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Final Project Recruitment Process

Apr 05, 2018

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    Recruitment Process

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    Introduction

    Recruiting and selecting the right people is of paramount importance to the

    continued success of any organization. This recruitment and selection policy sets

    out how to ensure, as far as possible, that the best people are recruited on merit and

    that the recruitment process is free from bias and discrimination.

    Defining Recruitment

    Recruitment is an important part of a business human resources planning. In all

    businesses, people are a vital resource and they need to be managed as such. The

    overall aim of the recruitment and selection process is to obtain the number and

    quality of employees that are required in order for the business to achieve its

    objectives.

    Recruitment is becoming more and more important in business. In particular, this

    reflects the increasing need for a well-motivated and flexible workforce thatrequires less management supervision.

    In general term we can say that Recruitment is a process of attracting a pool of

    candidates from specified sources and then selecting the eligible ones through a

    specified procedure.

    It is important to appreciate that recruitment is a continuous process because of :

    Staff departures (e.g. retirements, sackings, resignations)

    Changes in business requirements (e.g. new products, markets, expanded

    operations)

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    Changes in business location (a relocation often triggers the need for

    substantial recruitment)

    Promotions

    So we can say that Recruitment is :

    The process of gathering a group of qualified applicants.

    Includes tasks like writing a job description and job postings and going

    through the steps of posting it internally( e.g Bulletin Board, Intranet and

    email notification) externally (e.g. newspaper ads, temp. agencies, internet)

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    Recruitment Process

    Recruitment process in any organization generally follows the following steps :

    Attracting Applications

    File of previous applicants can be a good place to start.

    Advertising: Phrase the announcement in a way that makes clear what the job

    involves and the type of persons needed. Avoid any stipulations which could be

    seen as discriminatory e.g. applying an age restriction which is not necessary.

    Application Form : A well-designed form can elicit information about the

    persons ability and willingness to do the job. Do not ask for irrelevant information.

    Make it clear on the form that applicants should consider the points in the job

    description and person description when applying. Allow enough space on the form

    for applicants answers, and indicate whether continuation sheets can be used. State

    clearly on the form the closing date for applications. For senior positions a

    supporting letter or CV may also be required; if this is the case indicate the kind of

    information sought. A journal application form to be filled by the candidate is

    given in the Annexure.

    Background Information: Provide applicants with clear, up-to-date and accurate

    information about the organization, its work, its priorities and the job. Clearly

    indicate the closing date for applications and the short listing and interview dates.

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    Selection

    Select the best candidate. Be objective and unbiased. Choose the person who best

    fits the person specification.

    Short listing:Assess applications on the basis of the person specification (standard

    forms can be very helpful at this stage). Guard against bias and discrimination

    ensure that you select for interview those who match the specifications, regardless

    of age, sex, race etc, and that the specifications are not themselves discriminatory.

    Interviews: Interview your short-listed candidates. Remember that your job is not

    only assess the best candidate for the job, but also to create a great impression of

    your organization. Follow the WASP format as an interview structure:

    Welcome the candidate and make him/her feel at ease.

    Acquire information about the candidate. Do this before you tell him/her

    about the job youre less likely to get what he/she thinks you want to hear

    this way!

    Supply information about the organization and the job.

    Part, having agreed what steps are to be followed next.

    The amount and quality of the information that you establish will be largely due to

    the effectiveness of your questions. Use open questions (e.g. tell me about.. how are

    youwhy did you talk me throughdo) and probe from the general to the

    specific. Avoid any questions which could be considered discriminatory e.g. asking

    only female candidates who look after their young children. If you think such a

    question is relevant ask it from all candidates who have children.

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    Candidate Assessment: The interview will provide you with some information but

    check it out before offering a job. Ways in which you could do this include:

    Ask the candidate to show you examples of previous work, do a

    presentation, a case study, some tests or a full assessment. Tests can be done

    before the interview (either at home, or immediately beforehand) or after

    the interview.

    Some agencies, faced with large numbers of candidates with dubious

    qualifications and no prior experience, have run large-scale tests as part of

    the short listing process. Inviting 100 candidates to sit a short exam is one

    way to publicly demonstrate equal treatment and selection for interview on

    the basis of merit alone.

    Taking up references. You must have the specific permission of the

    applicant to do so, particularly if you wish to contact their current employer.

    If you need them quickly, try phoning.

    Get others to see your preferred candidate/s. This could be done informally

    e.g. someone could show them around, or talk to them about their job, or

    more formally at another interview.

    Making a job offer

    For your successful candidate:

    prepare and send the appropriate documentation;

    make up the employees personnel file; and

    Arrange the induction plan.

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    How to make recruitment process effective

    Recruitment process does not have to be elaborate. However, following a consistent

    process can lead to lower costs, lower turnover and higher productivity. By making

    our companys goals to recruit and select the best candidate for every position we

    can make ensure that we will get best out of each and every selected candidate.

    When creating our companys personalized recruitment process, we should cover

    the following points:

    Form a general statement that reflects your companys attitude on the

    importance of effective recruiting.

    Define what is expected of each individual in the organization.

    Determine if we have an open job. Do not assume that because someone has

    left our organization, you have an opening. In many cases, responsibilities

    can be shuffled, people can be promoted, or the function can be outsourced

    or eliminated altogether. Analyze the position to create an all-inclusive job description. The

    following should be clear; title; location; reporting structure; salary range;

    exempt; qualifications, education; certifications; physical demands; and

    work environment.

    Think about what questions we want to ask applicants. Make sure that we

    know what may legally asked in an interview. Our policy should have this

    information listed in it.

    Decide where we are going to fine the type of people we need, what internal

    and external sources we will use, and how much we want to spend to find

    the right person.

    Make sure we are fair and consistent during the interview process. Typical

    processes include the following: welcome the applicant, outline the

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    interview, ask questions, listen, close the interview properly, and record

    information.

    Accommodate any disabilities. If our organization has more than 20

    employees, we will want to include a statement that makes it clear that we

    provide individuals with disabilities the reasonable accommodations they

    need to interview. This might include a sign language interpreter, written

    rather than oral responses, large print and an accessible location. Interviews

    should be held in offices or conference rooms that are private and easily

    accessible to individuals with disabilities.

    Determine how we would like the hiring managers to communicate their

    final selection.

    Checking references. We can avoid many embarrassing situations by

    accurately checking the information on the prospective employees

    application. Decide if this process will be done in-house or outsourced.

    Decide what type of approval process our organization will follow. Also,

    determine who makes the offer and whether it is in writing over the phone

    or in person.

    Set a start date. Once the candidate accepts the offer, start the wheels in

    motion on what needs to happen before his or her first day on the job.

    Send letters out to the candidates who were not selected for the position. In

    the letter, mention your record retention process and return any materials for

    record keeping requirements.

    Decide who will be in charge of the new employees orientation. Make sure

    the employee is informed of what is needed to be successful in your

    organization. Explain all forms that the new employee must fill out and

    their relevance.

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    Research Methodology

    Research Objective

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    To study the existing structure of recruitment and selection process

    followed at Bharti Tele-Ventures Ltd.

    Manpower Requisition.

    Manpower Sourcing

    Interview Process

    Making an offer.

    To determine the effectiveness of sources of recruitment

    Recruitment Consultants

    EOBO & References

    Direct Applications

    Internal Transfers

    Associates

    Campus Placements

    To take feedback from employees about the present EOBO Policy.

    Gift Coupons

    Sharpshooters Club

    Exceptional Rating Reward

    To take the feed back from new hires regarding the

    existing recruitment and selection process, to find out shortcomings in

    the present system and suggest ways to improve the same.

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    Research Plan

    Sample Plan:To get the information about the existing recruitment and selection

    process it was feasible to collect the information from the Human Resource

    Department and from all other departments (Finance, Customer Care, Marketing,

    IT) of the organization. This would give a better picture as to whether employees

    and new hires of all the department are satisfied with the existing recruitment and

    selection process.

    Sample Size:A sample size of 165 employees from the HR department database

    was taken and a sample size of 50 New Hires from each department was taken.

    Department

    New Hires

    Data Collection Method

    Primary Data: Primary data was collected from employees with the help of

    interviews and observations and from new hires by using a structured questionnaire.

    Secondary Data: Secondary data was collected from the Human Resource

    Department database, journals, manuals of the organization. Various sites were also

    referred to collect relevant information.

    HR CSD FINANCE MKTG IT

    10 10 10 10 10

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    Recruitment Process Followed

    At

    Bharti Tele-Ventures ltd.

    Bharti Tele Ventures Limited

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    Process Definition

    Process Name:Recruitment Process Champions:

    Circle HR Heads

    Process Owner:

    AM / Mgr Recruitment

    Customers:Members of different functions across the circle.

    Description: To ensure that the right person is hired for the right job using

    professional selection techniques. The recruitment process should focus on:

    Selection of appropriate Quality i.e. hire for knowledge, skills & attitude

    Building the Brand Image of Bharti Northern Region as a Preferred

    Employer

    Delivery of Value vis--vis the recruitment budget.

    Manpower Requisition

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    A human resource plan for the business operations which aim at making the best

    use of the human resources is prepared. The steps involved are :-

    Manpower Planning

    According to the business plan of the unit for the financial year, manpower plan has

    to be prepared in line with the factors mentioned below:

    Demand Forecasting :

    Assess factors affecting the demand

    Assess the skills / competencies required in future

    Supply Forecasting :

    Assess factors affecting supply both externally & internally.

    Recruitment Strategy

    Recruitment strategy must be decided keeping in mind the following points;

    Demand-supply Variables

    Geographical Availability of resources

    Bench Plan

    Channel Alternatives

    Market positions of job

    Pitch

    Approved Manpower Budget

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    The requisitions are sent are to approved manpower budget of the department.

    Their upon for each vacant position in order to customize the local requirements,

    specification need to be planned in Manpower Requisition Form (Annexure), which

    should detail the following

    - Title of the Job

    - No of vacancies

    - Level / grade

    - Place of posting

    - Nature of requirement weather permanent or temporary

    - Age limit- Educational qualification

    - Experience range

    - Job responsibilities

    - Desired competencies

    - Supervisor

    - Company to target

    - Date within which position to be filled

    - Individual specification Attitude, Mindset

    The job description and job specification are sent along with the requisition.

    Job Description: Job description is sent along with the requisition. It is a factual

    and organized statement describing the job and terms of its title, location,

    duties, responsibilities, working conditions, relationship with other jobs etc.

    The main object of job description is to differentiate it from other jobs and

    to set out its outer limits. A formal format of job description form is given

    in the annexure.

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    Job Specifications: Job Specifications spell out the qualifications necessary for an

    incumbent to have a reasonable chance of being able to perform the functions of the

    job. Included in job specifications would be;

    Knowledge, skills, abilities, and other competencies.

    Required experience, training, education, licenses, and

    certification.

    Level of organizational responsibility.

    Physical and mental demands of the job.

    These three processes will help you write an effective job vacancy notice and will

    help you sort through the many applications and screen out those which lack the

    minimum requirements for the job.

    Manpower Sourcing

    There are various channels through which candidates can be attracted following are

    the channels adopted for sourcing the candidates in Bharti.

    Recruitment Consultants

    Search Partners

    Web based job sites

    Employee referrals

    Internal source

    Campus placements

    Role Of Recruitment Committee

    A recruitment committee has been formed comprising of Sr. HR executive for the

    purpose of finalization and management of recruitment vendors / partners across

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    the country for all positions upto VP level. It will also vet recommendations and

    empanel recruitment consultants for the group on a continuing basis. A list of

    consultants / placements agencies had been finalized in order to source quality

    candidates and derived the maximum value for BTVL Group. All HR are required

    to send their recommendations for empanelment of consultants to recruitment

    committee. Such recommendations should be sent to the Secretary. Recruitment

    committee will communicate to the HR hears regarding any alteration/ addition to

    list of placement consultants.

    Recruitment Consultants

    (Search partners / Head hunters / Data Bank based recruiters)

    Guidelines for selection of search partners

    Should have a good reputation and standing.

    Should work on an Exclusive arrangement with Bharti i.e. not to

    work with competition.

    Role competence

    Intellectual horsepower

    - Knowledge, skills and experience

    - Maturity and tact

    - Strong Networking

    Track record & reputation.

    Web Based Job Sites

    This is an important source for recruitment hence its utility should be fully

    exploited. This medium should be used for junior to middle level

    management.

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    Internal Sourcing

    Benefits both the organization and the individual i.e.

    Enables the company to tap internal resources for vacant positions and

    provide opportunities to employees for advancement and growth.

    Enables the employees with suitable competencies to offer their services for

    assignments of their choice within the group.

    Eligibility: Employees at the Deputy Manager Level or Above in BTVL or its

    group companies who have:

    A minimum of 2 years of continues service with Bharti Tele-Ventures one

    of its group companies and

    A minimum of good as the last performance rating

    Process:

    All jobs of level Managers & above shall be notified on

    the intranet / by email all business / unit HR heads by location al HR head

    who will be the advertising authority.

    Job specifications and job accountabilities should be

    clearly mentioned in the advertisement the Site / email ID the applications

    need to be posted should be clearly spelt out as well.

    Not withstanding the minimum service period specified

    above the person should have spent at least 1 year in the exiting location /

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    business before he / she can apply for a job in another business or at another

    location with in the group.

    A person can apply for the internal job being notified

    through the above process for a maximum of 2 times in a particular

    financial year.

    The person can apply for a job which is one level above

    his / her current job level.

    The persons applications should be sent to the

    advertising authority through the concerned superior and CEO of the

    respective company. The CEO shall be required to give his concurrence for

    the release the subject person, he / she shall forward the application with his

    / her reasons for the same advertising authority with copy to the Director

    HR at BTVL issues pertaining to this shall be addressed & resolved at the

    Corporate Level by the Director HR

    Interview call letter will be sent directly to the applicant

    by email, with a copy of his / her superior giving at least 10 days clear

    notice for the interview. The selection processes will also be detailed in the

    interview letter.

    In the event of the concerned person being found

    suitable for the job he / she has applied for. he / she continuity or service in

    Bharti would be ensured for the purpose of determining his / her seniority or

    entitlements for various benefits.

    In the event of a person being found suitable and

    selected from within as per the above process he / she shall be eligible for

    the reimbursement of all re-settlement expenses, incase there is a change in

    location as per the Transfer/TA/DA rules applicable to the business to

    which the person is moving.

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    The selected person shall be relieved from his/her

    existing assignment within 45 days of the decision of his/her selection being

    communicated to him/her in writing.

    TA/DA for attending the interviews will be paid as per

    existing rules applicable to the persons category.

    EOBO Scheme

    (Each One Bring One)

    Objective: Involvement of team members in the recruitment process to ensure right

    profile and better fitment in the companys culture. This also is a cost effective and

    faster way of recruitment.

    Validity :All the employees can participate in this scheme.

    Reward Scheme

    Gift Coupons: For each selection and joining of a reference candidate, an

    employee will get a gift coupon as per the following criteria:

    For each selection and joining of an Assistant Manager and below position,

    a gift voucher worth Rs. 5000.

    For each selection and joining of a Manager, Senior Manager and DGM, a

    gift voucher worth Rs. 10,000

    The Sharpshooters Club: Every Team member, on selection and joining of a

    reference, gets an exclusive pin board called The sharpshooter board for his desk.

    Each successful reference also entitles team member for The sharpshooter pins

    for the board as per the following scheme.

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    No of successful references The sharpshooter Category

    Silver Shooter Pin

    3.4 Gold Shooter Pin

    More than 5 Platinum Shooter Pin

    At the end of the validity period, all the members of Platinum shooter

    club,

    Join CEO and GM HR for a dinner, with their spouses

    Get exclusive momentos and certificates.

    Exceptional rating Reward: If the selected candidate gets Exceptional rating

    in his annual performance assessment, then team member gets another gift coupon

    equivalent to 50% of the amount he received for the selection and joining of the

    reference. This reward will not be applicable in those cases where selected

    reference candidate and the team member who provided the reference are working

    in dyad relationship.

    Process:

    All the vacancies will be communicated to team members through mail.

    Team members would send the CVs of their references to HR manager / In

    charge.

    The HR and Admin team members are not eligible to participate in this

    scheme.

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    Campus Recruitment

    The objective is to induce fresh and young blood in the organization and groom

    them for future senior position by retaining them. This source is tapped for

    recruiting fresh candidates directly from the Institutes (i.e. GETs, Management

    Trainees or MTs, Sales Trainees etc.)

    Responsibility for recruitment:

    - The responsibility of recruitment of GETs / Other Trainees

    (except MTs) in accordance with the approval manpower

    plan lies with the Unit HR.

    - However the responsibility of recruitment of MTs lies

    centrally with Corporate HR Units / Business will inform

    their requirements to Corporate by October every year for

    centralized action. Senior executives from business will be

    requested to participate in the process of selecting

    management trainees.

    Institutes:

    - Only top 20 institutes for recruitment of Management

    Trainees.

    - Units / Business should make a list of IITs / RECs / other

    Engineering colleges repute that the GETs will be hired

    from.

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    Responsibility for initiation finalization of recruitment selection.

    Level Titles Responsibility for

    sourcing

    candidates

    Person connected

    with the selection

    process

    Top Level Presidents Corp.

    Directors. CEOs

    Corporate HR Director HR.

    concerned president

    (for CEO position )

    & CDM

    Senior Level GM to VP Business HR Head CEO/Bus. HR Head /

    Unit HR Head

    Middle Level Manager to DGM Unit HR head Deptt. Head/ Unit

    Head/ CEO

    Junior Level Executive to Deputy

    Manager

    Unit HR head Deptt. Head / unit /

    Head / CEOManagement Corporate HR Cross Fictional

    GETs/ DETs / other

    trainees

    Unit HR head Deptt. Head / Unit

    Head

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    ** The director HR concerned Presidents / Corporate Director will be

    involved with the selection process of the CEOs direct reports in addition to

    the CEO & business / Unit HR head.

    Selection

    The main objective of this stage is to Hire Right the First time. Certain Key

    points that we need to keep in mind in this stage are

    Recruit with todays and tomorrows skills in mind.

    Interview for Selection not rejection.

    Hire talent that can be grown.

    Interview a candidate sends back an ambassador.

    The various steps involved in the selection process are:

    Screening CVs

    This is done by the HR all the profiles which the HR has received are screened

    properly in terms of the job requirement and the salary structure. The profile which

    meet the desired requirements are short listed and others are rejected.

    Guideline for Screening CVs :

    Look objectively for experience and job fitment against Job

    Specifications.

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    Check for gap in employment

    Pedigree (College / school / past employers etc.)

    Academic track record

    Achievements in assignments

    Interviewing

    The interview process includes three main stages viz.

    Preliminary interview is conducted by HR.

    Functional round of interview is conducted by the functional Head /

    Reporting Manager.

    Final interview is conducted by the Circle HR head.

    All the interviewers give their assessment on the candidates assessment sheet

    given in the annexure.

    Making A Job Offer

    On finally deciding to higher candidate, the final step in the process is to make a

    job offer. The following should be kept in mind while making an offer:

    Do not oversell the position.

    Job offers should be made face to face & not over the phone.

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    Details of the candidates comparison & expectation should be taken well in

    advance to save time.

    Details of the offers should be kept ready before the candidate arrives

    (fitment in terms of salary to be in comparison with the salary band at that

    level).

    Do not make commitments, which you cannot keep.

    The following documents information should be provided to the prospective

    employee along with the job offer.

    - Company brochure

    - Latest news letter

    - Address of website

    - Details of joining formalities

    Pre Employment Health Check-Up

    All candidates who have been given firm job offers and who have accepted the

    same will be required to undergo a comprehensive health check-up.

    Unit HR should tie up with a reputed hospital / clinic for carrying out the health

    check up for prospective employees.

    Some of the suggested tests are:

    Blood tests

    Complete haemogram

    Blood sugar (Fasting & P.P.)

    Blood Urea

    Lipid Profile

    Urine Examination

    X Ray chest PA

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    ECG

    TMT

    Eye Examination.

    The cost towards the check up will be borne by the company.

    Only those persons who are certified as Medically Fit by the company certified

    doctor will be allowed to join.

    Travel Re-imbursement

    Candidates coming from out station to attend the interview will be

    reimbursed to & fro travel fare (from the shortest route possible) as per

    Domestic travel rules of the company depending upon the level / position he

    / she is being considered for.

    In case the candidate is required to stay overnight for reasons related to theinterview process (like another round of interview, postponement of

    interview etc.) then he / she be governed by the Domestic Travel Rules for

    the purpose of hotel stay depending upon the level / position he she is being

    considered for.

    The reimbursement shall be made to the candidate on his / her furnishing

    the requisite supporting (ticket air) towards proof of travel. This voucher

    payment advice shall be authorized by HR head or concerned department

    head and forwarded to the accounts department for payment.

    Incase the candidate is unable to provide supporting towards proof of travel

    he / she be reimbursed second class to & fro train / ordinary bus fare (from

    the shortest route possible).

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    The payment of expenses to such candidates should be made within 7

    working days from the date of interview.

    Findings / Results

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    Tabulation Of Data

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    Position Closed By (Internal / External) Sources.

    Average Time Taken By Sources To Close The Position

    EOBO Direct Internal Consultants Associates

    EOBO Direct Internal

    T

    r

    a

    n

    sf

    e

    r

    s

    Consultants Associate

    DGM and

    abo

    ve

    1 5 1

    Manager /

    Sr.

    Ma

    nag

    er

    9 5 6 9

    Assistant

    Ma

    nag

    er

    15 2 5 3

    Executive /

    Sr.

    Exe

    cuti

    ve

    22 5 8 12 56

    46 13 24 25 56

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    Transfer

    TAT

    (Turn

    around

    Time)

    18 days 19 days 10 days 20 days 5 days

    Avg. TAT 14 days

    Recruitment Analysis

    EOBO + RC 28 %

    Direct 8 %

    Internal Transfer 14 %

    Associates 34 %

    Consultants 15 %

    BPAD 1 %

    A) Position closed by Each One Bring One (Scheme)

    0

    9

    15

    22

    0

    5

    10

    15

    20

    25

    No

    .ofPositions

    DGM and above

    Manager/Sr.Mana

    ger

    Assistant

    Manager

    Executive/Sr.Exec

    utive

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    Maximum number of Assistant Manager & Executive / Sr. Executive Level

    positions have been closed through EOBO.

    B) Positions closed by Direct Applications

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    1

    5

    2

    5

    0

    1

    2

    3

    4

    5

    6

    No.ofPositions DGM and above

    Manager/Sr.Man

    ager

    Assistant

    Manager

    Executive/Sr.Exe

    cutive

    Maximum number of Manager / Sr. Manager and Executives / Sr. Executives

    positions have been closed through direct applications.

    C) Positions closed by Internal Transfers

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    5

    6

    5

    8

    01

    2

    3

    4

    5

    6

    7

    8

    9

    No.ofPositions DGM and

    above

    Manager/Sr.M

    anager

    Assistant

    Manager

    Executive/Sr.E

    xecutive

    Maximum number of Executive / Sr. Executive, Managerial and DGM level

    Positions have been closed through internal transfers.

    D) Positions closed by Consultants

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    1

    9

    3

    12

    0

    2

    4

    6

    8

    10

    12

    14

    No.ofPositions DGM and above

    Manager/Sr.Man

    ager

    Assistant

    Manager

    Executive/Sr.Exe

    cutive

    Maximum number of Executives / Sr. Executive and Managerial Level Positions

    have been closed through consultants.

    E) Average time taken by the sources to close the positions.

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    18 19

    10

    5

    20

    0

    5

    10

    15

    20

    25

    Sources

    No.ofDays EOBO

    Direct

    Internal

    TransferAssociates

    Consultants

    Internal Transfers and Associates as sources of recruitment have taken least turn

    around time to fill any vacancy in the organization.

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    F) Total Number Of Positions Closed By (Internal/External) Sources.

    Recruitment Analysis

    28%

    8%

    14%

    34%

    15%

    1%

    0%

    10%

    20%

    30%

    40%

    SOURCES

    EOBO

    Direct

    Internal Transfer

    Associates

    Consultants

    B-Pad

    28% positions have been closed through EOBO and 34 % positions have been

    closed through Internal Associates.

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    Findings

    EOBO Scheme:

    According to the analysis of the data obtained EOBO source for

    recruitment which is also considered to be an informal source of recruitment

    has turned out ot be very effective and the turn around time for any vacancy

    in the organization through EOBO is also less.

    Difficult to fill in position are filled easily in less span of time.

    Helps cut heavy costs.

    Direct / Internal Transfers / Associates:

    These sources of recruitment have also turned out to be effective junior and

    senior level positions have been closed through these sources.

    As no cost is involved it has turned out to be an effective and economical

    mode of recruitment.

    Also the turn around time for any vacancy through these sources in the

    organization is less.

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    Consultants:

    Though consultants have closed many junior level and senior level positions but in

    comparison with other sources it has not turned out to be very effective.

    Turn around time taken by the consultants to fill any vacancy in the organization is

    comparatively high.

    It is a costly mode of recruitment as every consultant is paid at 8.33 % of the fixed

    cost to the company (FCTC) of the candidate and a service tax of 10.2 %

    Shortcomings:

    Though consultants have not turned out to be very effective still it is

    considered as an important source of recruitment

    Huge amount of costs are borne by the organization to recruit candidates

    through consultants.

    Absence of print media, which could have been used as an effective and

    economical mode of recruitment than consultants.

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    Present EOBO Policy /System

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    Findings

    (EOBO Policy / System)

    Helps cut heavy cost for placing adds.

    Candidates are referred are qualified and fit better to organization culture.

    Increases interaction among employees of different departments.

    Decreases time in hiring.

    Difficult to fill in positions are filled easily in less span of time.

    Shortcomings:

    Since the system is not a proper online process, therefore:

    No databank is maintained to keep a record of candidate referred.

    No status is maintained about the reference whether the candidate is on

    hold, selected or rejected

    No feedback is provided to the referee, this causes problem to not only the

    referee but also the recruiting person, as he may receive frequent calls from

    the referee, enquiring about the candidates status.

    No Reference Form is used. Use of the same will make it easy for the

    employee to provide information about the candidate and about himself too,

    which will make further processing and the payment of reward easier.

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    Feedback From New Hires

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    Tabulation Of Data

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    Questions 1 2 3 4 5

    Awareness of job profile 30% 50% 20% 0% 0%

    Telephonic round of interview 20% 40% 30% 10% 0%

    Interview notice in short duration 30% 20% 40% 10% 0%

    Interviews were well structured and

    logically planned

    50% 30% 20% 0% 0%

    Interviewers were friendly and

    approachable

    40% 30% 30% 0% 0%

    Physical environment was conducive for

    interviews

    50% 30% 20% 0% 0%

    Appropriate Time was given to each

    round of interview

    50% 40% 10% 0% 0%

    Performance and Behavioral interviews

    be included along with HR

    round of interviews

    30% 50% 20% 0% 0%

    Psychometric test for managerial level

    and above

    10% 30% 30% 20% 10%

    Satisfied with travel reimbursement

    policy

    60% 10% 30% 0% 0%

    Reference check makes selection

    process more effective.

    30% 40% 20% 10% 0%

    Did Bharti met your expectation in

    terms of compensation package

    and growth opportunities

    50% 40% 10% 0% 0%

    1. Strongly Agree 2. Agree 3. Neither Agree Nor Disagree

    4. Disagree To Agree To Some extent 5. Strongly Disagree

    A) Awareness about job profile

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    30%

    50%

    20%

    0%

    10%

    20%

    30%

    40%

    50%

    60%

    Strongly

    Agree

    Agree

    Neither Agree

    Nor Disagree

    Disagree ToSome Extent

    Strongly

    Disagree

    80% new hires were well aware of the job profile prior applying for the position.

    B) Telephonic round of interview should be conducted by functional head /

    reporting manager prior to HR round of interviews.

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    20%

    40%

    30%

    10%

    0%

    5%

    10%

    15%20%

    25%

    30%

    35%

    40%

    45%

    Strongly Agree

    Agree

    Neither Agree

    Nor DisagreeDisagree To

    Some Extent

    Strongly

    Disagree

    60% of the new hires agree that the small telephonic round of interview should be

    conducted by the respective functional head / reporting manager prior to HR round

    of interviews.

    C) Short duration Interview Notice

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    30%

    20%

    40%

    10%

    0%

    5%10%

    15%

    20%

    25%

    30%

    35%

    40%

    45%Strongly

    Agree

    Agree

    Neither Agree

    Nor Disagree

    Disagree To

    Some Extent

    StronglyDisagree

    50% of the new hires agree that the interview notice was given in a short duration.

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    D) Well structured and logically planned interviews.

    50%

    30%

    20%

    0%

    10%

    20%

    30%

    40%

    50%

    60%Strongly Agree

    Agree

    Neither Agree

    Nor DisagreeDisagree To

    Some ExtentStrongly

    Disagree

    80% of the new hires agree that the interview structure was well structure and

    logically planned

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    E) Interviewers were friendly and approachable

    40%

    30%30%

    0%

    10%

    20%

    30%

    40%

    50%Strongly Agree

    Agree

    Neither Agree

    Nor DisagreeDisagree To

    Some ExtentStrongly

    Disagree

    70% of the new hires agree that the interviewers were friendly and approachable.

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    F) Physical environment was conducive for interviews

    50%

    30%

    20%

    0%

    10%

    20%

    30%

    40%

    50%

    60%

    Strongly

    Agree

    Agree

    Neither

    Agree Nor

    DisagreeDisagree To

    Some Extent

    Strongly

    Disagree

    80% of the new hires agree that the interviewers created conducive physicalenvironment for the interviews.

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    G) Appropriate time was given to each round of interview.

    50%

    40%

    10%

    0%

    10%

    20%

    30%

    40%

    50%

    60%

    Strongly

    Agree

    Agree

    Neither Agree

    Nor Disagree

    Disagree To

    Some Extent

    Strongly

    Disagree

    90% of the new hires agree that appropriate time was given to each round of

    interview

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    H) Performance and behavioral interviews be included along with HR round

    of interviews

    30%

    50%

    20%

    0%

    10%

    20%

    30%

    40%

    50%

    60%

    Strongly

    Agree

    Agree

    Neither Agree

    Nor Disagree

    Disagree To

    Some Extent

    Strongly

    Disagree

    80% of the new hires agree that performance and behavioral interviews should be

    taken along with HR round of interviews.

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    I) Psychometric test for managerial level and above.

    10%

    30% 30%

    20%

    10%

    0%

    5%

    10%

    15%

    20%

    25%

    30%

    35%

    Strongly Agree

    Agree

    Neither Agree Nor

    Disagree

    Disagree To Some

    Extent

    Strongly Disagree

    40% of the new hires agree that psychometric tests should be taken for manageriallevel and above

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    J) Satisfied with travel re-imbursement policy.

    60%

    10%

    30%

    0%

    10%

    20%

    30%

    40%

    50%

    60%

    70%

    Strongly Agree

    Agree

    Neither Agree

    Nor Disagree

    Disagree To

    Some Extent

    Strongly

    Disagree

    70% of the new hires are satisfied with the travel reimbursement policy followed in

    Bharti.

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    K) Reference check makes selection process more effective

    30%

    40%

    20%

    10%

    0%

    5%

    10%

    15%

    20%

    25%

    30%

    35%

    40%

    45%

    Strongly Agree

    Agree

    Neither Agree Nor

    Disagree

    Disagree To Some

    Extent

    Strongly Disagree

    70% of the new hires agree that reference check makes the selection process more

    effective.

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    L) Did Bharti met your expectation in terms of compensation package and

    growth opportunities

    50%

    40%

    10%

    0%

    10%

    20%

    30%

    40%

    50%

    60%

    Strongly Agree

    Agree

    Neither Agree Nor

    Disagree

    Disagree To Some

    Extent

    Strongly Disagree

    90% of the new hires have joined Bharti for good compensation package andgrowth opportunities.

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    Findings

    Interviews were well structured and logically planned

    Interviewers were friendly and approachable

    Interviewers created conducive physical environment for the interviews

    Maximum new hires are satisfied with the travel reimbursement policy

    followed at Bharti.

    Checking references makes the selection process more effective.

    New hires are happy with the offer and have joined Bharti for good

    compensation package and growth opportunities.

    Shortcomings:

    Telephonic round of interview should be conducted by the respective functional

    head / reporting manager prior scheduling the candidate for interviews.

    Interview notice should not be given in a short duration.

    Waiting time involved during the round of interviews should be decreased.

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    Conclusion

    Conclusion

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    On the basis of evaluation of sources of recruitment it is clear that the company

    prefers to meet and hire employees through internal sources i.e. Employee

    Referrals, Internal Transfers and Associates. It helps company to maintain cost

    efficiency and recruit employee in optimum time at a minimum cost.

    The employees also prefer Each One Bring One (Scheme) as there is a reward

    scheme associated with it, and they also get a chance to help a friend in getting a

    job. The demand for talent will continue to grow, beyond the available supply for

    the foreseeable future. Accordingly, the company is positioned to arm their best

    recruiters their employees with the means and incentives to grow the company in a

    far better manner and accomplish the goals.

    A positive feedback has been obtained from new hires about the existing

    recruitment and selection process. And all the new hires are satisfied with the offer

    and have joined Bharti as it has given them a platform for growth and development.

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    Recommendations / Suggestions

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    Recommendations for Recruitment and Selection Process

    Recruitment and Selection procedure followed by Bharti, is overall very effective

    and sound. It is due to these recruitment and selection techniques that Turn

    Around Time for any vacancy in the organization is less. It strictly meets

    the organizational legal and social obligations regarding the composition

    of its workforce. It also helps in reducing the probability that job applicant

    once recruited and selected, will leave the organization only after a short

    period of time.

    Following are the certain Recommendations and Suggestion which can further

    strengthen the existing recruitment and selection procedure of the

    company:

    Print Advertisement: Print advertisement should also be used to attract pool of

    candidates to fill any vacancy in the organization, other than approaching the

    consultants for the candidates. The use of print advertisement will help in saving a

    lot of valuable money of the organization, which other wise goes into the pocket of

    the consultants.

    Advertisements:

    Medium newspapers, Business Magazines.

    Levels to be used for lower to middle management.

    Guidelines for deciding the medium.

    - Circulation figures

    - Reach of media.

    - Profile of people using the media

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    Guidelines for advertisement

    - Commonality and consistency of information on the

    group.

    - Communicate the desired employer brand image

    - Cost effectiveness.

    - All the advertisement should be placed as per

    guidelines issued by corporate communication.

    Periodical Review of Consultants: There should be a periodical review of

    consultants, which are attached with organization. The review can be done on the

    following bases:

    Recruiting cost per applicant.

    Hold of the consultant in the market.

    Degree of professionalism in the services of the consultant.

    Number of candidates selected from a particular source.

    EOBO Policy / System:

    The entire process should be made an online process for cost and time

    containment.

    A separate databank should be maintained keeping a record of all the

    employees referring candidates as well as of candidates being referred.

    A feedback should be provided to the referring employee about the status of

    his / her referred candidate.

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    A reference form should be used to collect information about the employee

    and candidate.

    Some non-cash rewards may be given to make the program more attractive.

    There should be frequent updates of job vacancies and employees should be

    informed regularly.

    During the induction process the new employees should be made well

    aware of this scheme of the organization. This would ensure more reference

    and involvement of the employees.

    Backup for key positions in the organization: There should be proper backup for

    key positions in the organization i.e. every key position in the organization who

    vacancy can cause monetary loses to the organization, should have proper

    manpower backup to it.

    Telephonic Interview: A small telephonic round of interview should be conducted

    by the respective functional head / reporting manager which will help saving lot of

    time and efforts of the interviewer as well of the candidate. In case the candidate is

    rejected.

    Interview Notice: Interview notice should not be given in a short duration to the

    candidate. Enough time should be given to the candidate to plan his /her arrival for

    the interview.

    Performance and Behavioral Interviews: Performance and behavioral interviews

    should also be taken along with HR round of interviews. Which will help in judging

    the skills, traits etc.

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    Use of Psychometric Tests: Psychometric tests should be used for recruiting and

    selecting persons for managerial and above level in the organization. Psychometric

    tests are tools used in recruitment of candidates. Theses tests can give

    comprehensive picture of person abilities, aptitude, traits, personality, interest and

    values. The ability to measure these characteristics enhances decision making

    during recruitment and selection. These tests are used to validate the assessment

    made in context of a candidate through the interview process. Test used in this are

    valid, standardized and reliable.

    Reference Check: Reference check of candidate is very crucial part of theselection procedure. Hiring decisions should not be made without making an effort

    to check references. Making hiring decisions without complete information on

    candidates could lead to costly mistakes. Reference checking should be regarded as

    another form of interviewing. References help you get the full picture of the

    candidates skills, work habits, and personality. Reference checking is all about

    making sure the candidate is right for the job.

    Information generated from the references can be vital in the candidates evaluation

    process hence should be carefully carried out. Some of the broad suggestions are:

    At lease two references should be obtained for each candidate.

    The references should have known the candidate well professionally

    If the references given by the candidate do not provide enough relevant

    information the candidate should be contacted for additional references.

    There should be standardized format for reference checks.

    Request comments from the references in writing. However the same can be

    done telephonically also and documented.

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    Bibliography

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    Bibliography

    Rao, V.S.P, Human Resource development

    Kothari, C.R, Research Methodology

    Dinkar Pagare- Human Resource Management

    WWW.hire.com-http://www.hire.com/teamrewards.

    WWW.jobplanet.com-http://www.jobplanet.com/effectivereferral

    http://www.hire.com-http//www.hire.com/teamrewardshttp://www.hire.com-http//www.hire.com/teamrewards
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    Annexure

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    Interview Questionnaire:

    Q: 1 Aware of EOBO System in the Organization.

    Q: 2 It contributes efficiently in recruiting the right candidate.

    Q: 3 EOBO helps maintain cost efficiently in recruiting an employee.

    Q: 4 Have you ever referred a candidate

    If No

    You were not aware of Position / Vacancy.

    Didnt know a suitable candidate.

    If Yes

    a) Was it a successful reference.

    b) Were you recognized appropriately.

    Q: 5 Aware of the reward scheme associated with EOBO.

    Q: 6 Aware of Sharpshooters Club.

    Q: 7 Aware of Exceptional Rating Award.

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    New Hires:

    Function:

    Answer these questions in this five-point scale. Tick the option.

    Were you aware of the job profile prior applying for the position

    1. Strongly Agree 2. Agree

    3. Neither Agree not Disagree 4. Disagree to some extent

    5. Strongly Disagree

    2. Should a small Telephonic round of interview be conducted by the respective

    functional head / reporting manager prior to HR round of interviews.

    1. Strongly Agree 2. Agree

    3. Neither Agree not Disagree 4. Disagree to some extent

    5. Strongly Disagree

    3. Was the interview notice given in a short duration.

    1. Strongly Agree 2. Agree3. Neither Agree not Disagree 4. Disagree to some extent

    5. Strongly Disagree

    4. The Interviews were well structured and logically planned.

    1. Strongly Agree 2. Agree3. Neither Agree not Disagree 4. Disagree to some extent

    5. Strongly Disagree

    5. Interviewers were friendly and approachable.

    1. Strongly Agree 2. Agree

    3. Neither Agree not Disagree 4. Disagree to some extent5. Strongly Disagree

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    6. Interviewers created conducive physical environment for interview.

    1. Strongly Agree 2. Agree

    3. Neither Agree not Disagree 4. Disagree to some extent5. Strongly Disagree

    7. Appropriate time was given to each round of interview.

    1. Strongly Agree 2. Agree

    3. Neither Agree not Disagree 4. Disagree to some extent5. Strongly Disagree

    8. Should Performance and Behavioral interviews be included along with the HR

    round of interviews.1. Strongly Agree 2. Agree

    3. Neither Agree not Disagree 4. Disagree to some extent5. Strongly Disagree

    9. Do you think Psychometric Tests should be taken for managerial level andabove.

    1. Strongly Agree 2. Agree3. Neither Agree not Disagree 4. Disagree to some extent

    5. Strongly Disagree

    10. Are you satisfied with the travel reimbursement policy followed at Bharti

    1. Strongly Agree 2. Agree

    3. Neither Agree not Disagree 4. Disagree to some extent5. Strongly Disagree

    11. Do you think checking reference makes the selection process more effective.

    1. Strongly Agree 2. Agree

    3. Neither Agree not Disagree 4. Disagree to some extent

    5. Strongly Disagree

    12. Did Bharti met your expectations in term of Compensation package and

    growth opportunities.

    1. Strongly Agree 2. Agree

    3. Neither Agree not Disagree 4. Disagree to some extent5. Strongly Disagree

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    13. Any suggestion you would like to give to improve the existing recruitment

    and selection process

    14. Any other suggestions

    ..