RECRUITMENT & SELECTION

EXECUTIVE SUMMARY

Today, in every organisation personnel planning as an activity is necessary. It is an important part o Reso"rce #lanning is a vital ingredient an organisation. !"man or t$e s"ccess o t$e

organisation in t$e long r"n. T$ere are certain %ays t$at are to &e ollo%ed &y every organisation, %$ic$ ens"res t$at it $as rig$t n"m&er and 'ind o people, at t$e rig$t place and rig$t time, so t$at organisation can ac$ieve its planned o&(ective. T$e o&(ectives o Reso"rce #lanning, Career )evelopment, !"man Reso"rce )epartment are !"man and Selection, and Training and Ris' planning, Trans er #romotion,

Recr"itment

Management, #er ormance *ppraisal and so on. Eac$ o&(ective needs special attention and proper planning and implementation. +or every organisation it is important to $ave a rig$t person on a rig$t (o&. Recr"itment and Selection plays a vital role in t$is sit"ation. S$ortage o s'ills and t$e "se o ne% tec$nology are p"tting considera&le press"re on $o% employers go a&o"t Recr"iting and Selecting sta . It is recommended to carry o"t a strategic analysis o Recr"itment and Selection proced"re. ,it$ re erence to t$is conte-t, t$is pro(ect is &een prepared to p"t a lig$t on Recr"itment and Selection process. T$is pro(ect incl"des Meaning and )e inition o Need and #"rpose o #rocess, Recr"itment Tips. So"rces o Recr"itment and Selection, Recr"itment Recr"itment t$ro"g$ %$ic$ ollo% or, rig$t Recr"itment, Eval"ation o

an Organisation gets s"ita&le application. Scienti ic Recr"itment and Selection, %$ic$ an Organisation s$o"ld o manpo%er. .o& *nalysis, %$ic$ gives an idea a&o"t t$e re/"irement t$e (o&. Ne-t is Selection process, %$ic$ incl"des steps o Test, Types o Intervie%, Common Intervie% 0 Selection, Types o

RECRUITMENT & SELECTION #ro&lems and t$eir Sol"tions. *pproac$es to Selection, Scienti ic Selection #olicy, Selection in India and pro&lems. Recr"itment and Selection are sim"ltaneo"s process and are incomplete %it$o"t eac$ ot$er. T$ey are important components o t$e organisation and are di erent rom eac$ ot$er. Since all t$e SR+. *nd a practical case vario"s and top placement aspect needs practical e-ample and e-planation t$is pro(ect incl"des Recr"itment and selection #rocess o st"dy. It also contains addresses o

cons"ltants and t$e pricelist o advertisements in t$e maga1ine.

RECRUITMENT & SELECTION 1 Recruitment and Selection Recr"itment and selection are t%o o and $elps in selecting a rig$t candidate. Recr"itment is a process to discover t$e so"rces o manpo%er to meet t$e re/"irement o e ective meas"res or t$e sta ing sc$ed"le and to employ t$at manpo%er in ade/"ate attracting t$e most important INTRODUCTION

"nctions o personnel management. Recr"itment precedes selection

n"m&ers to acilitate e ective selection o e icient personnel. Sta ing is one &asic "nction o management. *ll managers $ave responsi&ility o e-ec"tive and even t$e sta ing "nction &y selecting t$e c$ie oremen and s"pervisors $ave a sta ing

responsi&ility %$en t$ey select t$e ran' and ile %or'ers. !o%ever, t$e personnel manager and $is personnel department is mainly concerned %it$ t$e sta ing "nction. Every organisation needs to loo' a ter recr"itment and selection in t$e initial period and t$erea ter as and %$en additional manpo%er is re/"ired d"e to e-pansion and development o &"siness activities. 3Rig$t person or t$e rig$t (o&4 is t$e &asic principle in recr"itment and selection. Ever organisation s$o"ld give attention to t$e selection o and essential or t$e orderly %or'ing o its manpo%er, especially its managers. T$e operative manpo%er is e/"ally important an enterprise. Every &"siness organisation5"nit needs manpo%er or carrying di erent &"siness activities

smoot$ly and e iciently and or t$is recr"itment and selection o s"ita&le candidates are essential. !"man reso"rce management in an organisation %ill not &e possi&le i "ns"ita&le persons are selected and employment in a &"siness "nit.

RECRUITMENT & SELECTION 1.1 MEANING RECRUITMENT

Recruitment means to estimate t$e availa&le vacancies and to ma'e s"ita&le arrangements o&taining applicants people can &e selected. * ormal de inition states, 7It is t$e process o attracting capa&le applicants inding and or t$e employment. T$e process applicants rom %$ic$ ne% or t$eir selection and appointment. searc$ing or and rom among %$om t$e rig$t Recr"itment is "nderstood as t$e process o or t$e (o&s,

&egins %$en ne% recr"its are so"g$t and ends %$en t$eir applicants are s"&mitted. T$e res"lt is a pool o employees are selected8. In t$is, t$e availa&le vacancies are given %ide p"&licity and s"ita&le candidates are enco"raged to s"&mit applications so as to $ave a pool o eligi&le candidates or scienti ic selection. In recr"itment, in ormation is collected candidates. "sed. In t$e recr"itment, a pool o eligi&le and interested +or t$is di erent so"rce s"c$ rom interested as ne%spaper

advertisement, employment e-c$anges, internal promotion, etc.are

candidates is created potential employees

or selection o

most s"ita&le candidates.

Recr"itment represents t$e irst contact t$at a company ma'es %it$

RECRUITMENT & SELECTION De!inition *ccording to ED"IN #$I%%O ,Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization. 1.& Need !or recruitment T$e need sit"ation: a; <acancies d"e to promotions, trans er, retirement, termination, permanent disa&ility, deat$ and la&o"r t"rnover. &; Creation o ne% vacancies d"e to t$e gro%t$, e-pansion and o &"siness activities o an enterprise. In diversi ication or recr"itment may &e d"e to t$e ollo%ing reasons 5

addition, ne% vacancies are possi&le d"e to (o& speci ication. %ur'o(e and im'ortance o! Recruitment

0. )etermine

t$e

present

and

"t"re

re/"irements

t$e

organi1ation on con("nction %it$ its personnel=planning and (o& analysis activities. 2. Increase t$e pool o (o& candidates at minim"m cost. 6. !elp increase t$e s"ccess rate o red"cing t$e n"m&er o over/"ali ied (o& applicants. 9. !elp red"ce t$e pro&a&ility t$at (o& applicants, once recr"ited and selected, %ill leave t$e organi1ation only a ter a s$ort period o time. >. Meet t$e organi1ation4s legal and social o&ligations regarding t$e composition o its %or' orce. > t$e selection process &y "nder /"ali ied or

visi&ly

RECRUITMENT & SELECTION ?. @egin identi ying and preparing potential (o& applicants %$o %ill &e appropriate candidates. A. Increase organi1ational and individ"al e ectiveness in t$e s$ort term and long term. B. Eval"ate t$e e ectiveness o vario"s recr"iting tec$ni/"es

and so"rces or all types o (o& applicants. Recr"itment is a positive "nction in %$ic$ p"&licity is given to t$e (o&s availa&le in t$e organi1ation and interested candidates are enco"raged to s"&mit applications or t$e p"rpose o selection. Recr"itment represents t$e irst contact t$at a company ma'es %it$ potential employees. It is t$ro"g$ recr"itment t$at many individ"als %ill come to 'no% a company, and event"ally decided %$et$er t$ey %is$ to %or' or it. * %ell=planned and %ell=managed recr"iting e ort %ill res"lt in $ig$ /"ality applicants, %$ereas, a $ap$a1ard and piecemeal e orts %ill res"lt in mediocre ones. Un(cienti!ic Recruitment and Selection #revio"sly, t$e selection o candidates %as in l"enced &y

s"perstitions, &elie s, personal pre("dices o managers loo'ing a ter t$e recr"itment and selection o t$e sta . T$e net res"lt o s"c$ "nscienti ic recr"itment and selection are: Ca; Lo% prod"ctivity o la&o"r C&; !ig$ t"rnover Cc; E-cessive %astage o ra% materials Cd; More accidents and corresponding loss to t$e organi1ation Ce; Ine icient %or'ing o t$e %$ole organi1ation and inally

RECRUITMENT & SELECTION C ; Ine ective e-ec"tive o programs Scienti!ic recruitment and (election training and management development

T$e importance o selection recr"itment and selection o sta is no% accepted in t$e &"siness %orld. Selection is important as it $as its impact on %or' per ormance and employee cost. *s res"lt scienti ic met$ods o recr"itment and selection are e-tensively or t$e selection o managers and t$e s"pervisory sta . T$e assistance o e-perts s"c$ as ind"strial psyc$ologist and management cons"ltants are also ta'en or t$e p"rpose o scienti ic selection. *s a res"lt, t$e o&(ective o 7rig$t man or t$e rig$t (o&8 is ac$ieved in many organi1ations. Moreover, 7rig$t (o&8 is t$e &asic principle in manpo%er proc"rement. 1.) RECRUITMENT %ROCESS Recr"itment re ers to t$e process o identi ying and attracting (o& see'ers so as to &"ild a pool o /"ali ied (o& applicants. T$e process comprises ive interrelated stages, vi1, 0. #lanning. 2. Strategy development. 6. Searc$ing. 9. Screening. >. Eval"ation and control. T$e ideal recr"itment programme is t$e one t$at attracts a relatively larger n"m&er o /"ali ied applicants %$o %ill s"rvive t$e screening process and accept positions %it$ t$e organisation, %$en o ered. Recr"itment programmes can miss t$e ideal in many %ays i.e. &y ailing to attract an ade/"ate applicant pool, &y "nder5over A

RECRUITMENT & SELECTION selling t$e organisation or &y inade/"ate screening applicants &e ore t$ey enter t$e selection process. T$"s, to approac$ t$e ideal, individ"als responsi&le or t$e recr"itment process m"st 'no% $o% many and %$at types o employees are needed, %$ere and $o% to loo' or t$e individ"als %it$ t$e appropriate /"ali ications and or vario"s types o applicants interests, %$at ind"cement to "se

gro"ps, $o% to disting"is$ applicants %$o are /"ali ied rom t$ose %$o $ave a reasona&le c$ance o s"ccess and $o% to eval"ate t$eir %or'. STAGE 1 RECRUITMENT %$ANNING T$e irst stage in t$e recr"itment process is planning. li'ely (o& vacancies and #lanning involves t$e translation o

in ormation a&o"t t$e nat"re o t$ese (o&s into set o o&(ectives or targets t$at speci y t$e C0; N"m&ers and C2; Types o applicants to &e contacted. Num*er( o! contact : Organi1ation, nearly al%ays, plan to attract more applicants t$an t$ey %ill $ire. Some o "n/"ali ied or &ot$. t$ose contacted %ill &e "ninterested, time a recr"itment #rogramme is applicants Eac$

contemplated, one tas' is to estimate t$e n"m&er o necessary to ill all vacancies %it$ t$e /"ali ied people. T+'e( o! contact( It is &asically concerned %it$ t$e types o a&o"t (o& openings. T$e type o

people to &e in ormed

people depends on t$e tas's and

responsi&ilities involved and t$e /"ali ications and e-perience e-pected. T$ese details are availa&le t$ro"g$ (o& description and (o& speci ication. B

RECRUITMENT & SELECTION STAGE & STRATEGY DEVE$O%MENT : ,$en it is estimated t$at %$at types o recr"itment and $o% many are re/"ired t$en one $as concentrate in C0;. Ma'e or @"y employees. C2;. Tec$nological sop$istication o recr"itment and selection devices. C6;. Deograp$ical distri&"tion o la&o"r mar'ets comprising (o& see'ers. C9;. So"rces o recr"itment. C>;. Se/"encing t$e activities in t$e recr"itment process. 3 Ma,e- or ./u+Organisation m"st decide %$et$er to $ire le s'illed employees and invest on training and ed"cation programmes, or t$ey can $ire s'illed la&o"r and pro essional. Essentially, t$is is t$e 3ma'e4 or 3&"y4 decision. Organi1ations, %$ic$ $ire s'illed and pro essionals s$all $ave to pay more or t$ese employees. Tec0nolo1ical So'0i(tication T$e second decision in strategy development relates to t$e met$ods "sed in recr"itment and selection. T$is decision is mainly in l"enced &y t$e availa&le tec$nology. T$e advent o $as made it possi&le applicant or employers to scan international /"ali ication. *lt$o"g$ comp"ters and impersonal, national

comp"ters $ave given employers and o& see'ers a %ider scope o options in t$e initial screening stage. "0ere to loo, In order to red"ce t$e costs, organisations loo' in to la&o"r mar'ets most li'ely to o er t$e re/"ired (o& see'ers. Denerally, companies loo' in to t$e national mar'et employees and local mar'ets employees. E or managerial and or tec$nical pro essional employees, regional or local mar'ets

or t$e clerical and &l"e=collar

RECRUITMENT & SELECTION "0en to loo, *n e ective recr"iting strategy m"st determine %$en to loo'= decide on t$e timings o events &esides 'no%ing %$ere and $o% to loo' or (o& applicants . STAGE ) SEARC2ING Once a recr"itment plan and strategy are %or'ed o"t, t$e searc$ process can &egin. Searc$ involves t%o steps A). Source activation and /3. Sellin1. A3. SOURCE ACTIVATION Typically, so"rces and searc$ met$ods are activated &y t$e iss"ance o an employee re/"isition. T$is means t$at no act"al recr"iting ta'es place "ntil lone managers $ave veri ied t$at vacancy does e-ist or %ill e-ist. I t$e organisation $as planned %ell and done a good (o& o developing its so"rces and searc$ met$ods, activation soon res"lts in a lood o applications and5or res"mes. T$e application received m"st &e screened. T$ose %$o pass $ave to &e contacted and invited applicants m"st &e sent letter o regret. /3. SE$$ING * second iss"e to &e addressed in t$e searc$ing process concerns comm"nications. !ere, organisation %al's tig$trope. On one $and, t$ey %ant to do %$atever t$ey can to attract desira&le applicants. On t$e ot$er $and, t$ey m"st resist t$e temptation o overselling t$eir virt"es. or intervie%. Uns"ccess "l

0F

RECRUITMENT & SELECTION In selling t$e organisation, &ot$ t$e message and t$e media deserve attention. Message re ers to t$e employment advertisement. ,it$ regards to media, it may &e stated t$at e ectiveness o any recr"iting message depends on t$e media. Media are several=some $ave lo% credi&ility, %$ile ot$ers en(oy $ig$ credi&ility. Selection o medi"m or media needs to &e done %it$ a lot o care. STE% 4 SCREENING Screening o applicants can &e regarded as an integral part o t$e recr"iting process, t$o"g$ many vie% it as t$e irst step in t$e selection process. Even t$e de inition on recr"itment, %e /"oted in t$e &eginning o t$is c$apter, e-cl"des screening rom its scope. or valid in a !o%ever, %e $ave incl"ded screening in recr"itment &een scr"tini1ed and s$ort=listed. !iring o

reasons. T$e selection process %ill &egin a ter t$e applications $ave pro essors "niversity is a typical sit"ation. *pplication received in response to advertisements is screened and only eligi&le applicants are called or an intervie%. * selection committee comprising t$e <ice= c$ancellor, Registrar and s"&(ect e-perts cond"cts intervie%. !ere, t$e recr"itment process e-tends "p to screening t$e applications. T$e selection process commences only later.

%ur'o(e o! (creenin1 T$e p"rpose o screening is to remove rom t$e recr"itment process, at an early stage, t$ose applicants %$o are visi&ly "n/"ali ied or t$e (o&. E ective screening can save a great deal o time and money. Care m"st &e e-ercised, $o%ever, to ass"re t$at potentially good employees are not re(ected %it$o"t ("sti ication.

00

RECRUITMENT & SELECTION In screening, clear (o& speci ications are inval"a&le. It is &ot$ good practice and a legal necessity t$at applicant4s /"ali ication is ("dged on t$e &asis o t$eir 'no%ledge, s'ills, a&ilities and interest re/"ired to do t$e (o&. T$e tec$ni/"es "sed to screen applicants vary depending on t$e candidate so"rces and recr"iting met$ods "sed. Intervie% and application &lan's may &e "sed to screen %al'=ins. Camp"s recr"iters and agency representatives "se intervie%s and res"mes. Re erence c$ec's are also "se "l in screening. STAGE 5 EVA$UATION AND CONTRO$ Eval"ation and control is necessary as considera&le costs are inc"rred in t$e recr"itment process. T$e costs generally inc"rred are: = 0. Salaries or recr"iters. 2. Management and pro essional time spent on preparing (o& description, (o& speci ications, advertisements, agency liaison and so ort$. 6. T$e cost o advertisements or ot$er recr"itment met$ods, t$at is, agency ees. 9. Recr"itment over$eads and administrative e-penses. >. Costs o "n illed. ?. Cost o recr"iting "ns"ita&le candidates or t$e selection process. overtime and o"tso"rcing %$ile t$e vacancies remain

02

RECRUITMENT & SELECTION 1.4 EVA$UATION O# RECRUITMENT %ROCESS

T$e recr"itment $as t$e o&(ective o searc$ing or and o&taining applications or (o& see'ers in s" icient n"m&er and /"ality. Geeping t$is o&(ective in t$e mind, t$e eval"ation mig$t incl"de: 0. Ret"rn rate o application sent o"t. 2. N"m&er o s"ita&le candidates or selection. 6. Retention and per ormance o t$e candidates selected. 9. Cost o t$e recr"itment process >. Time lapsed data ?. Comments on image pro(ected.

06

RECRUITMENT & SELECTION

1.5

Source( o! Recruitment

SOURCES O# MANAGERIA$ RECRUITMENT

INTERNA$ SOURCES SOURCES 0; #romotion 2; Trans ers 6; Internal noti ication C*dvertisement; 9; Retirement

EXTERNA$

0; Camp"s recr"itment 2; #ress advertisement 6; Management cons"ltancy service & private employment e-c$anges 9; )ep"tation o personnel or trans er rom anot$er one enterprise to

>; Recall ?; +ormer employees A; Miscellaneo"s e-ternal so"rces

>; Management training sc$emes ?; ,al'=ins, %rite=ins, tal'=ins

09

RECRUITMENT & SELECTION T$e so"rces o recr"itment can &e &roadly categori1ed into internal and e-ternal so"rces= 6I3 Internal Recruitment 7 Internal recr"itment see's applicants or positions rom %it$in t$e company. T$e vario"s internal so"rces incl"de :

%romotion( and Tran(!er( 7 #romotion is an e ective means "sing (o& posting and personnel positions records. &y .o& posting notices, re/"ires circ"lating noti ying vacant or posting p"&lications

anno"ncing at sta

meetings and inviting employees to apply.

#ersonnel records $elp discover employees %$o are doing (o&s &elo% t$eir ed"cational /"ali ications or s'ill levels. #romotions $as many advantages li'e it is good p"&lic relations, &"ilds morale, enco"rages competent individ"als %$o are am&itio"s, improves t$e pro&a&ility o good selection since in ormation on t$e individ"al4s per ormance is readily availa&le, is c$eaper t$an going o"tside to recr"it, t$ose c$osen internally are amiliar %it$ t$e organi1ation t$"s red"cing t$e orientation time and energy and also acts as a training device o selection preventing or developing middle=level ield rom entering t$e and top=level managers. !o%ever, promotions restrict t$e res$ &lood & ideas

organi1ation. It also leads to in&reeding in t$e organi1ation. Trans ers are also important in providing employees %it$ a &road=&ased vie% o promotions. t$e organi1ation, necessary or "t"re

0>

RECRUITMENT & SELECTION Em'lo+ee re!erral(8 Employees can develop good prospects or t$eir amilies and %it$ riends &y ac/"ainting t$em %it$ t$e advantages o t$e company, "rnis$ing t$em %it$ introd"ction a (o& and

enco"raging t$em to apply. T$is is a very e ective means as many /"ali ied people can &e reac$ed at a very lo% cost to t$e company. T$e ot$er advantages are t$at t$e employees %o"ld &ring only t$ose re errals t$at t$ey eel %o"ld &e a&le to it in t$e organi1ation &ased on t$eir o%n e-perience. T$e organi1ation can &e ass"red o t$e relia&ility and t$e c$aracter o t$e re errals. In t$is %ay, t$e organi1ation can also o&ligations and create good%ill. "l ill social

#ormer Em'lo+ee(8 T$ese incl"de retired employees %$o are %illing to %or' on a part=time &asis, individ"als %$o le t %or' and are %illing to come &ac' or $ig$er compensations. Even retrenc$ed employees are ta'en "p once again. T$e advantage $ere is t$at t$e people are already 'no%n to t$e organi1ation and t$ere is no need to ind o"t t$eir past per ormance and c$aracter. *lso, t$ere is no need o an orientation programme or t$em, since t$ey are amiliar %it$ t$e organi1ation.

De'endent( o! decea(ed em'lo+ee(8 Us"ally, &an's ollo% t$is policy. I an employee dies, $is 5 $er spo"se or son or da"g$ter is recr"ited in t$eir place. T$is is "s"ally an e ective %ay to "l ill social o&ligation and create good%ill.

0?

RECRUITMENT & SELECTION Recall( 8 ,$en management aces a pro&lem, %$ic$ can &e solved only &y a manager %$o $as proceeded on long leave, it may de decided to recall t$at persons a ter t$e pro&lem is solved, $is leave may &e e-tended. Retirement( 8 *t times, management may not ind s"ita&le candidates in place o t$e one %$o $ad retired, a ter meritorio"s service. Under t$e circ"mstances, management may decide to call retired managers %it$ ne% e-tension. Internal noti!ication 6ad9erti(ement3 8 Sometimes, management iss"es an internal noti ication or t$e &ene it o e-isting employees. Most employees 'no% rom t$eir o%n e-perience a&o"t t$e re/"irement o t$e (o& and %$at sort o person t$e company is loo'ing or. O ten employees $ave riends or ac/"aintances %$o meet t$ese re/"irements. S"ita&le persons are appointed at t$e vacant posts. 6II3 E:ternal Recruitment 7 E-ternal recr"itment see's applicants or positions incl"de : rom so"rces o"tside t$e company. T$ey $ave o"tn"m&ered t$e internal met$ods. T$e vario"s e-ternal so"rces

%ro!e((ional or Trade A((ociation( 8 Many associations provide placement service to its mem&ers. providing It consists to o compiling (o& see'er4s or lists and access mem&ers d"ring regional national

conventions. *lso, t$e p"&lications o

t$ese associations carry 0A

RECRUITMENT & SELECTION classi ied advertisements rom employers interested in recr"iting t$eir mem&ers. T$ese are partic"larly "se "l or attracting $ig$ly ed"cated, e-perienced or s'illed personnel. *lso, t$e recr"iters can 1ero on in speci ic (o& see'ers, especially tec$nical posts. Ad9erti(ement( 8 It is a pop"lar met$od o see'ing recr"its, as many recr"iters pre er advertisements &eca"se o t$eir %ide reac$. ,ant ads descri&e t$e (o& &ene its, identi y t$e employer and tell t$ose interested $o% to apply. Ne%spaper is t$e most common medi"m &"t or $ig$ly speciali1ed recr"its, advertisements may &e placed in pro essional or &"siness (o"rnals. *dvertisements m"st contain proper in ormation li'e t$e (o& content, %or'ing conditions, &ene its, location (o& o (o&, compensation incl"ding ringe speci ications, or $ard=to= ill

gro%t$ aspects, etc. T$e advertisement $as to sell t$e idea t$at t$e company and (o& are per ect or t$e candidate. Recr"itment advertisements can also serve as corporate advertisements to &"ild company4 image. It also cost e ective. Em'lo+ment E:c0an1e( 8 Employment E-c$anges $ave &een set "p all over t$e co"ntry in de erence to t$e provision o E-c$anges CComp"lsory Noti ication o t$e Employment <acancies; *ct, 0E>E.

T$e *ct applies to all ind"strial esta&lis$ments $aving 2> %or'ers or more eac$. T$e *ct re/"ires all t$e ind"strial esta&lis$ments to noti y t$e vacancies &e ore t$ey are illed. T$e ma(or "nctions o t$e e-c$anges are to increase t$e pool o possi&le applicants and to do t$e preliminary screening. T$"s, employment e-c$anges act as a lin' &et%een t$e employers and

0B

RECRUITMENT & SELECTION t$e prospective employees. T$ese o ices are partic"larly "se "l to in recr"iting &l"e=collar, %$ite collar and tec$nical %or'ers. Cam'u( Recruitment( 8 Colleges, "niversities, researc$ la&oratories, sports ields and instit"tes are ertile gro"nd or recr"iters, partic"larly t$e instit"tes. and Camp"s Reliance Recr"itment loo'ing or is going glo&al %it$ Some companies li'e !LL, Citi&an', !CL=!#, *NH Drindlays, L&T, Motorola glo&al mar'ets. companies recr"it a given n"m&er o candidates rom t$ese

instit"tes every year. Camp"s recr"itment is so m"c$ so"g$t a ter t$at eac$ collegeI "niversity department or instit"te %ill $ave a placement o icer to $andle recr"itment !o%ever, it is o ten an e-pensive process, even i ma(ority leave t$e organi1ation %it$in t$e prestigio"s companies. "al,8in(; "rite8in( and Tal,8in(8 T$e most common and least e-pensive approac$ or candidates is direct applications, in %$ic$ (o& see'ers s"&mit "nsolicited application letters or res"mes. )irect applications can also provide a pool o potential employees to meet "t"re needs. +rom employees4 vie%point, %al'=ins are pre era&le as t$ey are ree rom t$e $assles associated %it$ ot$er met$ods o recr"itment. ,$ile direct applications are partic"larly e ective in illing entry= level and "ns'illed vacancies, some organi1ations compile pools o potential employees rom direct applications or s'illed positions. Write-ins are t$ose %$o send %ritten en/"iries. T$ese (o&see'ers are as'ed to complete application orms or "rt$er processing. Talk-ins involves t$e (o& aspirants 0E irst "nctions. recr"iting

process prod"ces (o& o ers and acceptances event"ally. * ive years o or t$eir employment. Jet, it is a ma(or so"rce o recr"itment

RECRUITMENT & SELECTION meeting t$e recr"iter Con an appropriated date; or detailed tal's. No application is re/"ired to &e s"&mitted to t$e recr"iter. Contractor( 8 T$ey are "sed to recr"it cas"al %or'ers. T$e names o t$e %or'ers are not entered in t$e company records and, to t$is e-tentI di ic"lties e-perienced in maintaining permanent %or'ers are avoided. Con(ultant( 8 T$ey are in t$e pro ession or recr"iting and selecting managerial and e-ec"tive personnel. T$ey are "se "l as t$ey $ave nation%ide contacts and lend pro essionalism to t$e $iring process. T$ey also 'eep prospective employer and employee anonymo"s. !o%ever, t$e cost can &e a deterrent actor. 2ead 2unter( 8 T$ey are "se "l in speciali1ed and s'illed candidate %or'ing in a partic"lar company. *n agent is sent to represent t$e recr"iting company and o er is made to t$e candidate. T$is is a "se "l so"rce %$en &ot$ t$e companies involved are in t$e same ield, and t$e employee is rel"ctant to ta'e t$e o er since $e ears, t$at $is company is testing $is loyalty. Radio; Tele9i(ion and Internet 8 Radio and television are "sed to reac$ certain types o (o& applicants s"c$ as s'illed %or'ers. Radio and television are "sed &"t sparingly, and t$at too, &y government departments only. Companies in t$e private sector are $esitant to "se t$e media &eca"se o $ig$ costs and also &eca"se t$ey ear t$at s"c$ advertising %ill ma'e t$e companies loo' desperate and damage t$eir conservative image. !o%ever, t$ere is not$ing in$erently desperate a&o"t "sing radio and television. It depends "pon %$at is said and $o% it is delivered. Internet is &ecoming a pop"lar 2F

RECRUITMENT & SELECTION option or recr"itment today. T$ere are speciali1ed sites li'e

na"'ri.com. *lso, %e&sites o companies $ave a separate section %$ereinI aspirants can s"&mit t$eir res"mes and applications. T$is provides a %ider reac$. Com'etitor( 8 T$is met$od is pop"larly 'no%n as 7poac$ing8 or 7raiding8 %$ic$ involves identi ying t$e rig$t people in rival companies, o ering t$em &etter terms and l"ring t$em a%ay. +or instance, several e-ec"tives o !MT le t to (oin Titan ,atc$ Company. T$ere are legal and et$ical iss"es involved in raiding rival irms or potential candidates. +rom t$e legal point o vie%, an employee is e-pected to (oin a ne% organi1ation only a ter o&taining a 3no o&(ection certi icate4 pay a it. Mer1er( and Ac<ui(ition( 8 ,$en organi1ations com&ine, t$ey $ave a pool o employees, o"t o %$om some may not &e necessary any longer. *s a res"lt, t$e ne% organi1ation $as, in e ect, a pool o /"ali ied (o& applicants. *s a res"lt, ne% (o&s may &e created. @ot$ ne% and old (o&s may &e readily sta ed &y dra%ing t$e &est=/"ali ied applicants rom t$is employee pool. T$is met$od acilitates t$e immediate implementation o an organi1ation4s strategic plan. It ena&les an organi1ation to p"rs"e a &"siness plan, !o%ever, t$e need to displace employees and to integrate a large n"m&er o t$em rat$er /"ic'ly into a ne% organi1ation means t$at t$e personnel=planning and selection process &ecomes critical more t$an ever. 20 rom $is5 $er present employer. <iolating t$is re/"irement s$all &ind t$e employee to e% mont$s4 salary to $is5 $er present employer as a p"nis$ment. !o%ever, t$ere are many et$ical iss"es attac$ed to

RECRUITMENT & SELECTION E9aluation o! E:ternal Recruitment E-ternal so"rces o recr"itment $ave &ot$ merits and demerits. T0e merit( are8 T$e organi1ation %ill $ave t$e &ene it o ne% s'ills, ne% talents and ne% e-periences, i e-ternal so"rces. T$e management %ill &e a&le to "l ill reservation re/"irements in avo"r o t$e disadvantaged sections o t$e society. Scope or resentment, $eart&"rn and (ealo"sy can &e avoided &y recr"iting rom o"tside. people are $ired rom

T0e demerit( are8 @etter motivation and increased morale associated %it$ promoting o%n employees re lost to t$e organi1ation. E-ternal recr"itment is costly. I recr"itment and selection processes are not properly carried o"t, c$ances o rig$t candidates &eing re(ected and %rong applicants &eing selected occ"r. !ig$ training time is associated %it$ e-ternal recr"itment.

98% of organizational success depends upon efficient employee selection

22

RECRUITMENT & SELECTION

1.= =>8Second Guide to 2irin1 t0e Ri10t %eo'le

> => De!ine t0e Dutie( To ind promising employees, yo" m"st irst determine %$at yo"

%ant t$em to do. Care "lly consider all direct and associated responsi&ilities and incorporate t$em into a %ritten (o& description. @e care "l %it$ general titles s"c$ as typist or sales cler', as t$ey $ave di erent meanings to di erent people. > 4? @and "0at it Ta,e( to do T0em : +"l illing t$ese responsi&ilities %ill re/"ire some level o s'ill and e-perience, even i it is an entry=level position. @e reasona&le a&o"t yo"r e-pectations. Setting t$e &ar too $ig$ may limit yo"r availa&le talent poolI setting it too lo% ris's a t$ose "n/"ali ied or t$e (o&. lood o applications rom

> )A Ma,e it "ort0 t0eir "0ile Li'e%ise, yo" don4t %ant to &e overly genero"s or restrictive a&o"t compensation. State and local c$am&ers o commerce, employment &"rea"s and pro essional associations can $elp yo" determine appropriate %ages and &ene its. Scanning descriptions o compara&le (o&s in t$e classi ied ads and ot$er employment p"&lications %ill also provide cl"es a&o"t prevailing %age rates.

26

RECRUITMENT & SELECTION > )B S'read t0e "ord !o% yo" advertise yo"r (o& opening depends on %$o yo" %ant to attract. Some positions are as easy to promote as posting a 7$elp %anted8 sign in yo"r store %indo% or placing an ad in yo"r local ne%spaper. +or (o&s re/"iring more speciali1ed s'ills, consider targeted c$annels s"c$ as trade maga1ines, on=line (o& &an's and employment agencies Ct$o"g$ t$ese may re/"ire a ee;. *nd don4t overloo' so"rces s"c$ as and present employees. riends, neig$&ors, s"ppliers c"stomers

> &5 Tal, it O9er @eca"se yo" $ave clearly de ined t$e role and re/"irements, yo" s$o"ld $ave little di ic"lty identi ying candidates or intervie%s. Ma'e s"re yo" sc$ed"le t$em %$en yo" $ave ample time to revie% t$e res"me, prepare yo"r /"estions and give t$e candidate yo"r "ndivided attention. * ter t$e intervie%, (ot do%n any impressions or 'ey points %$ile t$ey4re still res$ in yo"r mind. T$is %ill &e a val"a&le re erence %$en it4s time to ma'e a decision. > 1& #olloC8u' on Inter9ieC ( Jo" %ant to &elieve yo"r candidates are &eing $onest, &"t never ass"me. Contact re erences to ma'e s"re yo"4re getting t$e acts or to clear "p any "ncertainties. #ro essional &ac'gro"nd c$ec's are a %ise investment or $ig$ly sensitive positions, or t$ose t$at involve $andling s"&stantial amo"nts o money and val"a&les.

29

RECRUITMENT & SELECTION > >) You-9e #ound T0emD NoC Eee' T0em No% t$at yo"4ve $ired ideal employees, ma'e s"re t$ey stay %it$ yo" &y providing training and pro essional development opport"nities. T$e small &"siness e-perts at SCORE can $elp yo" cra t $"man reso"rce policies and incentive plans t$at %ill ens"re yo"r company remains t$e small &"siness employer o c$oice.

2>

RECRUITMENT & SELECTION

&

SE$ECTION

Selection i( de!ined a( t0e 'roce(( o! di!!erentiatin1 *etC een a''licant( in order to identi!+ 6and 0ire3 t0o(e Cit0 a 1reater li,eli0ood o! (ucce(( in a Fo*.

Selection is basically picking an applicant from (a pool of applicants) w o to do t e "ob. # e difference between recruitment and selection$ %ecruitment is identifying n encouraging prospective employees to apply for a "ob. And Selection is selecting t e rig t candidate from t e pool of applicants. as t e appropriate !ualification and competency

2?

RECRUITMENT & SELECTION &.1 SE$ECTION %ROCESS Selection is along process, commencing rom t$e preliminary intervie% o employment. T0e !olloCin1 c0art 1i9e( an idea a*out (election 'roce(( 8 t$e applicants and ending %it$ t$e contract o

E-ternal Environment

Internal Environment

#reliminary Intervie%

Selection Tests ReFected A''lication

Employment Intervie% Re erence and @ac'gro"nd *nalysis

Selection )ecision

#$ysical E-amination

.o& O er

Employment Contract Eval"ation

2A

RECRUITMENT & SELECTION

En9ironment !actor a!!ectin1 (election 8 Selection is in l"enced &y several actors. More prominent among t$em are s"pply and demand o speci ic mar'et s'ills in t$e legal la&o"r and mar'et, political "nemployment rate, la&o"r= conditions,

considerations, company4s image, company4s policy, $"man reso"rces planning and cost o process. $iring. T$e last t$ree constit"te t$e internal environment and t$e remaining orm t$e e-ternal environment o selection

STE% 1 8 %RE$IMINARY INTERVIE" T$e applicants received rom (o& see'ers %o"ld &e s"&(ect to scr"tiny so as to eliminate "n/"ali ied applicants. T$is is "s"ally ollo%ed &y a preliminary intervie% t$e p"rpose o %$ic$ is more or less t$e same as scr"tiny o application, t$at is, eliminate o "n/"ali ied applicants. Scr"tiny ena&les t$e !R specialists to eliminate "n/"ali ied (o&see'ers &ased on t$e in ormation s"pplied in t$eir application orms. #reliminary intervie%, on t$e ot$er $and, $elps re(ect mis its or reason, %$ic$ did not appear in t$e application orms. @esides, preliminary intervie%, o ten called 3co"rtesy intervie%4, is a good p"&lic relation e-ercise. STE% & 8 SE$ECTION TEST .o& see'ers %$o pass t$e screening and t$e preliminary intervie% are called or tests. )i erent types o tests may &e administered, depending on t$e (o& and t$e company. Denerally, tests are "sed to determine t$e applicant4s a&ility, aptit"de and personality.

T0e !olloC in1 are t0e t+'e o! te(t( ta,en 2B

RECRUITMENT & SELECTION 13. A*ilit+ te(t( = *ssist in determining $o% %ell an individ"al can per orm tas's related to t$e (o&. *n e-cellent ill"stration o t$is is t$e typing tests given to a prospective employer 3*C!EI<EMENT accomplis$ed. TESTS4. It is ,$en applicant or secretarial (o&. *lso called as concerned claims to %it$ 'no% %$at one $as an somet$ing,

ac$ievement test is ta'en to meas"re $o% %ell t$ey 'no% it. Trade tests are t$e most common type o ac$ievement test given. K"estions $ave &een prepared and tested or s"c$ trades as as&estos %or'er, p"nc$=press operators, electricians and mac$inists. T$ere are, o co"rse, many "nstandardised ac$ievement tests given in ind"stries, s"c$ as typing or dictation tests position. or an applicant or a stenograp$ic

&3. A'titude te(t 8 *ptit"de tests meas"re %$et$er an individ"als $as t$e capacity or latent a&ility to learn a given (o& i given ade/"ate training. T$e "se o aptit"de test is advisa&le %$en an applicant $as $ad little or no e-perience along t$e line o t$e (o& opening. *ptit"des tests $elp determine a person4s potential to learn in a given area. *n e-ample o s"c$ test is t$e general management aptit"de tests CDM*T;, %$ic$ many &"siness st"dents ta'e prior to gaining admission to a grad"ate &"siness sc$ool programme. *ptit"de test indicates t$e a&ility or itness o an individ"al to engage s"ccess "lly in any n"m&er o ordination, speciali1ed activities. T$ey cover s"c$ areas clerical aptit"de, n"merical aptit"de, mec$anical aptit"de, motor co= inger de-terity and man"al de-terity. T$ese tests $elp to detect positive negative points in a person4s sensory or intellect"al a&ility. T$ey oc"s attention on a partic"lar type o talent s"c$ as learning or reasoning in respect o a partic"lar ield o %or'. 2E

RECRUITMENT & SELECTION

#orm( o! a'titude te(t 1. Mental or intelli1ence te(t( T$ey meas"re t$e overall intellect"al a&ility o a person and ena&le to 'no% %$et$er t$e person $as t$e mental a&ility to deal %it$ certain pro&lems.

&. Mec0anical a'titude te(t( T$ey meas"re t$e a&ility o partic"lar type o a&ilities i a person to learn a mec$anical %or'. T$ese tests $elps to

meas"re speciali1ed tec$nical 'no%ledge and pro&lem solving t$e candidate. T$ey are "se "l in selection o mec$anics, maintenance %or'ers, etc. ). %(+c0omotor or (,ill( te(t( T$ey are t$ose, %$ic$ meas"re a person4s a&ility to do a speci ic (o&. S"c$ tests are cond"cted in respect o inspection, etc. )3. Intelli1ence te(t T$is test $elps to eval"ate traits o intelligence. Mental a&ility, presence o mind Calertness;, n"merical a&ility, memory and s"c$ ot$er aspects can &e meas"red. T$e intelligence is pro&a&ly t$e most %idely administered standardi1ed test in ind"stry. It is ta'en to ("dge n"merical, s'ills, reasoning, memory and s"c$ ot$er a&ilities. 43. Intere(t Te(t semi= s'illed and repetitive (o&s s"c$ as pac'ing, testing and

6F

RECRUITMENT & SELECTION T$is is cond"cted to ind o"t li'es and disli'es o candidates to%ards

occ"pations, $o&&ies, etc. s"c$ tests indicate %$ic$ occ"pations are more in line %it$ a person4s interest. S"c$ tests also ena&le t$e company to provide vocational g"idance to t$e selected candidates and even to t$e e-isting employees. T$ese tests are "sed to meas"re an individ"al4s activity pre erences. T$ese tests are partic"larly "se "l or st"dents considering many careers or employees deciding "pon career c$anges. 53. %er(onalit+ Te(t T$e importance o personality to (o& s"ccess is "ndenia&le. O ten an or individ"al %$o possesses t$e intelligence, aptit"de and e-perience people. It is cond"cted to ("dge mat"rity, social or interpersonal s'ills, &e$avior "nder stress and strain, etc. t$is test is very m"c$ essential on case o selection o sales orce, p"&lic relation sta , etc. %$ere personality plays an important role. #ersonality tests are similar to interest tests in t$at t$ey, also, involve a serio"s pro&lem o o&taining an $onest ans%er. =3. %roFecti9e Te(t T$is test re/"ires interpretation o pro&lems or sit"ations. +or e-ample, a p$otograp$ or a pict"re can &e s$o%n to t$e candidates and t$ey are as'ed to give t$eir vie%s, and opinions a&o"t t$e pict"re.

certain $as ailed &eca"se o ina&ility to get along %it$ and motivate ot$er

A3. General ,noC led1e Te(t 60

RECRUITMENT & SELECTION No% days D.G. Tests are very common to ind general a%areness o t$e candidates in t$e ield o sports, politics, %orld a airs, c"rrent a airs. B3. %erce'tion Te(t *t times perception tests can &e cond"cted to ind o"t &elie s, attit"des, and mental s$arpness.etc. ?3. Gra'0olo1+ Te(t It is designed to analy1e t$e $and%riting o individ"al. It $as &een said t$at an individ"al4s $and%riting can s"ggest t$e degree o energy, in$i&ition and spontaneity, as %ell as disclose t$e idiosyncrasies and elements o &alance and control. +or e-ample, &ig letters and emp$asis on capital letters indicate a tendency to%ards domination and competitiveness. * slant to t$e rig$t, moderate press"re and good legi&ility s$o% leaders$ip potential. 1>3. %ol+1ra'0 Te(t #olygrap$ is a lie detector, %$ic$ is designed to ens"re acc"racy o t$e in ormation given in t$e applications. )epartment store, &an's, treas"ry o ices and (e%ellery s$ops, t$at is, t$ose $ig$ly v"lnera&le to t$e t or s%indling may ind polygrap$ tests "se "l. 113. Medical Te(t It reveals p$ysical itness o a candidate. ,it$ t$e development o tec$nology, medical tests $ave &ecome diversi ied. Medical servicing $elps meas"re and monitor a candidate4s p$ysical resilience "pon e-pos"re to $a1ardo"s c$emicals.

C2OOSING TESTS 62

RECRUITMENT & SELECTION

T$e test m"st &e c$osen in t$e criteria o relia&ility, validity, o&(ectivity and standardi1ation. T$ey are: = 1. RE$IA/I$ITY 8 It re ers to standardi1ation o t$e proced"re o administering and scoring t$e test res"lts. * person %$o ta'es tests one day and ma'es a certain score s$o"ld &e a&le to ta'e t$e same test t$e ne-t day or t$e ne-t %ee' and ma'e more or less t$e same score. *n individ"al4s intelligence, or e-ample, is generally a sta&le c$aracteristic. So i %e administer an intelligence test, a person %$o scores 00F in Marc$ %o"ld score close to 00F i tested in ."ly. Tests, %$ic$ prod"ce %ide variations in res"lts, serve little p"rpose in selection. &. VA$IDITY 8 It is a test, %$ic$ $elps predict %$et$er a person %ill &e s"ccess "l in a given (o&. * test t$at $as &een validated can &e $elp "l in di erentiating &et%een prospective employees %$o %ill &e a&le to per orm t$e (o& %ell and t$ose %$o %ill not. Nat"rally, no test %ill &e 0FFL acc"rate in predicting (o& s"ccess. * validated test increases possi&ility o s"ccess.

T0ere are t0ree Ca+( o! 9alidatin1 a te(t. T0e+ are a( !olloC( 8 66

RECRUITMENT & SELECTION

13. Concurrent Validit+ 8 t$is involves determining t$e actors t$at are c$aracteristics o s"ccess "l employees and t$en "sing t$ese actors as t$e yardstic's. &3. %redicti9e Validit+ 8 it involves "sing a selection test d"ring t$e

selection process and t$en identi ying t$e s"ccess "l candidates. T$e c$aracteristics o &ot$ s"ccess "l and less s"ccess "l candidates are t$en identi ied. )3. S+nt0etic Validit+ 8 it involves ta'ing parts o several similar (o&s rat$er t$an one complete (o& to validate t$e selection test. ). O/GECTIVITY 8 ,$en t%o or more people can interpret t$e res"lt o t$e same test and

derive t$e same concl"sionCs;, t$e test is said to &e o&(ective. Ot$er%ise, t$e test eval"ators4 s"&(ective opinions may render t$e test "seless. 4. STANDARDRIHATION 8 * test t$at is standardi1ed is administered "nder standard condition to a large gro"p o person %$o are representatives o t$e individ"als or %$om it is intended. T$e p"rpose o standardi1ation is to o&tain norms or standard, so t$at a speci ic test score can &e meaning "l %$en compared to ot$er score in t$e gro"p.

STE% ) 8 69

RECRUITMENT & SELECTION INTERVIE" T$e ne-t step in t$e selection process is an intervie%. Intervie% is ormal, in=dept$ conversation cond"cted to eval"ate t$e applicant4s accepta&ility. It is considered to &e e-cellent selection device. It is ace= to= ace e-c$ange o vie%, ideas and opinion &et%een t$e candidates and intervie%ers. @asically, intervie% is not$ing &"t an oral e-amination o candidates. Intervie% can &e adapted to "ns'illed, s'illed, managerial and pro ession employees. O*Fecti9e( o! inter9ieC 8 Intervie% $as at least t$ree o&(ectives and t$ey are a ollo%s: = 0; !elps o&tain additional in ormation rom t$e applicants 2; +acilitates giving general in ormation to t$e applicants s"c$ as company policies, (o&, prod"cts man" act"red and t$e li'e 6; !elps &"ild t$e company4s image among t$e applicants. T+'e( o! inter9ieC = Intervie%s can &e o di erent types. T$ere intervie%s employed &y t$e companies. +ollo%ing are t$e vario"s types o intervie%: = 13 In!ormal Inter9ieC *n in ormal intervie% is an oral intervie% and may ta'e place any%$ere. T$e employee or t$e manager or t$e personnel manager may as' a e% almost inconse/"ential /"estions li'e name, place o &irt$, names o relatives etc. eit$er in t$eir respective o ices or any%$ere

o"tside t$e plant o company. It id not planned and no&ody prepares or it. T$is is "sed %idely %$en t$e la&o"r mar'et is tig$t and %$en yo" need %or'ers &adly. &3 #ormal Inter9ieC 6>

RECRUITMENT & SELECTION +ormal intervie%s may &e $eld in t$e employment o ice &y $e employment o ice in a more ormal atmosp$ere, %it$ t$e $elp o %ell str"ct"red /"estions, t$e time and place o stip"lated &y t$e employment o ice. )3 Non8directi9e Inter9ieC Non=directive intervie% or "nstr"ct"red intervie% is designed to let t$e intervie%ee spea' $is mind reely. T$e intervie%er $as no ormal or directive /"estions, &"t $is all attention is to t$e candidate. !e enco"rages t$e candidate to tal' &y a little prodding %$enever $e is silent e.g. 7Mr. Ray, please tell "s a&o"t yo"rsel a ter yo"r grad"ated rom $ig$ sc$ool8. T$e idea is o give t$e candidate complete %it$o"t t$e enc"m&rances o intervie%er m"st &e o reedom to 7sell8 $imsel , t$e intervie%er4s /"estion. @"t t$e t$e intervie% %ill &e

$ig$er cali&er and m"st g"ide and relate t$e

in ormation given &y t$e applicant to t$e o&(ective o t$e intervie%. 43 De't0 Inter9ieC It is designed to intensely e-amine t$e candidate4s &ac'gro"nd and t$in'ing and to go into considera&le detail on partic"lar s"&(ects o an important nat"re and o special interest to t$e candidates. +or e-ample, i t$e candidate says t$at $e is interested in tennis, a series o /"estions may &e as'ed to test t$e dept$ o "nderstanding and interest o t$e candidate. T$ese pro&ing /"estions m"st &e as'ed %it$ tact and t$ro"g$ e-$a"stive analysisI it is possi&le to get a good pict"re o t$e candidate. 53 Stre(( Inter9ieC It is designed to test t$e candidate and $is cond"ct and &e$avior &y $im "nder conditions o stress and strain. T$e intervie%er may start %it$ 7Mr. .osep$, %e do not t$in' yo"r /"ali ications and e-perience are ade/"ate or t$is position,4 and %atc$ t$e reaction o t$e candidates. 6?

RECRUITMENT & SELECTION * good candidates %ill not yield, on t$e contrary $e may s"&stantiate %$y $e is /"ali ied to $andle t$e (o&. T$is type o intervie% is &orro%ed rom t$e Military organisation and t$is is very "se "l to test &e$avio"r o individ"als %$en t$ey are aced %it$ disagreea&le and trying sit"ations. =3 Grou' Inter9ieC It is designed to save &"sy e-ec"tive4s time and to see $o% t$e candidates may &e &ro"g$t toget$er in t$e employment o ice and t$ey may &e intervie%ed. A3 %anel Inter9ieC * panel or intervie%ing &oard or selection committee may intervie% t$e candidate, "s"ally in t$e case o s"pervisory and managerial positions. T$is type o intervie% pools t$e collective ("dgment and %isdom o t$e panel in t$e assessment o t$e candidate and also in /"estioning t$e ac"lties o t$e candidate.

B3 Se<uential Inter9ieC 6A

RECRUITMENT & SELECTION T$e se/"ential intervie% ta'es t$e one=to=one a step involves a series o "rt$er and

intervie%, "s"ally "tili1ing t$e strengt$ and

'no%ledge&ase o eac$ intervie%er, so t$at eac$ intervie%er can as' /"estions in relation to $is or $er s"&(ect area o eac$ candidate, as t$e candidate moves rom room to room. ?3 Structure( Inter9ieC In a str"ct"red intervie%, t$e intervie%er "ses preset standardi1ed /"estions, %$ic$ are p"t to all t$e intervie%ees. T$is intervie% is also called as 3D"ided4 or 3#atterned4 intervie%. It is "se "l or valid res"lts, especially %$en dealing %it$ t$e large n"m&er o applicants. 1>3 Un(tructured Inter9ieC It is also 'no%n as 3Unpatterned4 intervie%, t$e intervie% is largely "nplanned and t$e intervie%ee does most o t$e tal'ing. Ung"ided riendly intervie% is advantageo"s in as m"c$ as it leads to a

conversation &et%een t$e intervie%er and t$e intervie%ee and in t$e process, t$e later reveals more o $is or $er desire and pro&lems. @"t t$e Unpatterned intervie% lac's "ni ormity and %orse, t$is approac$ may overloo' 'ey areas o t$e applicant4s s'ills or &ac'gro"nd. It is "se "l %$en t$e intervie%er tries to pro&e personal details o candidate it analyse %$y t$ey are not rig$t or t$e (o&. 113 Mi:ed Inter9ieC In practice, t$e intervie%er %$ile intervie%ing t$e (o& see'ers "ses a &lend o str"ct"red and str"ct"red and "nstr"ct"red /"estions. T$is approac$ is called t$e Mi-ed Intervie%. T$e str"ct"red /"estions provide a &ase o intervie% more conventional and permit greater insig$ts into t$e "ni/"e di erences &et%een applicants. 1&3 Im'rom'tu Inter9ieC ( 6B t$e

RECRUITMENT & SELECTION T$is intervie% commonly occ"rs %$en employers are approac$ed directly and tends to &e very in ormal and "nstr"ct"red. *pplicants s$o"ld &e prepared at all times or on=t$e=spot intervie%s, especially in sit"ations s"c$ as a (o& air or a cold call. It is an ideal time or employers to as' t$e candidate some &asic /"estions to determine %$et$er $e5s$e may &e interested in candidate. 1)3 Dinner Inter9ieC ( T$ese intervie%s may &e str"ct"red, in ormal, or socially sit"ated, s"c$ as in a resta"rant. )ecide %$at to eat /"ic'ly, some intervie%ers %ill as' yo" to order conversation to a&r"ptly c$ange irst Cdo not appear indecisive;. rom riendly c$at to direct ormally intervie%ing t$e

*void potentially messy oods, s"c$ as spag$etti. @e prepared or t$e intervie% /"estions, $o%ever, do not "nderestimate t$e val"e o cas"al disc"ssion, some employers place a great val"e on it. @e prepared to s%itc$ gears rapidly, 143 Tele'0one Inter9ieC( !ave a copy o yo"r res"me and any points yo" %ant to remem&er to say near&y. I yo" are on yo"r $ome telep$one, ma'e s"re t$at all roommates or amily mem&ers are a%are o cr"cial t$at yo" convey yo"r t$e intervie% Cno lo"d ver&ally, since t$e stereos, &ar'ing dogs etc.;. Spea' a &it slo%er t$an "s"al. It is ent$"siasm intervie%er cannot see yo"r ace. I t$ere are pa"ses, do not %orryI t$e intervie%er is li'ely ("st ta'ing some notes. rom "n tal' to &"siness tal'.

153 Second Inter9ieC( 6E

RECRUITMENT & SELECTION

.o& see'ers are invited &ac' a ter t$ey $ave passed t$e

irst initial

intervie%. Middle or senior management generally cond"cts t$e second intervie%, toget$er or separately. *pplicants can e-pect more in=dept$ /"estions, and t$e employer %ill &e e-pecting a greater level o preparation on t$e part o t$e candidates. *pplicants s$o"ld contin"e to researc$ t$e employer ollo%ing t$e irst intervie%, and &e prepared to "se any in ormation gained t$ro"g$ t$e previo"s intervie% to t$eir advantage. STE% 4 8 RE#ERENCE C2ECE 8 Many employers re/"est names, addresses, and telep$one n"m&ers o re erences or t$e p"rpose o veri ying in ormation orm, re erences are and per$aps, gaining additional &ac'gro"nd in ormation on an applicant. *lt$o"g$ listed on t$e application o"rt$ stage o not "s"ally c$ec'ed "ntil an applicant $as s"ccess "lly reac$ed t$e a se/"ential selection process. ,$en t$e la&o"r mar'et is very tig$t, organisations sometimes $ire applicants &e ore c$ec'ing re erences. #revio"s employers, 'no%n as p"&lic pro essors, neig$&o"rs or ig"res, "niversity t$e riends can act as re erences. #revio"s

employers are pre era&le &eca"se t$ey are already a%are o tendency on t$e part o

applicant4s per ormance. @"t, t$e pro&lem %it$ t$is re erence is t$e t$e previo"s employers to over=rate t$e applicant4s per ormance ("st to get rid o t$e person. Organisations normally see' letters o re erence or telep$one re erences. T$e latter is advantageo"s &eca"se o its acc"racy and lo% cost. T$e telep$one re erence also $as t$e advantage o soliciting immediate, relatively candid comments and attit"de can sometimes &e in erred rom $esitations and in lections in speec$. 9F

RECRUITMENT & SELECTION It may &e stated t$at t$e in ormation gat$ered t$ro"g$ re erences $ardly in l"ence selection decisions. T$e reasons are o&vio"s: 0. T$e candidate approac$es only t$ose persons %$o %o"ld spea' %ell a&o"t $im or $er. 2. #eople may %rite avora&ly a&o"t t$e candidate in order to get rid o $im or $er. 6. #eople may not li'e to div"lge t$e tr"t$ a&o"t a candidate, lest it mig$t damage or r"in $is5$er career. STE% 5 8 SE$ECTION DECISION 8 * ter o&taining in ormation t$ro"g$ t$e preceding steps, selection decision= t$e most critical o all t$e steps= m"st &e made. T$e ot$er stages in t$e selection process $ave &een "sed to narro% t$e n"m&er o t$e candidates. T$e inal decision $as to &e made t$e pool o individ"als %$o pas t$e tests, intervie%s and re erence c$ec's. T$e vie% o t$e line manager %ill &e generally considered in t$e or t$e inal selection &eca"se it is $e5s$e %$o is responsi&le role in t$e inal selection. STE% = 8 %2YSICA$ EXAMINATION 8 * ter t$e selection decision and &e ore t$e (o& o er is made, t$e candidate is re/"ired to "ndergo a p$ysical itness test. * (o& o er is, o ten, contingent "pon t$e candidate &eing declared it a ter t$e p$ysical e-amination. T$e res"lts o t$e medical itness test are recorded in a statement and are preserved in t$e personnel records. T$ere are several o&(ectives &e$ind a p$ysical test. O&vio"sly, one reason or a p$ysical test is to detect i t$e 90

per ormance o t$e ne% employee. T$e !R manager plays a cr"cial

RECRUITMENT & SELECTION individ"al carries any in ectio"s disease. Secondly, t$e test assists in determining %$et$er an applicant is p$ysically it to per orm t$e %or'. T$irdly, t$e p$ysical e-amination in ormation can &e "sed to determine i t$ere are certain p$ysical capa&ilities, %$ic$ di erentiate s"ccess "l and less s"ccess "l employees. +o"rt$, medical c$ec'="p protects applicants %it$ $ealt$ de ects rom "nderta'ing %or' t$at co"ld &e detrimental to t$em or mig$t ot$er%ise endanger t$e employer4s property. +inally, s"c$ an e-amination %ill protect t$e employer rom %or'ers compensation claims t$at are not valid &eca"se t$e in("ries or illness %ere present %$en t$e employee %as $ired. STE% A 8 GO/ O##ER 8 T$e ne-t step in t$e selection process is (o& o er to t$ose applicants %$o $ave crossed all t$e previo"s $"rdles. .o& o er is made t$ro"g$ a letter o appointed. S"c$ a letter generally or reporting. T$os is contains a date &y %$ic$ t$e appointee m"st report on d"ty. T$e appointee m"st &e given reasona&le time partic"larly necessary %$en $e or s$e is already in employment, in %$ic$ case t$e appointee is re/"ired to o&tain a relieving certi icate rom t$e previo"s employer. *gain, a ne% (o& may re/"ire movement to anot$er city, %$ic$ means considera&le preparation, and movement o property. T$e company may also %ant t$e individ"al to delay t$e date o reporting on d"ty. I t$e ne% employee4s irst (o& "pon (oining t$e company is to go on company "ntil per$aps a %ee' &e ore s"c$ training &egins. Nat"rally, t$is practice cannot &e a&"sed, especially i t$e individ"al is "nemployed and does not $ave s" icient inances.

92

RECRUITMENT & SELECTION )ecency demands t$at t$e re(ected applicants &e in ormed a&o"t t$eir non=selection. T$eir applicants may &e preserved or "t"re "se, i any. It needs no emp$asis t$at t$e applications o selected candidates m"st also &e preserved or t$e "t"re re erences. STE% B 8 CONTRACT O# EM%$OYMENT 8 * ter t$e (o& o er $as &ee mad and candidates accept t$e o er, certain doc"ments need to &e e-ec"ted &y t$e employer and t$e candidate. One s"c$ doc"ment is t$e attestation orm. T$is orm contains vital details a&o"t t$e candidate, %$ic$ are a"t$enticated and attested &y $im5$er. *ttestation orm %ill &e a valid record or t$e "t"re re erence. T$ere is also a need or preparing a contract o employment. T$e &asic in ormation t$at s$o"ld &e incl"ded in a %ritten contract o employment %ill vary according to t$e level o t$e (o&, &"t t$e ollo%ing c$ec'list sets o"t t$e typical $eadings: 0. .o& title 2. )"ties, incl"ding a parse s"c$ as 7T$e employee %ill per orm s"c$ d"ties and %ill &e responsi&le to s"c$ a person, as t$e company may rom time to time direct8. 6. )ate %$en contin"o"s employment starts and t$e &asis or calc"lating service. 9. Rate o pay, allo%ance, overtime and s$i t rates, met$od o payments. >. !o"rs o %or' incl"ding l"nc$ &rea' and overtime and s$i t arrangements. ?. !oliday arrangements: i.; ii.; #aid $olidays per year. Calc"lation o $oliday pay. 96

RECRUITMENT & SELECTION iii.; iv.; v.; vi.; vii.; viii.; i-.; K"ali ying period. *ccr"al o $olidays and $oliday pay. )etails o $oliday year. )ates %$en $olidays can &e ta'en. Ma-im"m $oliday t$at can &e ta'e at any one time. Carry over o $oliday entitlement. #"&lic $olidays.

A. Lengt$ o notice d"e to and rom employee. B. Drievances proced"re Cor re erence to it;. E. )isciplinary proced"re Cor any re erence to it;. 0F. ,or' r"les Cor any re erence to t$em;. 00. *rrangements or terminating employment. 02. *rrangements or "nion mem&ers$ip Ci applica&le;. 06. Special terms relating to rig$ts to patent s and designs, con idential in ormation and restraints on trade a ter termination o employment. 09. Employer4s rig$t to vary terms o t$e contract s"&(ect to proper noti ication &eing given. *lternatively called employment agreements or simply &onds, contracts o employment serve many "se "l p"rposes. S"c$ contracts see' to restrain (o&=$oppers, to protect 'no%ledge and in ormation t$at mig$t &e vital to a company4s $ealt$y &ottom line and to prevent competitors rom poac$ing $ig$ly val"ed employees. Dreat care is ta'en to dra t t$e contract orms. O ten, services o la% irms Cprominent irms in t$is category incl"de M"lla, Craigie, @l"nt and Caroe, Cra% ord @ailey, *marc$and Mangaldas !iralal, etc.; are engag9d to get t$e orms dra ted and inali1ed. Most employers insist on agreements &eing signed &y ne%ly $ired employees. @"t $ig$ t"rnover sectors s"c$ as so t%are, advertising and media are more prone to "se contracts. 99

RECRUITMENT & SELECTION T$e dra%&ac' %it$ t$e contracts is t$at it is almost to en orce t$em. * determined employee is &o"nd to leave t$e organisation, contract or no contract. T$e employee is prepared to pay t$e penalty or &reac$ing t$e agreement or t$e ne% employer %ill provide compensations. It is t$e reason t$at several companies $ave scrapped t$e contracts altoget$er. STE% ? 8 CONC$UDING T2E SE$ECTION %ROCESS 8 Contrary to pop"lar perception, t$e selection process %ill not end %it$ e-ec"ting t$e employment contract. T$ere is anot$er step M amore sensitive one reass"ring t$ose candidates %$o $ave not selected, not &eca"se o any serio"s de iciencies in t$eir personality, &"t &eca"se t$eir pro ile did not matc$ t$e re/"irement o t$e organisation. T$ey m"st &e told t$at t$ose %$o %ere selected %ere done p"rely on relative merit. STE% 1> 8 EVA$UATION O# SE$ECTION %ROGRAMME 8 T$e &road test o t$e e ectiveness o t$e selection process is t$e /"ality o t$e personnel $ired. *n organisation m"st $ave competent and committed personnel. T$e selection process, i properly done, %ill ens"re availa&ility o s"c$ employees. !o% to eval"ate t$e e ectiveness o a selection programmeN * periodic a"dit is t$e ans%er. #eople %$o %or' independent o !R department m"st cond"ct a"dit. T$e ta&le &elo% contains an o"tline t$at $ig$lig$ts t$e areas and /"estions to &e covered in a systematic eval"ation. &.& #our A''roac0e( to Selection 13. Et0nocentric Selection

9>

RECRUITMENT & SELECTION In t$is approac$, sta ing decisions are made at t$e organi1ation4s $ead/"arters. S"&sidiaries $ave limited a"tonomy, and t$e employees rom t$e $ead/"arters at $ome and a&road ill 'ey (o&s. Nationals rom t$e parent co"ntry dominate t$e organisations at $ome and a&road.

&3. %ol+centric Selection In polycentric selection, eac$ s"&sidiary is treated as a distinct national entity %it$ local control 'ey %it$ sta inancial targets and investment decisions. Local citi1ens manage s"&sidiaries, &"t t$e 'ey (o&s remain rom t$e parent co"ntry. T$is is t$e approac$, %$ic$ is largely practiced in o"r co"ntry

)3. Re1iocentric Selection 8 !ere, control %it$in t$e gro"p and t$e movements o sta are

managed on a regional &asis, re lecting t$e partic"lar disposition o &"siness and operations %it$in t$e gro"p. Regional managers $ave greater discretion in decision. Movement o sta &y managers rom t$e parents company. is largely restricted to speci ic geograp$ical regions and promotions to t$e (o&s contin"e to &e dominated

43. Geocentric Sta!!in1 8 In t$is case, &"siness strategy is integrated t$oro"g$ly on glo&al &asis. Sta t$oro"g$ly development and promotion are &ased on a&ility, not international in composition. Needless to say, s"c$ nationality. T$e &road and ot$er parts o t$e top management str"ct"re are organisations are "ncommon. &.) %RO/$EMS IN E##ECTIVE SE$ECTION 8

9?

RECRUITMENT & SELECTION T$e main o&(ective o selection is to $ire people $aving competence and commitment. T$is o&(ective s o ten de eated &eca"se o certain &arriers. T$e impediments, %$ic$ c$ec' e ectiveness o selection, are perception, airness, validity, relia&ility and press"re.

%erce'tion 8 O"r ina&ility to "nderstand ot$ers acc"rately is pro&a&ly t$e most "ndamental &arrier to selecting t$e rig$t candidate. Selection demands an individ"al or a gro"p o people to assess and compare t$e respective competencies o c$oosing t$e rig$t persons ot$ers, %it$ t$e aim o or t$e (o&s. @"t o"r vie%s are $ig$ly

personali1ed. ,e all perceive t$e %orld di erently. O"r limited percept"al a&ility is o&vio"sly a st"m&ling &loc' to t$e o&(ective and rational selection o t$e people.

#airne(( 8 +airness in selection re/"ires t$at no individ"al s$o"ld &e

discriminated against on t$e &asis o religion, region, race or gender. @"t t$e lo% n"m&ers o %omen and ot$er less privileged sections o t$e society in middle and senior management positions and open discrimination on t$e &asis o age in (o& advertisements and in t$e selection process %o"ld s"ggest t$at all t$e e orts to minimi1e ine/"ity $ave not &een e ective.

Validit+ 8 9A

RECRUITMENT & SELECTION <alidity, as e-plained earlier, is a test t$at $elps predict (o& per ormance o an inc"m&ent. * test t$at $as &een validated can di erentiate &et%een t$e employees %$o per orm %ell and t$ose %$o %ill not. !o%ever, a validated test does not predict (o& s"ccess acc"rately. It can only increase possi&ility o s"ccess.

Relia*ilit+ 8 * relia&le met$od is one, %$ic$ %ill prod"ce consistent res"lts %$en repeated in similar sit"ations. Li'e validated test, a relia&le test may ail to predict (o& per ormance %it$ precision.

%re((ure 8 #ress"re is &ro"g$t on t$e selectors &y politicians, &"rea"crats, relatives, riends and peers to select partic"lar candidates. Candidates selected &eca"se o "nder s"c$ press"res. comp"lsions are o&vio"sly not t$e rig$t ones. *ppointments to p"&lic sectors "nderta'ings generally ta'e place

&.4

Di!!erence 6Recruitment and Selection3 9B

RECRUITMENT & SELECTION

0.; Recr"itment is t$e process o searc$ing or prospective candidates and motivating t$em to apply or (o& in t$e organisation ,$ereas, selection is a process o c$oosing most s"ita&le candidates o"t o t$ose, %$o are interested and also /"ali ied or (o&. 2.; In t$e recr"itment process, vacancies availa&le are inali1ed, p"&licity is given to t$em and applications are collected rom interested candidates. In t$e selection process, availa&le applications are scr"tini1ed. Tests, intervie% and medical e-amination are cond"cted in order to select most s"ita&le candidates. 6.; In recr"itment t$e p"rpose is to attract ma-im"m n"m&ers o s"ita&le and interested candidates t$ro"g$ applications. In selection process t$e p"rpose is t$at t$e &est candidate o"t o /"ali ied and interested in t$e appointment. 9.; Recr"itment is prior to selection. It creates proper &ase selection. Selection is ne-t to recr"itment. It is o"t o candidates4 availa&le5interested. >.; Recr"itment is t$e positive "nction in %$ic$ interested candidates are enco"raged to s"&mit application. Selection is a negative "nction in %$ic$ "ns"ita&le candidates are eliminated and t$e &est one is selected. ?.; Recr"itment is t$e s$ort process. In recr"itment p"&licity is given to vacancies and applications are collected rom di erent so"rces Selection is a lengt$y process. It involves scr"tiny o applications, giving tests, arranging intervie%s and medical e-amination. 9E or act"al t$ose

RECRUITMENT & SELECTION

A.; In recr"itment services o e-pert is not re/"ired ,$ereas in selection, services o e-pert is re/"ired B.; Recr"itment is not costly. E-pendit"re is re/"ired mainly advertising t$e posts. Selection is a costly activity, as e-pendit"re is needed candidates and cond"ct o intervie%s. or testing or

).

SR#

>F

RECRUITMENT & SELECTION "or, at SR# * eeling o energy and vitality, o res$ness, o a place %$ere people

%or' in a camp"s li'e

acility and c"lt"re, are "na raid to voice ne%

ideas, o a place %$ere t$ere is minimal $ierarc$y.

Ro&"st

people

management

practices

ena&le

SR+

to

create

t$is

environment

or its employees. T$is is %$at disting"is$es SR+ among

ot$er tec$nology companies, ena&ling In oscions to e-cel and innovate in %$at t$ey do or t$eir clients and in %$at t$ey stand or as a company.

Continuou( learnin1 T$e spirit o SR+ at t$e learna&ility among SR+ people and an organi1ational ore ront in a ast=c$anging ind"stry. T$eir rame%or' or

commitment to contin"o"s personal and pro essional development 'eeps contin"o"s learning at SR+ is &"ilt aro"nd a n"m&er o oc"sed programs

or t$eir employees. T$ese range rom ma(or initiatives s"c$ as t$e SR+ Leaders$ip Instit"te to vario"s ongoing management development and personal improvement programs. T$ey complement a $ost o advancement and ongoing training options. )edicated organi1ations or gro"ps %it$in SR+ lead t$ese initiatives. SR+ investment in people and in rastr"ct"re to &"ild a $olistic learning rame%or' demonstrates t$eir commitment to contin"o"s learning and &"ilding intellect"al capital or t$eir employees. T$is learning rame%or' is contin"o"sly en$anced %it$ ne% programs and t$e latest learning tec$ni/"es = and close='nit coordination across t$ese initiatives ens"res t$at it meets t$e di erent learning needs o t$eir employees in speci ic areas o tec$nology, management, leaders$ip, c"lt"ral and comm"nication s'ills, and ot$er so t s'ills. >0 tec$nology

RECRUITMENT & SELECTION

*part rom ormal programs = a typical e-ample o an in ormal employee= driven program is t$e SR+ Toastmasters Cl"&, mission o ormed in 2FFF. T$e t$is cl"& is to provide a m"t"ally s"pportive and positive

learning environment to develop comm"nication and leaders$ip s'ills to oster sel =con idence and personal gro%t$. T$e cl"& $as &een recogni1ed &y Toastmasters International and (oins t$e roster o Citicorp and S"n Microsystems;. ot$er recogni1ed Corporate Cl"&s aro"nd t$e %orld Cincl"ding t$ose o Microso t, @oeing,

#un and culture Li e at SR+ is "ll o events = %$ere employees can p"rs"e t$eir interests in areas as varied as arts, c"lt"re, or sports. T$e o&(ective is to ens"re t$at employees are not con ined to t$eir des's. Employees e-press t$eir vario"s s'ills and interests t$ro"g$ or"ms t$at incl"de an O*rt DalleryO on camp"s dedicated to displaying t$e %or's o creativity. Inc"lcom is t$e &ase organi1ation t$at $osts c"lt"ral programs or In oscions, daily /"i1 competitions, and reg"lar m"sic meetings t$at 'eep t$e place a&"11 %it$

In oscions. Eac$ event emp$asi1es a speci ic area li'e m"sic, dance, or /"i1. T$ese programs are generally not competitive, &"t a competitive element is sometimes added to en$ance ent$"siasm and to &ring o"t t$e &est in o"r people. Under Inc"lcom, t$ere are s"& gro"ps li'e t$e IK Circle CK"i11es;, S$r"t$i Ct$e classical m"sic cl"&;, )ramati- Ct$e drama cl"&;, and <a'c$at"rya C or"m or sel development;. In(+nc

>2

RECRUITMENT & SELECTION T$e 'ey to employee involvement in organi1ations is t$e s$aring o in ormation a&o"t &"siness per ormance, plans, goals, and strategies. ,$at $appens &y a s$o"t across t$e corridor in a smaller organi1ation, calls or a more systematic process in a large organi1ation li'e SR+. InSync is SR+3s internal comm"nication program oc"sed on 'eeping t$e In oscion a&reast o latest corporate and &"siness developments, and e/"ipping $im or $er to &e a O&rand am&assadorO or t$e company. T$is program com&ines a comm"nication portal %it$ %or's$ops, mont$ly ne%sletters, articles, daily cartoons and &rainteasers to sync$roni1e eac$ In oscion %it$ t$e organi1ation. ISR# *elie9e( in an or1aniJation C it0 le(( 0ierarc0+ and !a(ter deci(ion8ma,in1. In order to ma,e t0at 0a''en; e9er+ In!o(cion need( to ,noC 0oC t0e or1aniJation Cor,(; 0oC deci(ion are made; and C0at dri9e( SR#. So it i( im'ortant !or SR# to communicate t0i( to e9er+oneK S. Go'ala,ri(0nan Co8!ounder L Mem*er o! /oard Career( SR+ $as a vision o %$ere t$ey %ant to go, and itPs really e-citing ,it$ an ann"al compo"nded gro%t$ rate o aro"nd ?FL in t$e last > years, and &ranc$es across t$e %orld, SR+ is orging a$ead in t$e glo&al mar'et. To ac$ieve t$eir vision, t$ey are al%ays loo'ing o"t or talented, learna&le individ"als %$o are am&itio"s, %$o love c$allenges and %$o $ave a passion to e-celQ To%ards t$is o&(ective, SR+ participates in camp"s $iring programs and also cond"cts a n"m&er o o =camp"s initiatives t$ro"g$o"t t$e year at >6

RECRUITMENT & SELECTION vario"s locations. *part rom college $iring, t$ey also $ire e-perienced

pro essionals rom t$e ind"stry at vario"s mid=level and senior positions. SR# M 1roomin1 1lo*al talent

Last year, over 0.6 million people applied or a (o& at SR+. Only 0L o t$em %ere $ired. In comparison, !arvard College too' in EL o candidates. SR+ $as al%ays oc"sed on ind"cting and ed"cating t$e &est and t$e

&rig$test. ,it$ glo&al $iring practices, co"pled %it$ ever=e-panding "niversity programs s"c$ as Camp"s Connect and development centers across t$e glo&e, SR+ is a&le to so"rce and n"rt"re talent %$ile delivering lasting val"e to clients. SR+, %$ic$ trains over 0>,FFF ne% recr"its every year, is %ell prepared to %in t$e &attle or top=notc$ talent. *t t$e $eart o t$is ed"cation program is a "lly e/"ipped R02F million acility in Mysore, a&o"t EF miles rom @angalore.

SR# in t0e ('otli10t

In 2FF>, Comp"ter%orld maga1ine, %$ile ran'ing SR+ among t$e 0FF &est places to %or' in IT, placed it at t$e very top o t$e list o &est places or ed"cation and training. In its Marc$ 2FF? iss"e, +ort"ne maga1ine stepped inside t$e gates o 3SR+4 and emerged %it$ t$e impression t$at gaining admission to t$e 3Ta( Ma$al o training centers4 is $arder t$an getting into !arvard.

).1 SOURCES ON MAN %O"ER SU%%$Y

>9

RECRUITMENT & SELECTION INTERNA$ SR+ "pgrades rom %it$in only or managerial positions, &"t only to some e-tent. @eca"se "pgrading rom %it$in is considered &etter as t$e employee is already amiliar %it$ t$e organi1ation, red"ces training cost, $elps in &"ilding morale and promotes loyalty. I no one capa&le or managerial position is o"nd in its internal so"rce, it loo's o"t or e-ternal so"rces. It selects only t$e &est employee or t$e organi1ation TY%ES #ormer Em'lo+ee(8 T$ey as' t$e retired employees %$o are %illing to %or' on a part=time &asis, individ"als %$o le t %or' and are %illing to come &ac' again. Retirement( 8 I it4s not a&le to ind s"ita&le candidates in place o t$e one %$o $ad retired, a ter meritorio"s service. Under t$e circ"mstances, management decides to call retired managers %it$ ne% e-tension. Internal noti!ication 6ad9erti(ement3 8 Most employees 'no% rom t$eir o%n e-perience a&o"t t$e re/"irement o t$e (o& and %$at sort o person t$e company is loo'ing or. O ten employees $ave riends or ac/"aintances %$o meet t$ese re/"irements. S"ita&le persons are appointed at t$e vacant posts. or $ig$er compensations. Even retrenc$ed employees are ta'en "p once

EXTERNA$

>>

RECRUITMENT & SELECTION +or t$e posts o tec$nicians, engineers, loor managers etc, it loo's o"t or e-ternal so"rces %$ic$ incl"de. *gencies: T*#L Instit"tions: Li'e @ Sc$ools, colleges, Management Instit"tes, etc. ,e&sites: %%%.indiatimes(o&.com %%%.monster.com %%%.na"'ri.com O t$e a&ove t$ree %e& sites given most %idely "sed &y t$e SR+ is t$e %%%.monster.com o >FL. E-ternal recr"itment ena&les t$e company to get t$e &est candidate. SR+ pre ers e-ternal recr"itment and mainly ta'es $elp rom agencies and instit"tions as it4s a giant company and internal recr"itment proves to &e inade/"ate as its yearly targets are very $ig$. Recruitment Tar1et( !or SR# Year 2FF0 2FF2 2FF6 2FF9 2FF> 2FF? CAM%US No. o! em'lo+ee( 6'er +ear3 0FFFF 00FFF 06FFF 0>FFF 0BFFF 2>FFF %it$ t$e s"ccess rate o BFL ollo%ed &y %%%.indiatimes(o&.com at ?FL and %%%.na"'ri.com at t$e s"ccess rate

>?

RECRUITMENT & SELECTION Camp"s recr"itment is so m"c$ so"g$t a ter t$at eac$ collegeI "niversity department or instit"te %ill $ave a placement o icer to $andle recr"itment process, irst even i "nctions. recr"iting !o%ever, it is o ten an e-pensive process prod"ces (o& o ers and

acceptances event"ally. * ma(ority leave t$e organi1ation %it$in t$e ive years o t$eir employment. Jet, it is a ma(or so"rce o recr"itment or prestigio"s companies. SR+ is t$e company o c$oice or camp"s recr"itment programs in most ma(or engineering instit"tes s"c$ as IITs, RECs etc. and at premier management instit"tes s"c$ as t$e IIMs. En1ineerin1 In(titute( Camp"s $iring at engineering instit"tes typically starts in May and contin"es t$ro"g$ Septem&er. Senior managers and o icers generation o &rig$t, yo"ng and talented leaders rom SR+ actively participate in t$is $iring, to &ring on &oard t$e ne-t or t$e company. ,e enco"rage c"rrent st"dents at t$e camp"ses %e visit to "se t$is opport"nity to interact %it$ t$e SR+ recr"itment teams d"ring t$e $iring process to "nderstand t$e company and o"r people p$ilosop$y. ,e $ire engineering grad"ates and post=grad"ates rom all disciplines, and MC* st"dents at t$e camp"ses. Mana1ement In(titute( Camp"s grad"ates e-perience $iring rom at all in management disciplines, so t%are instit"tes %it$ or or typically %it$o"t ot$er starts in )ecem&er and contin"es t$ro"g$ Marc$. ,e $ire management prior %or' ields.

*ll applications are pre=screened &ased on academic credentials. S$ort=listed candidates are "s"ally invited or an intervie% as part o t$e selection process. >A

RECRUITMENT & SELECTION

O## CAM%US It is t$e event or t$ose candidates %$o do not get selected d"ring camp"s recr"itment. T$e process remains t$e sameI it ("st aims at giving t$ose candidates a c$ance t$at %ere not a&le to go t$ro"g$ t$e process &e ore. T$ese candidates also go t$ro"g$ t$e same t%o ro"nds, $ere only t$e scale and &asis on %$ic$ t$ey are eval"ated c$anges. GO/ #AIRS "0at i( Fo* !airN .o& air is %$ere several companies come "nder one roo or

see'ing eligi&le candidates %$o can (oin t$eir company, a ter going t$ro"g$ certain recr"itment process ollo%ed &y t$em. %ROCESS #O$$O"ED /Y SR# Initially t$ey advertise a&o"t t$e (o& air in t$e local ne%spapers o all t$e states speci ying t$e ven"e and date o t$e (o& air. On t$e speci ied date, SR+ &anners are p"t "p at t$e ven"e. T$ey $ave aro"nd 6 to 9 co"nters. Initially t$ese co"nters are "sed or registrations. Once t$e n"m&er o total capacity o co"nter. and t$e registered candidates registrations is e/"al to t$e orms at t$e all t$e co"nters, t$e registrations are stopped ill t$e application

Ne-t a logic test o 9> min"tes is cond"cted and an Englis$ test o 0> min"tes is cond"cted %$ere in one is s"ppose to %rite an

>B

RECRUITMENT & SELECTION essay, to c$ec' t$eir $and%riting, voca&"lary and sentence raming a&ility. Once t$e test is over, registrations or t$e ne-t gro"p start. *t t$e same time t$e previo"s papers are eval"ated and t$e candidates are selected or intervie% &ased on t$e c"t=o mar's.

T$e candidates %$o are selected in t$e intervie% are in ormed t$en and t$ere &y displaying t$e list and are given t$e o er. T$e process is repeated or t$e ne-t set o candidates. .o& air ta'es place or 6 to 9 days. ADVERTISEMENTS 8 It is a pop"lar met$od o see'ing recr"its, as many recr"iters pre er advertisements &eca"se o t$eir %ide reac$.

SR# ad9erti(e( in NE"S %A%ERS Times o India T$e economic times Indian e-press !ind"stan times T$e inancial e-press Employment papers MAGAHINES >E

RECRUITMENT & SELECTION @"siness %orld @"siness Today India Today capital mar'et @"siness (o"rnals IT maga1ines Comp"ter and tec$nical (o"rnals "E/ %%%.SR+.com %%%.indiatimes(o&.com %%%.monster.com %%%.na"'ri.com

*dvertisements contain proper in ormation li'e t$e (o& content, %or'ing conditions, location o (o&, compensation incl"ding ringe &ene its, (o& speci ications, gro%t$ aspects, etc. T$e advertisement sells t$e idea t$at t$e company and (o& are per ect or t$e candidate.

?F

RECRUITMENT & SELECTION "A$E8INS; "RITE8INS AND TA$E8INS "al,8in( are t$e most common and least e-pensive approac$ or candidates is direct applications, in %$ic$ (o& see'ers s"&mit "nsolicited application letters or res"mes. )irect applications provide a pool o potential employees to meet "t"re needs. "rite8in( are t$ose %$o send %ritten en/"iries. T$ese (o&see'ers are as'ed to complete application orms or "rt$er processing. Tal,8in( involves t$e (o& aspirants meeting t$e recr"iter Con an appropriated date; or detailed tal's. No application is re/"ired to &e s"&mitted to t$e recr"iter.

CONSU$TANTS SR+ also see's t$e $elp o cons"ltants %$o are in t$e pro ession or recr"iting and selecting managerial and e-ec"tive personnel. T$ey are "se "l as t$ey $ave nation%ide contacts and lend pro essionalism to t$e $iring process. T$ey also 'eep prospective employer and employee anonymo"s.

INDUSTRIES SR+ also $ires e-perienced pro essionals vario"s mid=level and senior positions. rom t$e ind"stry at

?0

RECRUITMENT & SELECTION ).& T2E SE$ECTION %ROCESS O# SR#

Ste'( 1. Initial (creenin1 o! inter9ieC( Initial Screening is done on t$e &asis o applicants and applications. * preliminary intervie% is cond"cted so as to select t$e s"ita&le candidate %$o can go t$ro"g$ "rt$er stages o intervie%s. Normally or t$e posts o engineers degree c"to are re(ected. *nd or $ig$er posts applications and applicants &ot$ play a ma(or role in t$e screening process. &. Com'letion o! a''lication !orm( *pplication orm esta&lis$es t$e candidate4s general details li'e name, address, telep$one n"m&er, ed"cation, (o&= related training, %or'= e-perience %it$ dates, company names, and (o& details, pro essional or ind"strial involvement, $o&&ies and recreational p"rs"its. T$e company esta&lis$es as many $ypot$eses a&o"t t$e candidate rom t$e details provided in t$e application orm. It t$en decides %$at areas o in ormation it needs to e-plore or investigate more speci ically d"ring t$e intervie%. Company sees to it t$at no ("dgment is passed a&o"t t$e candidate &ased only at t$is level. ,$at dra%n $ere is $ypot$eses and not concl"sions. *pplication orms are s"c$ ramed t$at, t$ey provide t$e necessary details to t$e organisation %it$o"t a ecting t$e sentiments and eelings o t$e candidate. is decided li'e say ?FL on an average. I t$e candidates do not meet t$e re/"irement t$ey

?2

RECRUITMENT & SELECTION ). Em'lo+ment te(t( lo1ical te(t En1li(0 te(t Voca*ular+ Rea(onin1 E((a+ Critin1 VARIOUS TESTS Mental or intelli1ence te(t( T$ey meas"re t$e overall intellect"al a&ility o pro&lems. Mec0anical a'titude te(t( T$ey meas"re t$e a&ility o a person to learn a partic"lar type o mec$anical %or'. T$ese tests $elps to meas"re speciali1ed tec$nical 'no%ledge and pro&lem solving a&ilities i t$e candidate. T$ey are "se "l in selection o mec$anics, engineers, etc. Intelli1ence te(t T$is test $elps to eval"ate traits o intelligence. Mental a&ility, presence o mind Calertness;, n"merical a&ility, memory and s"c$ ot$er aspects can &e meas"red. It is ta'en to ("dge n"merical, s'ills, reasoning, memory and s"c$ ot$er a&ilities. %er(onalit+ Te(t It is cond"cted to ("dge mat"rity, social or interpersonal s'ills, &e$avior "nder stress and strain, etc. t$is test is very m"c$ essential on case o selection o sales orce, p"&lic relation sta , etc. %$ere personality plays an important role. a person and ena&le to 'no% %$et$er t$e person $as t$e mental a&ility to deal %it$ certain

?6

RECRUITMENT & SELECTION

Gra'0olo1+ Te(t It is designed to analyse t$e $and%riting o individ"al. It $as &een said t$at an individ"al4s $and%riting can s"ggest t$e degree o energy, in$i&ition and spontaneity, as %ell as disclose t$e idiosyncrasies and elements o &alance and control. +or e-ample, &ig letters and emp$asis on capital letters indicate a tendency to%ards domination and competitiveness. * slant to t$e rig$t, moderate press"re and good legi&ility s$o% leaders$ip potential. Medical Te(t It reveals p$ysical itness o a candidate. Medical servicing $elps meas"re and monitor a candidate4s p$ysical resilience "pon e-pos"re &"siness $a1ards. 4. Inter9ieC

#ormal Inter9ieC Intervie%s are $eld in t$e employment o ice in a more ormal atmosp$ere, %it$ t$e $elp o %ell str"ct"red /"estions. %atterned Inter9ieC * patterned intervie% is also a planned intervie%, &"t it is more care "lly pre=planned to a $ig$ degree o acc"racy, precision and e-actit"de. ,it$ t$e $elp o (o& and man speci ications, a list o /"estions and areas are care "lly prepared %$ic$ %ill act as t$e intervie%er4s g"ide. Non8directi9e Inter9ieC !ere t$e intervie%ee is allo%ed to spea' $is mind reely. T$e intervie%er $as no ormal or directive /"estions, &"t $is all attention is to t$e candidate. !e enco"rages t$e candidate to tal' &y a little prodding

?9

RECRUITMENT & SELECTION %$enever $e is silent e.g. 7Mr. Ray, please tell "s a&o"t yo"rsel yo"4re grad"ated rom $ig$ sc$ool8. T$e idea is to give t$e candidate complete reedom to 7sell8 $imsel , %it$o"t t$e enc"m&rances o t$e intervie%er4s /"estion. De't0 Inter9ieC It is designed to intensely e-amine t$e candidate4s &ac'gro"nd and t$in'ing and to go into considera&le detail on partic"lar s"&(ects o an important nat"re and o special interest to t$e candidates. +or e-ample, i t$e candidate says t$at $e is interested in tennis, a series o /"estions may &e as'ed to test t$e dept$ o "nderstanding and interest o t$e candidate. Stre(( Inter9ieC It is designed to test t$e candidate and $is cond"ct and &e$avior &y $im "nder conditions o stress and strain. T$e intervie%er may start %it$ 7Mr. .osep$, %e do not t$in' yo"r /"ali ications and e-perience are ade/"ate or t$is position,4 and %atc$ t$e reaction o /"ali ied to $andle t$e (o&. ,$at SR+ practice is t$at i stress level. %anel Inter9ieC * panel or intervie%ing &oard or selection committee intervie%s t$e candidate, "s"ally in t$e case o s"pervisory and managerial positions. Mi:ed Inter9ieC In practice, t$e intervie%er %$ile intervie%ing t$e (o& see'ers "ses a &lend o str"ct"red and str"ct"red and "nstr"ct"red /"estions. T$is approac$ is called t$e Mi-ed intervie%. T$e str"ct"red /"estions provide a ?> intervie% is planned at >pm, it %ill start candidate4s intervie% at ?.6Fpm and %atc$ t$e candidate4s &e$avior and t$e candidates. * good candidates %ill not yield, on t$e contrary $e may s"&stantiate %$y $e is a ter

RECRUITMENT & SELECTION &ase o intervie% more conventional and permit greater insig$ts into t$e "ni/"e di erences &et%een applicants. Second Inter9ieC( .o& see'ers are invited &ac' a ter t$ey $ave passed t$e irst initial intervie%. Middle or senior management generally cond"cts t$e second intervie%, toget$er or separately. More in=dept$ /"estions are as'ed to t$e candidate and t$e employer e-pects a greater level o preparation on t$e part o t$e candidates. 5. /ac,1round In!ormation SR+ re/"ests names, addresses, and telep$one n"m&ers o re erences or t$e p"rpose o veri ying in ormation and per$aps, gaining additional &ac'gro"nd in ormation on an applicant. Re erences are not "s"ally c$ec'ed "ntil an applicant $as s"ccess "lly reac$ed t$e o"rt$ stage o a se/"ential selection process. #revio"s employers are pre era&le &eca"se t$ey are already a%are o t$e applicant4s per ormance. It normally see's letters o re erence or telep$one re erences. T$e latter is advantageo"s &eca"se o its acc"racy and lo% cost. =. %0+(ical E:amination * ter t$e selection decision and &e ore t$e (o& o er is made, t$e candidate is re/"ired to "ndergo a p$ysical e-amination. T$e res"lts o t$e medical itness test. * (o& o er is, it a ter t$e p$ysical o ten, depends "pon t$e candidate &eing declared statement and are preserved in t$e personnel records. T0ere are (e9eral o*Fecti9e( *e0ind a '0+(ical te(t 1. One reason or a p$ysical test is to detect i t$e individ"al carries any in ectio"s disease. &. Secondly, t$e test assists in determining %$et$er an applicant is p$ysically it to per orm t$e %or'. ??

itness test are recorded in a

RECRUITMENT & SELECTION ). T$irdly, t$e p$ysical e-amination in ormation can &e "sed to determine i t$ere are certain p$ysical capa&ilities, %$ic$ di erentiate s"ccess "l and less s"ccess "l employees. 4. +o"rt$, medical c$ec'="p protects applicants %it$ $ealt$ de ects rom "nderta'ing %or' t$at co"ld &e detrimental to t$em or mig$t ot$er%ise endanger t$e employer4s property. 5. +inally, s"c$ an e-amination %ill protect t$e employer rom %or'ers compensation claims t$at are not valid &eca"se t$e in("ries or illness %ere present %$en t$e employee %as $ired. A. #inal Em'lo+ment deci(ion It is a inal step. In t$is step company ma'es a very important decision. * ter all t$ese processes ollo% "p is done i.e., t$e selected person is ind"ced and placed at t$e rig$t (o&. Training is provided on reg"lar &asis t$at is mont$ly, /"arterly. T$ese trainers $ave t$e e-perience o a&o"t 0>= 2F yrs. In one &atc$ t$ere are ?F employees %$o are sent to @angalore or training. A''roac0 to Selection Et0nocentric Selection In t$is approac$, sta ing decisions are made at t$e organi1ation4s $ead/"arters. S"&sidiaries $ave limited a"tonomy, and t$e employees rom t$e $ead/"arters at $ome and a&road ill 'ey (o&s.

?A

RECRUITMENT & SELECTION

4 A*out $earnin1Mate :
LearningMate Sol"tions #rivate Limited is one o t$e astest gro%ing

eLearning Companies in India. LearningMate is a provider o end=to=end eLearning services and sol"tions designed to meet speci ic &"siness needs. o T$e range o services varies rom enterprise=%ide eLearning initiatives to creating c"stom content &ased on cost=e ective alternatives delivery. LearningMate $as strong Management Team to $andle its development center in M"m&ai, US, UG, and Canada. *s an eLearning and so t%are sol"tions company, LearningMate partners %it$ p"&lis$ers and training Ed"cation companies & on concept"ali1ation, Ed"cation property learning design, development LearningMate areas o learner and $as implementation o competencies development, and ne% media and tec$nology sol"tions mar'ets. in t$e intellect"al or t$e !ig$er content= s"pport

Contin"ing standards=&ased

tec$nologies,

systems & content arc$itect"res. LearningMate is a cross=&order e=Learning services company t$at is oc"sed on identi ying, creating and delivering relevant, instr"ctionally so"nd, engaging content to learners "sing internet tec$nologies. LearningMatePs clients incl"de sc$ools, colleges, "niversities, p"&lis$ers, NDOPs and corporations aro"nd t$e %orld. T$e irm $as competencies and o%ns intellect"al property in t$e areas o T$e every irmPs principals $ave a $istory o one o t$eir client strategy cons"lting, content= contri&"tions to e=Learning LearningMatePs primary development, assessment, content arc$itect"re and per ormance s"pport. initiatives aro"nd t$e %orld and t$ey &ring t$is e-perience to &ear in engagements. development acilities are in M"m&ai and @angalore, t$e media and

tec$nology centers o India. In addition t$e irm leverages a glo&al &ase ?B

RECRUITMENT & SELECTION o associates and partners %$o are $ig$ly respected t$in'ers in learning strategy, c$ange management, instr"ctional design, per ormance s"pport and learning tec$nology, to create relevant, local e=Learning sol"tions tailored to t$e speci ic needs and geograp$ies o its clients. LearningMate is a pre=dominantly e-port oriented company %$ic$ services Dlo&al clients M most o +ort"ne Category. +rom developing $ig$ly e ective Learning Sol"tions to ac/"iring intellect"al capital to client associations and tec$=partners, t$ey $old one principle $ig$ over all ot$ers: /"ality over /"antity. T$eir e-cellent trac' record stands testament to t$is, lead in t$e rig$t direction &y a strong management team and enco"raging clients. * PpeopleP company, am&ition, perseverance and c$allenges r"n a&"11 as t$ey are committed to delivering t$e Imagination soars over t$e &est. %ings o insig$t, as mind space at %$ic$ are &illion dollar pl"s clients or in t$e

LearningMate ta'es over des' space o instr"ctors and learners across t$e glo&e. *nd %$at &etter &eginning t$an %it$ t$e &est &rains in t$e &"siness.

?E

RECRUITMENT & SELECTION 4.1 SOURCES ON MAN %O"ER SU%%$Y INTERNA$ LearningMate "ses internal so"rces or recr"itment &"t on a limited &asis ot$er%ise normally it "ses e-ternal so"rces e-tensively or its recr"itment p"rposes. Let "s $ave a loo' at t$e internal so"rces in detail. TY%ES O# INTERNA$ SOURCES %re(ent em'lo+ee( T$is so"rce is normally t$e irst c$oice among t$e internal so"rces and Learning Mate is no di erent. T$is so"rce implies illing "p t$e position rom among t$e present employees &y %ay o promotions and trans ers. Em'lo+ee re!erral( T$is is &e a very good so"rce o can develop good prospects "rnis$ing cards o apply. Re!erral Sc0eme 8 /udd+ Sc0eme *t Learning Mate employee re erral is pop"larly 'no%n as, 3 Re!erral Sc0eme 8 /udd+ Sc0eme-. T$e o&(ective o smoot$ Re erral Sc$eme is to lay g"idelines rom employees or e ective and or "l illing t$e "nctioning o t$e employee re erral program. It $elps in internal recr"itment. Employees amilies and riends &y a (o& %it$ t$e company, or t$eir

ac/"ainting t$em %it$ t$e advantages o

introd"ction, and even enco"raging t$em to

attracting talent t$ro"g$ re errals

vacant5additional positions in t$e company. Employees management organi1ation. rom all gro"ps e-cept are eligi&le to re er rom !"man Reso"rces and senior t$eir riends 5 e-=colleag"es 5 "t"re in t$e

re erences 5 relatives

or vacancies M &ot$ c"rrent and

AF

RECRUITMENT & SELECTION

%rocedure : T$e !"man Reso"rces gro"p s$all in orm all employees t$ro"g$ intranet 5 root email 5 notice &oard a&o"t t$e e-isting vacancies rom time to time. Employees need to ma'e re erences only on e=mail o s"ita&le candidates "l illing t$e re/"irements as indicated to &"ddySlearningmate.com T$e !R gro"p s$all process t$e said application or t$e re/"irements as per t$e recr"itment policy. I t$e re erred candidate is o"nd s"ita&le and selected in intervie%s, an o er matc$ing %it$ t$e /"ali ication and e-perience %ill &e made to t$e candidate. T$e @"ddy Re erral Re%ard is paid to t$e employee 6 mont$s a ter t$e re erral (oins t$e organi1ation. !o%ever, in case t$e re erral or t$e employee concerned is separated t$e employee. T$e employee concerned %$o ma'es t$e re erence s$all &e re%arded %it$ t$e ollo%ing: Cate1or+ 0=6 years 6 years and ReCard 6in INR3 1>;>>>O8 15;>>>O8 &5;>>>O8 rom t$e services o t$e organi1ation &e ore t$e completion o 6 mont$s, no re erral payment s$all &e made to

@et%een

relevant relevant a*o9e

e-perience More t$an

e-perience %roFect Mana1er 'o(ition(

No re%ard s$all &e paya&le

or re erences o

candidates t$at $ave less

t$an 0 year o relevant e-perience and contract recr"itment.

A0

RECRUITMENT & SELECTION %re9iou( a''licant( *lt$o"g$ not tr"ly an internal so"rce, t$ose %$o $ave previo"sly applied or (o&s can &e contacted &y mail, a /"ic' and ine-pensive %ay to ill an "ne-pected opening. T$is is possi&le at Learning Mate t$ro"g$ a master data&ase t$at t$e company maintains containing t$e details o all t$e previo"s applicants or t$e vario"s vacant posts.

EXTERNA$ LearningMate is a small &"t a ast gro%ing company %it$ employee

strengt$ o ("st a&o"t 2AB and a modest t"rnover o 09F million r"pees in t$e year 2FF>=F?. Its recr"itment targets are also pretty lo% at ("st 0>FT or t$e year 2FFA. O%ing to t$e actor in mind @arring t$e nominal "se o t$e internal so"rces t$e remainder o t$e recr"iting is done t$ro"g$ t$e e-ternal so"rces %$ic$ incl"des, *pproved Recr"itment Cons"ltants and S"& M contractors #rint Media = *dvertisements O"tstation recr"itment ,e&sites M s"&scri&ed and "ns"&scri&ed ,al'=ins inancial constraints and limited recr"itment targets it $as to select t$e so"rces care "lly 'eeping t$e cost

A2

RECRUITMENT & SELECTION Recruitment con(ultant( and Su* 7 contractor( : LearningMate normally "ses t$ese so"rces to develop t$e re/"ired pool o candidates and also to ac$ieve specialist $elp in its recr"itment process. S"& M contractors are normally "sed in case o temporary re/"irements d"e to "ne-pected events or some emergency sit"ations. %rint Media 7 Ad9erti(ement( LearningMate advertises mostly t$ro"g$ ne%spaper and not so m"c$ &y %ay o maga1ines. T$e ne%spapers t$ey normally advertise in are Times=*scent !ind"stan times )N* Out(tation recruitment O"tstation recr"itments are cond"cted &y LearningMate &y calling t$e candidates to t$eir o ice and ta'ing t$e re/"ired tests and intervie%s as per a process %$ic$ is e-plained later in t$e pro(ect. T$e reim&"rsements made to t$em are as ollo%s: A. Reim*ur(ement o! Goinin1 related Tra9el #are 0. +or candidates recr"ited at all levels I class *5C train OR lig$t are to &e considered on case=to=case &asis. T$e same needs to &e approved &y t$e @!. 2. Eit$er Learning Mate administration doses t$e &oo'ing OR employee can ma'e $is5$er o%n arrangements tic'ets. or p"rc$ase o

A6

RECRUITMENT & SELECTION /. Reim*ur(ement o! E:'en(e( toC ard( mo9ement o! 0ou(e0old 1ood( 0. +or candidates recr"ited at all levels, reim&"rsement o e-penses to%ards movement o $o"se$old goods to &e considered on case= to=case &asis. T$e same needs to &e approved &y t$e @!. 2. Employee needs to s"&mit t$ree /"otations rom t$ree di erent transporters to *dministration department OR employee4s needs to arrange transporter on t$eir o%n, &ased on approved amo"nt &y @!. 6. OR @"siness !ead needs to approve speci ic relocation amo"nt to move $o"se$old goods. On (oining, employee needs to ill in t$e reim&"rsement vo"c$er

Cavaila&le %it$ *cco"nts )epartment; and enclose t$e tic'ets in original, and ta'e approval o )epartment !ead &e ore s"&mitting to *cco"nts. Employees are re/"ired to s"&mit s"c$ claims %it$in 0F days rom t$e date o (oining to t$e *cco"nts )epartment in t$e prescri&ed ormat availa&le %it$ t$e *cco"nts )epartment. C. 2otel O Gue(t 2ou(e Accommodation 0. *ll o"tstation employees %ill &e considered or a ma-im"m o 0F days !otel 5 D"est accommodation. !o%ever, t$ey are e-pected to ma'e t$eir o%n arrangements a ter mentioned d"ration and LearningMate *dministration %ill provide necessary assistance on lease accommodation. 2. ,$erever !otel accommodation is provided, room rent only %ill &e directly &illed to t$e company. 6. E-tra ood 5 la"ndry C%$ic$ are applica&le in $otel pac'age;

related &ills %ill &e &orne &y t$e employees. A9

RECRUITMENT & SELECTION "e*(ite( LearningMate "ses a variety o s"&scri&ed and "ns"&scri&ed %e&sites to create a pool o e-amples o a variety o candidates or vario"s posts. !ere are t$e e% s"c$ %e&sites

CCC.mo(terindia.com CCC.nau,ri.com CCC.Fo*(a0ead.com CCC.learnin1mate.com

"al,8in( T$is is t$e most common and least e-pensive approac$ or candidates is direct applications, in %$ic$ (o& see'ers s"&mit "nsolicited application letters or res"mes. )irect applications provide a pool o employees to meet "t"re needs. T$is also is one o LearningMate "ses or its recr"itment p"rposes. potential t$e so"rces %$ic$

A>

RECRUITMENT & SELECTION 4.& T2E SE$ECTION %ROCESS O# $EARNINGMATE STE%S

1. INITIA$ SCREENING * ter receiving t$e pro iles o generated &y t$e Recr"itment candidates t$ro"g$ t$e so"rces as Cell. T$ese pro iles are t$en

listed a&ove, t$e matc$ing pro iles as per t$e speci ications are or%arded to t$e concerned @! 5 +! 5 S! 5 Re/"isitor or "rt$er s$ort=listing.

&. COM%$ETION O# A%%$ICATION #ORMS !ere t$e eligi&le candidates are made to ill in t$e application orms %$erein t$e company can come to 'no% candidates s'ills, &ac'gro"nd, past records, ed"cation, activities, $ealt$, personal details, lang"ages $e 'no%s, %or' e-perience, etc. *pplication orms are s"c$ ramed t$at, t$ey provide t$e necessary details to t$e organisation %it$o"t a ecting t$e sentiments and eelings o t$e candidate. ). EM%$OYMENT TESTS Once t$e application orms are illed tests are cond"cted %$ic$

provides "rt$er in ormation to t$e organisation a&o"t t$e candidate and assists t$em in selection. T$e tests are normally tec$nical c"m aptit"de tests M T$e s$ort= listed candidates are administered %it$ t$ese tests. T$e candidates %$o pass t$e test are t$en intervie%ed or t$e tec$nical itment. T$e tests are mandatory or all t$e candidates %$o $ave less t$an 6 years o total %or'ing e-perience.

A?

RECRUITMENT & SELECTION 4. INTERVIE"S Tec$nical intervie% M Candidates %$o pass t$e test are made to appear or a tec$nical intervie% in %$ic$ t$eir tec$nical competence is eval"ated or t$e re/"irement and is capt"red &y t$e Tec$nical intervie%er in t$e Intervie% +eed&ac' +orm. T$eir s'ill itment is done and s"ita&ility to t$e pro(ect concerned is esta&lis$ed t$ro"g$ t$e intervie%. It is mandatory t$at an intervie%er at least 0 level senior t$an t$e position or %$ic$ t$e intervie% is &eing done cond"cts t$e tec$nical intervie%. Recr"itment cell s$o"ld ens"re t$at t$e intervie%er is not related to t$e candidate. S'ill !ead or concerned manager %ill $ave inal a"t$ority to select candidates C"p to Team Leader 5 Specialists level;. T$e s$ort listed candidates %ill &e or%arded to !R intervie% as "rt$er selection process. @"siness !ead Intervie% M @"siness !ead %ill eval"ate 5 intervie% #ro(ect Managers and a&ove positions. T$e s$ort listed candidates %ill &e or%arded to !R intervie% as "rt$er selection process. !R intervie% M I s$ort listed in tec$nical intervie%, t$e candidate t$en appears or an !R intervie%, %$ere $is itment to t$e organi1ation c"lt"re, personality, comm"nication s'ills, veri ication o $is credentials, salary dra%n and e-pectations are recorded. * ter t$e intervie% is done, i t$e candidate is selected, t$en a salary c"m designation itment is done on t$e &asis o compara&le data o t$e employees in t$e organi1ation.

AA

RECRUITMENT & SELECTION @esides t$ese t$ere are also some ot$er intervie% t$at are cond"cted &y LearningMate. T$ey are: )ept$ intervie% Stress intervie% #anel intervie% CT$ese intervie%s $ave &een disc"ssed earlier in t$e pro(ect.; 5. Re!erence C0ec,( M T$e re erence c$ec' or candidates C#ro(ect Manager and a&ove; is done sim"ltaneo"sly %it$ e-tending t$e o er. T$e Recr"itment cell cond"cts a ormal 5 in ormal re erence c$ec' %it$ t$e candidate4s re errals, %$ic$ t$en orms a part o t$e candidate4s pro ile and assessment. =. O!!er and ne1otiation M * ormal o er o employment is

e-tended to t$e inally selected candidates. A. #olloC8u' and Foinin1 M T$e Recr"itment Cell does a ollo% "p %it$ t$e candidate %$o is e-tended an o er to ens"re candidate is (oining %it$in t$e stip"lated time.

AB

RECRUITMENT *N) SELECTION

5 Conclu(ion
T$e $"man element o organi1ation is t$e most cr"cial asset o an organi1ation. Ta'ing a closer perspective =it is t$e very /"ality o t$is asset t$at sets an organi1ation apart rom t$e ot$ers, t$e very element t$at &rings t$e organi1ation4s vision into r"ition. T$"s, one can grasp t$e strategic implications t$at t$e manpo%er o an organi1ation $as in s$aping t$e ort"nes o an organi1ation. T$is is %$ere t$e complementary roles o Recr"itment and Selection come in. T$e role o t$ese aspects in t$e contemporary organi1ation is a s"&(ect on %$ic$ t$e e-perts $ave pondered, deli&erated and st"died, considering t$e vital role t$at t$ey o&vio"sly play. T$e essence o recr"itment can &e s"mmed "p as 3t$e p$ilosop$y o attracting as many applicants as possi&le or given (o&s4. T$e ace val"e o t$is de inition is %$at g"ided recr"itment activities in t$e past. T$ese days, $o%ever, t$e emp$asis is on aligning t$e organi1ation4s o&(ectives %it$ t$at o t$e individ"al4s. @y ma'ing t$is a priority, an organi1ation sa eg"ards its interests and standing. * ter all, a satis ied %or' orce is a sta&le %or' orce %$ic$ also ens"res t$at an organi1ation $as credi&le and relia&le per ormance. Ina &id to "nderscore t$is s"&tle point, t$e pro(ect e-amines t$e vario"s processes and n"ances one o t$e most critical activities o an organi1ation. T$e end res"lt o t$e selection o t$e recr"itment process is essentially a pool o /"ali ied and competent people. *s s"c$, t$is

applicants. Ne-t to recr"itment, t$e logical step in t$e !R process is process concentrates on di erentiating &et%een applicants in order

AE

RECRUITMENT *N) SELECTION to identi y M and $ire= t$ose individ"als %$ose a&ilities are consistent %it$ t$e organi1ation4s re/"irements. T$e reader %ill do %ell to note t$at t$e transition &et%een t$e 2 activities is not stringent. T$e 2 activities &asically $ave one aim= to yield a per ect employee or t$e organi1ation. Nor are t$ese activities typecast. Every organi1ation tailors t$e processes 'eeping in mind t$e nat"re o t$e organi1ation, its needs and constraints. In t$is pro(ect, %e e-amine t$is angle t$ro"g$ t$e case st"dies o 2 companies, involved in t$e same sector &"t essentially di erent in t$eir perceptions to%ards recr"itment and selection. *nd &ot$ seem to $ave &ene ited rom t$eir ta'e on t$e 2 processes. In t$e end, t$is pro(ect endeavors to present a compre$ensive pict"re o Recr"itment and Selection and $opes to ena&le t$e reader to appreciate t$e vario"s intricacies involved.

BF

RECRUITMENT *N) SELECTION

DATA INTER%RETATION
K"es 0: !o% many ,el are acility are yo" availing on ro"ting &asisN

0%

40% 50%

1 to 5 5 to 1> 1> L a*o9e

10%

O*(er9ation *ll t$e employees o @an' o India availing ro"tine ,el are +acility >FL employees say t$at t$ey are availed 0F & a&ove ,el are +acility and reset o 9FL & 0FL employees saying t$at t$ey are availing 0 to > and > to 0F ,el are acility respectively.

K"es 2: !o% many special %el are acilities $ave yo" availedN

B0

RECRUITMENT *N) SELECTION

20%

1 to 5 Not A9ailed

80%

O*(er9ation BFL employees says t$at t$ey are availing 0 to > special %el are acility rested 2FL employees are not availing any special %el are acility.

K"es6: !o% m"c$ time it %ill ta'e sanctioning a ro"tine %el are acilityN

B2

RECRUITMENT *N) SELECTION

1 to & Cee, & to ) Cee, 18& mont0

O*(er9ation +rom t$e c$art it is o&served t$at, all employees says t$at or sanctioning a ro"tine %el are acility time re/"ire is 0 to 2 %ee'.

K"es 9: !o% m"c$ time it %ill ta'e sanctioning a special %el are acilityN

B6

RECRUITMENT *N) SELECTION 10%

1 to & Cee, ) Cee,

90%

O*(er9ation +rom t$e a&ove c$art it is o&served t$at EFL employee4s say t$at or sanctioning a special %el are acility time re/"ired is 0=2 %ee'. & 0FL employees says t$at time re/"ired or sanctioning %el are acility is 6 %ee'

K"es >: @rie ly e-plain t$e proced"re o availing ro"tine %el are acility in pointN

B9

RECRUITMENT *N) SELECTION

20

Ma,in1 an a''lication (u*mit 'roo! L immidiate (anction it Onl+ a''lication i( re<uired

80

O*(er9ation BFL employees says t$at to ma'e t$e application s"&mit proo & it sanction & rest o 2FL employees say t$at only application is re/"ired

B>

RECRUITMENT *N) SELECTION

K"es ?: @rie ly e-plain proced"re or availing t$e special %el are acility N

10% Ma,e an a''lication (u*mit 'roo! L (anction it $en1t0 'roce(( 90%

O*(er9ation EFL employees says t$at t$ey $ave to ("st apply, s"&mit proo & ta'e approval o $ig$er a"t$ority and only 0FL employees says t$at t$e proced"re is lengt$y .

B?

RECRUITMENT *N) SELECTION

K"esA: !o% m"c$ are yo" satis ied a&o"t proced"re o availing ro"tine %el are acilityN

10

2i10l+ (ati(!ied

50 40

%artl+ (ati(!ied (ati(!ied Not (ati(!ied

O*(er9ation T$e >FL employees o t$e &an' are $ig$ly satis ied %it$ t$e proced"re o availing ro"tine %el are acility %$ile 9FL employees are partly satis ied & t$e remaining 0FL o employees are satis ied.

BA

RECRUITMENT *N) SELECTION

K"esB: !o% m"c$ are yo" satis ied a&o"t proced"re o availing speci ic %el are acilityN

40% 60%

2i10l+ (ati(!ied Sati(!ied %artl+ Sati(!ied N ot Sati(!ied

O*(er9ation T$e ?FL employees o t$e &an' are satis ied %it$ t$e proced"re o availing special %el are acility and remaining 9FL employees are $ig$ly satis ied.

BB

RECRUITMENT *N) SELECTION

K"esE: )oes %el are acility provided &y t$e organi1ation plays as a motivational actorsN

40%

2i10l+ a1ree A1ree Gu(t a1ree

60%

Do not a1ree

O*(er9ation ?FL employees are agreed t$at t$e %el are &ene its plays as a motivational role. ,$ile 9FL are $ig$ly agree on t$is iss"e.

K"es0F: 'indly s"ggest t$e met$ods o improving5 adding %el are acilityN

BE

RECRUITMENT *N) SELECTION

0%

20% Addin1 (ame more Cel!are !acilit+ No (u11e((ion

80%

O*(er9ation &>P em'lo+ee( (a+ t0at to add (ome more Cel!are !acilit+ L B>P em'lo+ee( i( not 1i9in1 an+ (u11e(tion(.

Re(earc0 %roce(( Identi ication o #ro&lem

U
Researc$ )esign

U
So"rces o )ata

U
EF

RECRUITMENT *N) SELECTION

)ata Collection Met$od

U
Sample )esign and Sample Si1e

U
Cond"cting +ield S"rvey

U
)ata *nalysis

Anal+(i( and Inter'retation

RECRUITMENT *N) SELECTION

Inter'retation 9BL o t$e respondents are Strongly *gree and 9FL o t$e respondents are *gree t$at t$ey eel prestigio"s %$ile %or'ing %it$ ,estside.

E2

RECRUITMENT *N) SELECTION Q& My organi1ation4s val"es and c"lt"re provide a good gi t %it$ t$e t$ings t$at I val"e in li e. %ur'o(e ,$et$er employee is provided s"c$ val"e and c"lt"re in t$e organi1ation or not. Re(ult
Strongly Agree 12 Agre e 24 Neither Agree Nor Disagree 10 Disagr ee 4 Strongly Disagree 0

Inter'retation 29L o t$e respondents are Strongly *gree and 9BL o respondents are *gree t$at t$ey are &eing provided %it$ t$e val"e and c"lt"re t$at t$ey val"e in li e.

E6

RECRUITMENT *N) SELECTION Q) I %as told a&o"t all t$e positive and negative aspect o (o& &e ore &eing employed. %ur'o(e ,$et$er t$e organi1ation $as disclosed all t$e aspects o (o& or not. Re(ult
Strongly Agree 44 Agre e 6 Neither Agree Nor Disagree 0 Disagr ee 0 Strongly Disagree 0

Inter'retation BBL o t$e respondents are Strongly *gree t$at t$e company $as disclosed all t$e positive and negative aspects o t$e (o& &e ore &eing employed.

E9

RECRUITMENT *N) SELECTION

Q4 My (o& $as pretty m"c$ t"rned o"t to &e %$at I e-pected it %o"ld &e li'e. %ur'o(e ,$et$er employee4s e-pectations met regarding (o& or not. Re(ult
Strongly Agree 22 Agre e 21 Neither Agree Nor Disagree 7 Disagr ee 0 Strongly Disagree 0

Inter'retation 99L o t$e respondents o ,estside are Strongly *gree t$at t$eir (o& $as m"c$ t"rned o"t more t$an t$ey e-pected.

E>

RECRUITMENT *N) SELECTION Q5 I do not eel li'e 3part o t$e amily4 at my organi1ation. %ur'o(e ,$et$er t$e employee eel amiliar environment in organi1ation or not. Re(ult
Strongly Agree 20 Agre e 21 Neither Agree Nor Disagree 7 Disagr ee 2 Strongly Disagree 0

Inter'retation 92L o t$e respondents are *gree t$at t$ey eel li'e 3#art o t$e amily4 %$ile 9FL o t$e respondents are Strongly *gree a&o"t t$e same.

E?

RECRUITMENT *N) SELECTION Q= Rig$t no%, staying %it$ my organi1ation is a matter o necessity as m"c$ as desire. %ur'o(e To 'no% t$at employee staying %it$ t$e organi1ation is a necessity or desire. Re(ult
Strongly Agree 0 Agre e 10 Neither Agree Nor Disagree 21 Disagr ee 19 Strongly Disagree 0

Inter'retation 6BL o t$e respondents are )isagree t$at staying %it$ t$e organi1ation is a matter o necessity as m"c$ as desire.

EA

RECRUITMENT *N) SELECTION QA ,$en someone critici1es my organi1ation, it eels li'e a personal ins"lt. %ur'o(e ,$et$er employee eels ins"lt, %$en anyone critici1es ,estside or not. Re(ult
Strongly Agree 18 Agre e 23 Neither Agree Nor Disagree 9 Disagr ee 0 Strongly Disagree 0

Inter'retation 9?L o t$e respondents are *gree t$at t$ey eel personal ins"lt %$en anyone critici1es ,estside and 6?L o t$e respondents are Strongly *gree.

EB

RECRUITMENT *N) SELECTION QB My organi1ation s$o%s very little concern or me. %ur'o(e ,$et$er organi1ation concern t$eir employees or not. Re(ult
Strongly Agree 0 Agre e 0 Neither Agree Nor Disagree 9 Disagr ee 24 Strongly Disagree 17

Inter'retation 9BL o t$e respondents are )isagree %it$ t$e statement t$at organi1ation s$o%s little concern to t$em %$ile 69L o t$e respondents are Strongly )isagree %it$ t$e statement.

EE

RECRUITMENT *N) SELECTION Q? I can ma'e a di erence aro"nd $ere. %ur'o(e ,$et$er employee is ree to ta'e certain little decisions or not. Re(ult
Strongly Agree 0 Agre e 4 Neither Agree Nor Disagree 24 Disagr ee 13 Strongly Disagree 9

Interpretation: 9BL o t$e respondents o ,estside are neit$er agree nor disagree %it$ t$e statement t$at t$ey are ree to ta'e certain decisions on t$eir o%n in certain sit"ation %$ile 2?L o t$e respondents are )isagree %it$ t$e statement.

0FF

RECRUITMENT *N) SELECTION Q1> I &elieve my employer $as $ig$ integrity. %ur'o(e To 'no% t$e &elie o t$e employee to%ards t$eir employer. Re(ult
Strongly Agree 13 Agre e 21 Neither Agree Nor Disagree 16 Disagr ee 0 Strongly Disagree 0

Inter'retation 9BL o t$e respondents o ,estside are *gree %it$ t$e statement and $ave a strong ait$ in t$eir employer %$ile 62L o t$e respondents are neit$er agree nor disagree %it$ t$e statement and 2?L o t$e respondents are Strongly agree %it$ t$e statement, t$ey $ave a ait$ in t$eir employer.

0F0

RECRUITMENT *N) SELECTION

Q11 Is al%ays see'ing ne% opport"nities or t$e organi1ation. Re(ult

Interpretation: 6?L o t$e respondents o ,estside are Strongly *gree %it$ t$e statement. ,$ile 92L o t$e respondents are *gree %it$ t$e statement

0F2

RECRUITMENT *N) SELECTION Q1& Leads &y 3doing4, rat$er t$an simply &y telling. %ur'o(e To 'no% %$et$er an enterprise leads &y 3doing4 or 3telling4. Re(ult
Strongly Agree 16 Agre e 20 Neither Agree Nor Disagree 12 Disagr ee 2 Strongly Disagree 0

Interpretation: 9FL o t$e respondents o ,estside are *gree %it$ t$e statement. ,$ile 62L o t$e respondents are Strongly *gree

0F6

RECRUITMENT *N) SELECTION Q1) Dets t$e gro"p to %or' toget$er or t$e same goal. %ur'o(e ,$et$er t$ey are &eing gro"ped or t$e same goal or not. Re(ult
Strongly Agree 35 Agre e 9 Neither Agree Nor Disagree 14 Disagr ee 2 Strongly Disagree 0

Inter'retation AFL o t$e respondents o ,estside are Strongly *gree %it$ t$e statement t$at t$ey are &eing gro"ped toget$er or t$e certain types o goals to ac$ieve.

0F9

RECRUITMENT *N) SELECTION Q14 )evelops a team attit"de and spirit among employees. %ur'o(e ,$et$er t$e enterprise develops t$e team spirit and tem attit"de among t$e employees. Re(ult
Strongly Agree 18 Agre e 22 Neither Agree Nor Disagree 10 Disagr ee 0 Strongly Disagree 0

Inter'retation 6?L o t$e respondents o ,estside are Strongly *gree %it$ t$e statement t$at t$e organi1ation develops t$e team attit"de and team spirit among t$em %$ile 99L o t$e respondents are *gree %it$ t$e same.

0F>

RECRUITMENT *N) SELECTION Q15 +oster colla&oration among %or' gro"ps. %ur'o(e To 'no% %$et$er an enterprise enco"rages colla&oration among %or' gro"ps. Re(ult
Strongly Agree 25 Agre e 15 Neither Agree Nor Disagree 17 Disagr ee 3 Strongly Disagree 0

Inter'retation >FL o t$e respondents are Strongly *gree %it$ t$e statement t$at an enterprise enco"rages colla&oration among %or' gro"ps.

0F?

RECRUITMENT *N) SELECTION Q1= Dives me special recognition %$en my %or' is very good. %ur'o(e ,$et$er employee is given special recognition or not. Re(ult
Strongly Agree 18 Agre e 24 Neither Agree Nor Disagree 8 Disagr ee 0 Strongly Disagree 0

Inter'retation 6?L o t$e respondents o ,estside are Strongly *gree %it$ t$e statement t$at t$ey are &eing recogni1ed %$en t$ey contri&"te t$eir &est %$ile 9BL o t$e respondents are agree %it$ t$e same.

0FA

RECRUITMENT *N) SELECTION Q1A Commends me %$en I do a &etter t$an average (o&. %ur'o(e To 'no% %$et$er an enterprise commends its employees %$en t$ey per orm &etter t$an average (o&. Re(ult
Strongly Agree 0 Agre e 26 Neither Agree Nor Disagree 16 Disagr ee 8 Strongly Disagree 0

Interpretation: >2L o t$e respondents o ,estside are strongly agree %it$ t$e statement t$at an enterprise praise t$eir per ormance.

0FB

RECRUITMENT *N) SELECTION

Q1B: *ll in all, I am satis ied %it$ my (o&. %ur'o(e ,$et$er employees are satis ied %it$ t$e (o& or not. Re(ult
Strongly Agree 32 Agre e 15 Neither Agree Nor Disagree 3 Disagr ee 0 Strongly Disagree 0

Inter'retation ?9L o t$e respondents o ,estside are Strongly *gree t$at t$ey are satis ied %it$ t$eir (o& %$ile 6FL o t$e respondents are agree.

0FE

RECRUITMENT *N) SELECTION Q1?: *ll in all, I am satis ied %it$ my li e as %$ole. %ur'o(e ,$et$er t$e employees are satis ied %it$ t$eir li e or not. Re(ult
Strongly Agree 0 Agre e 0 Neither Agree Nor Disagree 4 Disagr ee 9 Strongly Disagree 37

Inter'retation A9L o respondents o ,estside are Strongly )isagree %it$ t$e statement t$at t$ey are not satis ied %it$ t$e li e %$ile 0BL o t$e respondents are )isagree and BL are neit$er *gree nor )isagree %it$ t$e statement.

00F

RECRUITMENT *N) SELECTION Q&> I o ten t$in' o /"itting t$is (o&. %ur'o(e ,$et$er employee %ants to contin"e t$e (o& or %ants to /"it. Re(ult
Strongly Agree 0 Agre e 0 Neither Agree Nor Disagree 5 Disagr ee 12 Strongly Disagree 33

Inter'retation ??L o respondents o ,estside are Strongly )isagree %it$ t$e statement t$at t$ey o ten t$in' o /"itting t$is (o& %$ile 29L o t$e respondents are )isagree %it$ t$e statement and t$e remaining 0FL o t$e respondents are neit$er *gree nor )isagree %it$ t$e statement.

000

RECRUITMENT *N) SELECTION Q&1: I almost never eel stressed at %or'. %ur'o(e ,$et$er employee eel stressed at %or' or not. Re(ult
Strongly Agree 14 Agre e 29 Neither Agree Nor Disagree 2 Disagr ee 5 Strongly Disagree 0

Inter'retation >BL o t$e respondents o ,estside are agree t$at t$ey never eel stressed at %or' %$ile 0FL o t$e respondents are )isagree %it$ t$e statement and 2BL o t$e respondents are Strongly *gree.

002

RECRUITMENT *N) SELECTION Q&&: I t$in' my employer is o&liged to provide me %it$. Re(ult Attri*ute( #romotion and advancement !ig$ #ay #ay &ased on my c"rrent level o per ormance Competitive employment &ene its Training Opport"nities or career development * satis ying (o& S" icient a"t$ority and responsi&ility T$e opport"nity to $ave an appropriate &alance &et%een %or' and $ome li e
Score 4.94 4.86 4.98 4.88 4.82 4.96 5 4.8 5

Inter'retation T$e mean val"e o V #romotion and *dvancement is 9.E9. @alance &et%een %or' and li e, and satis ying (o& is >. #ay &ased on C"rrent level (o& is 9.EB.

006

RECRUITMENT *N) SELECTION Q&): My employer $as "l illed any o&ligations to provide me %it$. Re(ult Attri*ute( #romotion and advancement !ig$ #ay #ay &ased on my c"rrent level o per ormance Competitive employment &ene its Training Opport"nities or career development * satis ying (o& S" icient a"t$ority and responsi&ility T$e opport"nity to $ave an appropriate &alance &et%een %or' and $ome li e
Score 4.86 3.94 4.7 3.68 4.92 4.82 4.32 3.44 3.66

Inter'retation T$e mean val"e o V #romotion and *dvancement is 9.E9. @alance &et%een %or' and li e, and satis ying (o& is >. #ay &ased on C"rrent level (o& is 9.EB.

009

RECRUITMENT *N) SELECTION

#erception o employees regarding employer &rand C*ge %ise;.

#erception o employees regarding employer &rand CDender %ise;.

00>

RECRUITMENT *N) SELECTION

RE#ERENCES
0. G *s$%at$appa, C0EEA; !"man Reso"rce and #ersonnel Management, Tata McDra%= !ill 060=0A? 2. C$ris )"'es, C2FF0; Recr"iting t$e Rig$t Sta 6. .o$n M. Ivancevic$, !"man Reso"rce Management, Tata McDra%= !ill, 2FF9 9. Steve Gneeland, C0EEE; !iring #eople, discover an e ective intervie%ing systemI avoid $iring t$e %rong person, recr"it o"tstanding per ormers >. Stone, !arold C and Gendell, ,.E E ective Selection #roced"res, 0E>? #ersonnel

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RECRUITMENT *N) SELECTION

/I/$IOGRA%2Y
NE"S %A%ERS
TIMES O+ IN)I* T!E ECONOMIC TIMES

MAGAHINES
@USINESS ,ORL) @USINESS TO)*J IN)I* TO)*J

%ERIODICA$S AND RE%ORTS

"E/ %%%.google.co m %%%.soople.com %%%. SR+.com %%%.learningmate.com

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