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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/teamrewards8/2/2019 Final Project Recruitment Process
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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
..