Geo tv am

RECRUITMENT AND SELECTION AT GEO TV

Bachelor of Business Administration (HR)

Submitted to:

Major (R) Khalid Nasr

Submitted by:

Amna Mishal Kazmi

GF8-306

MINHAJ UNIVERSITY

GULBERG CAMPUS, LAHORE

HR – dissertation Page 1

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Recruitment and Selection Process at GEO TV

A dissertation

Presented to the Faculty of the

Business Administration Department,

Minhaj University,

Gulberg Campus, Lahore.

In particular fulfillment of the Requirements for the Degree of Bachelors in Business

Administration (HONS)


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DEDICATION

I am dedicating my work to my mother and respected teacher Khalid Nasr (R), who have

played a vital role in our studies and have guided us at every step with their precious

ideas. No doubt this dedication is insufficient and we can never repay for the role which

they have played in our studies but we are sure that their work will prove itself an asset in

our life.


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ACKNOWLEDGEMENT

All the praise is for Almighty Allah Who gave us the strength, mental and physical

capabilities to accomplish this Project.

We would love to express our gratitude and sincere appreciation to

Major Khalid Nasr for his encouragement, constructive teaching approach and

maintaining a healthy and competitive atmosphere in the class that helped us to

embrace this formidable challenge.

We would like to extend our thanks to everybody who helped us to make this

Project a brilliant success.

Thank You


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EXECUTIVE SUMMARY

Geo Television Network has basic setup in Pakistan. It starts working in 1966. It has a

satellite based network. Company is well known by its brand name GEO. Their

tremendous efforts for providing up to date information all over the country and out of

the country are highly appreciated by the international Television Channels.

Here we studied GEO, which have a unique transmission system.

Report is starts from the history of the company and then we have completely described

all the related material under the concepts of four major functions of Management which

are; Planning, Leading, Organizing and Controlling.

In planning phase we described the Short-Term, Intermediate and Long-Term Goals. It

also includes Level of Planning, S.W.O.T analysis and Company Profile.

In the Leading phase we briefly mentioned the environment of the GEO which is

supported by the Internal Communication, Level of Formality and Internal Culture of the

organization.

We have written about GEO's organizing stage comprehensively. We have clearly

mentioned their level of management, Organization Structure, Decision Making Style and

Departments of GEO. A brief study of their HR department is also included in the

organizing phase.

Finally, we have written about how they are having control over their employees,

Policies, Markets and Quality of their business operations.

A short about achievements and awards of GEO is also considered while our study.


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INTRODUCTION

RECRUITMENT

Recruitment means to estimate the available vacancies and to make suitable arrangements

for their selection and appointment. Recruitment is understood as the process of

searching for and obtaining applicants for the jobs, from among whom the right people

can be selected.

A formal definition states, “It is the process of finding and attracting capable applicants

for the employment. The process begins when new recruits are sought and ends when

their applicants are submitted. The result is a pool of applicants from which new

employees are selected”. In this, the available vacancies are given wide publicity and

suitable candidates are encouraged to submit applications so as to have a pool of eligible

candidates for scientific selection.

In recruitment, information is collected from interested candidates. For this different

source such as newspaper advertisement, employment exchanges, internal promotion, etc.

are used.

In the recruitment, a pool of eligible and interested candidates is created for selection of

most suitable candidates. Recruitment represents the first contact that a company makes

with potential employees

Definition:

According to EDWIN FLIPPO,” Recruitment is the process of searching for prospective

employees and stimulating them to apply for jobs in the organization.”

Need for recruitment

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


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a) Vacancies due to promotions, transfer, retirement, termination, permanent disability,

death and labour turnover.

b) Creation of new vacancies due to the growth, expansion and diversification of business

activities of an enterprise. In addition, new vacancies are possible due to job

specification.

The Impact of Recruitment

The key function of a recruitment manager is to seek out and then hire candidates who

will meet existing and future organizational job vacancies, and will fit with company

culture and relate well to the customers.

The recruiter’s task is actually made easier when they have a basic familiarity with the

various jobs that they need to find candidates for. They also need to have a

comprehensive understanding of the company that the candidates will be working for.

Possessing a clear understanding of the duties, responsibilities and conditions of the job,

possible salary and benefits packages, and an overall appreciation for the workplace

setting, including the culture, will assist the recruitment manager to find the best

candidate to fill a vacancy.

The Impact of Recruitment ON Business Success

Successful and progressive organizations develop business, marketing, human resource,

and financial plans that help them to steer the business on an ongoing basis.

Progressive companies who plan and strategize have usually undertaken the following

activities:


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Developed practical, goal driven business plans

Linked a forward thinking human resource plan to their business plan

Adopted short, medium, and long term targets

Implemented measures to monitor the performance of senior employees

Implemented a plan to “develop and promote” senior employees;

Developed and delivered formal induction and ongoing professional development

training programs for all staff.

PURPOSE AND IMPORTANCE OF RECRUITMENT

1. Determine the present and future requirements of the organization on

conjunction with its personnel-planning andjob analysis activities.

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

3. Help increase the success rate of the selection process by reducing the number of

visibly under qualified or overqualified job applicants.

4. Help reduce the probability that job applicants, once recruited and selected, will leave

the organization only after a short period of time.

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

work force.

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

candidates.

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


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

job applicants

Sources of Recruitment

Figure: 2 – Source of Recruitment

The sources of recruitment can be broadly categorized into internal and external sources-

Internal Recruitment

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

internal sources include


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SOURCES OF MANAGERIAL RECRUITMENT

INTERNAL SOURCES

PromotionTransfersInternal notification

Retirement

Recall

Former employeesMiscellaneous external sources

EXTERNAL SOURCES

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

Promotions and Transfers

Promotion is an effective means using job posting and personnel records. Job posting

requires notifying vacant positions by posting notices, circulating publications or

announcing at staff meetings and inviting employees to apply. Personnel records help

discover employees who are doing jobs below their educational qualifications or skill

levels. Promotions has many advantages like it is good public relations, builds morale,

encourages competent individuals who are ambitious, improves the probability of good

selection since information on the individual’s performance is readily available, is

cheaper than going outside to recruit, those chosen internally are familiar with the

organization thus reducing the orientation time and energy and also acts as a training

device for developing middle-level and top-level managers. However, promotions restrict

the field of selection preventing fresh blood & ideas from entering the organization. It

also leads to inbreeding in the organization. Transfers are also important in providing

employees with a broad-based view of the organization, necessary for future promotions.

Employee referrals

Employees can develop good prospects for their families and friends by acquainting them

with the advantages of a job with the company, furnishing them with introduction and

encouraging them to apply. This is a very effective means as many qualified people can

be reached at a very low cost to the company. The other advantages are that the

employees would bring only those referrals that they feel would be able to fit in the

organization based on their own experience. The organization can be assured of the

reliability and the character of the referrals. In this way, the organization can also fulfill

social obligations and create goodwill.

Former Employees


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These include retired employees who are willing to work on a part-time basis, individuals

who left work and are willing to come back for higher compensations. Even retrenched

employees are taken up once again. The advantage here is that the people are already

known to the organization and there is no need to find out their past performance and

character. Also, there is no need of an orientation program for them, since they are

familiar with the organization.

Dependents of deceased employees

Usually, banks follow this policy. If an employee dies, his / her spouse or son or daughter

is recruited in their place. This is usually an effective way to fulfill social obligation and

create goodwill.

Recall s

When management faces a problem, which can be solved only by a manager who has

proceeded on long leave, it may de decided to recall that persons after the problem is

solved, his leave may be extended.

Retirements

At times, management may not find suitable candidates in place of the one who had

retired, after meritorious service. Under the circumstances, management may decide to

call retired managers with new extension.

Internal notification (advertisement)

Sometimes, management issues an internal notification for the benefit of existing

employees. Most employees know from their own experience about the requirement of

the job and what sort of person the company is looking for. Often employees have friends


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or acquaintances who meet these requirements. Suitable persons are appointed at the

vacant posts.

External Recruitment

External recruitment seeks applicants for positions from sources outside the company.

They have outnumbered the internal methods. The various external sources

Include

Professional or Trade Associations

Many associations provide placement service to its members. It consists of compiling job

seeker’s lists and providing access to members during regional or national conventions.

Also, the publications of these associations carry classified advertisements from

employers interested in recruiting their members. These are particularly useful for

attracting highly educated, experienced or skilled personnel. Also, the recruiters can zero

on in specific job seekers, especially for hard-to-fill technical posts.

Advertisements

It is a popular method of seeking recruits, as many recruiters prefer advertisements

because of their wide reach. Want ads describe the job benefits, identify the employer and

tell those interested how to apply. Newspaper is the most common medium but for highly

specialized recruits, advertisements may be placed in professional or business journals.

Advertisements must contain proper information like the job content, working conditions,

location of job, compensation including fringe benefits, job specifications, growth

aspects, etc. The advertisement has to sell the idea that the company and job are perfect

for the candidate. Recruitment advertisements can also serve as corporate advertisements

to build company’ image. It also cost effective.


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Employment Exchanges

Employment Exchanges have been set up all over the country in deference to the

provision of the Employment Exchanges (Compulsory Notification of Vacancies) Act,

1959. The Act applies to all industrial establishments having 25 workers or more each.

The Act requires all the industrial establishments to notify the vacancies before they are

filled. The major functions of the exchanges are to increase the pool of possible

applicants and to do the preliminary screening. Thus, employment exchanges act as a link

between the employers and the prospective employees. These offices are particularly

useful to in recruiting blue-collar, white collar and technical workers.

Campus Recruitments

Colleges, universities, research laboratories, sports fields and institutes are fertile ground

for recruiters, particularly the institutes. Campus Recruitment is going global with

companies like HLL, Citibank, HCL-HP, ANZ Grindlays, L&T, Motorola and Reliance

looking for global markets. Some companies recruit a given number of candidates from

these institutes every year. Campus recruitment is so much sought after that each college;

university department or institute will have a placement officer to handle recruitment

functions. However, it is often an expensive process, even if recruiting process produces

job offers and acceptances eventually. A majority leave the organization within the first

five years of their employment. Yet, it is a major source of recruitment for prestigious

companies.

Walk-ins, Write-ins and Talk-ins

The most common and least expensive approach for candidates is direct applications, in

which job seekers submit unsolicited application letters or resumes. Direct applications

can also provide a pool of potential employees to meet future needs. From employees’

viewpoint, walk-ins are preferable as they are free from the hassles associated with other

methods of recruitment. While direct applications are particularly effective in filling


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entry-level and unskilled vacancies, some organizations compile pools of potential

employees from direct applications for skilled positions. Write-ins are those who send

written enquiries. These jobseekers are asked to complete application forms for further

processing. Talk-ins involves the job aspirants meeting the recruiter (on an appropriated

date) for detailed talks. No application is required to be submitted to the recruiter.

Contractors

They are used to recruit casual workers. The names of the workers are not entered in the

company records and, to this extent; difficulties experienced in maintaining permanent

workers are avoided.

Consultants

They are in the profession for recruiting and selecting managerial and executive

personnel. They are useful as they have nationwide contacts and lend professionalism to

the hiring process. They also keep prospective employer and employee anonymous.

However, the cost can be a deterrent factor.

Head Hunters

They are useful in specialized and skilled candidate working in a particular company. An

agent is sent to represent the recruiting company and offer is made to the candidate. This

is a useful source when both the companies involved are in the same field, and the

employee is reluctant to take the offer since he fears, that his company is testing his

loyalty.

Radio, Television and Internet


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Radio and television are used to reach certain types of job applicants such as skilled

workers. Radio and television are used but sparingly, and that too, by government

departments only. Companies in the private sector are hesitant to use the media because

of high costs and also because they fear that such advertising will make the companies

look desperate and damage their conservative image. However, there is nothing

inherently desperate about using radio and television. It depends upon what is said and

how it is delivered. Internet is becoming a popular option for recruitment today. There are

specialized sites like naukri.com. Also, websites of companies have a separate section

wherein; aspirants can submit their resumes and applications.

This provides a wider reach.

Competitors

This method is popularly known as “poaching” or “raiding” which involves identifying

the right people in rival companies, offering them better terms and luring them away. For

instance, several executives of HMT left to join Titan Watch Company. There are legal

and ethical issues involved in raiding rival firms for potential candidates. From the legal

point of view, an employee is expected to join a new organization only after obtaining a

‘no objection certificate’ from his/ her present employer. Violating this requirement shall

bind the employee to pay a few months’ salary to his/ her present employer as a

punishment. However, there are many ethical issues attached to it.

Factor Influencing Recruitment

Given its key role and external visibility, recruitment is naturally subject to influence of

several factors. These include external as well as internal factors.


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External ForcesSupply & DemandUnemployment RateLabour MarketPolitical – LegalImage

Recruitment

Internal ForcesRecruitment PolicyHR PlanningSize of the FirmGrowth & Expansion

Figure: 3 - Factor Influencing Recruitment

External Factors

Of particular importance is the supply and demand of specific skills in the labour market.

If the demand for particular skill is high relative to the supply, an extraordinary recruiting

effort may be needed. For instance, the demand for program and financial analysts is

likely to be higher than their supply, as opposed to the demand supply relationship for

non technical employees.

When the unemployment rate in a given area is high, the company’s recruitment process

may be similar. The number of unsolicited applicants is usually greater and increase size

of the labour pool provides better opportunities for attracting qualified applicants. On the

other hand, as the unemployment rate drops recruiting efforts must be increased and new

sources explored.

For a long time the issuing relating to unemployment everyone in India. Policy makers,

politicians, administrators, union leaders and academicians used to harp on the problem

frequently. Not anymore. One half decades of liberalization has resulted in economic

prosperity making people forget about unemployment. The issue now is employability a

not unemployment. Any individual worth capable of something is sure of securing a job,

of course in the private sector

Labour market conditions in the local area are to be primary importance in the recruiting

for the most non – managerial, supervisory and middle management position. However,


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so far as recruitment for the executive and professional position is concerned, condition

of the all India market is important.

Another external factor is the political and legal considerations. Reservations of jobs for

SCs, STs, Minorities and other backward classes are the political decisions. There is a

strong case for giving preference to people hailing from less advantaged selection of the

society. Reservations have been accepted as inevitable by all section of the society. The

Supreme Court also has agreed upon the 50 percent reservation of seats and jobs.

They cover working condition, compensations, retirement benefits a safety a health

employees in the industrial establishment. There are an act which deals with recruitment

and selection. Child labour act 1986, for instant prohibits employment of children in

certain employment, a seek to regulate the working condition in the certain other

employment. Similarly, we have the employment exchange act 1959 which mandates the

employers must notify the vacant position to the employment exchange. The apprentice

act 1961, the interstate migrant work man Act 1979. The factory ACT 1948, mines act

1952, also deal recruitment. Above all these, they have constitution which prohibits

discrimination in matter of employment an also provides for protective discrimination to

less privileged section to the society. Preferences to sons of the soil in another political

factor. Public leader, clamour that preferences must be given to people of the respective

states in the matter of employment.

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

Internal Factors

There are certain internal forces which deserve consideration while recruiting personnel.

One such internal factor is the recruiting policy of the organization. Most firm a policy on

recruiting internally or externally. Generally the policy is to prefer internal sourcing as

own employees known the company well a can recommend candidates who fit the

organization’s culture.


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Another related policy is to have temporary and part time employees. An organization

hiring temporary and part time employees is I less advantages positions in attracting

sufficient applications.

In Multinational Corporation, there is policy relating to recruitment of locals citizens.

MNCs operating in our country prefer local citizens has they can understand local

languages customs and business practices well.

A major internal factor that can determine the success of the recruiting program is

whether or not engages in HRP. In most cases a company cannot attract the prospective

employees in sufficient numbers and with required skills overnight. It takes times to

examine the alternative regarding the appropriate sources of the recruits and most

productive methods for obtaining them. On the best alternatives have been identified,

recruiting plans may be made. Effective HRP greatly facilitates the recruiting efforts.

Size is another internal factor having its influence on the other recruitment process. An

organization with 1000 employees will find recruiting less problematic than a firm with

just 100 employees.

Cost of recruiting is yet another internal factor that has be consider. Recruiting cost is

calculated per new hire and the figure is considered now a days. Recruiters must,

therefore, operate within budgets. Careful HRP and forethought by recruiters can

minimize the recruitment cost. One cost saving measure, for instance, is recruiting for

multiple job openings simultaneously. The best solution is to use proactive personnel

practices to reduce employee turnover, thus minimize the need of recruiting. Evaluating

the quality, quantity. And cost of recruitment helps ensure that it is efficient and cost

effective.

Finally, an organization registering the growth an expansion will have more recruiting on

hand then one which find its fortunes declining.


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E- Recruitment

E-recruiting, also known as web-based recruiting, is the term that describes a method of

recruiting employees, using web based resources, such as a company’s Internet site or its

corporate intranet. These days e-recruiting is used by more and more companies, who

want to locate, screen, test and recruit candidates.

Companies that implement e-recruitment as a resource for their recruitment suggest that

the primary drivers for using e-recruitment are:

Promotion of their corporate image

A reduction in the cost of recruitment

Streamlined and paperless administration

In general, recruitment using web-based technology is only being utilized and exploited

by the big end of town recruiters. But e-recruiting is actually open to every recruiter and

provides plenty of advantages. All recruiters need to know that they too can take

advantage of e-recruiting - they just need to start small and build up their processes so

that e-recruiting forms a valuable part of their strategy.

College Graduates

Establishing a Valuable College Partnership

Knowing that college partnerships are a great way to recruit candidates it is important

that you establish a relationship that is beneficial to the recruit, the college and the

graduate.

Developing and analyzing a college recruitment program is something that should be

thoroughly investigated. A selection of suggested questions to help you determine if the

program is going to be of value, are listed below:

Your Recruitment Strategy


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Do you see any greater return on your investment when you hire a graduate as

opposed to an experienced candidate?

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

rounded candidates?

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

competitors?

Does your recruitment strategy work in the same way across all colleges or do

you need to develop something specific?

Do all colleges output the same level of qualified graduate?

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

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

What Is Diversity Recruitment

Today America possesses a very diverse population. Smart, progressive companies

recognize that to be even more successful they must build a workforce that is reflective of

their target market – that is, American consumers. These companies now make consistent

efforts to broaden the slate of applicants that are attracted for vacancies.

As employers strive to create a workforce that is reflective of the marketplace, the

competition for these candidates is increasing in ferocity. These companies are now

engaging recruiters who are highly skilled in identifying, sourcing and recruiting the top

end of diverse talent that is available and interested. For many companies, the ability to


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attract these individuals will, over time, bring their companies increased market share,

government contracts and for some, export market opportunities.

Five Steps To Effective Diversity Recruiting

In a job market that is always ultra competitive, it makes sense for a recruiter to sweep

for the widest possible talent pool. Here are five ways to ensuring that your diversity

recruiting is as effective as possible:

Build a constant diversity message - What you need to do is integrate a diversity

message into your regular recruiting materials and advertising

Don’t advertise in different places - People want to be hired because of their

qualifications, not just because they form part of a minority group. These

candidates go to the same places to look for a job as anyone else – so you don’t

need to post in different places

Demonstrate the diversity of your organization – Include current profiles of

existing diverse employees on your corporate website

If you haven’t reached your diversity goals then say so – If you are trying to

improve representation of minority groups within your business, then don’t be

afraid to be open about this

Invest in education - One effective way to enhance diversity recruiting is for a

company to become actively involved in increasing college enrolment of

minorities

Give back to the community - Consider ways to increase your visibility among

minority groups – this might be through board or committee membership,

volunteer work, or support of local community activities


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Strategies for Recruiting and Retaining a Diverse Workforce

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

following:

Understand demographic changes in the workforce and in the customer base

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

ongoing employee management

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

Learn how to effectively interview diverse candidates without appearing

patronizing or unnecessarily sympathetic

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

friendly policies

Ensure retention by developing a diversity-friendly culture that supports open

communication and cross culture tolerance

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

experiences

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

diverse groups

Ensure that all levels of management have received diversity training

Compile interview panels that are culturally diverse to minimize potential bias


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Encourage high level people of color, women, and people with disabilities in your

company to assist in providing names of possible recruits

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

Ensure that motivational speakers who work with your employees are diverse

themselves and are aware of, and respectful to, diverse participants, readers and

audiences.

Goals of Recruitment

o To attract highly qualified individuals.

o To provide an equal opportunity for potential candidates to apply for

vacancies.


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SELECTION

Selection is defined as the process of differentiating between applicants in order to

identify (and hire) those with a greater likelihood of success in a job.

Selection is basically picking an applicant from (a pool of applicants) who has the

appropriate qualification and competency to do the job.

The difference between recruitment and selection:

Recruitment is identifying n encouraging prospective employees to apply for a job.

And Selection is selecting the right candidate from the pool of applicants.

Selection can be conceptualized in terms of either choosing the fit candidates, or rejecting

the unfit candidates, or a combination of both. Selection involves both because it picks up

the fits and rejects the unfits. In fact, in Indian context, there are more candidates who are

rejected than those who are selected in most of the selected processes. Therefore,

sometimes, it is called a negative process in contrast to positive program of recruitment.

Stone has given a formal definition; “Selection is the process of differentiating between

applicants in order to identify (and hire) those with a greater likelihood of success in a

job.”


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DIFFERENCE (RECRUITMENT AND SELECTION)

1.) Recruitment is the process of searching for prospective candidates and motivating

them to apply for job in the organization

Whereas, selection is a process of choosing most suitable candidates out of those, who

are interested and also qualified for job.

2.) In the recruitment process, vacancies available are finalized, publicity is given to them

and applications are collected from interested candidates.

In the selection process, available applications are scrutinized. Tests, interview and

medical examination are conducted in order to select most suitable candidates.

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

candidates through applications.

In selection process the purpose is that the best candidate out of those qualified and

interested in the appointment.

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

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

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

submit application.


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Selection is a negative function in which unsuitable candidates are eliminated and the

best one is selected.

6.) Recruitment is the short process. In recruitment publicity is given to vacancies and

applications are collected from different sources

Selection is a lengthy process. It involves scrutiny of applications, giving tests, arranging

interviews and medical examination.

7.) In recruitment services of expert is not required

Whereas in selection, services of expert is required

8.) Recruitment is not costly. Expenditure is required mainly for advertising the posts.

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

of interviews.

History of Formation of GEO Network

1966 Letter to the President of Pakistan asking him to permit private sector

television to combat the propaganda war

Sep 1990 First feasibility/research paper on TV potential in Pakistan completed

for GEO followed by national and International study tour

Dec 1991 Made first pilot for first new show for GEO, then named "Newsreel"

Dec 1995 Transponder leased/reserved for GEO on Asia Sat 1

Aug 1996 Due to political confrontation GEO launch postponed

1998 First advertisement in all major newspapers of Pakistan looking for

television talent and announcing GEO for the first time

July 2001 Largest HR recruitment campaign launched

Nov 2001 BBC Technologies hired as technical consultants for GEO


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15-Nov 2001 Core team of the channel is established to chalk out policies,

strategy and implementation plan

2-Dec 2001 String of nationwide interviews, consisting 25 cities, begin as

recruitment campaign attracts attention of 40,000 applicants

20-Dec 2001 Contracts with builders, key vendors, technology partners,

transponder and Dubai Media City are finalized

5-Jan 2002 Construction of state-of-the-art HQ studios and offices begins

10-Jan 2002 Construction begins at Dubai Media City for offices and

transmission studios

1-Feb 2002 A senior team of int'l consultants lands in Pakistan to complete recce

for training

1-Mar 2002 The initial batch of 200 candidates for training are recruited

1-Mar 2002 Television equipment worth millions begin to arrive in Pakistan for

the training process

1-Apr 2002 Training by 16 foreign producers, reporters, writers and camera

operators starts!

1-Jun 2002 First batch of trainees graduate are sent to different areas of Pakistan

equipped with necessary recording equipment

14-Jun 2002 Bomb blast at US consulate takes place, about a kilometer from

training camp. The under training news team is put to the test with 4 hours of non-

stop test transmission. Exclusive footage makes headlines across the world. BBC

shows GEO footage. BBC producer visits training camp and commends GEO

team for excellent coverage.

30-Jul 2002 A team of senior journalists takes over Dubai office to prepare for

test transmission

5-Aug 2002 First signals from satellite are tested

14-Aug 2002 GEO's test transmission starts at 12:00 noon PST with 24-hour news

content; frequency kept secret

15-Aug 2002 Cable Operators start tuning into secret frequency and begin airing

GEO's test transmission without channel's consent


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5-Sep 2002 Geo team begins nationwide 5-day tour marketing the channel to

cable operators, introducing them to the channel and getting their feedback

5-Sep 2002 Signs of brand power begin to emerge as GEO's logo is copied and

imitated by local brands i.e. GEO Biryani, GEO Water and GEO Washing

Powder

11-Sep 2002 First advertisement announcing GEO frequency

30-Sep 2002 Construction of state-of-the-art, HQ and offices completed. Team

moves in from training camp

11-Jan 2003 Launching ceremony of infotainment and entertainment programs,

with a duration of 2 hours per day, is held at Mohatta Palace in Karachi

11-Mar 2003 London and New York Bureaus made operational

20-Mar 2003 Geo and CNN sign partnership contract for collaboration

7-Apr 2003 Geo begins transmission in UAE through E-Vision

14-Aug 2003 Geo completes its 12 months of non-stop on air transmission


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GEO TELEVISION NETWORK

GEO started its test transmission on 14 August 2002. “The National association of

Broadcasters (USA). World’s largest association of broadcasters has honored GEO

with the “Award for Quality” declaring it an international standard television

channel.” To build a reputable identity in a cluster of different channels in just a

period of four years was not an easy task. Geo is known for its unique

entertainment, hot talk shows, truth revealing news and informative programs.

INTRODUCING GEO TV

GEO TV was established in May 2002. Test transmission started on 14th August 2002

on the PAS 10 digital satellite. Regular transmission started on 1st October 2002. Geo

TV is the first South Asian Urdu language channel to provide content comparable with

excellent television broadcasters. Geo is the fastest growing TV Channel in Pakistan

with ratings exceeding all satellite delivered TV channels in the market. Geo has the

widest distribution on cable systems in Pakistan with 100% carriage within 90 days of

launch.

It launched the first interactive infotainment programs in Pakistan, engaging and

empowering the viewer. Consistently scoops all rival broadcasters on major news

events. Besides seven bureaus in Pakistan, a robust international network feeds live

content from New York, Washington and London. Intelligent Media Consultant has

given formal multi-disciplinary training to 500 members of GEO staff including all

producers, reporters, writers, camerapersons and editors.

Its member team comprising of CNN, BBC producers, cinematographers, editors and

presenters were split in Dubai and Karachi for 5 months to complete the training.

Mission statement GEO informs and entertains while celebrating cultures and prompting dialogue in the spirit of "live and let live".

Vision Statement


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“GEO will be the voice of freedom from the Asian subcontinent. It will highlight the

issues of concern and the cultural richness of its people through information, discussion

and entertainment. GEO will propagate transparency of responsibility that will ensure its

position as the most credible and meaningful source of information, through quality

programming based on issues. GEO will provide entertainment audiences can relate to,

thereby creating viewer loyalty and response. GEO will forge an alliance amongst its

three stakeholders - viewers, advertisers and shareholders to maximize viewer

ownership. GEO will invest in human resources as it recognizes it to be the foundation

upon which the GEO future will be built. It is this very foundation that will allow GEO

to attain and sustain a leadership position, thus fulfilling the promise associated with its

creation.”

Basic Objective

Like all for-profit organizations, GEO’s basic objective is also revenue generation.


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LITERATURE REVIEW: RECRUITMENT AND SELECTION

Recruitment

Most definitions of recruitment emphasize the organization’s collective efforts to

identify, attract, and influence the job choices of competent applicants. Organizational

leaders are painfully aware that recruiting talent is one of their most pressing problems.

Tight labor markets give applicants considerable choice between employers.

Professional, information/knowledge-based, technical, and service occupations. Some

reports indicate that nearly half of all employees are at least passively looking for jobs,

and a sizable minority is continually actively searching (Towers Perrin, 2006). This is

such a problem that many organizations actually face a greater recruiting challenge than a

selection challenge. Selection will only be effective and financially defensible if a

sufficient quantity of applicants apply to the organization. Compounding this challenge is

that many organizations struggle with how to attract a diverse workforce. Thus, there is

growing recognition that recruiting—by itself and irrespective of selection—is critical not

only for sustained competitive advantage but basic organizational survival (Taylor &

Collins, 2000). Reflecting this importance, there have been several excellent reviews on

recruitment (Breaugh & Starke, 2000; Highhouse & Hoffman, 2001; Rynes & Cable,

2003; Saks, 2005; Taylor & Collins, 2000). This review obviously does not provide the

depth or detail of those reviews. Rather, this review selects the more recent developments

with the greatest implications for organizational effectiveness.

An excellent place to start the review is with the recruitment meta-analysis conducted by

Chapman, Uggerslev, Carroll, Piasentin, and Jones (2005). They summarized 71 studies

to estimate the effect sizes and path relationships between recruiting predictors

(job/organizational attributes, recruiter characteristics, perceptions of recruitment process,

perceived fit, perceived alternatives, hiring expectancies) and applicant attraction

outcomes (job pursuit intentions, job/organization attraction, acceptance intentions, job

choice). This meta-analysis helps organize and clarify a rather diverse literature, and

there are many specific findings, with the key ones listed below:


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Perceptions of person-organization fit (PO fit) and job/organizational attributes were

the strongest predictors of the various recruiting outcomes. The next strongest set of

predictors tended to be perceptions of the recruitment process (e.g., fairness), followed by

recruiter competencies and hiring expectancies. Interestingly, recruiter demographics or

functional occupation showed almost no relationship to the recruitment outcomes.

Gender and study context (lab-field) were the only two moderators found to be

important (although others may exist that could not be tested). Interestingly,

job/organizational attributes and justice perceptions were weighed more heavily by real

applicants, suggesting lab studies may be primarily useful for studying early stages of

recruitment.

There was support for mediated recruitment models, such that recruitment predictors

influence

job attitudes and job acceptance intentions, which in turn influence job choice. Although

acceptance intentions are the best proxy for actual job choice, they are an imperfect

proxy.

Discouragingly, actual job choice was studied infrequently and was poorly predicted.

On the other hand, given the nominal nature of job choice measures, one must wonder

how large this effect should be.

Overall, there is good support linking many recruitment predictors to intention and

perceptual criteria. The attributes of the job/organization and fit with the job/organization

will influence intentions and (modestly) behavior. Hard criteria are infrequently studied,

and when they are, the relationships are much smaller. We need to know how large these

relationships could be, or can be, for the top predictors. Finally, demographics of both the

applicant and recruiter seem to play a minor role, although individual differences may be

more important. (Staffing in the 21st Century: New Challenges and Strategic

Opportunities Journal of Management 2006; 32; 868, Robert E. Ployhart)


34

SELECTION

Personnel Selection Best Practices

Personnel selection practices (e.g., interviews, ability and personality tests) continue to

capture the most attention from staffing scholars. There are several comprehensive

reviews of selection practices (e.g., Evers, Anderson, & Voskuijl, 2005; Schmitt, Cortina,

Ingerick, & Wiechmann 2003), as well as discussions of research and practical

applications (Guion & Highhouse, 2006 Ployhart, Schneider, & Schmitt, 2006; Ryan &

Tippins, 2004). Rather than review all this research, the present review summarizes the

major new developments. Procedures and arrangements for the selection and appointment

of the members of the Scientific Committee of the European Union Agency for

Fundamental Rights (FRA)

Article 1: Pre-selection:1. The selection of candidates for membership of the Scientific Committee of FRA shall

be advertised through a call for expressions of interest in accordance with the present

procedures.The call for expressions of interest shall be published in the EU Official

Journal (OJ), in relevant leading academic publications as well as the Agency’s website.

The closing deadline for submission of candidates’ expressions of interest shall be fixed

six weeks after the above mentioned publication.

2. The Director of the Agency shall prepare and organize the work for the pre-selection of

the members of the Scientific Committee. He or she shall chair a pre-selection panel,

composed of the Heads of Unit of the Agency and a person appointed for the purpose by

the Council of Europe. Two members of the FRA Management Board may attend the

pre-selection panel as observers.

3. The pre-selection panel shall verify the eligibility of the candidates, in accordance with

the eligibility requirements. Failure to comply with one of these requirements will result

in the exclusion of the concerned candidate from the next steps of the selection process.

4. The pre-selection panel shall then assess each eligible candidate according to the

requirements for selection. It will draw up an ‘Individual Assessment Form’ for each


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candidate which will include a short comment, highlighting the specific

values/shortcomings of the person.

5. The Director shall present the results of the pre-selection process to the FRA Executive

Board, including information on the candidates deemed ineligible.

Article 2: Selection 1. The Executive Board shall assess all the candidates on the basis of the established

selection requirements.

2. In this assessment the Executive Board shall take into account:

• The work of the pre-selection panel;

• The need that the specialist fields of the members of the Scientific Committee shall

cover the most relevant scientific fields linked to fundamental rights, in accordance with

the mission and objectives of FRA;

• The need to ensure even geographical and gender balance.

3. The Executive Board shall submit to the Management Board a list of most eligible

candidates. This list should include more than eleven and fewer than twenty-two names.

This list will also include merit points and a conclusion concerning the suitability as a

member of the Scientific Committee for each candidate.

4. The Chair of the Executive Board shall present the results of the selection process to

the Management Board, including a record of the candidates not included in the lists

mentioned above as well as on candidates deemed ineligible.

5. The Agency services shall provide technical and logistic support for the selection

process.

Article 3: Appointment 1. On the basis of the list submitted by the Executive Board, the Agency’s Management

Board shall appoint the members of the Scientific Committee, after having consulted the

competent committee of the European Parliament. The candidates not appointed shall be

put on a reserve list.

2. Members will be appointed for a five-year term, which shall not be renewable.


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3. The reserve list shall be valid for the duration of the term of the appointed Scientific

Committee. In case of a vacancy, the Management Board shall appoint a new member

from the reserve list. The filling in of a vacancy shall be for the rest of the duration of the

term of the Scientific Committee. However, in accordance with Article 14, paragraph 1 of

the Regulation, the Management Board shall follow a process of appointment identical to

the one followed for the appointment of the original member including consultation of

the competent committee of the European Parliament.


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THEORITICAL ASPECTS

PRINCIPLES OF THE RECRUITMENT PROCESS

It is important that recruiters, internal human resources personnel, and external

contractors, understand the key principles behind the recruitment process.

While most companies have their own very specific recruitment agenda, generally their

policies are quite similar to the following:

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

Applicant information will always remain confidential and their privacy will be

respected

The process must remain objective and focused on filling the vacancy

The process must abide by any relevant federal or state based legislation

Selection panel members will declare any conflicts of interest prior to

participating in the process

Recruitment Checklist

Hiring a new employee is an important process to get right, for all businesses who want

to select the right candidates. The process itself has significant legislative requirements

and should be well conducted and well documented in order to protect both the employer

and the employee throughout the process.

On the following page, we have constructed a summarized recruitment checklist that will

give you an overall feel for the process so that you can follow it for yourself step by step.

Table - 1

Sample – Overview of a Recruitment Process


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PLAN

Make the decision to recruit

Discuss option with recruiter

Draft a Job Description for the role

PROMOTION

Determine if you need to advertise

Prepare a promotional plan

Prepare any recruitment documents

Draft advertisement

Place advertisement

Conduct support promotions including on the

Web

SELECT

Establish Selection Committee

Process applications

Determine Shortlist

Complete Aptitude/Psychological testing

Consider applicant presentations

Interview

Check references

Select best candidate

While this basic recruitment checklist gives you an overview of how the process runs, the

process is actually far more detailed and difficult.

The more detailed checklist outlined on the following pages will help you further refine

your hiring process and keep track of your recruiting efforts. It clearly, and very

specifically, communicates the recruiting process and suggests who should take

responsibility for various aspects of the recruiting process as it progresses.


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TABLE - 2

Sample Recruitment Checklist – Detailed

STEP PERSON

RESPONSIBLE

ACTION

1 Hiring Manager Identifies the need for a new employee -

permanent, temporary, contractor or casual.

Prepares draft Job Description (if it is a new role)

and arranges its sign off by line manager.

Arranges for existing Job Description to be

signed off by line manager.

Forwards copy of the Job Description to the

Recruiter.

Determines composition of selection panel and

sends initial advice.

2 HR Coordinator Prepares promotional schedule for the role

including advertising, web site promotion and

other methods.

Posts the position on recruiting web sites.

3 Recruiter Meets with Hiring Manager.

Confirms job description and expected skills.

Creates a candidate profile and develops initial

screening criteria including salary qualification,

and discusses recruitment strategy.


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Determines if the position requires any form of

pre-appointment testing

4 Hiring Manager

and/or other

Managers

Sources referral candidates via their networks

and then reviews resumes.

Contacts these candidates and seeks initial

interest.

Refers potentially suitable and interested

candidates to Recruiter for follow up, as

appropriate.

5 HR Coordinator or

Recruiter

Screens resumes of potential candidates.

E-mails pre-interview questionnaire to

candidates.

6 Recruiter Requests that HR Coordinator sets up on-site or

telephone Interviews with high potential

candidates.

7 HR Coordinator Receives Resumes and any related documents

from Recruiter and enters candidate information

into appropriate human resource database.

Contacts the candidates to schedule the

interviews and forwards employment

applications via email.

8 Recruiter or HR

Coordinator

Conducts the phone interview and records

information on candidate database, and

either

Shares the feedback with Hiring Manager and


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requests of HR Coordinator to set up an on-site

interview,

or

Returns resume to HR Coordinator for entering

status into database, e-mailing rejection letter,

and filing.

9 HR Coordinator Schedules on-site interviews with Selection

Panel.

Co-ordinates and confirms Interview Schedule.

Advises candidates of interview details

10 Receptionist Greets candidates at reception area.

Notifies Recruiter or first Interviewer of

candidate’s arrival.

11 Recruiter If no phone screen was completed, interviews

candidates for the position, as well as…

If phone screen was completed, meets briefly

with candidate on salary, recaps interview

process,

sets candidate’s expectations of company’s

response time line, reviews Interview Schedule,

and introduces candidate to selection panel.

12 Selection Panel Meets with candidate and conducts interview.

Selection Panel immediately completes the

interview process by communicating their

feedback to the Hiring Manager and Recruiter

ONLY.


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13 Recruiter /HR

Coordinator Administers Test if applicable.

14 Hiring Manager Assesses candidates’ interview performance by

evaluating interview feedbacks and/or test results

and decides to Hire

OR

Not to Hire a candidate.

Notifies Recruiter of the decision

15 Recruiter or HR

Coordinator

If hire, verifies employment references from last

2 managers, excluding current manager unless

approved by candidate.

If no hire, either notifies unsuccessful candidate

of their status or advises HR Coordinator to send

candidate a “Non-Selection” letter and closes

database file.

16 Recruiter Assesses candidates’ reference feedback:

If favorable, decides to Hire a candidate,

completes an

Offer Request Form, and obtains appropriate

approvals. Extends verbal offer to candidate and

enters status in database

If unfavorable, notifies Manager and takes

appropriate steps as mutually agreed with

manager, i.e. either notifies unsuccessful

candidate of their status or advises HR

Coordinator to send candidate a “Non-Selection”

letter and enters status in database.


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17 Candidate Accepts, declines, or negotiates the offer and

notifies

Recruiter of decision by the date mutually

determined.

18 Recruiter Updates Hiring Manager:

If offer has been accepted: Advises HR

Coordinator to generate offer letter and compile

employment induction package to send to

candidate.

If offer has been declined: Continues the

recruiting process and updates candidate’s status

in appropriate human resources database.


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Recruitment Process

Recruitment refers to the process of identifying and attracting job seekers so as to build a

pool of qualified job applicants. The process comprises five interrelated stages, viz,

1. Planning.

2. Strategy development.

3. Searching.

4. Screening.

5. Evaluation and control.

Figure: Recruitment Process

Figure: 1 – Recruitment Process

The ideal recruitment program is the one that attracts a relatively larger number of

qualified applicants who will survive the screening process and accept positions with the

organization, when offered. Recruitment programs can miss the ideal in many ways i.e.

by failing to attract an adequate applicant pool, by under/over selling the organization or

by inadequate screening applicants before they enter the selection process. Thus, to

approach the ideal, individuals responsible for the recruitment process must know how


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Manpower Planning

Strategy Development

Searching Screening Evaluation and control

many and what types of employees are needed, where and how to look for the individuals

with the appropriate qualifications and interests, what inducement to use for various types

of applicants groups, how to distinguish applicants who are qualified from those who

have a reasonable chance of success and how to evaluate their work.

STAGE 1: Recruitment Planning

The first stage in the recruitment process is planning. Planning involves the translation of

likely job vacancies and information about the nature of these jobs into set of objectives

or targets that specify the

(1) Numbers and

(2) Types of applicants to be contacted.

Numbers of contact

Organization, nearly always, plan to attract more applicants than they will hire. Some of

those contacted will be uninterested, unqualified or both. Each time a recruitment

Program is contemplated, one task is to estimate the number of applicants necessary to

fill all vacancies with the qualified people.

Types of contacts

It is basically concerned with the types of people to be informed about job openings. The

type of people depends on the tasks and responsibilities involved and the qualifications

and experience expected. These details are available through job description and job

specification.

STAGE 2: Strategy Development

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

has concentrate in


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(1). Make or Buy employees.

(2). Technological sophistication of recruitment and selection devices.

(3). Geographical distribution of labour markets comprising job seekers.

(4). Sources of recruitment.

(5). Sequencing the activities in the recruitment process.

‘ Make’ or ‘Buy’:

Organization must decide whether to hire le skilled employees and invest on training and

education programs, or they can hire skilled labour and professional. Essentially, this is

the ‘make’ or ‘buy’ decision. Organizations, which hire skilled and professionals shall

have to pay more for these employees.

Technological Sophistication:

The second decision in strategy development relates to the methods used in recruitment

and selection. This decision is mainly influenced by the available technology. The advent

of computers has made it possible for employers to scan national and international

applicant qualification. Although impersonal, computers have given employers and job

seekers a wider scope of options in the initial screening stage.

Where to look:

In order to reduce the costs, organizations look in to labour markets most likely to offer

the required job seekers. Generally, companies look in to the national market for

managerial and professional employees, regional or local markets for technical

employees and local markets for the clerical and blue-collar employees.


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When to look:

An effective recruiting strategy must determine when to look decide on the timings of

events besides knowing where and how to look for job applicants.

STAGE 3: Searching:

Once a recruitment plan and strategy are worked out, the search process can begin.

Search involves two steps

A). Source activation and

B). Selling.

A). Source Activation:

Typically, sources and search methods are activated by the issuance of an employee

requisition. This means that no actual recruiting takes place until lone managers have

verified that vacancy does exist or will exist. If the organization has planned well and

done a good job of developing its sources and search methods, activation soon results in a

flood of applications and/or resumes.

The application received must be screened. Those who pass have to be contacted and

invited for interview. Unsuccessful applicants must be sent letter of regret.

B). Selling:

A second issue to be addressed in the searching process concerns communications. Here,

organization walks tightrope. On one hand, they want to do whatever they can to attract

desirable applicants. On the other hand, they must resist the temptation of overselling

their virtues. In selling the organization, both the message and the media deserve

attention. Message refers to the employment advertisement. With regards to media, it

may be stated that effectiveness of any recruiting message depends on the media. Media


48

are several-some have low credibility, while others enjoy high credibility. Selection of

medium or media needs to be done with a lot of care.

STEP 4: Screening:

Screening of applicants can be regarded as an integral part of the recruiting process,

though many view it as the first step in the selection process. Even the definition on

recruitment, we quoted in the beginning of this chapter, excludes screening from its

scope. However, we have included screening in recruitment for valid reasons. The

selection process will begin after the applications have been scrutinized and short-listed.

Hiring of professors in a university is a typical situation. Application received in response

to advertisements is screened and only eligible applicants are called for an interview. A

selection committee comprising the Vicechancellor, Registrar and subject experts

conducts interview. Here, the recruitment process extends up to screening the

applications. The selection process commences only later.

Purpose of screening

The purpose of screening is to remove from the recruitment process, at an early stage,

those applicants who are visibly unqualified for the job. Effective screening can save a

great deal of time and money. Care must be exercised, however, to assure that potentially

good employees are not rejected without justification. In screening, clear job

specifications are invaluable. It is both good practice and a legal necessity that applicant’s

qualification is judged on the basis of their knowledge, skills, abilities and interest

required to do the job. The techniques used to screen applicants vary depending on the

candidate sources and recruiting methods used. Interview and application blanks may be

used to screen walk-ins. Campus recruiters and agency representatives use interviews and

resumes. Reference checks are also useful in screening.

STAGE 5: Evaluation and Control:


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Evaluation and control is necessary as considerable costs are incurred in the recruitment

process. The costs generally incurred are: -

1. Salaries for recruiters.

2. Management and professional time spent on preparing job description, job

specifications, advertisements, agency liaison and so forth.

3. The cost of advertisements or other recruitment methods, that is, agency fees.

4. Recruitment overheads and administrative expenses.

5. Costs of overtime and outsourcing while the vacancies remain unfilled.

6. Cost of recruiting unsuitable candidates for the selection process.

Evaluation of Recruitment Process

The recruitment has the objective of searching for and obtaining applications for job

seekers in sufficient number and quality. Keeping this objective in the mind, the

evaluation might include:

1. Return rate of application sent out.

2. Number of suitable candidates for selection.

3. Retention and performance of the candidates selected.

4. Cost of the recruitment process

5. Time lapsed data

6. Comments on image projected.

Selection Process

A selection process involves a number of steps. The basic idea is to solicit maximum

possible information about the candidates to ascertain their suitability for employment.

Since the type of information required for various positions may vary, it is possible that


50

selection process may have different steps for various positions. For example, more

information is workers. A standard selection process has the following steps:

Figure: 4 - Flow Chart of Selection Process


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Preliminary Interview

Selection Tests

Employment Interview

Reference and Background Analysis

Selection Decision

Physical Examination

Job Offer

Employment Contract

Evaluation

Environment Factor Affecting Selection

Selection is influenced by several factors. More prominent among them are supply and

demand of specific skills in the labour market, unemployment rate, labour- market

conditions, legal and political considerations, company’s image, company’s policy,

human resources planning and cost of hiring. The last three constitute the internal

environment and the remaining form the external environment of selection process.

STEP -1

Preliminary Interview

The applicants received from job seekers would be subject to scrutiny so as to eliminate

unqualified applicants. This is usually followed by a preliminary interview the purpose of

which is more or less the same as scrutiny of application, that is, eliminate of unqualified

applicants. Scrutiny enables the HR specialists to eliminate unqualified jobseekers based

on the information supplied in their application forms. Preliminary interview, on the other

hand, helps reject misfits for reason, which did not appear in the application forms.

Besides, preliminary interview, often called ‘courtesy interview’, is a good public relation

exercise.

STEP - 2

Selection Test

Job seekers who pass the screening and the preliminary interview are called for tests.

Different types of tests may be administered, depending on the job and the company.

Generally, tests are used to determine the applicant’s ability, aptitude and personality.


52

The following are the type of tests taken

1). Ability tests

Assist in determining how well an individual can perform tasks related to the job. An

excellent illustration of this is the typing tests given to a prospective employer for

secretarial job. Also called as ‘ACHEIVEMENT TESTS’. It is concerned with what one

has accomplished. When applicant claims to know something, an achievement test is

taken to measure how well they know it. Trade tests are the most common type of

achievement test given. Questions have been prepared and tested for such trades as

asbestos worker, punch-press operators, electricians and machinists. There are, of course,

many unstandardized achievement tests given in industries, such as typing or dictation

tests for an applicant for a stenographic position.

2). Aptitude test

Aptitude tests measure whether an individual’s has the capacity or latent ability to learn a

given job if given adequate training. The use of aptitude test is advisable when an

applicant has had little or no experience along the line of the job opening. Aptitudes tests

help determine a person’s potential to learn in a given area. An example of such test is the

general management aptitude tests (GMAT), which many business students take prior to

gaining admission to a graduate business school program.

Aptitude test indicates the ability or fitness of an individual to engage successfully in any

number of specialized activities. They cover such areas clerical aptitude, numerical

aptitude, mechanical aptitude, motor coordination, finger dexterity and manual dexterity.

These tests help to detect positive negative points in a person’s sensory or intellectual

ability. They focus attention on a particular type of talent such as learning or reasoning in

respect of a particular field of work.


53

Forms of aptitude test

1. Mental or intelligence tests

They measure the overall intellectual ability of a person and enable to know whether the

person has the mental ability to deal with certain problems.

2. Mechanical aptitude tests

They measure the ability of a person to learn a particular type of mechanical work. These

tests helps to measure specialized technical knowledge and problem solving abilities if

the candidate. They are useful in selection of mechanics, maintenance workers, etc.

3. Psychomotor or skills tests

They are those, which measure a person’s ability to do a specific job. Such tests are

conducted in respect of semiskilled and repetitive jobs such as packing, testing and

inspection, etc.

3). Intelligence test

This test helps to evaluate traits of intelligence. Mental ability, presence of mind

(alertness), numerical ability, memory and such other aspects can be measured. The

intelligence is probably the most widely administered standardized test in industry. It is

taken to judge numerical, skills, reasoning, memory and such other abilities.

4). Interest Test


54

This is conducted to find out likes and dislikes of candidates towards occupations,

hobbies, etc. such tests indicate which occupations are more in line with a person’s

interest. Such tests also enable the company to provide vocational guidance to the

selected candidates and even to the existing employees. These tests are used to measure

an individual’s activity preferences. These tests are particularly useful for students

considering many careers or employees deciding upon career changes.

5). Personality Test

The importance of personality to job success is undeniable. Often an individual who

possesses the intelligence, aptitude and experience for certain has failed because of

inability to get along with and motivate other people

It is conducted to judge maturity, social or interpersonal skills, behavior under stress and

strain, etc. this test is very much essential on case of selection of sales force, public

relation staff, etc. where personality plays an important role.

Personality tests are similar to interest tests in that they, also, involve a serious problem

of obtaining an honest answer.

6). Projective Test

This test requires interpretation of problems or situations. For example, a photograph or a

picture can be shown to the candidates and they are asked to give their views, and

opinions about the picture.

7). General knowledge Test

Now days G.K. Tests are very common to find general awareness of the candidates in the

field of sports, politics, world affairs, current affairs.


55

8). Perception Test

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

sharpness.etc.

9). Graphology Test

It is designed to analyze the handwriting of individual. It has been said that an

individual’s handwriting can suggest the degree of energy, inhibition and spontaneity, as

well as disclose the idiosyncrasies and elements of balance and control. For example, big

letters and emphasis on capital letters indicate a tendency towards domination and

competitiveness. A slant to the right, moderate pressure and good legibility show

leadership potential.

10). Polygraph Test

Polygraph is a lie detector, which is designed to ensure accuracy of the information given

in the applications. Department store, banks, treasury offices and jewelers shops, that is,

those highly vulnerable to theft or swindling may find polygraph tests useful.

11). Medical Test

It reveals physical fitness of a candidate. With the development of technology, medical

tests have become diversified. Medical servicing helps measure and monitor a

candidate’s physical resilience upon exposure to hazardous chemicals.

12).Choosing Tests

The test must be chosen in the criteria of reliability, validity, objectivity and

standardization. They are: -


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Reliability

It refers to standardization of the procedure of administering and scoring the test results.

A person who takes tests one day and makes a certain score should be able to take the

same test the next day or the next week and make more or less the same score. An

individual’s intelligence, for example, is generally a stable characteristic. So if we

administer an intelligence test, a person who scores 110 in March would score close to

110 if tested in July. Tests, which produce wide variations in results, serve little purpose

in selection.

Validity

It is a test, which helps predict whether a person will be successful in a given job. A test

that has been validated can be helpful in differentiating between prospective employees

who will be able to perform the job well and those who will not. Naturally, no test will be

100% accurate in predicting job success. A validated test increases possibility of success.

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

1). Concurrent Validity: - this involves determining the factors that are characteristics of

successful employees and then using these factors as the yardsticks.

2). Predictive Validity: - it involves using a selection test during the selection process and

then identifying the successful candidates. The characteristics of both successful and less

successful candidates are then identified.


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3). Synthetic Validity: - it involves taking parts of several similar jobs rather than one

complete job to validate the selection test.

Objectivity: - When two or more people can interpret the result of the same test

and derive the same conclusion(s), the test is said to be objective. Otherwise, the

test evaluators’ subjective opinions may render the test useless.

Standardization: - A test that is standardized is administered under standard

condition to a large group of person who are representatives of the individuals for

whom it is intended. The purpose of standardization is to obtain norms or

standard, so that a specific test score can be meaningful when compared to other

score in the group.

STEP - 3

Interview

The next step in the selection process is an interview. Interview is formal, in-depth

conversation conducted to evaluate the applicant’s acceptability. It is considered to be

excellent selection device. It is face to- face exchange of view, ideas and opinion between

the candidates and interviewers. Basically, interview is nothing but an oral examination

of candidates. Interview can be adapted to unskilled, skilled, managerial and profession

employees.

Objectives of interview

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

1) Helps obtain additional information from the applicants


58

2) Facilitates giving general information to the applicants such as company policies, job,

products manufactured and the like

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

Types of interview

Interviews can be of different types. There interviews employed by the companies.

Following are the various types of interview: -

1) Informal Interview

An informal interview is an oral interview and may take place anywhere. The employee

or the manager or the personnel manager may ask a few almost inconsequential questions

like name, place of birth, names of relatives etc. either in their respective offices or

anywhere outside the plant of company. It’s not planned and nobody prepares for it. This

is used widely when the labour market is tight and when you need workers badly.

2) Formal Interview

Formal interviews may be held in the employment office by the employment office in a

more formal atmosphere, with the help of well structured questions, the time and place of

the interview will be stipulated by the employment office.

3) Non-directive Interview

Non-directive interview or unstructured interview is designed to let the interviewee speak

his mind freely. The interviewer has no formal or directive questions, but his all attention

is to the candidate. Encourages the candidate to talk by a little prodding whenever he is

silent e.g. “Mr. Ray, please tell us about yourself after your graduated from high school”.


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The idea is o give the candidate complete freedom to “sell” him, without the

encumbrances of the interviewer’s question. But the interviewer must be of higher caliber

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

interview.

4) Depth Interview

It is designed to intensely examine the candidate’s background and thinking and to go

into considerable detail on particular subjects of an important nature and of special

interest to the candidates. For example, if the candidate says that he is interested in tennis,

a series of questions may be asked to test the depth of understanding and interest of the

candidate. These probing questions must be asked with tact and through exhaustive

analysis; it is possible to get a good picture of the candidate.

5) Stress Interview

It is designed to test the candidate and his conduct and behavior by him under conditions

of stress and strain. The interviewer may start with “Mr. Joseph, we do not think your

qualifications and experience are adequate for this position,’ and watch the reaction of the

candidates. A good candidates will not yield, on the contrary he may substantiate why he

is qualified to handle the job.

This type of interview is borrowed from the Military organization and this is very useful

to test behaviour of individuals when they are faced with disagreeable and trying

situations.

6) Group Interview

It is designed to save busy executive’s time and to see how the candidates may be

brought together in the employment office and they may be interviewed.


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7) Panel Interview

A panel or interviewing board or selection committee may interview the candidate,

usually in the case of supervisory and managerial positions. This type of interview pools

the collective judgment and wisdom of the panel in the assessment of the candidate and

also in questioning the faculties of the candidate.

8) Sequential Interview

The sequential interview takes the one-to-one a step further and involves a series of

interview, usually utilizing the strength and knowledgebase of each interviewer, so that

each interviewer can ask questions in relation to his or her subject area of each candidate,

as the candidate moves from room to room.

9) Structures Interview

In a structured interview, the interviewer uses preset standardized questions, which are

put to all the interviewees. This interview is also called as ‘Guided’ or ‘Patterned’

interview. It is useful for valid results, especially when dealing with the large number of

applicants.

10) Unstructured Interview

It is also known as ‘Unpatterned’ interview, the interview is largely unplanned and the

interviewee does most of the talking. Unguided interview is advantageous in as much as

it leads to a friendly conversation between the interviewer and the interviewee and in the

process, the later reveals more of his or her desire and problems. But the Unpatterned

interview lacks uniformity and worse, this approach may overlook key areas of the


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applicant’s skills or background. It is useful when the interviewer tries to probe personal

details of the candidate it analyse why they are not right for the job.

11) Mixed Interview

In practice, the interviewer while interviewing the job seekers uses a blend of structured

and structured and unstructured questions. This approach is called the Mixed Interview.

The structured questions provide a base of interview more conventional and permit

greater insights into the unique differences between applicants.

12) Impromptu Interviews

This interview commonly occurs when employers are approached directly and tends to be

very informal and unstructured. Applicants should be prepared at all times for on-the-spot

interviews, especially in situations such as a job fair or a cold call. It is an ideal time for

employers to ask the candidate some basic questions to determine whether he/she may be

interested in formally interviewing the candidate.

13) Dinner Interviews

These interviews may be structured, informal, or socially situated, such as in a restaurant.

Decide what to eat quickly, some interviewers will ask you to order first (do not appear

indecisive).

Avoid potentially messy foods, such as spaghetti. Be prepared for the conversation to

abruptly change from friendly chat to direct interview questions, however, do not

underestimate the value of casual discussion, some employers place a great value on it.

Be prepared to switch gears rapidly, from fun talk to business talk.

14) Telephone Interviews


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Have a copy of your resume and any points you want to remember to say nearby. If you

are on your home telephone, make sure that all roommates or family members are aware

of the interview (no loud stereos, barking dogs etc.). Speak a bit slower than usual. It is

crucial that you convey your enthusiasm verbally, since the interviewer cannot see your

face. If there are pauses, do not worry; the interviewer is likely just taking some notes.

15) Second Interviews

Job seekers are invited back after they have passed the first initial interview. Middle or

senior management generally conducts the second interview, together or separately.

Applicants can expect more in-depth questions, and the employer will be expecting a

greater level of preparation on the part of the candidates. Applicants should continue to

research the employer following the first interview, and be prepared to use any

information gained through the previous interview to their advantage.

STEP - 4

Reference Check

Many employers request names, addresses, and telephone numbers of references for the

purpose of verifying information and perhaps, gaining additional background information

on an applicant. Although listed on the application form, references are not usually

checked until an applicant has successfully reached the fourth stage of a sequential

selection process. When the labour market is very tight, organizations sometimes hire

applicants before checking references.

Previous employers, known as public figures, university professors, neighbours or friends

can act as references. Previous employers are preferable because they are already aware

of the applicant’s performance. But, the problem with this reference is the tendency on


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the part of the previous employers to over-rate the applicant’s performance just to get rid

of the person.

Organizations normally seek letters of reference or telephone references. The latter is

advantageous because of its accuracy and low cost. The telephone reference also has the

advantage of soliciting immediate, relatively candid comments and attitude can

sometimes be inferred from hesitations and inflections in speech.

It may be stated that the information gathered through references hardly influence

selection decisions. The reasons are obvious:

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

her.

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

People may not like to divulge the truth about a candidate, lest it might damage or

ruin his/her career.

STEP - 5

Selection Decision

After obtaining information through the preceding steps, selection decision- the most

critical of all the steps- must be made. The other stages in the selection process have been

used to narrow the number of the candidates. The final decision has to be made the pool

of individuals who pas the tests, interviews and reference checks. The view of the line

manager will be generally considered in the final selection because it is he/she who is

responsible for the performance of the new employee. The HR manager plays a crucial

role in the final selection.

STEP - 6

Physical Examination


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After the selection decision and before the job offer is made, the candidate is required to

undergo a physical fitness test. A job offer is, often, contingent upon the candidate being

declared fit after the physical examination. The results of the medical fitness test are

recorded in a statement and are preserved in the personnel records. There are several

objectives behind a physical test.

Obviously, one reason for a physical test is to detect if the individual carries any

infectious disease. Secondly, the test assists in determining whether an applicant is

physically fit to perform the work. Thirdly, the physical examination information can be

used to determine if there are certain physical capabilities, which differentiate successful

and less successful employees. Fourth, medical check-up protects applicants with health

defects from undertaking work that could be detrimental to them or might otherwise

endanger the employer’s property. Finally, such an examination will protect the employer

from workers compensation claims that are not valid because the injuries or illness were

present when the employee was hired.

STEP - 7

Job Offer

The next step in the selection process is job offer to those applicants who have crossed all

the previous hurdles. Job offer is made through a letter of appointed. Such a letter

generally contains a date by which the appointee must report on duty. The appointee must

be given reasonable time for reporting. Thos is particularly necessary when he or she is

already in employment, in which case the appointee is required to obtain a relieving

certificate from the previous employer. Again, a new job may require movement to

another city, which means considerable preparation, and movement of property.

The company may also want the individual to delay the date of reporting on duty. If the

new employee’s first job upon joining the company is to go on company until perhaps a


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week before such training begins. Naturally, this practice cannot be abused, especially if

the individual is unemployed and does not have sufficient finances.

Decency demands that the rejected applicants be informed about their non-selection.

Their applicants may be preserved for future use, if any. It needs no emphasis that the

applications of selected candidates must also be preserved for the future references.

STEP - 8

Contract of Employment

After the job offer has been mad and candidates accept the offer, certain documents need

to be executed by the employer and the candidate. One such document is the attestation

form. This form contains vital details about the candidate, which are authenticated and

attested by him/her. Attestation form will be a valid record for the future reference.

There is also a need for preparing a contract of employment. The basic information that

should be included in a written contract of employment will vary according to the level of

the job, but the following checklist sets out the typical headings:

1. Job title

2. Duties, including a parse such as “The employee will perform such duties and will be

responsible to such a person, as the company may from time to time direct”.

3. Date when continuous employment starts and the basis for calculating service.

4. Rate of pay, allowance, overtime and shift rates, method of payments.

5. Hours of work including lunch break and overtime and shift arrangements.

6. Holiday arrangements:

Paid holidays per year.

Calculation of holiday pay.

Qualifying period.

Accrual of holidays and holiday pay.


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Details of holiday year.

Dates when holidays can be taken.

Maximum holiday that can be take at any one time.

Carryover of holiday entitlement.

Public holidays.

7. Length of notice due to and from employee.

8. Grievances procedure (or reference to it).

9. Disciplinary procedure (or any reference to it).

10. Work rules (or any reference to them).

11. Arrangements for terminating employment.

12. Arrangements for union membership (if applicable).

13. Special terms relating to rights to patent s and designs, confidential information and

restraints on trade after termination of employment.

14. Employer’s right to vary terms of the contract subject to proper notification being

given.

Alternatively called employment agreements or simply bonds, contracts of employment

serve many useful purposes. Such contracts seek to restrain job-hoppers, to protect

knowledge and information that might be vital to a company’s healthy bottom line and to

prevent competitors from poaching highly valued employees.

Great care is taken to draft the contract forms. Often, services of law firms (prominent

firms in this category include Mulla, Craigie, Blunt and Caroe, Crawford Bailey,

Amarchand Mangaldas

Hiralal, etc.) are engag4d to get the forms drafted and finalized.

Most employers insist on agreements being signed by newly hired employees. But high

turnover sectors such as software, advertising and media are more prone to use contracts.

The drawback with the contracts is that it is almost to enforce them. A determined

employee is bound to leave the organization, contract or no contract. The employee is

prepared to pay the penalty for breaching the agreement or the new employer will provide


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compensations. It is the reason that several companies have scrapped the contracts

altogether.

STEP - 9

Concluding The Selection Process

Contrary to popular perception, the selection process will not end with executing the

employment contract. There is another step – amore sensitive one reassuring those

candidates who have not selected, not because of any serious deficiencies in their

personality, but because their profile did not match the requirement of the organization.

They must be told that those who were selected were done purely on relative merit.

STEP - 10

Evaluation of Selection Program

The broad test of the effectiveness of the selection process is the quality of the personnel

hired. An organization must have competent and committed personnel. The selection

process, if properly done, will ensure availability of such employees. How to evaluate the

effectiveness of a selection program? A periodic audit is the answer. People who work

independent of HR department must conduct audit. The table below contains an outline

that highlights the areas and questions to be covered in a systematic evaluation.

Four Approaches to Selection

1).Ethnocentric Selection

In this approach, staffing decisions are made at the organization’s headquarters.

Subsidiaries have limited autonomy, and the employees from the headquarters at home

and abroad fill key jobs. Nationals from the parent country dominate the organizations at

home and abroad.


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2).Polycentric Selection

In polycentric selection, each subsidiary is treated as a distinct national entity with local

control key financial targets and investment decisions. Local citizens manage

subsidiaries, but the key jobs remain with staff from the parent country. This is the

approach, which is largely practiced in our country

3).Regiocentric Selection

Here, control within the group and the movements of staff are managed on a regional

basis, reflecting the particular disposition of business and operations within the group.

Regional managers have greater discretion in decision. Movement of staff is largely

restricted to specific geographical regions and promotions to the jobs continue to be

dominated by managers from the parents company.

4).Geocentric Staffing

In this case, business strategy is integrated thoroughly on global basis. Staff development

and promotion are based on ability, not nationality. The broad and other parts of the top

management structure are thoroughly international in composition. Needless to say, such

organizations are uncommon.

Problems In Effective Selection

The main objective of selection is to hire people having competence and commitment.

This objective s often defeated because of certain barriers. The impediments, which

check effectiveness of selection, are perception, fairness, validity, reliability and pressure.

Perception


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Our inability to understand others accurately is probably the most fundamental barrier to

selecting the right candidate. Selection demands an individual or a group of people to

assess and compare the respective competencies of others, with the aim of choosing the

right persons for the jobs. But our views are highly personalized. We all perceive the

world differently. Our limited perceptual ability is obviously a stumbling block to the

objective and rational selection of the people.

Fairness

Fairness in selection requires that no individual should be discriminated against on the

basis of religion, region, race or gender. But the low numbers of women and other less

privileged sections of the society in middle and senior management positions and open

discrimination on the basis of age in job advertisements and in the selection process

would suggest that all the efforts to minimize inequity have not been effective.

Validity

Validity, as explained earlier, is a test that helps predict job performance of an

incumbent. A test that has been validated can differentiate between the employees who

perform well and those who will not. However, a validated test does not predict job

success accurately. It can only increase possibility of success.

Reliability

A reliable method is one, which will produce consistent results when repeated in similar

situations. Like validated test, a reliable test may fail to predict job performance with

precision.

Pressure


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Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends and

peers to select particular candidates. Candidates selected because of compulsions are

obviously not the right ones. Appointments to public sectors undertakings generally take

place under such pressures.

Goals of Selection

o To systematically collect information about to meet the requirements of

the advertised position.

o To select a candidate that will be successful in performing the tasks and

meeting the responsibilities of the position.

o To engage in hiring activities that will result in eliminating the under

utilization of women and minorities in particular departments.

o To emphasize active recruitment of traditionally underrepresented groups,

i.e. individuals with disabilities, minority group members, women, and

veterans.


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DETAILED DISCUSSIONS

Recruitment and Selection Process - GEO TV

1.0 Scope

1.1 Purpose of the Procedure

2.0 Recruitment and Selection Framework

2.1 Overview of the process

3.0 Recruitment and Selection Provisions

3.1 Review the job and the need for it

3.2 Design Selection Process

3.2.1 Panel Composition

3.2.2 Selection Tests

3.2.3 Interview Questions

3.3 Advertising

3.3.1 Advertising of vacancies

3.4. Applications

3.5. Short-listing

3.6 Interviewing

3.6.1. Arrangements for interviews

3.7. Selection

3.7.1 Decision to Appoint

3.8 Offers

3.8.1 Offer of employment

3.9 Other Requirements

3.9.1 Post interview feedback & notification to applicants

(GEO TV, 2008)


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From Askari bank website, (2008)


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1.0 Scope

1.1 Purpose of the Procedure:

Recruiting and selecting the right people is paramount to the success of the GEO TV and

its ability to retain a workforce of the highest quality. This Recruitment and Selection

Procedure 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.

1.1 Job Analysis

1.2 Form

1.3 Request to Fill

1.4 Job description

1.5 Person Specification

2.0 Recruitment and Selection Framework

2.1 Overview of Process

• Assess the need for the job and ensure there is adequate funding for it.

• Review the job description to ensure that it meets the present and future requirements.

• Review the person specification to ensure it meets the requirements of the job

description.

• Design the selection process.

• Draft the advertisement and select the advertising media.

• Short list using the person specification only.

• Interview and test short-listed candidates.

• Validate references, qualifications and security clearances.

• Make appointment.

Managers hold the responsibility for ensuring this framework is followed. HR is available

for advice and will assist in general administration of the recruitment process.


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3.0 Recruitment and Selection Provisions

3.1 Review the Job and the Need for It

Managers need to consider the following issues:

• Is the job still necessary?

What value does it add to the team and to the delivery of service?

• How will the post be funded?

Positions outside of existing establishment require the Director’s and Chief Executive’s

approval.

• Does the job description need updating?

If so, the grade for the job and the person specification may need to be re-evaluated. The

HR Team is available to provide advice on constructing both job descriptions and person

specifications and advising on grading issues.

• Is this job a politically restricted post or will the incumbent have unsupervised access to

children or vulnerable adults?

• What type of employment could be offered?

Full-time, part-time?

Is job-sharing an option?

Permanent or fixed term contract, secondment or agency?

Use of fixed term contracts is most appropriate for covering a particular task/project/item

of work or an interim appointment. They should not normally be used to fill permanent

posts.Agency staff may be used to cover short term peaks in work or projects or interim

vacancies, i.e. whilst a permanent position is being advertised. Should total employment

under any of these arrangements extend beyond 12 months, the individual may have an

entitlement to permanent employment rights, including redundancy. Employment through

an agency may count towards this 12 month period. Use of secondments must be in

accordance with the GEO TV Secondment policy. If it is proposed to proceed to recruit

to the post, it is the responsibility of the Manager to ensure that the Authority to Recruit

form is completed and sent to HR as soon as possible.


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3.2 Design Selection Process

Managers need to design the selection process they will use, giving consideration to the

following points:

3.2.1 Panel Composition:

All interviews for permanent posts must be conducted by a panel. The Manager is

responsible for selecting interview panel members – being mindful of:

• The requirement that the panel consists of at least two people, and if possible, is mixed

in terms of race and gender

• The requirement that at least one panel member has received training on recruitment

and equal opportunities, normally limited to that provided by the GEO TV. If not GEO

TV trained, the matter should be referred to Human Resources.

• The requirement that each panel member be familiar with anti-discrimination legislation

• The willingness and ability of potential panel members to attend all interviews for the

duration

of the recruitment process, to maintain consistency and to ensure fair treatment of all

candidates.

Panel members must be satisfied that their relationship with any candidate:

• Will not improperly influence their decision

• Will not give rise to suspicion about their motives

3.2.2 Selection Tests:

Where selection tests are a valid method of assessing a candidate (i.e. effectively

measures the job criteria, is relevant, reliable, fair and unbiased – also considering the

predictive capacities of tests), they are an extremely useful tool and are recommended for

use. Managers should seek advice from HR on the use of such tests .All psychometric

tests used in selection must be developed, administered and interpreted by accredited

people.


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3.2.3 Interview Questions

Human Resources hold the GEO TV Interview Guides that contain competency based

interview questions. Managers need to ensure they contact Human Resources prior to

interview to obtain copies of these guides.

3.3. Advertising

Reaching any target market can be extremely difficult. Through niche websites like RD,

you can guarantee that the people using the service have an interest in your field. As

more and more people turn to online means for their information and service needs, an

active web presence is vital for any organization, large or small. Utilizing all the benefits

of online advertising and adding the clout already held by Australia's leading industry

news provider, Specialist News, ads placed with RD are a great way to generate interest

in new products and services, or to improve awareness of your brand.

3.3.1 Advertising the vacancy:

All vacancies at all levels must be advertised - there will be no “word of mouth”

recruitment as this can lead to indirect discrimination.

No vacancy can be advertised until the request to fill procedure has been completed, and

up-to-date job description, person specification and KSF outline have been sent

electronically to the Recruitment Office. These will ensure that: We do not break our own

operational policies;

Candidates receive the best possible information;

We are properly prepared to respond to candidates’ enquiries;

We are properly prepared to carry out the best interviews; possible and thus

Make the correct decisions;

NHS jobs are the medium for externally advertised vacancies in the first instance.

Internal vacancies will be advertised in the Vacancy Bulletin produced by the

Recruitment Office. External vacancies will be advertised in the Vacancy Bulletin and

NHS Jobs.

The recruiting manager should indicate the preferred advertising medium on the Request

to Fill Form in the event that no appointment has been made from advertising in the


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Vacancy bulletin and NHS jobs.. If the recruiting manager wishes to advertise in more

than 1 journal, he/she will agree to fund 50% of the costs from the Directorate budget.

The HR department routinely monitors the cost and response rate of advertisements and,

as a result, will give advice on the choice of publications to ensure more cost-effective

advertising. For some posts it is not necessary to pay for expensive advertising space,

when Job Centreplus or internal bulletin can provide suitable candidates at no cost. Care

will be taken to ensure that both the wording and placement of advertisements encourage

a wide cross-section of the population to apply. All vacancies will be listed in the weekly

Vacancy Bulletin produced by the Recruitment Team and circulated throughout the Trust

and to specific organizations. The aim of the advertisement is to attract suitable

candidates only, at the least cost. The information it should contain is taken largely from

the job description and the person specification, as set out below:

Job title

Grade and/or salary as appropriate

Brief description of the post

Essential requirements, such as shift work or travel

Any positive features such as training prospects

A contact person/telephone number for further information about the job

Encourage informal visits, where applicable

Recruiting a Candidate Pool:

A. Looking Inside:

Consider possible internal candidates with an interest in the post.

Determine if the position level requires an external search.

B. External Search:

Advertising -

Brief position description

Minimum qualifications

include information needed from candidate

I.A resume

ii.A letter from the candidate


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iii.A concise work sample or essay (if applicable)

iv.Names & phone #s of 3 references

State length of response time

Ad placement (local, national, journals, etc.)

Emails or faxes accepted?

Focused Contacts - person-to-person networking.

The object is to reach good candidates who are happily and productively employed

elsewhere, but who may be open for a change. The recommended position

announcement for all positions must include a non-discrimination statement and be

approved by divisional vice president and executive director of human resources. A line

ad may be placed with:

A) Chronicle of Higher Education

B) Area newspapers

C) Selected professional journals

and will be posted internally in accordance with established College policy to include our

web links.. Efforts should be made to target advertising to women and minorities.

(Maximum Cost $700) Letters of application and vitae will be received by the search

committee through the Department of Human Resources. A log of all applicants must be

maintained and placed on file at the end of the search in the Human Resources office. An

EEO Data Form will be mailed to each applicant to acknowledge receipt of their

application as well as to collect specific data for diversity analysis. When completed, this

form remains separate from the candidate’s application and is not available to the hiring

manager or others involved in the search.

Running a Recruitment Campaign:

Once you have established realistic volunteer recruitment goals, completed the position

descriptions for your volunteer jobs, and thought through the reasons why people are

motivated to volunteer, you are ready to launch a formal volunteer recruitment campaign.

Here are the

goals you need to concentrate on:


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• Target the types of individuals best suited for your job descriptions. As much as

possible focus on those who reside in close proximity to the projected volunteer work

site.

• Convince people to volunteer to work with you instead of with another organization.

Convincing and eye-catching informational materials are a must in recruitment.

Some tools to consider using include:

Press Releases:-for the print media (a short and a long version)

Public Service Announcements, TV, and Radio Announcements: - Public

Service Announcements (PSAs) and advertisements, for a few seconds or a few

lines (see appendices in Tools Section).

Posters, billboards, and buttons: Your informational materials must be so clear that

readers will understand your program’s volunteer needs, the job requirements, and job

benefits. They must be attractive without appearing extravagant, since you are asking

people to work for free. They must all be designed to make people act.

Recruiting from the Public at Large: To recruit volunteers from the public at large, here

are the experiences of ombudsmen and other recruiters in the field.

Using Print Media: Major local daily newspapers, weekly/monthly publications, and

newsletters.

Running Ads. Before purchasing ads, ask for donated space. One ombudsman

coordinator recruited some of the program's best people through this sample ad: "Our

ombudsman program wants highly professional people comfortable in resolving

problems." The ad attracted a high number of health care professionals not involved

previously in long-term care.

Using Media Public Service Opportunities: Prepare Public Service Announcements

(PSAs) Ask the radio or TV stations to give you assistance in preparing your PSA. Here

is what one ombudsman said: Don't let timing stop you from recruiting. We sent out

PSAs and recruited during the middle of the Christmas holidays. The response was

tremendous – volunteer forces were increased by 50 percent. As the saying goes: nothing

ventured ... nothing gained.

Requesting Businesses to Advertise on Bags or Wrappers: Request businesses in your

Community to include an ad for your program when they print their bags or wrappers.


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3.4. Applications:

A file will be set up for each individual vacancy and held in the Recruitment

Office containing the following:

Application Form

Job Description, person specification, KSF outline

Terms & Conditions of Employment

Information about the Department in which the vacancy exists should be provided by

the

Manager (if available).

Any other relevant information, when an enquiry is received from an applicant without

internet access, an application pack will be sent within 24 hours.

3.5. Short listing:

Equal Opportunity Monitoring Forms will be separated from the Application Forms prior

to short listing and retained by the Recruitment Office The shortlist must be drawn up by

minimum of two people, one of whom should be the recruiting manager. All panel

members participating in short listing must be familiar with the job description, person

specification and KSK outline.

Short listing must be based only on the information given in the application, which is

assessed against the criteria contained in the person specification and must be

consistently applied to all candidates. A record of the assessment must be recorded on the

Shortlist Record Form or on NHS Jobs. This is especially important in the event of any

subsequent allegation of discrimination.

If there are large numbers of candidates meeting all the criteria for the job, it will be

necessary to examine the degree to which each candidate meets the essential criteria, and

by short listing those candidates who, in their application, demonstrate the greatest ability

to meet the criteria which can be tested at short listing stage. Any potentially suitable

candidates who have disabilities with skills and abilities which broadly match the job

description and person specification should also be short listed, whether internal or

external candidates.


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In order to avoid allegations of favoritism, anyone involved in the selection process,

which is connected by close friendship or is related to a candidate, must inform the

appropriate HR Business Partner. Where there is a declared interest, following guidance

from the HR Business Partner, a representative from HR may be included in the selection

panel.

In situations where there are internal candidates only, it is recommended that a third party

not involved in the immediate area should be involved in the selection process and

interview process. This will help to ensure, and be seen to ensure, that fairness is

maintained and that a person is selected on merit. A late application will be a genuine

reason for not short listing a candidate and only in very exceptional circumstances and in

consultation with the HR Business Partner will a late application be considered. It is

recommended that the maximum number of candidates per shortlist is six/eight.

3.6. Interview

“Any person to person between two or more individuals with a specific purpose in mind

is called

Interview”

There are basically two types of Interviews.

Structured Interviews

Unstructured Interviews

Structured Interviews:

In which interviewer asks those questions which are pre- defined.

“One type that has been widely studied and is considered relatively structured is

situational questions (M. Campion et al., 1988, 1994; Delery et al., 1994; Freeman et al.,

1942; Hakel, 1971; Latham & Saari, 1984; Latham et al., 1980; Latham & Skarlicki,

1995; Robertson et al., 1990; Schmitt & Ostroff, 986; Stohr-Gillmore et al., 1990;

Walters et al., 1993; Weekley & Gier, 1987).

Unstructured Interviews:

In which interviewer asks those questions which are not pre- defined which ask

randomly.


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The development of questions from incidents is part of the art or, at least, the unwritten

aspects of structured interviewing. Some authors acknowledge that "literary license" is

needed (Latham & Saari, 1984, p. 569). Incidents are often grouped into dimensions first

(Motowidlo et al., 1992; Robertson et al., 1990), then the incidents that best represent the

dimensions are turned into questions (Latham et al., 1980).

“If necessary, questions can be repeated, or candidates can be given a card containing the

question “(Green et al., 1993)

3.6.1. Arrangements for interviews

Interviewing and selecting:

You may as well toss a coin’ Professor Eysenck's opinion on the validity of the interview

as a selection device is well known. Nevertheless the interview seems likely to remain as

the principle selection device despite its faults. To sharpen the effectiveness of the

interview the panel should ask the candidate to give a presentation. This offers the chance

for the candidate to show what they have achieved, show how they hope to fit in and

illustrate their communication skills. The interviewer needs to posses three different skills

Information gathering, to elicit the facts

Interpreting and evaluating information, to consider what the facts mean.

Decision making, to act on the facts and the analysis.

Gathering the information, eliciting the facts.

The right physical environment is important. Interviews require a quiet undisturbed room.

If the interview is informal a circle of chairs of equal height and similar spacing may well

be appropriate. If the interview is formal and held round a table. Spacing and lighting are

also important. The candidate should not be asked to walk miles to their seat, nor blink

into the silhouettes of the interview panel against a window. The chairman should make

the candidate welcome introduce the panel by name, and say whom they represent.

The format of the interview should be outlined to the candidate. The interviewer needs to

listeand to develop an interested and attentive interviewing style, with plenty of eye

contact. Verbal reinforcement should be forthcoming from the interviewer. Silence can

be used in a positive way to allow the candidate to develop their answers fully. Questions

should be linked to what the candidate has said to elicit a flow of information.


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They should include:

A. Problem questions:

These suggest a situation specific to the job where the candidate must show their capacity

to, for

example, priorities tasks under pressure. What was your most challenging situation in the

last

year and how did you deal with it?

B. Open questions:

‘Tell me about….’

C. Probing questions:

‘Why do you want to leave your present job’ or ‘What was your worst moment there?’

D. Closed questions:

These interrupt the information low in order for the interviewer to redirect it to a new

topic.

‘When did you…? or how many…?’

At the end consider if you have gathered the information necessary for a decision. Ask

the candidate back in if a question needs clarification. Allow the candidate, to question

the panel, or offer the information on areas such as salary, study facilities, start date,

accommodation or questions regarding the job description. Interpreting and evaluating

the information Interviewer, know thy self.

Making the decision

The panel should:

• Consider whether each candidate is appointable.

Do they fulfill the essential criteria?

Do they match the person specification?

• Each panel member should rank the candidates without conferring with other panel

members.

• Choose the best candidate.

Never choose person of lesser ability out of fear of being overshadowed. This produces a

dull

Un progressive unit. On the other hand Einstein might not fit well with the team.


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• Use references to back up your choice, to screen for factors which disqualify rather than

qualify.

References have greater value as a negative test rather than a positive one to highlight an

abrasive personality or poor sickness record.

Screening Interviews:

These are usually shorter interviews used for the purpose of conducting a brief evaluation

of a

Candid ate. Successful candidates are asked back for a more in-depth interview.

One-on-one interviews:

These interviews involve a candidate being questioned by one interviewer – also common

in

early stages of selection.

Telephone Interviews:

Occasionally interviews are conducted over the telephone. This can be a disorienting

experience mainly because neither party can see each other. Hence you need to rely on

verbal cues from the interviewer as well as demonstrating a lot of enthusiasm, clarity and

positive tone with your voice. Avoid being caught unawares and unprepared for a

telephone interview – you are entitled to have at least a day’s notice to prepare. Find a

quiet comfortable place where you can ensure there won’t be any interruptions.

Panel interviews and on-site/second interviews:

After a first interview you may be asked to a second interview which is often on-site with

the employer. Panels consist usually of 2-3 people, often from different parts of an

organization eg. a graduate recruitment specialist, a technical expert and a person

representing the area you could work in. Ensure you address all panel members equally.

These interviews are sometimes incorporated as part of an assessment centre.


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Case Study Interviews:

Some organizations, especially consulting firms, use case study questions to evaluate

Candidate’s analytical skills. These scenarios can often be quite challenging. The Careers

Centre has a range of tips and resources to help prepare for these interviews.

At the Interview: Questions to Expect

Most questions asked at interview can be predicted and usually focus on three issues:

Can you do the job? Do you have the qualifications and/or skills?

Will you do the job? Do you have the enthusiasm/motivation?

Will you fit in? Could they work with you? Do you get on well with people?

Here are some interview common questions:

What interests you about this position?

Why do you think you would be successful in this position?

Competency-Based Interviews:

Competency or behavior-based interviews operate from the premise that the most

accurate predictor of future performance is past behavior in a similar situation. This type

of interview is now commonly used in selection processes. Questions are probing in

nature and the competencies employers look for include:

Team work/interpersonal skills

Give me some examples about when you have had to handle difficult people.

Achievement drive

What would be the best example of you giving a project or piece of work your absolute

best effort and being disappointed by the outcome? What would you do differently a

second time?

Flexibility

Tell us about a time when you have had to adapt quickly to substantially changed

circumstances

at university or at work.

Persuasiveness and negotiation ability

Describe a time when you have been required to negotiate in difficult circumstances.

Why was it

important for you to become involved? What strategies did you use?


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Analytical thinking

Describe a project that you have worked on that has required a high level of analysis and

contribution of new ideas.

Customer/Client service

Tell us about a time when you have delivered a high level of customer service. How did

you know?

Be specific in your responses to such questions by using examples from your own

experience to

describe:

3.7. Selection

3.7.1 Decision to Appoint:

After interview process the require candidate is selected for a job. Panel members decide

to hire that individual who is fulfilling the requirements.

3.8. Offers

3.8.1 Offer of Employment:

Organization offers the job to the Individual.

3.9 Other Requirements:

3.9.1 Post interview feedback & notification to applicants:

HR is responsible for providing all candidates with written notification of the outcome of

their application. If feedback is requested from an unsuccessful short-listed candidate, the

manager should provide a valid reason to the candidate for rejection together with

constructive feedback. Written feedback will not normally be provided.

3.9.2 Monitoring Recruitment and Selection (Reporting):

HR will monitor the recruitment processes to ensure they are not discriminatory and will

provide statistical data to the Senior Executive Group on a regular basis.


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Value Statements

We are a team.

We respect each other.

We encourage self-development.

We hold high expectations.

We embrace change.

We value our Viewers

We provide exceptional service that leaves an impression.

We support our community.

Consistent entertainment service and production quality.

All companies must have a pictogram, or single visual statement that represents the

entire idea behind that symbol. GEO’s Logotype enjoys the same reputation with our

audience, stakeholders and employees.

Representing the true strength of the channel, which is unbiased, accurate and timely 24-

hour news in ‘Urdu language’.

The Geo logo represents many aspects of its business in true colors. The Orange

represents “DAY’ and Blue represents ‘NIGHT’. The Urdu alphabet ‘Jeem’ cutting

through from the TV Screen in a sharp angle connote the ‘GLOBE’ and the overall

formation of the composite represents ‘EYE ON WORLD AFFAIRS 24 HOURS A

DAY’.


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An animated spot, ‘Peela-Neela’ was specifically aimed at unveiling the ‘Design

Rationale’ of the logo to the audience. The logo has been warmly received by the

Pakistani audience and in a short span of time has come to represent Quality Broadcast

with great production and content values.

SWOT ANALYSIS

Strengths:

New ideas and concept with fast execution has become a trademark of GEO --

'Fastest Firsts'.

First to bring the 'Breaking News' concept in Pakistan.

Unbiased, accurate and timely 24-hour news in ‘Urdu language’.

Most competitive work team.

Goodwill as the largest media group in the country.

Here is a look at just some of them.

For Example:

First to give election results -- 7 hours before the nearest competitor. (Election

2002 special transmission and coverage).

First to use videophones in Iraq and Afghanistan and remote regions of Pakistan

for live coverage.

First to start political satire in Pakistan depicting current and past heads of state

(Hum Sub Umeed Say Hain).

The first to produce joint India-Pak ventures like "Gaye Gi Duniya Geet Meray",

"Faslay" and "Lakhon Mein Teen".


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First to have live link-up with USA & UK.

First to introduce bilingual News Tickers.

First channel with international graphics applications.

First to have representatives of two religious sects on one platform openly

presenting opposing viewpoints. (Aalim Online)

First to run 2 soaps back to back 4 days a week, creating history in the

entertainment arena of Pakistan (1-2-3 campaign).

First to distribute Rs 6,500,000 worth of gifts in 23 cities in 48 hours. (GEO

Eidi).

First to telecast a live police encounter. (Al-Qaeda Defence shootout).

Created the country's biggest blockbuster production utilizing the largest sets,

cast and budget (Umrao Jan Ada).

First channel to take a game show to people's homes all across Pakistan – (GEO

aur Jeeto)

First to telecast live telethon in Pakistan. The telecast raised Rs 6,000,000 in a

twelve-hour period through call-ins on a premium rate number. -- Zindagi

campaign with Shahzad Roy

-First action based reality show – Police

First to conduct the largest and most aggressive recruitment and training

campaign in the history of Pakistan.

First to initiate interactive live Polls. -- GEO Poll

First to launch interactive infotainment programs.

First television marriage -- (Shaadi Online) First to produce a matrimonial reality

show that rocked the nation -- Shaadi Online

First to telecast animated political cartoons.

First channel to have its logo and brand name copied and used by everything

from water to tractors.

First to introduce segmented News sections like GEO Travel, GEO Dunya, GEO

Taleem, GEO Entertainment.


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Weaknesses:

It is a newly established company so it is still under the learning process.

Because Pakistan has no institute that provides formal education on this field

they are required to have all employees trained from foreign institutions.

Lack of innovation in the entertainment scene.

Opportunities:

Growing awareness about GEO of the people. They are attracted towards

entertainment.

Increase in viewer-ship

Improvement of Pakistan’s terms with India. It increases cultural activities.

Threats:

Fear of competition:

Especially in entertainment because of new channels.

Employee turnover :

Geo’s employee turnover is under 5%

New channels attract GEO qualified and trained employees by offering them 3

times the salary they earn at GEO. They also offer different fields of jobs. These

demands are difficult to meet for GEO.


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GEO TV.CORPORATE PROFILE

Nature of Business

It is an International Electronic Media service providing News and Entertainment.

Target Market

Geo plans to target the Masses. Geo is based in Dubai and is broadcasted for South Asian

viewers of M.E, Europe, Canada, North America and UK. Besides, of burros in Pakistan

a robust network feeds regularly live content from New York, Los angles and London.

Type of Ownership

It is a Private limited Company and has 100% internal shares (family shares only). This is

part of the Jang Group of Companies, the biggest and strongest group in media of the

Private Sector.

Financial Resources

It is basically a family business they have no external shares.

Revenues

Its revenues are generated only through sale of commercial airtime. (Advertising on the

channel).So far Geo has not reached even its break-even point and have not earned any

profits yet.

Types of products

News

Entertainment,


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Infotainment.

Products

It is not actually a manufacturing business rather a service business that generates cable

TV channels namely:

Geo News

Geo TV(entertainment)

Geo UK(infotainment)

Geo USA

Market share:

Its stands 2nd to satellite channels viewed in the Pakistan and 2nd to National channels in

Pakistan. i.e., PTV, STN, ATV etc.

Competitors

PTV is the main competitor of GEO with regards to viewer ship because of the reason

that geo is a satellite channel and is accessible in specific areas whereas PTV is a national

antenna channel, which is easily accessible. Geo is trying to compete with PTV and

trying harder and harder to be the No.1 channel in Pakistan. Other satellite channels like

Sony, Star plus etc, are GEO’s major competitors among satellite channels.

Production Capacity

11 channels is their total capacity because they are using 2 beams and each beam contains

5-6 channels.

External Environment

Geo is the only independent and liberal channel with the unique honor of consistently

breaking news. Geo is a liberal channel it has no restriction from the Government of

Pakistan because its transmissions are telecasted from Dubai, which is a free zone. The


93

Government of Pakistan can influence GEO about the News and programs they air but

GEO is not bound to report to the Government. However, they cannot ignore and go

against the Government as they operate within Pakistan as well. They Government have

the right to jeopardize GEO’s operations.

Despite the liberty GEO enjoys it cannot ignore the cultural ethical values of the society

that is why GEO has a Quality Control Department Specifically working on censoring

each program and News before it can be aired on TV. They are bound to follow the rules

of the censor board.

The technological environment includes all the ways by which it creates value for the

constituents.

In case of a catastrophe in the environment GEO network is affected in two ways. It is

positively affected when viewers depend on Geo News to give them Live Coverage on

the situation like wise, it is negatively affected at the same time when the demand for the

entertainment channels lessen because people are grieved by the chaos. This way Geo

entertainment loses viewer ship.

Responsibilities of HR Dept:

Job Analysis

Recruitment and Selection.

Training and Development.

Performance Appraisal.

Remuneration & Benefits.

Employee Welfare (safety and health, incentives, motivation etc.)

When any post is vacant, GM HR Syed Zulfiqar Ali sends the request to the HR

Department for the vacant post.

HR department determines two things


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Job Description.

Job Specification.

RECRUITMENT AND SELECTION

Firstly, Advertisements are given in the Geo website and if necessary on print also.

GEO is one of the most progressive organizations in the country. It believes in complete

transparency and objectivity in its hiring process. All members of TEAMGEO are

selected on their merit and qualification.

The organization is an equal opportunity employer and does not discriminate on any

basis. The company has one of the best environments for women employees, and it

actively encourages women seeking employment.

Members of TEAM GEO come from a diverse background, and are expected to be

progressive, open-minded, professional and hardworking. It is not essential to be

academically strong, but a strong work ethic is essential. Excellent communication skills

are required, this includes being able to use basic computer applications. An interest in

reading and writing is always an advantage. When we asked about the job rotation

process, their HR manger told us that there is job placement in our company, which is

similar to job rotation.

Internal Recruitment

In GEO, vacant posts are also filled internally to provide an opportunity for the workers

already working in the organization.

External Recruitment

In GEO, fresh or experienced candidates are also preferred and hired.


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SELECTION CRITERIA

The selection is entirely base on merit, which confirms to selection criteria without any

bias towards, gender, religion, race, color, nationality, age, and according to the

procedures laid down in the HRD policies.

Selection Procedure

Filling out application forms.

Application screening.(short listing)

Tests. (Written and Practical)

Interview.

Final selection.

Orientation

Training

AN IMPARTIAL & OBJECTIVE interview process is one of the most progressive trends

at GEO. All short listed candidates will be called in for an interview. They will be given a

minimum 48-hour notice before the date, time and place of interview via email and

telephone. Each candidate will be interviewed by at least three different persons ensuring

the integrity and fairness of the selection process. There is a written test for certain jobs.

The selection process may take 30 days from initial interviews to the final selection.

ORIENTATION

Orientation program is held when new employees joins the company. They give an

opportunity to the all-new employees that they hire to rotate in the factory departments

daily so the employees must know in which environment and in which circumstances

they had to work.

Training


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Once they are hired Geo provides them with foreign training usually from CNN and

BBC. However, the training is an ongoing process apart from the off job training. For this

purpose, they are attached with a senior to supervise them.

Motivation

When asked about which theories they are applying on employees we were told

that they use almost all theories of motivation except for The Theory X. When

asked from the employees about the Expectancy Theory and Equity Theory they

stated that GEO definitely applied these theories on employees.

Some of GEO’s tools of Motivation for employee welfare are:

o Performance based incentives.

o Annual evaluation of the employee’s performance is discussed with the

employee.

o There is and Idea Box in the reception room available to employees and

even visitors. All ideas are implemented and the generator of the idea is

rewarded with a prize. The C.E.O of the company is heading this

campaign himself.

Annual Employee Functions.

Success story of the month. A success story of the month in each department is

mentioned for employees who have gone that extra mile in achieving their

objective. Their stories are discussed; the committee reviews them and selects

the best one. The winner of the best success story is rewarded with a dinner for

two prizes.

Recently started motivational campaign “SAR UTHA KAY GEO” event has

started for this year.

HRM Policies of GEO

Gender Justice Policy

Sexual Harassment Policy

Discrimination Policy


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CONTROLLING

HRM and Employee Control Process

GEO has more polices than any other company and these policies are well communicated

to the employees. All rules regulations, policies and procedures are mentioned in the

employee handbook, which is kept highly confidential from the non-employees. GEO has

a strong control on the policies and employee code of conduct and are very strict about

them. GEO does not compromise on their policies and implement them strictly. GEO

uses the 360 degrees appraisal in which subordinates evaluate their seniors. Each

individual (subordinate) evaluates their boss’s behavior, leadership; attitudes etc. and

they are free to give any opinion or complaint against them. The committee then begins

inquiries and strictly, Follows Company polices respectively. Subordinate’s comments

are very essential for the promotions of their seniors.

Department-to-Department evaluation is also done in GEO in which one department

evaluates the performance of another department.

Formation of policies:

When Geo faces a problem in the implementation of old policies then the policy defining

department reviews it and works them out to make necessary changes in the policies.

Once a policy is changed or altered it is sent to the approval department after being

approved by the approval department it is then lastly sent to the Upper level management.

If the upper level management approves the new policy in order for its implementation it

is updated on the website, notice boards and open forums. It is also circulated on

hardcopies.

Market Control Process

Geo uses the external market mechanism such as content based competition and relative

market share that is, GEO has to keep up with the latest trends in the media market and

follow those trends to maintain and set their standards. GEO has also proved itself to be a

trendsetter in the market.


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Quality Control Process

There is a Quality Control team in GEO to monitor the quality and standard of all

productions and content. First of all the script is approved by the department then the

casting of the production is approved. A pilot is of the script is created as a sample and is

previewed and is passed by the department. The final production is then sent to GEO’s

Censor board for approval. If the production is according to the standards set in the pilot

it is passed and sent to be aired on TV. Finally, GEO then takes feedback about the

content from the public (viewers).

Achievements and Awards

Exclusivity of GEO

National association of Broadcasters (USA). World’s largest association of broadcasters

has honored GEO with the “Award for Quality” declaring it an international standard

television channel. Some international newspapers, magazines and news agencies have

commented on the unique style of GEO and various have quoted it extensively. These

include New York Times, Washington Times, Financial Times, Washington Post and Los

Angeles Times. Francisco Chronicle, AP, AFP, Reuters, CNN, BBC, Khaleej Times,

Gulf News, Times of India, The Hindu, Aaj Tak (India), Kyodo (Japan), Al Jazeera and

other important television channels. Even the US State Department often quotes GEO.

Geo has been described as the CNN and BBC of Pakistan due to its enormous news

network within Pakistan and all over the world.

New York Times, one of the most prominent newspapers of the world, has quoted that

Geo changed the media scene of Pakistan. It is the most popular channel with the highest

viewer ship in cities.

Geo won a special award at the nouticaslo TV festival 2005.

Geo has also been awarded best electronic mass media award 2004 by Pakistan adv.

Association.


99

Business week one of the top 3 magazines of the world while including the news of

MSR in 25 stars of Asia wrote that “Geo has become the most watched TV channel of

Pakistan and its viewer ship is growing at the rate of 30% annually.

According to Gallup, Geo is highly rated and the most watched satellite channel in

Pakistan for its news, talk shows and flavored programs.


100


101

CONCLUSION

From this research, we conclude that: Geo is the only independent and liberal channel

with the unique honor of consistently breaking news.

Geo is an innovative concept that targets a new, growing market.

Geo is a fast growing network of channels that is making rapid awareness among the

people.

Geo’s main problem is the growing number of private sector channels causing more

competition. For this reason GEO must improve their strategy and competitive position.

Geo Recruitment and selection process is as per HRM standard procedures but it seems

that appointments at some levels are not on merit basis


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RECOMMENDATIONS

Geo must improve its salary structure

Staff should be motivated through rewards and financial benefits

Promotion should be done on merit

Travel and medical policies should be improved

Efficient transportation should be provided to field staff

Appointment systems should base purely on merit


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http://www.careerforum.com/

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