collaborated with Partners Healthcare System, USA

Birla Heart & Research Centre collaborated with Cleveland Clinic Foundation, USA

Max Healthcare and Singapore General Hospital (SGH) have entered into collaboration for medical practice, research, training and education in healthcare services. ApolloGleneagles Hospitals Ltd. is a 50:50 joint venture between Apollo Hospitals Ltd and Parkway Group of Singapore. The joint venture is also looking at business opportunities overseas in West Asia and North Africa. Apollo Hospitals has also entered into a partnership with Yemens Hayel Saeed Anam Group to provide advisory services to the latters hospital project. Foreign players in India: The US-based Atlas Medical Software, which specializes in developing software solutions for the healthcare industry, has set up its operations in India. Bayer Diagnostics, one of the largest diagnostic businesses in the world.

GE-BEL, a joint venture between General Electricals and Bharat Electronics Limited is the only manufacturer of X-ray and CT tubes in South Asia.

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 UK-based Isoft Group plc (iSOFT), one of the worlds leading suppliers of application systems for hospitals and healthcare organizations. Phillip sells about US$ 43-49 million worth of medical systems in India.

The US-based healthcare products major, Proton Health Care is making an entry into India with its range of digital health monitoring devices. Siemens is a leading manufacturer of medical equipment with a market share of more than 30 per cent in India. Wipro GE Medical Systems, a joint venture between GE Medical Systems and Wipro Corporation, is Indias largest medical systems sales and service provider. Private Equity players in healthcare: The following PE firms have evinced interest in healthcare (hospitals, diagnostic sector and medical equipment): Carlyle Fidelity International

UK-based CDC Group

Blackstone

IDFC

HSBC

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 JP Morgan Private Equity Fund

American International Group Inc (AIG)

Evolvence India Life Sciences Fund

George Soros's fund Quantum

Blue Ridge

ICICI Venture

Global Healthcare Investments and Solutions

Bluewater International Investment

Lightspeed Advisory

Ajay Piramal Group

Groupe Limagrain

Singularity Ventures

Planet Ventures

Daninvest

Barings Private Equity Partners India

Reliance Life Sciences

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Key Areas of Opportunity in the Healthcare Segment: The following are the key areas of opportunity within the Indian Healthcare Segment: Medical Tourism: Indian hospitals are fast becoming the first choice for an increasing number of foreign tourists. The medical tourism market in India is worth US$ 333 million, with about 100,000 foreign patients coming in every year. It is estimated that revenues from this segment could touch US$ 2.2 billion by 2012, from the current figure of US$ 333 million. Over 272,000 tourists traveled for medical treatment in 2007 contributing USD 656 million in 2007. Moreover, Patents are expected to save 60% - 95% of the total treatment costs in India. Government has created special visas for medical tourism. Indias capability to provide quality healthcare at a greatly reduced cost is acknowledged worldwide. The following is a rough comparison of treatment charges in the United States and India: A liver transplant costs US$ 500,000 in the US : in India it costs US$ 40,000. An MRI of the wrist costs just US$ 155 in India while the same can cost US$ 1600 in Hong Kong. An open-hear procedure at a top hospital in the country would cost a patient around US$ 5000-7000 as against US$ 50,000 abroad. Neurosurgery in the country costs around US$ 8,000 as compared with US$ 29,000 in the US. A root canal procedure by a dentist in India would cost about US$ 20 as against US$ 100 in the US. National Rural Health Mission (NRHM): 462,000 Associated Social Health Activitists have been trained, 177,924 villages have sanitation committees functional and 323

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district Hospitals have been taken up for upgradation. Allocation to NRHM has been increased to Rs. 12,050 crore. HIV/AIDS: The National Aids Control Programme provided Rs.993 crore.

Polio: Drive to eradicate polio continues with revised strategy and focus on the high risk districts in Uttar Pradesh and Bihar. Rs. 1,042 crore allocated in 2008-09. A five year tax holiday to hospitals located in any place outside the urban agglomerations especially in tier-2 and tier-3 towns. A reduction in excise duty from 16 per cent to 8 per cent.

Amounts spent on Research and Development eligible for a 125 per cent weighted deduction. A reduction in customs duty from 10 to 5 per cent and a total exemption of excise duty on certain specified life-saving drugs and bulk drugs.

1.2 VISION
To build a global enterprise for all our stockholders, and A great future for our country, To give millions of young Indians the power to shape their destiny, The means to realize their full potential

1.3 MISSION

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 To attain global best practices and become a world-class Health services enterprise guided by its purpose to move towards greater degree of sophistication and maturity. To work with vigor, dedication and innovation to achieve excellence in service, quality, reliability, safety and customer care as the ultimate goal. To earn the trust and confidence of all stakeholders, exceeding their expectations and make the Company a respected household name. To consistently achieve high growth with the highest levels of productivity. To be a technology driven, efficient and financially sound organization. To contribute towards community development and nation building. To be a responsible corporate citizen nurturing human values and concern for society, the environment and above all, people. To promote a work culture that fosters individual growth, team spirit and creativity to overcome challenges and attain goals.

1.4 Global Partners of Apollo Health Resources Ltd.

HCCA International , USA Health Talent Inc., USA

Velocity Healthcare, USA

Deveron Hospital, USA

Rhode Island Hospital, USA

John.C.Lincoln Hospital, USA

Winthrop University Hospital, USA

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 Christiana care Hospital, USA

All About Staffing, USA

Lotus, USA

Spry Scribe Placements, USA

Future Search Canada Inc., Canada

Tenet group of Hospitals, USA

Ministry of Health, Kingdom of Saudi Arabia

IHB, Bahrain

MOD, Yemen/Apollo Yemen

Lifeline Healthcare, UAE

Siloam Hospital, Indonesia

Queensland Health, Australia

Apollo Dhak

Delhi

Hyderabad

Chennai

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 Kottayam Indraprasth Apollo Hospitals, New Delhi is part of the Apollo Hospitals Group an+d is a multi-specialty tertiary care Institute with over 50 medical and surgical disciplines. It is a 550 bedded hospital, offering state-of-the-art clinical services in the fields of Cardiology, Oncology, Neurology, Nephrology, Orthopedics, Urology, Multi-Organ Transplants, Gynecology, Pediatrics, Cosmetic Surgery and Emergency Care to name a few. Indraprastha Apollo Hospitals, New Delhi is at the forefront of medical technology and expertise and provides a complete range of the latest diagnostic, medical and surgical facilities for the care of its patients. The hospital brings together some of the most talented medical professionals in the country and has a dedicated team of clinicians to provide highest standards of patient care. Apollo Hospitals, New Delhi is accredited by Joint Commission International (JCI) USA as the first internationally accredited Hospital in India and South Asia. Subsequent to the accreditation by Joint Commission International (JCI), USA the laboratory services have also been accredited by NABL. NABL (National Accreditation Board for Testing and Calibration Laboratories) provides laboratory accreditation services to laboratories that are performing tests / calibrations in accordance with criteria based on internationally accepted standards and guidelines. Apollo Hospitals have always believed in investing in the right technology that will help in improving clinical outcomes and enhancing the service delivery to patients. The latest being a breakthrough technology and a first for Delhithe 64 Slice CT Angio Scanner and the 3 Tesla MRI which have been installed at Apollo Delhi.

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Milestones First Hospital in India to be accredited by JCI (Joint Commission International), the worldwide benchmark in Healthcare Quality. It also became the first Hospital to be reaccredited by JCI in 2008. First Hospital in India to perform a Pediatric Liver Transplant in 1998. Rated as the Best Private Hospital in India in The Week Magazine in November 2008.

First Hospital in India to have a 3 Tesla MRI machine. One of the best Organ Transplant Units in the country. Maximum number of ICU Beds in a Private Hospital in India. Largest Sleep Lab in Asia.

2.NEED OF THE STUDY

The concept of recruitment and selection procedure has been one of the most important and positive developments in the sphere of human resource management in recent years. This section examines current practices and decision-making in recruitment and selection. They are critical elements of effective human resource management. We cannot discuss how recruitment and selection take place without asking why certain techniques are used in preference to others. Within the HRM paradigm, they are not simply mechanisms for filling

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vacancies. Recruitment and redundancy can be viewed as key 'push' and 'pull' levers for organizational change. Recruitment and selection became one of the most widely used management tools despite widespread criticism of its effectiveness. In theory, Recruitment is the process of searching prospective employees and stimulating and encouraging them to apply for jobs in an organization. Recruitment needs are of three types- planned, anticipated and unexpected. Planned needs arise from changes in organization and retirement policy. Resignations, deaths, accidents and illness give rise to unexpected needs. An anticipated need refers to those movements in HR which an organization can predict by studying trends in the internal and external environments. Recruitment is a process or a series of activities rather than a single act or event. Recruitment is a linking activity as it brings together those with jobs and those seeking jobs. Recruitment is a process or a series of activities rather than a single act or event. Recruitment is a positive function as it seeks to develop a pool of eligible persons from which most suitable ones can be selected.

3. SCOPE OF STUDY
In todays rapidly changing business environment, a well defined recruitment policy is necessary for organizations to respond to its human resource requirements in time. Therefore, it is important to have a clear and concise recruitment policy in place, which can be executed effectively to recruit the best talent pool for the selection of the right candidate at the right

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place quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process. A clear and concise recruitment policy helps ensure a sound recruitment process. It specifies the objectives of recruitment and provides a framework for implementation of recruitment programmer. It may involve organizational system to be developed for Implementing recruitment programmers and procedures by filling up vacancies with best qualified people. A recruitment policy of an organization should be such that: It should focus on recruiting the best potential people. To ensure that every applicant and employee is treated equally with dignity and respect. Unbiased policy. To aid and encourage employees in realizing their full potential. Transparent, task oriented and merit based selection. Weight age during selection given to factors that suit organization needs. Optimization of manpower at the time of selection process. Defining the competent authority to approve each selection Abides by relevant public policy and legislation on hiring and employment relationship.

4.Objective of the study

To enlist emerging recruitment & Selection trends in Indian Apollo Hospital.

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 To review literature and research done in this area.

To find out lacking areas regarding the recruitment & Selection in Health sector.

To measure the perceptions of Health sector employees in respect of applications.

To suggest the measures to fill the gaps and improve motivation level of recruitment & Selection in Apollo Hospital.

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PART II

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CHAPTER II

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1. RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research objective. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by researcher in studying his research objective along with logic behind it. It is necessary for the researcher to know not only the research methods/ techniques but also the methodology. Researcher not only need to know how to apply particular research technique, but also need to know which of these methods or techniques are relevant and which are not and what would they mean and indicate and why. All this means that it is necessary for the researcher to design his methodology for his objective under study as the same may differ objective to objective. Thus when we talk of research methodology we not only talk of the research method but also consider the logic behind the methods we use in the context of a research study and explain why we are using a particular method or techniques and so that research results are capable of being evaluated. Research methodology is a way to systematically solve the research objective. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by researcher in studying his research objective along with logic behind it. It is necessary for the researcher to know not only the research methods/ techniques but also the methodology. Researcher not only need to know how to apply particular research technique, but also need to know which of these methods or techniques are relevant and which are not and what would they mean and indicate

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and why. All this means that it is necessary for the researcher to design his methodology for his objective under study as the same may differ objective to objective. Thus when we talk of research methodology we not only talk of the research method but also consider the logic behind the methods we use in the context of a research study and explain why we are using a particular method or techniques and so that research results are capable of being evaluated. Preliminary stage of study- a pilot survey, personal interview of sales consultants, potential customers and existing customer numbering 20 was conducted to arrive at key deliverables which would ensure customer satisfaction. The research tool (questionnaire) was designed by inducing the various queries, based on the key deliverables, which would reflect the customer satisfaction Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by a researcher in studying his research problem along with the logic behind them. It is necessary for the researcher to know not only the research methods or techniques but also the methodology Research can be defined as the search for knowledge or any systematic investigation to establish facts. The primary purpose for applied research (as opposed to basic research) is discovering, interpreting, and the development of methods and systems for the advancement of human knowledge on a wide variety of scientific matters of our world and the universe. Research can use the scientific method, but need not do so.

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1.1 Types of Research

Research can be classified by purpose or by method. If we categorise it by purpose, it would fall into two major categories: Basic Research and Applied Research, while in case of method, it would be deductive research and inductive research.
Basic Research

Also called Pure or fundamental Research, it is undertaken for increase in knowledge. There
is no direct benefit as it is a research for the sake of research. It is conducted to satisfy any curiosity such as: (a) what makes things happen, (b) why society changes and (c) why social relations are in a certain way. In fact, it is the source of most new theories, principles and ideas. Basic research rarely helps anyone directly. It only stimulates new ways of thinking. The main motivation is to expand man's knowledge. There is absolutely no commercial value to the discoveries resulting from such research. However, in the long run, it forms the basis of applied research or commercial

development

products. If basic work is done first, then applied spin-offs often eventually result from this research. As Dr. George Smoot of LBNL says, "People cannot foresee the future well enough to predict what's going to develop from basic research. If we only did "applied research", we would still be making better spears." To sum up, basic research is purely theoretical to increase our understanding of certain phenomena or behavior but does not seek to solve any existing problem.

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 Applied Research It is use of basic research or past theories, knowledge and methods for solving an existing problem. It deals with practical problems. It is opposed to pure research which is not problem-oriented but for the increase in knowledge which may or may not be used in future. In the present world situation, more emphasis is being given to applied research to solve problems arising out of overpopulation and scarcity of natural resources.

Scientific Research
Main article: Scientific method Primary scientific research being carried out at the Microscopy Laboratory of the Idaho National Laboratory. Generally, research is understood to follow a certain structural process. Though step order may vary depending on the subject matter and researcher, the following steps are usually part of most formal research, both basic and applied: Observations and Formation of the topic: Consists of the subject area of ones interest and following that subject area to conduct subject related research. The subject area should not be randomly chosen since it requires reading a vast amount of literature on the topic to determine the gap in the literature the researcher intends to narrow. A keen interest in the chosen subject area is advisable. The research will have to be justified by linking its importance to already existing knowledge about the topic. Hypothesis: A testable prediction which designates the relationship between two or more variables. Conceptual definition: Description of a concept by relating it to other concepts.

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Operational definition: Details in regards to defining the variables and how they will be measured/assessed in the study.

Gathering of data: Consists of identifying a population and selecting samples, gathering information from and/or about these samples by using specific research instruments. The instruments used for data collection must be valid and reliable.

Analysis of data: Involves breaking down the individual pieces of data in order to draw conclusions about it.

Data Interpretation: This can be represented through tables, figures and pictures, and then described in words.

Test, revising of hypothesis Conclusion, reiteration if necessary

A common misconception is that a hypothesis will be proven (see, rather, Null hypothesis). Generally a hypothesis is used to make predictions that can be tested by observing the outcome of an experiment. If the outcome is inconsistent with the hypothesis, then the hypothesis is rejected (see falsifiability). However, if the outcome is consistent with the hypothesis, the experiment is said to support the hypothesis. This careful language is used because researchers recognize that alternative hypotheses may also be consistent with the observations. In this sense, a hypothesis can never be proven, but rather only supported by surviving rounds of scientific testing and, eventually, becoming widely thought of as true. A useful hypothesis allows prediction and within the accuracy of observation of the time, the prediction will be verified. As the accuracy of observation improves with time, the hypothesis

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may no longer provide an accurate prediction. In this case a new hypothesis will arise to challenge the old, and to the extent that the new hypothesis makes more accurate predictions than the old, the new will supplant it. Researchers can also use a null hypothesis, which state no relationship or difference between the independent or dependent variables. A null hypo thesis uses a sample of all possible people to make a conclusion about the population. Historical Research use historical sources and other evidence to research and then to write history. HistoriThe historical method comprises the techniques and guidelines by which There are various history guidelines commonly used by historians in their work, under the headings of external criticism, internal criticism, and synthesis. This includes lower criticism and sensual criticism. Though items may vary depending on the subject matter and researcher, the following concepts are part of most formal historical research: Identification of origin date Evidence of localization Recognition of authorship Analysis of data Identification of integrity Attribution of credibility

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 Research method
The goal of the research process is to produce new knowledge or deepen understanding of a topic or issue. This process takes three main forms (although, as previously discussed, the boundaries between them may be obscure): Exploratory research, which helps to identify and define a problem or question. Constructive research, which tests theories and proposes solutions to a problem or question. Empirical research, which tests the feasibility of a solution using empirical evidence. The research room at the New York Public Library, an example of secondary research in progress. ploratory research as a basis for later quantitative research hypothe Quantitative research

There are two ways to conduct research: Primary research Using primary sources, i.e., original documents and data. Secondary research Using secondary sources, i.e., a synthesis of, interpretation of, or discussions about primary sources

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There are two major research designs: qualitative research and quantitative research. Researchers choose one of these two tracks according to the nature of the research problem they want to observe and the research questions they aim to answer: Maurice Hilleman is credited with saving more lives than any other scientist of the 20th century. Qualitative research Understanding of human behaviour and the reasons that govern such behaviour. Asking a broad question and collecting word-type data that is analyzed searching for themes. This type of research looks to describe a population without attempting to quantifiably measure variables or look to potential relationships between variables. It is viewed as more restrictive in testing hypotheses because it can be expensive and time consuming, and typically limited to a single set of research subjects. Qualitative research is often used as a method of ex Systematic empirical investigation of quantitative properties and phenomena and their relationships. Asking a narrow question and collecting numerical data to analyze utilizing statistical methods. The quantitative research designs are experimental, correlation, and survey (or descriptive). Statistics derived from quantitative research can be used to establish the existence of associative or causal relationships between variables. The collection instruments that fit diverse experiences into predetermined response categories. These methods produce results that are easy to summarize, compare, and generalize. Quantitative research is concerned with testing hypotheses derived from theory and/or being able to estimate the size of a phenomenon of interest. Depending on the research question, participants may be randomly assigned to different treatments (this is the only way that a quantitative study can be considered a true experiment). If this is not

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feasible, the researcher may collect data on participant and situational characteristics in order to statistically control for their influence on the dependent, or outcome, variable. If the intent is to generalize from the research participants to a larger population, the researcher will employ probability sampling to select participants.

1.2Data Sources
Primary Data The data is collected directly from each and every customer. Pilot Survey A pilot survey was conducted to understand the factors, which would positively influence the customer. Personal Interviews totaling 20 were conducted for the sales team, potential customers and the existing customers of Lakshmi Hyundai. The factors scoring high in the interviews were considered to be the key deliverables. Survey Research The research was done to learn about peoples preferences and satisfaction of the Lakshmi Hyundai customer.

1.3 Research Tool

Questionnaire (primary tool- attachment 1) Interview through questionnaire method was employed for the research purpose. The questionnaires were individually administered to each customer to ensure minimum scope for

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faulty data entry and error of understanding. This method also gave the interviewer the scope of entering into a dialogue and understanding the customers perception better. The questionnaire tried to capture the responses of the customers mainly on the key deliverables, derived from the pilot survey conducted, and a few questions have been included to gauge the level of satisfaction and to gain insight into customer expectations. Sampling Unit: In this study the sampling unit used is the existing customer base of Lakshmi Hyundai. Selection is made from the list of Customers during the last one year. Sampling Size: Sample size was chosen to be 100.

Sampling Procedure: Simple Random Sampling. In simple random sampling, each member of the target population has the same chance of being selected for participation in the study. For a sample to truly be a simple random sample we need to develop a list or sampling frame that includes almost all of the population, then from this we randomly pull names from the sampling frame using some kind of random method such as a random number table or a random number generator. Finally, numbers are assigned to all members of the population and pull the names of those members whose numbers are pulled from the table or generator. The biggest advantage to a simple random sample is that we get a pretty good unbiased sample fairly easily. The biggest downside is that we may not get all elements of the population that are of interest Unstructured interview

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The interview complemented the primary research tool and helped delver into details of responses provided by the customers. This not only validated the responses of the customers but also helped the interviewer understand the expectations of the customers. .

2.LIMITATIONS
Certain difficulties were experienced while conducting the study. The limitations of the study were: The entire study was to be conducted single handed in a stipulated time period. It was not possible to cover a large sample within such a limited time period. Very few respondents were selected for opinion survey which was not a majority representation. The busy schedule of the executives was also an obstacle in the collection of the required information in time. overwhelming responses of the HR However, despite the above limitations the executives and their uninhibited co-operation

and willingness to provide different confidential record.

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CHAPTERIII

1. DESCRIPTIVE WORK ON STUDY

1.1 RECRUITMENT AND SELECTION

Recruitment:
Recruitment is defined as, a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. Edwin B. Flippo defined recruitment as the process of searching for prospective employees and stimulating them to apply for jobs in the organization. In simple words recruitment can be defined as a linking function-joining together those with jobs to fill and those seeking jobs.

Purpose and Importance of recruiment

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 The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specifically, the purposes and needs are: Determine the present and future requirements of the organization in conjunction with its personnel-planning and job-analysis activities. Increase the pool of job candidates at minimum cost. Help increase the success rate of the selection process by reducing the number of visibly, under qualified or overqualified job applicants. Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. Begin identifying and preparing potential job applicants who will be candidates. Induct Infuse outsiders fresh with blood a at new all perspective levels to of lead the the company. organization. appropriate

Develop an organizational culture that attracts competent people to the company. Search for talent globally and not just within the company. There are two factors governing recruitments. They are: External Supply/demand Unemployment rate Labour market

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 Political and social factors Sons of soil Image Internal Recruitment policy Human resource planning Size of the firm Cost factors Growth and expansion 1.2 RECRUITMENT PROCESS

The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the recruitment strategic advantage for the organisations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows: Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain: Posts to be filed

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Number of persons Duties to be performed Qualifications required Preparing the job description and person specification. Locating and developing the sources of required number and type of employees (Advertising etc). Short-listing characteristics. Arranging the interviews with the selected candidates. Conducting the interview and decision making. and identifying the prospective employee with required

Identify vacancy

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 Prepare job description and person specification Advertising the vacancy Managing the response Short-listing Arrange interviews Conducting interview and decision making The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities

1.3SELECTION PROCESS
"Recruitment and selection" are two of the most important functions of management. personnel

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.

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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 is 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 are essential. Human resource management in an organization will not be possible if unsuitable persons are selected and employment in a business unit.

Employee Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. Effective selection can be done only when there is effective matching. By selecting best candidate for the required job, the organization will get quality performance of employees. Moreover, organization will face less of absenteeism and employee turnover problems. By selecting right candidate for the required job, organization will also save time and money. Proper screening of candidates takes place during selection procedure. All the potential candidates who apply for the given job are tested.But selection must be differentiated from recruitment, though these are two phases of employment process. Recruitment is

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considered to be a positive process as it motivates more of candidates to apply for the job. It creates a pool of applicants. It is just sourcing of data. While selection is a negative process as the inappropriate candidates are rejected here. Recruitment precedes selection in staffing process. Selection involves choosing the best candidate with best abilities, skills and knowledge for the required job. The Employee selection Process takes place in following order. Preliminary Interviews- It is used to eliminate those candidates who do not meet the minimum eligiblity criteria laid down by the organization. The skills, academic and family background, competencies and interests of the candidate are examined during preliminary interview. Preliminary interviews are less formalized and planned than the final interviews. The candidates are given a brief up about the company and the job profile; and it is also examined how much the candidate knows about the company. Preliminary interviews are also called screening interviews. Application blanks- The candidates who clear the preliminary interview are required to fill application blank. It contains data record of the candidates such as details about age, qualifications, reason for leaving previous job, experience, etc. Written Tests- Various written tests conducted during selection procedure are aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used to objectively assess the potential candidate. They should not be biased. Employment Interviews- It is a one to one interaction between the interviewer and the potential candidate. It is used to find whether the candidate is best suited for the required job or not. But such interviews consume time and money both. Moreover the competencies of the candidate cannot be judged. Such interviews may be biased at times. Such interviews should be conducted properly. No distractions should be there

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in room. There should be an honest communication between candidate and interviewer. Medical examination- Medical tests are conducted to ensure physical fitness of the potential employee. It will decrease chances of employee absenteeism. Appointment Letter- A reference check is made about the candidate selected and then finally he is appointed by giving a formal appointment letter.

1.4 DIFFIRENCE BETWEEN RECUIRTMENT AND SELECTION

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 Both recruitment and selection are the two phases of the employment process. The differences between the two are: Recuritment is the process of searching the candidates for employement and stimulating them to apply for jobs in the

organization wheareas selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. The basic purpose of recuirtment is to create a talent pool of candidates to enable the selection of best candidate for the organization, by attracting more employees to apply in the organization wheareas the basic purpose of selection process is to choose the right candidate to fill the various position in the organization. Recuirtment is a positive process i.e encouraging more and more employees to apply whereas selection is a negative process as it involves rejection of the unsuitable candidates. Recuritment is concerned with tapping the sources of human resources whereas selection is concerned with selecting the most suitable candidate through various interviews and tests. There is contract of recruitment established.

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SOUCES OF RECRUITMENT:

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Sources of recruitment may be classified into two broad categories, namely intenal external sources:

INTERNAL SOURCES Present employees-permanent, temporary & casual employees already on the payof the

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organization are a good source. Vacancies may be filled up from eachemployee through promotion, transfer, upgrading & even demotion. Retired & retrenched employees who want to return to the company may be rehired. Dependents & relatives of deceased & disabled employees. EXTERNAL SOURCES Educational and training institutions- Various institute like IIMs, IITs, engineeringcollege, medical colleges, ITI's, & universities are a good sources for recruiting wellqualified executives, engineers, medical staff, pharmacists, chemist etc. They provides facilities for campus interview & placement.

Placement agencies-Several private consultancy firms perform recruiting function on behalf of the client companies by charging fee. Employment exchange- Government of India has established public employment exchange throughout the country. These exchanges provide information about job vacancies to the job seekers and help employers in identifying suitable candidates. They contain a data bank of candidates of different types of jobs. Whenever they get notice from employers the concerned candidates are informed. A list of such persons is sent to the employer. The employment exchanges Act 1959 makes it obligatoty for both public sector enterprises to fill certain types of vacancies through employment exchanges also provide vocational guidance and job counseling to jobseekers. Labor contractors- Manual workers can b recruited through contractors who maintain close links with the sources of such workers. This source is often used to recruit labor for

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construction jobs. The disadvantage of this source is that when the contractor leaves the organization, people employed through him also go. Employee recommendations- Office bearers of trade unions are often aware of the suitability of candidates. Management can enquire these leaders for suitable jobs. Insome organizations, there is formal agreement to give priority in recruitment
Press advertisement- Advertisement in newspaper & journals is a widely used source of

recruitment. The advantage of this is that it has a very wide reach. One advertisement in a leading daily can cover millions of persons throughout the country. Cost per person is very low. This method can be used for clerical, technical and managerial jobs.

1.6 TEN STEPS TO BEST PRACTICE RECRUITING

"Getting the right person" on board means making sure you have in place a fair, consistent process of appointment based on merit. THE EMPLOYER Employers must have clear policies and systems for the recruitment, selection and hiring of staff which have been communicated to staff. All staff, whether involved in the recruitment process or not, should also be aware of company policies that relate to Equal Opportunity. These policies should also be communicated to anyone contracted to undertake recruitment on your behalf, such as HR professionals or employment agencies. WHAT SHOULD BE IN A POLICY? Your policy should aim to eliminate discrimination in the work environment and promote Equal Opportunity for all employees. It should reinforce basic principles of access. That is people receive, without discrimination, the same rights, entitlements and benefits as others and have equality of opportunity to apply for the same services, entitlements and benefits.

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Not only will your policy help you find the best person for the job, it will also allow applicants to seek out the best employer. ELEMENTS OF A RECRUITMENT POLICY Some things one should make clear when developing a policy or developing a brief for a recruitment agency. A recruitment policy of an organization should be such that: It should focus on recruiting the best potential people. To ensure that every applicant and employee is treated equally with dignity and respect.

Unbiased policy. To aid and encourage employees in realizing their full potential. Transparent, task oriented and merit based selection. Weight age during selection given to factors that suit organization needs. Optimization of manpower at the time of selection process. Defining the competent authority to approve each selection. Abides by relevant public policy and legislation on hiring and employment relationship.

Integrates employee needs with the organizational needs. Maintain the confidentiality of the information; and Provide feedback to applicants who request it.

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Comply with Equal Opportunity practices and laws. If you choose a recruitment agency or use HR professionals, ensure they are familiar with and use best practice recruitment policies in accord with your own.

1.THE AGENCY

RECRUITMENT

RECEIVING THE BRIEF

Focus on the genuine job requirements. These should not include reference to any of the grounds or characteristics in the Act unless they are covered by exceptions. That is they can be shown to be genuine qualifications for the position or are measures which are intended to redress past discrimination. The brief should list the skills, abilities and experience the employer is looking for, rather than a type of person.

ACHIVING A FAIR BRIEF

Discuss discriminatory practices with the employer. Ensure they are aware of their lawful obligations. If they do not change their attitude then stop working with them. Legal action can be costly, time consuming and damage your reputation. Provide employers with information about what can and cannot be included in a job brief when forwarding details about job seekers.
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 If an employer does not appear to understand Equal Opportunity laws, provide them with relevant literature. Focus on a fair outcome which may require, depending on candidates, an adjusted selction process to take account of different cultural backgrounds or disability. Put forward the best people for the job, even if they do not meet the personal profile requested by employers, and explain why they should be considered; and Ensure all of your recruitment consultants are trained in how to deal with unlawful requests for certain types of candidates or information. SELECT THE INTERVIEW PANEL The interview panel should include people who have a good knowledge of Equal Opportunity principles and who understand that only questions relating to the selection criteria can be used in the interview: Include someone with a close knowledge of the job. Include someone with knowledge of selection procedures.

Include people from diverse backgrounds. Ensure that all panel members receive information about the business selection and recruitment policy and documentation regarding job and the Include people of both sexes on the panel.

4. THE APPLICATION FORM

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A company may specially design application forms that vary from job to job. These forms are a compact way of obtaining a lot of information. The WA Equal Opportunity Act 1984 also applies to application forms. Some issues to consider include: If you use experience required or three years experience, you may be discriminating against younger people. Consider whether experience really is required to perform the job or whether you are prepared to train an appropriate applicant. Asking personal questions or questions which are irrelevant to the skills and experience required for the job could be unlawful. If the request or requirement is in connection with, or for the purpose of committing an unlawful act of discrimination on the grounds identified, it may be unlawful. Application forms should only include information about age, race and marital status if they are inherent requirements for the job, otherwise questions of this nature should not be asked. Direct discrimination may occur if people of the opposite sex, a different marital status, race or religious or political conviction, or persons who are not pregnant or physically or intellectually impaired, would not be asked to provide information in similar circumstances. Acknowledge all applicants. Apart from this being a basic Courtesy, in a tight job market you may need to contact them again.

5. THE SHORT LIST

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This is the initial assessment of the applications. In order to develop a short list of applicants for interview ensure you: Keep an open mind to find the best person for the job. Test all applicants against the selection criteria only. Make sure you choose people on the basis of what you actually need them to do in the job and not on irrelevant personal characteristics such as age, race, sex, sexuality, disability, pregnancy and marital status. Set aside commonly held assumptions based on impairment, gender, race, age or marital status. These should not be considered unless they are inherent requirements of the job. Consider candidates who may bring new experiences and knowledge to your organization because of their ethnicity or age for example; and Advise selected applicants of the interview time, venue and determine any special needs, such as disabled access.

6. THE INTERVIEW
Interviews are difficult and stressful for applicants. Ensuring that all short-listed candidates can perform at their best will provide the best opportunity to find the right person. Before you start interviewing: Prepare physical setting -check to see if any candidates require assistance or special measures, such as disabled access to your premises. Prepare the questions which should be relevant to the needs of the job. Provide candidates with a copy of the questions before the interview to give them time to prepare.
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Dont ask about previous workers compensation claims, rather whether the applicant is able to undertake the physical requirements of the job; and If you require someone for fixed and regular hours, dont ask how they will care for sick children, rather whether they can perform during the hours required.

The Golden Rule

Do not ask for information which could indicate an intention to discriminate. Do not ask: Applicants future intentions in relation to becoming pregnant About child care arrangements Details of irrelevant medical history; and Details of previous workers compensation claims.

7. THE TEST
Often a pre-employment test, whether medical or otherwise, is a useful tool to help assess suitability of candidates. These tests are also covered by the Equal Opportunity Act 1984 and should not include any requirements which are not relevant to the job. This includes premedical, psychological and aptitude tests. A test may be discriminatory if a disproportionate number of a particular group of people, for example women, are rejected for employment because of their test scores. The test scores must relate to job performance. For example if a written test is required for a job that mainly requires outdoor manual labor, a high literacy level may not be needed, and the test may discriminate against people who could otherwise undertake the job.

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8.THE REFERENCE CHECKS

Reference checks are an important phase of the selection process and can provide valuable information about candidates suitability. It is unlawful to discriminate on any of the grounds in the Act in the course of reference checks. To ensure a fair, non-discriminatory process: Only contact referees when you have completed interviews and formed an opinion. Questioning of referees should only relate to the selection criteria. Questions should be the same for each referee. Record information collected in a consistent format; and Permission should be sought from the candidate if you wish to contact referees not nominated in their application.

9. THE SELECTION
Awarding the job to the right person is putting the selection process into action without prejudice and unfairness. Make sure that you: Follow a consistent approach. Discuss all of the information collected with selection panel. Discuss only the information collected from the applicant and referees that is relevant to the job; and Document all steps in your decision making.

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10. THE JOB OFFER

Once the selection has been made best practice recruitment requires that: The offer is made in writing to the successful applicant advising all relevant information, including: starting date Type and conditions of employment, including any probationary period Hours of work leave entitlements; and Policies on Equal Opportunity. All unsuccessful applicants should be advised, with thanks, for their application. All applicants should be offered feedback. This should be available from a named and easily accessible person. It should focus on performance criteria and advice on improving performance.

SELECTION PROCESS
Pool of applicants Many applicants may reduce the cost, but add further costs in terms of time taken to screen the applications Few applicants indicate a tight labor market or the values, ethos and image projected by job description and specifications are poor attractors

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 If insufficient applicants from particular ethnic groups or too few males andFemales, it may indirectly discriminate and/or fall to meet legal requirements

SELECTION TECHNIQUES
Organizations may increasingly use a variety of techniques, and statistical theory to give credibility to techniques that attempt to measure peoples attitudes, attributes, abilities and overall personality.

TWO STSSTICAL THEORIES: RELIABILITY& VALIDITY RELIABILITY:

Reliability refers to the consistency of judgments made by an interviewer if she/he were to interview the candidate afresh on a second occasion or if someone else were to interview the same candidate. In practice, greater emphasis is placed on inter-rater reliability; that is, the extent to which different interviewers make the same assessment of the candidate they have seen, either separately or together at a panel interview. Studies usually show quite low levels of consistency between raters. Reasons for low inter-interviewer reliability could be that interviewers are not in fact basing their judgments on the same information, or that they hold different perceptions of the candidate requirements. Good job analysis, providing selection crtteria and interviewer training tend to increase reliability.

VALIDITY:

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Although it is essential to achieve a reasonable level of reliability for the interview before it can be used as an assessment technique with any confidence, it is also necessary to show that it is valid, i.e. that it can predict training and/or job success. Over the years, many studies have attempted to assess the ability of the interview to predict job success. Statistical techniques (meta-analysis) have allowed the summarization of many different studies to produce general conclusions about the validity of interviews. Interviews appear to offer low but positive validity in relation to work success. More recent studies suggest that different types of interview may have different validities. Structured interviews, with job relevant criteria derived from detailed job analysis, are better at predicting future job performance.

SELECTION INTERVIEW
The interview has always played a significant part in employee selection. It is used by both human resources specialists and line managers, either as the sole method of selection or in conjunction with other types of assessment.

WHAT IS A SELECTION INTERVIEW?

The selection interview takes many forms; it can be one to one or one to several interviewers the panel interview. Organizations quite commonly hold more than one interview, and interviews at different stages of the selection process, or with different interviewers, may well have varying objectives. This diversity in format and objectives no doubt contributes to some of the reported inconsistencies across interviews. This also has an impact on the interviews value in predicting future job performance.

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THE OBJECTIVE OF THE SELECTION INTERVIEW

Interviewers and candidates place considerable importance on the interview as an exchange of information and less tangible (and more subjective) issues such as:- the fit of the candidate with the organization and its culture, or the candidates personal fit within the team. These variations in the objectives will influence the type of interview carried out and the selection procedure may include several Interviews with different objectives format and content

BIOGRAPHICAL INTERVIEWS DEFINITION

The biographical interview can be defined as a semi-structured chronological exploration of the candidates past experiences. It is based on the premise that past behaviour will predict future behaviour. Its aim is to cover, in a comprehensive and probing manner, previous experience both within and outside formal work situations.

AREAS OF USE
The biographical interview is very widely used at all levels and stages of selection interviewing. It is probably most appropriate for external candidates, either as the only or the first interview, where technical interviews with line managers are also included. Interview: oldest and most widely used along with application forms and letters of reference.

SITUATIONAL INTERVIEW DEFINITION

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The situational interview is a series of predetermined, hypothetical, job-related questions, the responses to which are evaluated against a set of example answers. The interview is therefore highly structured in terms of both the questions and the evaluation of the answers. The situational interview attempts to reduce the potential bias and subjectivity of the interview. It produces an interview which has some of the characteristics of a psychometric test.

AREAS OF USE The situational interview was initially developed for use with straightforward manual positions and exclusively in selection. It has been used as a telephone pre-screening interview where there are large numbers of applicants. More recent applications have involved use in selection for clerical and administrative jobs. THE TELEPHONIC INTERVIEW DEFINITION
The telephone interview refers to the medium in which the interview is conducted, rather than any particular style of interviewing. The telephone interview may be biographical or competency based or indeed a combination of interview models.

AREAS OF USE

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Whatever the type, the telephone interview is most frequently used as an initial screening interview, either following short listing from CVs/application forms, or subsequent to initial web based screening through bio data, tests and questionnaires. The telephone interview is particularly valuable when it precedes a more sophisticated selection process, perhaps involving significant time and money in travel. It is also beneficial when the telephone is a medium used a great deal in the job itself i.e. it can act as a simulation in order to evaluate telephone communication skills. Initial interviews for call centre staff can be conducted by phone. The telephone interview can also be of particular benefit in terms of convenience for potential employees who are going to be home based, and may find travel to an initial interview inconvenient, preferring an exploratory discussion on the phone.

LIMITATION
Most of the potential limitations have to do with the lack of visual clues in communication.the interviewer needs enhanced skills of clarity and empathy, and a willingness to use increased verbal affirmations to encourage communication. Candidates will not always have positioned themselves to participate in the interview without distraction. If the job does not require telephone communication, individuals who are not comfortable with this medium of communication will be disadvantaged.

BEFORE THE INTERVIEW

Before the interview takes place, there are several factors which will affect the way it will proceed.

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 Lack of Clear Job Information

Research suggests that the more information

interviewers have about the job, the more consistency there is between interviewers. Inappropriate Person Specification Stereotypes Interviewers selecting for the

same post tend to share part of their stereotype of a good candidate with their colleagues, but also tend to hold additional personal views. Insufficient Preparation Interviews which are not well planned and structured tend to have poorer results. Limited Interview Skills Training The absence of some form of interviewer training, before the interview takes place, is likely to increase any effect the above factors may have Ignorance of the Law - Equal Opportunities Legislation (sex Discrimination Act, Race Relations Act, Fair Employment Act [Northern Ireland]) covers all selection procedures. Interviewers should be aware of the implications of these Acts for their behavior at an interview.
Lack of Diversity Awareness - Training in diversity awareness will help

interviewers avoid being biased by stereotypical views of members of different groups and to interpret interview information in the relevant context.

DURING THE INTERVIEW

The factors highlighted as potential problems before the interview serve also as problems during the interview itself. For example:

First Impressions - These are usually lasting impressions. Decisions tend to be

made early on in the interview. Webster (1964) demonstrated that in a series of 15 minute interviews the average decision time was just less than four minutes. After

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that, the decision predisposed the interviewer to perceive and accept information that supported their decision.

Visual Cues - Several researchers suggest that non-verbal sources of information

are more important than verbal ones. For example, it has been shown that successful candidates look the interviewer in the eye more, smile more, gesture more, and generally appear more enthusiastic. With reference to candidates, it was also found that interviewees, who liked their interviewer, were more likely to accept offers. Visual cues are therefore important to both parties.

Hearing What They Want to Hear Seeking information which supports initial
impressions suggests that interviewers are selectively listening. The outcome could lead to information being weighted differently by different interviewers.

Overweighting Negative Information A number of studies suggest that

interviewers give more weight to unfavorable information than to positive. This suggests that negative information presented early in the interview will be of considerable importance to the final decision.

Overweighting Academic Qualifications - Interviewers generally seem to

give most weight to academic achievement, even in jobs where it is not as relevant as other factors (such as, for example manual skill, flexibility, motivation etc).

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Attitudinal, Gender and Racial Similarity A number of studies suggest

interviewers give higher ratings on some traits to candidates who are like themselves. For example, a study demonstrated that females were given lower evaluations than males by male interviewers. Also, both male and female candidates were more likely to be recommended for traditional role stereotyped jobs.

Cross Cultural Issues Where interviewer and interviewee approach the interview
with different cultural assumptions, there is a risk of poor assessment of skills, unless the interviewer is aware of the potential dangers and how to deal with them.

Questioning Style Asking open questions and sensitively probing responses will
enhance the amount and quality of information obtained from the interviewee.

AFTER THE INTERVIEW

Following the interview, additional factors can affect how the information gathered is evaluated and selection decisions made.

Contrast Effects Studies suggest that assessment of a candidate partially depends

upon the other individuals being rated at the same time, i.e. assessments seem to come from person-to-person comparisons, rather than from comparing each applicant thoroughly with the person specification for the job. Although this may mean that the best candidate is selected, in essence the decision has been made between the available candidates. The best candidate from a poor bunch may not be good enough!

Pressure to Select - In studies where interviewers are required to rate candidates

on a range of different criteria, it has been found that the average level of ratings

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increases, when there is a strong pressure to fill a post urgently (regardless of the quality of the candidates).

Intuitive Decision Making Interviewers are human. Despite repeated calls for
interviewers to base their decisions on the objective evidence they have collected, there remains a constant temptation to make overall judgements based on intuition. The gut-feel school of interviewing still has a few ardent supporters, as does the Ican-spot- em-when-they-walkthrough- the-door school!

Structured Interview Guides and Note Taking There is some evidence to

suggest that interviewers who work to a structure and who takes notes during the interview have more accurate recall of applicants after the interview.

Overcoming the Problems

Considering all the potential problems associated with selection interviews, it seems rather surprising that the procedure remains the most popular method for assessing candidates for jobs. If it was abolished there would be uproar: employers want the opportunity to meet potential recruits prior to making selection decisions and candidates expect to be interviewed, feeling cheated if they are not. Hence it looks like the interview is here to stay, so how can it be improved?

BEFORE THE INTERVIEW

Analyzing the Job In order to conduct an interview effectively it is imperative to

establish what the job involves and the specific skills and attributes needed to perform successfully in the role. (Interviewers working from a good job description are more likely to focus on key areas and pay less attention to irrelevant information).

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Structuring the Interview

The more structured the interview the better.

Following a structure is probably the single technique which is most likely to help in improving the reliability of a selection exercise. Adherence to a structure helps to ensure that for each candidate broadly the same areas are covered. With a structure, the interviewer can more easily monitor the progress of the interview, ensuring that the discussion remains job-related. Moreover, adherence to a structure exposes gaps in the evidence collected, which might otherwise be overlooked.

Planning the Interview

Careful consideration of pre-interview information,

application forms or CVs is critical in identifying relevant areas to explore further. Some standard questions for all candidates can be prepared in advance where this is appropriate.

Training the Interviewer Trained interviewers will not only be more likely to
demonstrate the appropriate skills of effective interviewing, but they will also be more aware of the potential pitfalls of interviewing as a selection technique. Maintaining a healthy skepticism and alertness to the possibility of bias and stereotyping serves as an excellent defense against the subjectivity and personal preferences, which can so easily undermine the quality of evidence collected.

DURING THE INTERVIEW

Obtaining Evidence The interview should be planned and conducted to collect

relevant information about the candidates, in order to make an assessment against the selection criteria. Effective interviewing skills such as questioning techniques,

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developing rapport, controlling and summarizing also contribute to ensuring that sufficient and appropriate information is collected.

Taking Notes It is difficult for an interviewer to remember accurately everything

that an interviewee has said during the course of an interview. If the interviewer relies solely on his or her memory, points will almost certainly be forgotten or distorted. In order to limit this risk, note-taking during the interview is strongly recommended. This will enable interviewers to check that they have elicited all the information they require against their predetermined interview plan, and to check their understanding with the interviewee. In addition, gaps in written information are much more visible (and therefore difficult to ignore), than gaps in information which is stored solely in the memory of the interviewer. An accurate record of the interview is useful evidence (of the objectiveness of decisions) should a candidate challenge the selection process under Equal Opportunities Legislation at an industrial tribunal.

More than One Interviewer? - In terms of perceived fairness, involving more

than one interviewer, such as in a panel interview may, particularly in the eyes of the candidates, increase their confidence that the selection decision is not based on one face to face encounter, which may be subject to interview bias. Where no other selection techniques are involved this may be particularly important. However, facing more than one interviewer can be a rather intimidating experience for some candidates.

More than One Interview? - An alternative to panel interviews is to conduct further interviews with different interviewers, who may see the candidates in a different light. In

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discussion after the interview, the Interviewers should be able to compare evaluations and challenge each others biases.

AFTER THE INTERVIEW

Recording the Evidence Note-taking during the interview should be supplemented

by note-taking after the interview. During the interview, it is of course not possible to fully cover all that is discussed, and therefore interviewers should add to their notes immediately after the interview has finished. Once this process has been completed, the interviewer is then in a position to undertake their final write-up of the interview. This should be structured against the pre-determined selection criteria.
Evaluating the Findings Effectively

- Clear descriptions of the selection criteria,

with bench-marks of either detailed behavioral description and/or numerical ratings, encourage interviewers to evaluate specific aspects of required performance, rather than make a generalized judgment of I liked that person. Ratings should be completed after the interview on each candidate, together with written evidence to support the rating.
Using Other Assessment Techniques

- Interviews can be an efficient and cost-

effective means of collecting certain types of information (for example, about past work experience or personal presentation). However, they are a less reliable technique for gathering information about other potentially important characteristics, such as aptitude. For this reason, it is recommended that information collected from interviews should be supplemented by the use of other assessment techniques such as ability tests or personality questionnaires, which can provide objective and reliable evidence about the suitability of the candidate. The use of multiple assessment

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techniques in assessment centers has been repeatedly demonstrated to improve the validity of a selection procedure

CHAPTER IV
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1. DATA ANALYSIS AND INTERPRETATION

RECRUITMENT AND SELECTION PROCEDURE AT OTHER ORGANIZATIONS "You seek to provide right cap to the right head, we help to find right head to keep the right cap." In other organization, the Recruitment process generally begins when the HR department receives requisition for recruitment from any department of the company. The human resources requisition contains details about the position to be filled, number of persons to be recruited, the duties to be performed, qualification required from the candidate, terms & condition of employment & the time by which the persons should be available for appointment. Appointments made on the basis of merit, through a fair and open selection process. The

principles underpinning the recruitment process are those of fairness, credibility, equal

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employment opportunity, merit and the optimizing of career prospects for currently employed staff.

PROCEDURE
The following action is advised before commencing recruitment: detailed consideration of longer term staffing needs, if applicable; and Finalization of position details and funding. Pre-recruitment Consultation A Human Resources staff member will normally meet with relevant staff in the Department to plan the recruitment and selection process once a position has become vacant or when a new one is being created. The pre-recruitment meeting would normally involve a Head of Department and key members of the selection panel. Pre-recruitment meeting Agenda At the pre-recruitment meeting the following will be discussed and resolved:

the advertisement; the position description and selection criteria; a search plan (where necessary); Selection techniques and processes.

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A Health Hazard Assessment Questionnaire (HHAQ) will also be completed. Other items which are discussed are:

where the position fits in terms of future needs of the department, any occupational health and safety issues associated with the position, whether the position as described in the position description is the best way of completing the tasks needing to be done in the area,

Approval process for membership of the selection committee and the entry of the position details into the e-Recruitment system.

interview questions, reference checking, counseling of applicants, and Probation period.

External Advertising Good human resources management and equal opportunity considerations demand that vacant positions are advertised. Except in certain cases where internal only advertising, as described in this section, may occur for professional staff vacancies, advertising is mandatory for all full-time, part-time and fixed-term positions for a period of one year or more. In exceptional circumstances the Dean or Head of Administrative Division may seek to vary this requirement. External advertisements placed in a number of newspapers and other publications. The placement of the advertisement will be determined by the department concerned, in consultation with Human Resources.

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The cost of external advertising is borne by the department and varies according to the placement of the advertisement. Human Resources can give advice about cost and provide quotes if required. Internal Advertising Normally, internal advertising is used when the position being offered is considered as a career development opportunity for existing staff or where it is considered unlikely that a candidate external to the University could fill the position satisfactorily. Applications are only accepted from current employees who have been recruited through a merit based process. Departments may advertise internally when:

there is a career development opportunity; there is a need to avoid redeployment or retrenchment; There is a strong view there are applicants from within the company who are well qualified for the position.

Formal selection processes must occur for all internal vacancies and a meritorious case documented in the selection recommendation form. Waiving of Advertisement Requests to waive the advertising of an academic position must be approved by the Provost or Deputy Vice-Chancellor. The Vice-Principal (Human Resources) may approve the waiving of advertisement for a professional staff position. Filling Positions without Advertisement

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A fixed-term position for a period of less than 12 months may be filled without advertisement, provided the usual selection committee procedures are followed. If

circumstances change and the position is extended or converted to continuing, the position must be advertised. It is not appropriate to advertise pre-retirement contract positions. In some cases it may not be necessary to advertise fixed-term replacement positions. DRAFTING THE ADVERTISEMENT The company has an approved advertising style which must be followed. The position description (PD) template can be found on the Human Resources Home Page. The PD, in this format, must be attached to the position or job requisition in the e-Recruitment system. For advertising in print media, fully approved job requisitions must be received in Human Resources as follows:

Saturday's Age - approval by 12 noon Monday Wednesday's Australian - approval by 12 noon Monday.

The closing date for applications is:

Internal advertisements - a minimum of 5 working days from the date of publication; External advertisements - a minimum of 5 working days from the date of publication

SEARCH PROCESS For full and part-time academic positions, a comprehensive search process should be undertaken in addition to advertising. As part of the reporting of the final decision, details of the search process are required.

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SOURCE OF RECRUITMNT
The main sources of recruitment are:

Internal promotion and internal introductions (at times desirable for morale purposes) Careers officers (and careers masters at schools) University appointment boards Agencies for the unemployed Advertising (often via agents for specialist posts) or the use of other local media (e.g. commercial radio)

The organization does its own printed advertising as it is useful and it has identifying logo as its trade mark for rapid attraction and it must take care not to offend the sex, race, etc. antidiscrimination legislation either directly or indirectly. The form on which the applicant is to apply (personal appearance, letter of application, completion of a form) will vary according to the posts vacant and numbers to be recruited.

It is very desirable in many jobs that claim about experience and statements about qualifications are thoroughly checked and that applicants unfailingly complete a health questionnaire (the latter is not necessarily injurious to the applicants chance of being appointed as firms are required to employ a percentage of disabled people). Before letters of appointment are sent any doubts about medical fitness or capacity (in employments where hygiene considerations are dominant) should be resolved by requiring applicants to attend a medical examination. This is especially so where, as for example in the

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case of apprentices, the recruitment is for a contractual period or involves the firm in training costs. The implications of not recruiting fairly can be serious. You may not get the most suitable person for the job and the cost of recruiting again if you make the wrong recruitment decisions can be considerable

JOBS DESCRIPTIONS & PERSON SPECIFICTION

The key to getting the right person depends on having a clear and realistic view of the job in question and the skills needed to do the job well. Setting out your needs in a written job description and person specification will make this easily. A job description is concise and straightforward and includes: the overall title and aim of the job (e.g. to ensure that quality standards are met, to produce accurate information about stock); What the new employee will do (e.g. plan, design, provide ...) and what he or she will work with (e.g. stock, customer requirements). The job description must describe what the job will be and what the post holder will be required to do now and into the future The aim is to describe the principal tasks of the job Specific conditions pertaining to the functions of the post should be clearly defined

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 The job description should allow for flexibility in the allocation of new duties relevant to the core functions of the post. This will avoid potential issues such as demarcation and the like and ensure the required level of flexibility amongst staff exists. The job description must not be discriminatory or make explicit or implicit reference to the age, gender or any other irrelevant characteristics of the position holder.

Once the job description has been written, the person specification outlining the skills, qualifications, knowledge, behavior, competencies and experiences required of the person being sought can be decided. The person specification contains the selection criteria against which applicants will be assessed.

The more accurate the criteria, the more likely that the best candidate will be selected for the job. Selection criteria are critical to the recruitment and selection process as they provide: it contains the skills and knowledge and experience which a person will need to have, or be able to acquire, in order to do the job well;

uses explicit terms - for example, instead of 'needs to be physically fit' say 'needs to reach and bend to pick items from shelves', instead of 'needs a good command of spoken English' say 'needs to give clear information to clients by phone';

Avoids subjective or irrelevant criteria.Putting together a job description and person specification in this way may take a little investment.

time, but is a good

It helps to compare candidates and ensure that your decisions can be justified if they
are called into question later. It will make it easier to place adverts and

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can be used for the interview and selection process, and again in the future for

supervision, staff development, promotion or similar recruitment exercises.

APPLICATION FORM
An application form should provide the essential information you need to shift out unsuitable candidates quickly and to decide on the best shortlist for interview.

Ask only for the bare minimum of personal details. Name, address and a telephone number is usually enough.

Invite candidates to draw from experience gained outside employment where this shows that they have skills needed for the job, for example skills gained in voluntary work or during a career break.

Ask specifically whether a candidate has a disability as in some circumstances you may need to consider making special arrangements for the interview, however, try to keep the disability question as simple as possible.

Double check that questions on the form will give you information which relates directly to the job and your requirements. Remember only ask for information that is needed to find out if someone has the skills to match the job description or person specification, e.g., do you really need to know what a persons marital status is?

You may wish to use a standard application form supplemented with a number of additional questions that relate specifically to the job on offer. Do make sure you leave enough space to enable candidates to demonstrate how they meet your requirements.

SHORLISTING
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Short listing involves matching evidence from the application form against the requirements set out in your specification. It is good practice to:

have more than one person carrying out the sift, to reduce the risk of prejudice or bias; adopt a simple marking system to show how far each candidate has presented evidence that they can meet your requirements;

take each application in turn and work systematically through your requirements, in order of importance, awarding a mark for each;

carry out a brief review at the end of the exercise, making sure that marks have been awarded on the basis of evidence provided on the application form, rather than personal or second-hand knowledge about the candidate;

Invite the candidates with the best total scores to interview.

In particular:

do recognize that skills and abilities can be demonstrated by experience gained outside the workplace;

Count only evidence which is directly relevant to the job. In other words rely on the criteria you identified in the person specification. Changing your criteria to enable you to include someone else at this stage may be unlawful;

Do consider whether adjustments could be made to enable disabled candidates to meet your requirements.

INTERVIEWING

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Interviews carried out by more than one person. Taken together the job description, person specification and your analysis of the application form should provide a useful framework for the interview, not a restriction. For example:

it is quite reasonable that you should want to talk about particular points with different candidates and ask questions in various ways having considered the evidence in the application forms; however, you should make sure that you cover the same topics and issues in the same depth with each of the candidates;

Evidence about a candidate's experience outside the workplace can be helpful provided that it relates to the job. It often helps to encourage candidates to give a wide range of examples, which show how they can meet your requirements. Do be careful, though, not to stray into a candidate's personal circumstances (e.g. marital status, sexual orientation); doing this could lead candidates to believe they may not have been fairly treated;

Ask about a disability if it is, or may be, relevant to the candidate's ability to do the job. Talking about the effects of a disability will help the candidate demonstrate how they cope and help you to consider whether there are reasonable adjustments which might be made to help you get the best person for the job?

SELECTION
It is vital to remember that all documentation throughout the selection process is submitted in confidence. All parties involved in the recruitment process must respect the candidate's right to privacy and confidentiality. Discussions regarding individual candidates must not be engaged in by members of the interview board or staff involved in the management or
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administration of the process, outside the process. The names of candidates who have applied for a position(s) should never be disclosed to any party who is not involved in that process. The organization aims to recruit staff of the highest caliber. The aims of the selection process are:

to ensure that the right person is selected for the position, to ensure a credible, consistent, fair, open and accountable approach; To ensure that applicants have a positive view of the organization and its procedures.

MERIT SELECTION
Selection committee members must be satisfied that the widest possible field of candidates has been attracted through the search and advertising processes. The resources available for the selection committee members may include: all of the applications;

written references; the position description and selection criteria; Best HR Practice Kit: Recruitment and Selection; policies on equal opportunity; the Departmental workforce plan, and other relevant material; and Supporting material such as matrix grids for short-listing applicants and interview forms.

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Gender Representation on Selection Committees Both genders must be represented on all selection committees. Heads of Divisions must ensure that academic selection committees as near as possible approach a balance of male and female membership. If such a balance is not approached, Heads of Departments are required to give reasons to the head of division at the time the committee membership is submitted for approval.

CONFLICT OF INTEREST No selection committee member may be a close relative or personal friend of a candidate. Selection committee members should declare any conflict of interest before or during the process and, if necessary, withdraw from the committee. At the conclusion of the process each committee member must sign a declaration that he or she was aware of no conflict of interest either before or during the process which could have or might reasonably be perceived as having prejudiced the decision of the committee. When HR executives select an employee for the organization they point out the following characteristics: The employee should be

mature trustworthy self-sufficient self-disciplined good time managers good communication.

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CHAPTER V

1.CONCLUSION & RECOMMENDATION

The healthcare industry is accorded at very high priority in most nations. There is an acute shortage in many countries of competent Doctors, Nurses and Allied Healthcare Staff which is critical to address the healthcare needs. Apollo has a very large, growing pool of trained Medical Professionals who opt to work in developed countries. In India, Apollo has the unique distinction of being known as the Architect of its Contemporary Healthcare Delivery Systems. The Government of India has honored Apollo by terming it as a Center of Excellence for its world class healthcare services. The Apollo Group of Hospitals has multiple units awarded JCI certification. Apollo Health Resources proposes to offer Senior

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Management and Healthcare professionals for employment to its clients and have a choice to choose from one or more employment modes. Apollo Health Resources also offers to provide Human Resources Development activity including Organizational Climate Study, Productivity Analysis, Performance Analysis and Core Competency Training across all levels of a hospital. Apollo has the in-house capability to support and maintain healthcare staffing. An Apollo Health resource has the ability to set up in house training modules for continued upgradation of skills. Apollo Health resources offers a single window set up in any country for sourcing all healthcare related requirements. We are the only Group which places our Doctors, Nurses and Paramedics Internationally, thus reducing attrition and increasing revenue.

RECOMMENDATION

Recruitment and selection process should be made more transport, so that it should not be affected by the external and internal factor. Recruitment and selection should be free political, social and economical factor. Counseling should provide in regular internal. The Apollo should have orientation program for the fresher.

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 Employees suggestion should be given preferences by giving some weight-age in decision making.

SUGGESTIONS
TIPS TO BE A SUCCESSFUL RECRUITER: Spend time to understand the requirement Pick up right keywords from the requirement for search Judge candidate's commitment level learn how to qualify a candidate Learn how to qualify a candidate

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 Be fast-do not spend unnecessary time on a requirement Learn to Multitask Have clear understanding of the documentation and contracts Develop good listening skills, negotiating skills and analytical skills Be patient As the interview with the candidates applying for the jobs is conducted on the telephone only so communication skills play a very major role because the recruiter is communicating with a person who is from another country. Therefore, there should be no communication gaps.

BIBLIOGRAPHY
A. BOOKS B. WEBSITES

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 http://www.scribd.com.

http :www.apollo hospital.com

CHAPTER VI
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ANNEXURE

QUESTIONNARE NAME.. DESIGANTION. TELEPHONE NO.. EMAIL ID.

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1. Number of years worked in APOLLO? 0-5 years 6-10 years 10-15 years 15 years & above

2. What is your job title? __________________________________________________________________ 3. How long have you held your current position? >1 years 1-3 years 4-6 years 7-9 years 10-12 years 13-15 years Above 15 years

4) Your monthly gross salary (Rs.)? < 15000 15000 25000 25000-40000 > 40000

5) Your recruitment done through?

a) Reference

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b) Campus recruitment c) Advertisement d) Other

6) Rules of Recruitment in APOLLO?

A) Rigid B) Flexible

7) What type of interview did you face?

A) Structured B) Unstructured

8) In your opinion senior post should be filled by:

A) Written test + interview B) Direct interview

Second part
Q1) Name of the employee:

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Q2) Recruiter code : Q3) Are job portals the only best source of finding the candidates? Yes: No : Mention, if some other source/sources is/are there: Q4) In one day at least how many calls are made by the you (recruiter)? less than 15 between 15 - 20 more than 20 Q5) Number of resumes forwarded to the HR Manager for formatting purpose in a day: 5 5-10 : : :

above 10

Q6) Duration of the call procedure: 15 mins :

Between 15-20 mins. : More than 20 mins. :

Q7) At least how much percentage of candidates are selected by the clients send by Dabur India Ltd., Ghaziabad (U.P.)?

Below 40% : 40-80% :

above 80% : Q8) Percentage of bio-data rejected, submitted by the candidates: 20% :

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20-50%

above 50% : Q9) How many candidates are selected in the telephonic interview round? 20-50% 50-70% : :

Above 70% : Q10) Do you think that telephonic interview is sufficient to judge the overall Capabilities of the candidate? Yes : No :

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