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Chapter 1
OBJECTIVES OF THE PROJECT
To study the Recruitment & Selection process
followed at Converting Careers.
To study the nature of Recruitment and Selection
process at Converting Careers.
To study the sources of recruitment used by thecompany.
To study the effectiveness of each sources of
recruitment in the means of which source attracts most
number of candidates.
To study the efficiency of various sources of
Recruitment and Selection taped by the company.
To understand how Recruitment and Selection is
done for high post.
To incorrect theoretical concept of the subject with
practical process.
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Chapter 2.Chapter 2.
Introduction to the Recruitment & SelectionIntroduction to the Recruitment & Selection
Recruitment and Selection :
This subject is one of the most important functions of any
organization be it medium sized or large Multinational.
Human Resources form the key factors of any
organization. Recruitment forms the first stage in the
process, which continues with selection and ceases with
the placement of the candidate. It is the next step in the
procurement function, the first being the manpower
planning that is very important for the operation of the
organization.
In other words, it is a ‘Linking Activity’ bringing together
those with jobs and those seeking jobs.
Definition of Recruitment :
“Recruitment is the process to discover the sources of
manpower to meet the requirements of the staffing
schedule and to employ effective measures for attracting
that manpower in adequate numbers to facilitate effective
selection of an efficient working force". Accordingly the
purpose of recruitment is to locate source of manpower to
meet job-requirements and job-specifications”.
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Definition of Selection :
“The hiring process is one of ‘go’, ‘no-go’ gauges.
Candidates are screened by the application of these tools,
if qualified go to next hurdle, while the unqualified are
eliminated”.
Recruitment is creating a pool of candidates best suited
for an organization. Recruitment is process of searching
for prospective employees and stimulating and
encouraging them to apply for jobs in an organization. It is
often termed as “positive” in that it stimulates people to
apply for jobs to increase the hiring ratio to the number of
applications to a job.
The mission of Personnel Administration is to assure a
steady source of sound people who can contribute to the
success of its business. It is also to ensure the consistency
in the rate of success as regards to the quality of
candidates to fill manpower plan. Manpower management
is basically concerned with having right type of peopleavailable as and when required and improving the
performance of existing people to make them more
effective on their job. Manpower management thus starts
with manpower planning. It is concerned with crystallizing
from where the right type of persons can be secured for
future anticipated vacancies.
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Thus, manpower planning management strives to have
the right kind of people at the right places and at the right
time.
This section examines current practices and decision-
making in recruitment and selection, they are critical
elements of effective human resource management. We
cannot discuss how recruitment and selection take place
without asking why certain techniques are used in
preference to others.
Within the HRM pattern, they are not simply mechanisms
for filling vacancies. Recruitment and redundancy can be
viewed as key 'push' and 'pull' levers for organizational
change.
Recruitment and selection allow management to
determine and gradually modify the behavioral
characteristics and competences of the workforce. The
fashion for team working, for example, has focused on
people with a preference for working with others as
opposed to the individualist 'stars' preferred by recruiters
in the 1980's. Attention has switched from rigid lists of
skills and abilities to broader-based competences.
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In general - as we noted in the previous section - there is
greater regard for personal flexibility and adaptability - a
reorientation from present to future stability.
Employment or Personnel Planning is the process of
deciding what positions of the firm will have to fill, and
how to fill them. Personnel planning cover all the firm’s
future positions, from maintenance, clerk to C.E.O.
Recruitment has been regarded as the most important
function of personnel administration, because unless the
right types of people are hired, even the best plans,
organization charts and controls systems would not do
much good.
According to Dale Yoder, “Selection is the process in which
the candidates for employment are divided into two
classes: - those who are to be offered to employment and
those who are not”.
Thus Recruitment and Selection process is not only
beneficial to the organization but also to the youth,
because it definitely increases the hiring ratio. This helps
also reduce the unemployment problem to a great extent.
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Recruitment : marketing jobs
Potential candidates may come from an internal trawl of
the organization, or from the external job market. Thelatter are reached through channels such as recruitment
advertising, employment agencies, professional
associations or word of mouth. The approach differs
according to the organization's resourcing philosophy:
Organizations with a strong culture are likely to seek
malleable new employees at school-leaving or graduate
levels. More senior jobs are filled from the internal job
market.
Companies looking for the 'right' (best fit for the job)
person however may rule out internal applicants
because they do not match the personnel specification
prepared for the job.
I. Informal recruiting
Word-of-mouth applicants are likely to stay longer and
may be more suitable than recruits obtained by
advertising. But word-of-mouth is discriminatory, since it
restricts applications to established communities and
excludes recently arrived minority groups who have not
had time to become part of informal networks.
At senior levels the informal method known as
'headhunting' or executive search has become common.
Specialist consultancies aim to find 'outstanding' people to
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fill higher-paying jobs. Whether they really are
'outstanding' is questionable.
II. Formal recruiting
Equal opportunity demands equal access. This can only be
achieved through public and open recruitment. (...) The
likelihood of attracting 'suitable' applicants depends on
the detail and specificity of the recruitment advertisement
or literature. Key factors such as salary, job title, career
and travel opportunities obviously influence responserates. But remember that employers do not want to be
swamped with large numbers of applications from
unsuitable people.
This section of Human Resource Management in a
Business Context goes into further detail such as: quality
of agency recruiters, comparison of different media
channels, and cultural variation in recruitment practice.
Researching Candidates
This section looks at the early stages of the selection
process - often called pre-selection. The recruitment
campaign should have attracted a pool of applicants from
which selectors can make their choice. If a job analysis
has been conducted, the criteria or competences that are
deemed necessary have been identified. These may be
well defined and focused on experience and skills, as in
the 'right person' approach; or general and related to
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education, intellect and personality for the 'cultural fit' and
'flexible person' models.
1. Application letters and CVs/resumes
These are typically used for initial or speculative
applications. There are significant cultural differences
between different cultures in the way these are prepared.
Applicants should be careful to use the style expected in
the recruiters' country.
For example, recruiters in France typically expect short,
factual education and career histories. They tend not to
want the hobbies or sports interests, which also feature in
applications from job seekers in the UK, USA and other
countries influenced by the British tradition. Some
countries use photographs at this stage; others areconcerned about the equal opportunity implications and
discourage this practice.
2. Interviewing
The interview is a social ritual, which is expected by all
participants, including applicants. It is such a 'normal'
feature of filling vacancies that candidates for a job would
be extremely surprised not to be interviewed at least
once.
i. Informal Interviews
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Many employers invite applicants for informal interviews
prior to the main selection procedure. These interviews
are useful for information exchange, particularly in the
case of professionals. They provide an opportunity to
discuss the full nature of the job, the working
environment, prospects for further development and
promotion.
There seems to be some ambiguity as to whether informalinterviews should be used as part of the pre-selection
process by the employer rather than self-selection by the
candidate. The crux of the issue depends on what
interviewees have been told. If they have been led to
believe that it is a truly informal information session they
will not consider the process to be fair if they aresubsequently told that they have not been short listed as
a result.
ii. Formal Interviews
Despite the existence of alternative methods of selection
most employers regard the formal selection interview as
the most important source of evidence in making the final
decision. A selection interview can be neatly defined as a
conversation with a purpose, but not infrequently the
purpose is obscure to the point of invisibility.
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More often than not, pointless chat would be nearer the
mark. The interview has attracted severe criticism for a
very long time - being attacked on the grounds of its
subjective nature, questionable validity and unreliability.
Employees are always changing, as many workers may
leave the organization for various reasons such as death,
old age, resignation, retirement, etc.
Hence manpower planning is the process of determiningmanpower recruitment and the means for meeting this
recruitment in order to carry out the integrated plans of
the Organization.
Interview techniques
This section of Human Resource Management in a
Business Context goes into further detail about: singleton,
panel and sequential interviews; training for interviewing;
and questioning styles.
iii. Evaluating methods
How do we judge the value or effectiveness of
interviewing - or any other method of selection?
Practicality and cost-effectiveness are important and
partly explain why the interview is such a common
technique. But there are other factors. Reliability is a
measure of the consistency of results. Validity is about
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whether or not the method achieves its purpose in
distinguishing the most suitable applicants from the
others. Until the 1980s research seemed to show that
interviews had a low degree of validity.
In Canada, for example, if a test, which has not been
validated, rejects a disproportionate number of people
from an ethnic group, race, sex, religion, or national origin,
it violates the Canadian Human Rights Act.
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RECRUITMENT
I. Recruitment Policy
Every Recruitment process needs to have a good
recruitment policy. Such a policy asserts the objectives of
the recruitment process and provides frameworks of
implementation of the recruitment program in the form of
the procedures.
A pre-planned recruitment policy based on the corporate
goals, study of the environment may go a long way to
man the organization with the right type of personnel.
A good recruitment policy must contain these elements:
1. Organization’s objectives.
2. Identification of the recruitment needs.
3. Preferred sources of the recruitment.
4. Criteria of selection and preferences.
5. The cost of recruitment and financial implications.
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Policies on employment are needed to guide and
implement decisions uniformly. On the basis of policies
management of the organization can work out log-term
and short-tern strategies to get the right person on the
right job
II. RECRUITMENT PROCESS
The recruitment process begins with the position wise job
description and Job specification
a. Job Description:
Job Description is a concise document of factual
information that identifies the work to be performed and
responsibilities entailed in a job. It contains a statement of
job analyses. Job Description describes the ‘job’ and not
the ‘job holders’.
Job Description provides the analyst, worker and
supervisor with a clear idea of what must we do to meet
the demand of the jobs.
Job Description has certain elements. They are as follows:
-
b. Contents Of Job Description
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1. Job Title.
2. Job Summaries.
3. Location of Job.
4. Supervision.
5. Duties and Responsibilities.
6. Job Relations.
7. Working Conditions.
8. Machines, Tools, Materials required.
c. Job Specification:
Job Specification is the requirement that the applicant’s
must meet in order to perform the duties and carry on the
responsibilities. Job Specification is the minimum skill
experience knowledge needed to do the job that is
included in the Job Description.
Job Specification tells what kind of person to recruit and
for what qualities that person should be tested.
d. Contents Of Job Specification :
1. Physical Characteristic.
2. Psychological Characteristics.
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3. Responsibilities.
4. Other feature of a Demographic nature.
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III. SOURCES OF RECRUITMENT
To find out applicant the organization must know where torecruit or consider the most likely sources of the type of
employee it needs.
Sources can be divided into 2 categories. They are as
follows:
a. Internal Sources:
In many organizations internal source is the main source
of Recruitment. Through transfer, promotion and
demotion, the firm try to fill their personnel needs. This
source leads the healthy and progressive atmosphere and
lowers the cost of training.
There are certain advantages and disadvantages of
recruitment through Internal Sources.
Advantages
• Recruitment through internal sources motivates the
workers within the organization
• The management knows the strength and weakness
of the worker.
• Internal sources are easily available as it is within the
organization.
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Disadvantages
• Lack in variety.
•
Involves high training cost.
• Leads to breeding within the organization.
b. External Sources:
1. Friends and Relatives.
2. Advertisements in Newspaper.
3. Private Employment Agencies.
4. Direct Hiring.
5. Employment Exchanges.
6. Colleges and Management Institutes.
7. Former Employees.
8. Trade Union.
These are some of the most common External sources,
which are used for recruitment in most of the
Organizations.
The advantages and disadvantages of recruitment through
external sources are as follows.
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Advantages
• By recruitment through external sources there is less
chance of groups.
• External candidates bring in new blood, new
insights ,and new perspectives
Disadvantages
• Recruitment through external sources brings in
adjustment problems, longer orientation time etc.
• The candidate may bring in attitude of the earlier
organization, which may pose a problem for the present
organization.
• The organization may select a wrong person.
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IV. METHODS OF RECRUITMENT
a. Direct Methods
Sending of recruiters to colleges and technical schools. In
most colleges recruiting is done in co-operation with
placement office of a college. For this purpose, carefully
preparing brochures, describing the organization and the
jobs it offers are distributed among students before theinterviewer arrives.
b. Indirect Methods
Advertisement is very useful in indirect method to recruitblue-collar, hourly workers, as well as scientific,
professional and technical employees.
Advertisement is though mostly newspapers, on radio, in
trade and professional journals, technical magazines and
brochures. Other methods include professional journals,
which are read by people with specialized backgroundsand interests.
c. Third Party Methods
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These include placement offices of schools, colleges and
professional association, recruiting firms, management
consulting firms, indoctrination seminars for college
professors and friends and relatives, voluntary
organizations, computer data banks, casual labours or
applicant at the gate. Commercial private employment
agencies are also widely used.
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OBJECTIVES OF RECRUITMENT
1 To assist public and private bodies in social andeconomic planning to ensure a favorable
employment positions.
2 To ensure employers in selecting suitable workers
to full up different types of vacancies
3 To assist employment seekers in finding the jobs
suited to their qualification
4 To study properly and prepare occupational details
useful for students and new entrants in labourmarket and general public.
5 To find out alternatives employment to surplus or
retrenched.
6 To advise government on manpower planning and
problems including reviewed and re-adjustments
of training programmer according to employment
market needs.
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7 To collect information on employments trend job
opportunities and training facilities to the public
authorities, employer’s organization a general
public.
SELECTION
I. SELECTION POLICY
Selection is the process by which the qualified persons are
chosen from various applicants who have applied for or
offered their services for employment. It can be described
as a tool in the hands of management to differentiate the
qualified and unqualified applicants by various techniques
such as interviews, written tests, personnel interviews etc.
While formulating a selection policy, due consideration
should be given to organizational requirements as well as
technical and professional dimensions of selection
procedures.
An effective policy must assert the “why” and “what”
aspects of the organizational objectives.
II. SELECTION PROCESS
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The Selection process involves a series of steps through
which applicants pass. It is a two-way process, where
organization selects the employees and applicants select
the organization. It is a matching process between the
requirement of the job and the attributes of the applicants
The Selection process begins when candidates apply for
employment and ends with the hiring decisions i.e.
beginning with an initial screening interview and
concluding with the final employment decision.
III. PROCEDURE FOR EFFECTIVE PERSONNEL
SELECTION
FIRST STAGE - Establishing selection policies.
SECOND STAGE - Identifying and choosing selection
criteria.
THIRD STAGE - Gathering information about potential
employees.
FOURTH STAGE - Evaluating information and assessing
applicants.
IV. SELECTION METHODS
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1. Interviews – The most popular and hence the skills of
interviewing are important.
2. References.
3. Analysis of candidates (career / life) data.
4. Evaluation of candidates behavior / performance in,
group activities.
5. Group Discussion.
6. Work attachments / experience (trail period).
7. Skill testing with task / work simulations e.g. typing,
computer programming, brick laying and candidates
making presentations etc.
8. Knowledge, aptitude and Psycho- metric tests of various facets of know-how, intelligence and
personality.
9. Graphology.
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One of the most major activity in most of the top
multinational Organizations / Soft ware industries /
BPO industries is Recruitment. The reason being: -
1. There are large requirements to meet the workload.
2. The attrition rate is very high.
3. Skills required are not easily available.
The quality of Human Resource is of great importance.
Thus to ensure a smooth implementation of its plan and
policy, a sound recruitment and selection has to be carried
out by the personnel department in the organization.
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ASSESSMENT SCALE
Each attribute can be measured in 5 different parameters:
1 = POOR
2 = FAIR
3 = GOOD
4 = VERY GOOD
5 = EXCELLENT
Other selection methods
Work samples
Interviews suffer from a basic problem: - When asked what
they would do in a particular situation ... candidates give
the answer, which they feel the interviewer wants to hear.
The work sample technique attempts to overcome this
problem by asking candidates to take on mini-jobs in a
selection situation. ... Properly designed work samples
capture key elements of a real job. Work samples have
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shown some of the highest validity scores compared to
other selection methods, even the smallest companies
could employ the simpler forms, such as the following:
* A typing test for keyboard skills
* role-playing
* group decisions
* presentations
* reports
The most sophisticated of work-sample procedures include
'in-basket tests', sometimes called 'in-tray exercises'.
Candidates are given a typical in-tray containing a
selection of material such as letters to be answered,
reports to be analysed, items to be prioritized, etc. They
are given instructions on what to do and a time limit.
Standard scoring methods are available.
Performance Based Selection: An overview.
Performance-based selection is a fair, accurate and highly
integrated method of attracting and hiring top performing
employees each and every time. Performance-based
selection leads to increased worker productivity (up to 50
per cent improvement for some positions), which can save
companies thousands of dollars in training and
performance management time. It can also reduce
recruitment costs by up to 40 per cent per vacancy and
reduce turnover by up to 20 per cent.
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Unlike other recruitment models that rely on what
applicants say they can do or what they have done in
previous jobs (which may or may not suit the specific
needs of the current vacancy), the performance-based
selection process asks applicants to prove they can do the
work better than every other applicant.
Job applicants perform key components of the actual joband are assessed on their technical skills, ability to solve
day-to-day problems and on their overall ability to perform
other regular duties of the position. Applicants are rated
fairly and accurately, allowing hiring staff to quickly
differentiate between those who can perform all aspects
of the job and those who only say they can. Performance-
based selection allows HR staff and hiring managers to
quickly and accurately identify top performers each and
every time.
Performance-based selection can be applied to all types
and levels of jobs. It has been used to successfully hire
clerical, trade, technical, medical, professional, sales,
managerial and executive positions. The reason it can be
applied to such a large cross-section of jobs is because of
the nature of work. Typically, there are three stages of
work common to all jobs.
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The first stage involves gathering or being given
information or raw materials. The second stage involves
processing or transforming this information or raw
materials into useful products or services. By processing,
we also mean analyzing, modifying or making appropriate
decisions. The third stage involves delivery of an outcome,
a product or a service. And each worker’s ability and
approach to delivery has a lot to do with how well they
perform on the job.
Along the way, of course, there are problems unique to
each job and each company. After all, part of a person’s
ability to perform well on the job is their ability to deal
with daily problems and solve the unique distractions,
delays and personality conflicts that make each job a
challenge.
Performance-based selection assesses short-listed
applicants on how well they can perform the actual duties
of a job instead of just asking applicants if they have
relevant experience and how well they think they canperform the job. It also evaluates their ability to deal with
daily problems and disruptions on the job and ensures
they will perform well within a company’s corporate
culture. The end result is that the top performer gets the
job while the best "self-promoter" is free to be hired by
your competition.
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Performance-based selection has many time and cost-
saving benefits and helps to prevent turnover. It is a
simple yet superior step-by-step process that will fill your
organization with top performers.
Benefits of performance-based selection
Performance-based selection, as the testimonials reveal,
has many time and cost-saving benefits and helps to
prevent turnover. It is a simple yet superior step-by-stepprocess that will fill your organization with top
performers.
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SUMMARY
In free market countries, the personnel profession has
adopted a 'best practice' model, which fits the prevailingbusiness ideology. This model prescribes a quest for the
'right (best) person for the job'. To achieve this goal,
criteria are used to rate prospective applicants by means
of selection techniques, including biographical data,
interviews, psychometric tests, group exercises, simulated
work samples and even handwriting analysis.
The most definitive form of selection is likely to take place
within the context of assessment centres, which involve
several assessors and a variety of selection techniques.
The 'best-person' or psychometric model has achieved the
status of orthodoxy in free market countries. Elsewheredifferent models of resourcing apply.
For example, in Japan there is a greater concern with
personality and background than presumed ability.
Recruits are sought who will 'fit in' with the culture of the
corporation; who will be content to build a career within
the organization; who will absorb the goals of the
organization.
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Executive summary
Recruitment is creating a pool of candidates best suited
for an organization. There is more to it than just sourcing
out a list of rightly suited candidates to form a work force.
Recruitment Procedure is all about laying down the
approach and procedure on selection process to place the
right candidate for the right job.
It is also to ensure the consistency in the rate of success
as regards to the quality of candidates to fill manpower
plan.
The report entails in it the effective ways of maximizingthe benefits of recruitment in an organization. This covers
aspects like time management, organization climate,
talent search etc.
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CONVERTING
CAREERS
Chapter 3.
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Company Profile
Converting Careers : About Us
Converting Careers provides a range of HR solutions to its
Clients in the Human Resource outsourcing space, which
ranges form Recruitment, Training, & Screening.
Converting Careers provides this suite of services through
its experts who are qualified & focused in delivery. With
our in-depth knowledge of the industry we caters to, the
best practices, processes & tailored solution which helps
our client to get a better return on their investments.
At Converting Careers we prefer to work with our clients,not as a short-term solution to staffing needs, but rather
as an extension of the Management Team, recruiting the
talent necessary to meet long term needs.. Our
customized client centric HR solutions have helped the
client in delivering better results to its end customers.
We take pride in distinguishing ourselves through our
knowledge of the industry, our exceptional levels of
service and the outstanding results we deliver
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Services We Offer
Our services include customized staffing solutions, which
are very specific to its client needs. Our approach is to
study the client requirement in detail and provide a
staffing solution, which is based on extensive research &
proven process delivery capabilities.
All candidates are screened according to your specific job
requirements and the prospective candidate's potential &
abilities. Reference checks are also done on all candidates
and can be made available on request. We furthermore
also do credit and background checks, should the position
require. We seek to provide excellence in all our dealingsboth with client and candidate; this will be self-evident as
we service your recruitment needs.
Permanent Staff Recruitment
Successful organizations need new blood in order tosurvive and grow. New blood brings not only expertise but
also fresh ideas. However the biggest cost to a company
in recruiting staff who will contribute to a project is TIME.
We have spent the past perfecting the art of recruitment
to reduce the time a busy manager has to spend in finding
quality staff.
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Vacancies are different and we offer:
Database Search
A quick and easy way to access a large pool of talent.
Many candidates prefer to apply through a recruitment
firm because they perceive the agency to be independent
of the client. They use it as a sounding board to express
their ambitions and concerns. Their concerns and reasonsfor applying together with what they are hoping to achieve
in a job change are carefully noted and this information
correctly used can be the difference between a career
move that is satisfactory to both the candidate and the
client or a complete waste of time.
Both our reputation and our continuous advertising ensure
that many technical and professional staff ask us for
assistance when they are seeking a career move. We
simply match your requirements with theirs.
We can also arrange for you to receive details of new
applicants as they register. The advantage to this
approach is that we work on a "No placement - No fee"
basis. You may interview as many of our applicants as you
like free of charge. There is no charge until the candidate
has started working for you.
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This solution works well when recruiting mainstream
technical staff.
Requirement based Press Advertising
Where large numbers of staff are required, or where there
is a national shortage of a particular skill or background,
the database search may not be suitable and it will benecessary to advertise.
Unfortunately the cost of running an advertising campaign
is not simply the cost of the adverts themselves.
An enormous amount of time is spent sifting through the
applications in order to identify those candidates suitable
to interview and responding to those who are not.
Response has to be swift or the best applicants will have
received offers elsewhere. The most qualified applicants
will usually be working and will prefer to speak outside of
office hours.
To catch the best requires trained recruiters available
throughout the day, the evenings and weekends, who can
identify those who you will want to interview.
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As part of our service we will write the copy and arrange
the design of the advert at cost. It may carry your logo or
remain confidential.
Why Us
We've would like to become our client's preferred business
partner as a result of the following:
• Save the upfront cost of placing advertisementswhere
there are no guaranteed results.
• You can reach many, very talented professionals who
are not actively seeking a job. Many of the best
people are satisfied with their current positions.While they may not respond to an advertisement
they may pursue a position when approached directly
with the right opportunity.
• Save your time by not having to screen hundreds of
unqualified resumes.
• We use technology to the advantage of our clients'
business and our own;
• We provide our client organizations with world class
service and high quality candidates;
• We qualify our candidates to ensure a 100% match to
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job specifications;
• We meet and exceed our client's stated recruiting
requirements;
• We believe in building of long-term business relations
with our clients; and
• We add value to your recruiting process in terms of
quality, delivery, integrity and placement ratio's.
• We are focused and efficient in all our dealings,
thereby adding real value to the process.
Our Code Of Ethics
• We respect all confidential information given by our
clients.
• Accurate and true information about all our
candidates can be expected at all times
• We disclose any information, which we find out about
the candidate, which may affect their work.
• We respect all confidential information given by our
clients.
• Professional conduct with all candidates regardless of
race, color, creed, religion, national origin, age, sex,
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income level, physical handicap or marital status is
mandatory.
Vision
To be the most dependable bridge between our clients
and their customers.
Mission
We at Converting Career will strive to:
Provide customer care by consistently exceeding
customer expectations through delivering superior, faster,
and cost effective solutions.
We will endeavor to achieve this in an environment where
each team member is caring, efficient and effective.
Core Values
Values and Standards of Business Conduct:
They subscribe to values and standards of business
conduct that they believe are critical to their success.
They shall exercise these core values and standards on a
daily basis at their workplace.
“Can do” Attitude:
They have a high regard for “can do” attitude.
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Customer Service:
Attaining customer delight by exceeding expectations on
all counts is the core mission of their organization. They
endeavor to understand the finer details and needs of the
client, and believe in delivering and executing “absolutely
positively, whatever it takes”.
Quality :
They accept only total quality in all tasks that they
perform. They benchmark with the best in whatever they
do.
Integrity:
They are guided by the highest standards of business
ethics.
Accountability:
They are accountable to all their stakeholders – clients,
employees, shareholders and society.
They add value to the communities where they work and
operate.
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Performance:
They are performance-driven and action-oriented.
Innovation:
They aim to provide innovative end-to-end solutions to
their clients. They believe GROWTH is through
INNOVATION.
Team Spirit & Team Work:
They promote a collaborative style of management that
brings out the involvement of every employee. They work
together.
Sensitivity:
They are an equal-opportunity company and they value
the diverse backgrounds of their people.
Respect:
All levels should strive to command and earn it.
Learning Ability:
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Learning is an ongoing process. Everyone is provided with
an opportunity to learn at all times.
Services
Our services include customized staffing solutions, which
are very specific to its client needs. Our approach is to
study the client requirement in detail and provide a
staffing solution, which is based on extensive research &
proven process delivery capabilities.
All candidates are screened according to your specific job
requirements and the prospective candidate's potential &
abilities. Reference checks are also done on all candidates
and can be made available on request. We furthermore
also do credit and background checks, should the position
require.
We seek to provide excellence in all our dealings both with
client and candidate; this will be self-evident as we service
your recruitment needs.
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RECRUITMENT AND SELECTION
:
CONVERTING CAREERS
Recruitment And Selection Policy Of The Company
Policy of recruitment and selection of personnel shall be
based on the criteria of knowledge, skills, and aptitudes,
so as to secure
“SUPER ARCHIVERS” and nurture then to excel in their
performance. The company believes in teamwork.
I. Purpose Of Recruitment
Converting Careers provides the various BPOs in Pune the
potential employees according to the need of a particular
department.
Recruitment for replacement is one of the most important
reasons for recruitment. When some employees are
promoted or if on some grounds the company has asked
some of the employees to quit, or if some employees have
voluntarily resigns then Converting Careers recruits
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employees to replace those who have left the organization
on the basis of the above reasons.
II. Sources Of Recruitment Of The Company
Converting Careers looks for well-educated and skilled
people so that they have a perfect knowledge of the
activities that are to be carried out. Since the work in a
BPO involves handling of data and working on computers,
the staffs that are recruited should possess the basic skilland knowledge of computers.
The Sourcing team works to source suitable candidate
keeping in mind employee specification as per process
SLA’s and cost factor.
Thus the sources from which Converting Careers recruits
its employees or staffs are: -
1. Internal:
i. Data Bank :
The names, addresses, qualification, work experience,
contact number & other details are maintained in the
Data Bank, so that it provides a ready reference for
future hiring.
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2. External
i. Job Portals :
Career job sites such as Naukri.com, Monster.com
Provides a wide range of candidates for recruitment of
candidates of various specializations.
iii. Campus:
Tie-ups with various educational Institutions, Colleges
etc help us to recruit candidates for different BPOs and
different processes such as Voice [Domestic and
International] as well as Data [Domestic and
International].
iv. Advertisements:
Advertisements in national and local newspapers such
as The Times of India, The Indian Express, etc also
provides us with huge numbers of candidates.
External source forms a very important source for
recruiting candidate for Converting Careers.
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CONVERTING CAREERS RECRUITMENT PROCESS
Profiling of Positions
Advertisement, Walk-in, JobPortals (50%)
Check for
Man PowerRequest to HR.Annexure-I(RRF)
EmployeeReferrals
(20%)
Campus(30%).
HR Screening
ExtemporeRound
Aptitude Test
TelephonicRound
H. R. FinalInterviewround
Offer letter
Check for
Check for
Check for
Check for
Source % (appx.)
Advertisement 50EmployeeReference 20
Campus 30
Screening of resumesto check eligibility of
candidates for theposition specified
Thought Process,Grammar, framingsentences, Energylevel, Body language
Grammar,Math,Comprehension
, Logic, Typing
Confidence, Salesability & listeningskills, Telephoneetiquette, Accent.
Stability check &compensationfinalization
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II. Entry Level For Recruitment
This depends on the needs of a particular department. The
HRD Manager, the Manager of the particular Team, the
Senior Executive (HR) of the company on a whole decides
the entry level for recruitment.
Basic profile of the Candidate
Trainee Executives / Executives: -
• Graduate in any discipline [12+03 years of formal
education].
• Age: 21- 25 Years.
• Experience of 0-3 years in customer service / data
processing.
• Good communication skills.
• Good Keyboard Skills.
• Basic Computer literacy (MS – Office).
• Willingness to work in Shifts.
• Willingness to relocate.
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RECRUITMENT PROCESS OF THE COMPANY :
The Process is as follows:-
1 The concerned BPO/organization identifies the
total number of vacancies.
2 The HR Department intimates this to the HR Head
at the Converting Careers.
3 The HR Executive examines the various sources of
the Manpower i.e. internal sources (Data Bank)
and External sources (advertisement, Job Portals &
campus interview).
4 The candidates are invited for the interview at the
office of the Converting Careers.
5 There is a preliminary screening of the applicants,
which is done by the HR Executives of the
Converting Careers.
6 Some are rejected and the ones suitable for the
job are shortlisted for the next round, which is
conducted by the HR Executives of the concernedBPO/organization, which requires employees.
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14 The HR Executives of Converting Careers
dispatches the list of all the candidates which are
being hired by the concerned BPO/organization in
order to collect the recruitment fees from the
concerned BPO/organization for whom the
Converting Careers have recruited the candidates.
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IV. Selection Process
All candidates will go through a comprehensive selectionprocess consisting of a combination of psychometric tests,
aptitude test, subject matter tests, HR and Operations
interviews.
The selection process can be broadly described as below:
The Sourcing team member interviews candidates to
assess their suitability and Converting Careers fitment.
Candidates are determined on their behavioral pattern
and suitability for the job.
In some cases, the client may specify that candidates
showing a particular behavior pattern may only be
selected for the next round in the selection process.
In addition, candidates are required to appear for the
respective subject matter tests such as English / Aptitude
tests for data processes and Voice & Accent test for voice
processes.
A thorough HR interview checks for the fitment of the
candidate for the process, which the candidate is being
evaluated.
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Operations interview to check the suitability of the
candidate with regard to skills and knowledge for the
particular process. In some cases, there may be an
interview with the client, if so specified by the client as per
of the selection process.
Reference Check
For all new recruits the Sourcing Team will conduct
reference checks either in writing or telephonically and
register the contents in the personal file of the respective
employee. The objective of the reference check is to
authenticate the honesty & integrity of the applicant and
information provided in the Resume.
Factors considered by the Company while interviewing the
candidate: -
1 TECHNICAL SKILS
2 COMMUNICATION SKILLS
3 INTERPERSONAL SKILLS
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4 TEAMWORK – ABILITY
5 GENERAL AWARENESS
6 POTENTIAL FOR GROWTH
7 POTENTIAL TO DEVELOP OTHERS
8 SOCIAL ADJUSTMENTS
9 FREQUENT JOB CHANGES
10 PAST SUCCESS AND FAILURES
11 PERSONALITY
12 INTERGRITY
13 REFERENCES
14 FAMILY CONSTRAINTS
15 MOBILITY
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16 GROSS INADEQUACY
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WORKING WITH CONVERTING CAREERS
Converting Careers’ Culture:
Converting Careers believes in a boundary less environment
where information, knowledge and sharing of experience
happen as natural process. Converting Careers encourages
free exchange of views, opinions, information, feelings etc.,
across the hierarchy without any limitations of person orposition.
Converting Careers fosters challenging, result-oriented and
professional environment with stress on teamwork and
innovation at all levels.
The HRM Guiding Principle: -
“Converting Careers regards Employee Development as an
important tool for developing the skills and capabilities of its
employees. Although the company will support and provide
tools, the primary responsibility for development and job
satisfaction will lie with the individual employee.”
HRM initiatives: -
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The HRM initiatives aims at building a vibrant and youthful
organization where employees enjoy work and are motivated
to produce high levels of efficiency learn and excel.
• Employee Birthday Celebrations
• Training Programs
• Open House – Opportunity for expression
EFFECTIVENESS OF RECRUITMENT AND SELECTION
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Employment planning is an integral part of a firm’s strategy
and H.R planning processes. Each option produces its own
set of H.R plans. Current employees may require training,
development and coaching before they’re ready to fill new
jobs. Going outside requires deciding what recruitment
sources to use, among other things.
Like all good plans, management builds employment plans
on premises – basic assumptions about the future.
Forecasting generates these premises.
If you’re planning for employment requirements, you’ll
usually need to forecast three things: -
1. Personnel needs
2. The supply of inside candidates
3. The supply of outside candidates.
This basically suggests that recruitment is all about creating
an efficient pool of candidates and probably that’s how
recruitment has always been defined but we should also
realize that recruitment is the deciding point of the
company’s future progress and success.
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Recruitment decisions can turn out to be worst decisions of a
company or it can make the company soar heights.
The purpose of the study of “Effective Recruitment” tries to
entail in it the basic and in fact the most important level of
understanding that should be present in all H.R managers
when they practice the “Recruitment” function.
The term Human Resources is variously defined in political
economy and economics, where it was traditionally called
labour, one of three factors of production. Its use within
Corporations continues to define common conceptions of the
term.
Modern analysis emphasizes that human beings are not
predictable commodity "resources" with definitions totally
controlled by contract, but are creative and social beings
that make contributions beyond "labour" to a society and to
a civilization. The broad term “Human Capital” has evolved
to contain the complexity of this term, and inMacroeconomics the term "firm-specific human capital" has
evolved to represent the original meaning of term "human
resources".
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In all businesses, people are a vital resource - and they need
to be managed as such. The overall aim of the recruitment
and selection process is to obtain the number and quality of
employees that are required in order for the business to
achieve its objectives.
Time Management – Major Key In Effective
Recruitment:
Any business is very demanding nowadays. The HR
Departments at the BPOs are recruiting people daily because
of the high attrition level. Their job is never done and the
quality of the candidates can always be improved upon.
Since time is so valuable to Recruiters of the BPOs,
managing that time can make or break the success of the
business.
With the shortage in the job market today, HR Department
at the BPOs sometimes has no assistants to perform
supporting chores. Still, there is no limit to the time-
consuming tasks that must be done to keep the business
running on a day-to-day basis. Along with that, the HR
Department must constantly stay one step ahead of their
rival companies. Time efficiency is the key if you want to hire
good quality candidates.
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Just think about all there is to do … buying, writing orders,
stocking new inventory, inventory control, managing,
customer service, training, bookkeeping, housekeeping,
mark downs, opening and closing, etc. How can we do it all?
Okay, you can stop holding your breath now. With a strong
focus on good time management you will begin to prioritize
and become more relaxed with that long list of job
descriptions.
Time is a non-renewable resource. Learn to manage it or it
will manage you.
Managed your precious time is essential to making the most
of each day.
Keys to Better Time Management Include:
1. Have a Plan.
2. Prioritize your work.
3. Take action.
4. Organize your work and complete it.
Stick to your plan and complete the top priority projects.
Don’t try to squeeze in more projects. This will just frustrate
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and overwhelm you, making you less effective in the long
run.
One must be surprised to see that you are spending too
much time on ineffective efforts. By realizing this, you will
learn how to plan to work in a more productive way.
RESEARCH METHODOLOGY
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The very meaning of the word research is “search for
knowledge” Research is a scientific and systematic
investigation. It is a search for information on specific topics.
This helps in study, observation and comparison of data.
According to Clover and Balsley, “Research is defined as the
process of systematically obtaining accurate answers to
significant and pertinent question by the use of scientific
method gathering and interpreting information.”
I too gathered data pertaining to recruitment & selection in
Converting Careers has conducted a similar Research
Methodology. The data collected for this project is collected
from reliable sources of the H.R Department.
The objective of this study is to:
• Collect data for various peak months for recruiting.
• To study the comparison of short list, rejects & not
interested.
• To study the various sources of recruitments & analyze
their success ratio.
• To study the number of accurate application for the
position.
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Methodology:
The methodology used to complete this project was on the
basis of Research Analysis and Practical Exposure in the
organization. This is because the understanding of effective
recruitments needs a base of theoretical knowledge and its
relevancy in organizations.
Finding the Right Candidate for the Right Job has been my
main task for the two months at Converting Careers
• This data was collected from reports available with the
H.R.
• This information was also collected from various H.R
Executives involved in the recruitment process.
• The data is also collected from the Data Bank, which is
available with the HR Executives. Available with the
Director of the Converting Careers.
DATA ANALYSIS
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Q.1 Is Proper & Systematic Recruitment Policy
followed by the organization.
Opinion %
Agree 72
Disagree 28
No Opinion 0
Total 100
SYSTEMATIC RECRUITMENT POLICY
72%
28%0%
Agree
Disagree
No Opinion
Q. 2. Sources of Recruitment:
Sources %
Internal Manpower 18
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Campus Interview 16
Newspaper
Advertisement
24
Any Other 12 Total 100
Sources of Recruitment.
28%
22%
50%
Internal Referrals
Campus Interview
Newspaper
Advertisement
Q.3. Final Authority for Recruitment and Selection:
Postition %
Manager 55
Executive 35
Supervisor 20
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Total 100
Final Authority for Recruitment and Selection
50%
32%
18%
Manager
Executive
Supervisor
A) For Selection of Executives: -
Criteria Contribution to Recruitment
& Selection of Executives
[%].
Work Experience 15%
Educational Qualification 20%
Communication Ability 40%
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Overall Personality 25%
Total 100%
Criterias of Recruitment & Selection of Executives.
15%
20%
40%
25%Work Experience
Educational Qualification
Communication Ability
Overall Personality
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B) For Selection of Supervisors: -
Criteria Contribution to
Recruitment & Selection
of Supervisors [%].
Work Experience 08%
Educational Qualification 08%
Job Profile 06%
Overall Personality 02%
Criteria of Recruitment & Selection of
Supervisors.
30%
25%
25%
20%Work Experience
Educational Qualification
Job Profile
Overall Personality
Q.4. Is the selection procedure made clear or made
understood to all the candidates.
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Opinion %
Agree 82
Disagree 13
Not Sure 05
Total 100
70
Selection Procedure.
5 %
1 3 %
8 2 %
0% 20% 40% 60% 80% 100%
Agree
Disagree
Not Sure
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Q.5. Number of candidate selected (hired) during the
months of June 2006 and July 2006?
Number of candidate selected
Name of Dept. June 2006 July 2006
International
[Voice]
48 54
International
[Data]
32 31
Domestic [Voice] 40 52
IT Software 14 10
Total 134 147
Distribution Of Candidates selected in the months of
June 06 & July 06.
48
32
40
14
54
31
52
10
0 10 20 30 40 50 60
International [Voice]
International [Data]
Domestic [Voice]
IT Software
No of candidates.
July 2006
June 2006
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Q.6 Systematic Recruitment & Selection process
helps the Organization
Opinion %
Yes 78
No 13
Can’t say 09
Total 100
78
139
0
20
40
60
80
YES NO CANNOT
SAY
SYSTEMATIC RECRUITMENT PROCESS
YES
NO
CANNOT SAY
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SUGGESTIONS AND RECOMMENDATIONS
The process as mentioned is quite modern & systematic in
approach. But however efficient the process there is always
room for more improvement.
The candidates mostly come through advertisements such
as newspapers, naukri.com, thus, the organization should
focus more on own sources, such as their own site wherecandidates can apply directly.
The other areas are:
The application form should be standardized, making it
easier for the members of the selection team to ensure that
relevant data is captured & documented not just for
selection but all through out the career of the individual in
that organization.
Resumes should be compulsorily uploaded on the companysite, in a given format, which needs to be designed by the
organization. This would surely save time of the executive &
would speed the process.
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A system should be designed on the company site, which
acknowledges/ sends an auto reply as the receipt of resume.
This process of screening is done manually according to
specific instructions given in the job description. This is a
long process to screen the resume & then segregate or short
listed, rejected or hold. This is tedious task.
Once the resume is uploaded on company site, there should
be a facility to screen resumes online & provide a feedback
immediately selecting options, short-listed, rejected or hold.
This enables the employee to select only relevant data as
per requirement.
Resumes/CVs received as part of the selection process may
be captured, segregated & stored for at least a period of 06
months to avoid time/cost duplication on near future
requirements.
The process if fully computerized fully can be faster. Data
should be stored only for a particular period of time. It
should not be kept for more than a stipulated time of 6-8months.
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The question paper & answers should be objective & not
subjective which probably would have multiple answers.
Only the right answer is corrected. The question paper
should be set by a group of managers or outsourced to
another organization that specializes in these areas.
Incase candidates are telephonically interviewed; it should
be more of video conference call where the candidate is
seen while the course of interview. This ensures that the
panel is talking to the right candidate & all his actions are
monitored.
With growing competition, it is important to hasten the
recruitment & selection process. It should be effective &
short so that the head count is met faster. It also ensures
that the candidate joins the organization in the given time.
He also looks forward to be a part of a fast moving group.
They should create their own jobs portals & advertise on the
same. This could be a permanent way of getting resumes.
Job advertisements could be posted regularly. This would
ensure a steady flow of resumes directly to the organization.
This saves cost, the continuous follow-up for renewal of the
contract etc.
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The selection process should be systematic so as to
selecting the right candidate. This ensures lesser attrition
rate & stability of the employee in the organization. Over &
above all care should be taken of the employees so as to
retain them for a longer time.
The greatest challenge faced by the organizations especially
IT & BPOs are to find people who can cope with the speed of
change. I come across the organizations that are in need of
committed people but do not realize that one has to adopt a
very intense hiring process to achieve that. While most IT
organizations go in for quick hiring at the beginning of a
project, the secret of engendering commitment lies in
enhancing the effectiveness of the recruitment process.
The most important factors that go into effective hiring are:
Spend time in hiring
Insist that line managers get very deeply involved &
commit time in recruitment.
Don’t shy away from finding out very minor details
about the candidate, his job, family, etc.
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Setting up selection parameters around a companies stated
values is the first step towards putting a good hiring policy in
place. Ignoring this aspect would certainly prove detrimental
in getting good candidates. Value mismatch is the most
common reason for the failure of most senior hires.
Hence fixing the care values is the best policy. This is not a
quick- fix task though it takes time to get a clear measure of
ones value & belief systems.
These suggestions and recommendations are conclusions of
the theoretical knowledge and the practical exposure
received in the organization.
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Appendices
Questionnaire A :
1. What are the steps followed in the Recruitment
Process?
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. What are the steps involved in recruiting people
for unskilled or semi-skilled jobs?
___________________________________________________________
___________________________________________________________
___________________________________________________________
3. What are the steps involved in recruiting for
managerial recruitment?
___________________________________________________________
___________________________________________________________ ___________________________________________________________
4. What are the main objectives while recruiting
fresh candidates?
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___________________________________________________________
___________________________________________________________
___________________________________________________________
5. What are the objectives while recruiting under-
graduates?
___________________________________________________________
___________________________________________________________
___________________________________________________________
6. To what extent are the following recruitmentsources utilized in your organization.
a. Data Bank.
___________________________________________________________
b. Advertisement.
___________________________________________________________
c. Job Portals.
___________________________________________________________
d. Campus.
___________________________________________________________
7. Whether managers are involved in manpower
planning & recruitment? Who are the interviewers?
___________________________________________________________
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___________________________________________________________
___________________________________________________________
8. What are the criteria to select the candidates?
What are the methods of selection?
___________________________________________________________
___________________________________________________________
___________________________________________________________
9. What are the steps the candidates has to undergoin selection process?
___________________________________________________________
___________________________________________________________
___________________________________________________________
10. Are scientific techniques used for finding out the
capabilities & attitudes of the candidates?
__________________________________________________________
__________________________________________________________
__________________________________________________________
11. How are the final decisions initiated? Which are
the
actual causes of recruitment that are restricted to a
budget cost?
__________________________________________________________
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__________________________________________________________
__________________________________________________________
12. Is the manpower planning identified well in
advance?
__________________________________________________________
__________________________________________________________
__________________________________________________________
13. What are the steps involved in manpower planning
Process?
__________________________________________________________
__________________________________________________________
__________________________________________________________
14. Do you have specific planning process?
__________________________________________________________
__________________________________________________________
__________________________________________________________
15. How are financial packages negotiated? Who
finalizes
them?
__________________________________________________________
__________________________________________________________
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__________________________________________________________
16. Are the line managers participating in the staff
Selection trained for interviewing techniques?
__________________________________________________________
__________________________________________________________
__________________________________________________________
17. What are the steps in selection which the candidates
has to undergo?__________________________________________________________
__________________________________________________________
__________________________________________________________
18. Are scientific techniques used to identify the
capabilities
& attitudes of the candidates? Are these techniques
useful to identify the “right person for the right
job?”
__________________________________________________________
__________________________________________________________
__________________________________________________________
19. What are the sources of recruitment used by your
organization?
__________________________________________________________
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__________________________________________________________
__________________________________________________________
Questionnaire B :
1. How do you come to know about the vacancy?
__________________________________________________________
__________________________________________________________
__________________________________________________________
2. What are the steps of recruitment followed by
you?
__________________________________________________________
__________________________________________________________
__________________________________________________________
3. How much time was required for every procedure?
__________________________________________________________
__________________________________________________________
__________________________________________________________
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4. Whether the time consumed is too lengthy or
adequate?
__________________________________________________________
__________________________________________________________
__________________________________________________________
5. Which procedure according to you is crucial &
why?
__________________________________________________________
__________________________________________________________ __________________________________________________________
6. In how many days have you received the reply
from the company?
__________________________________________________________
__________________________________________________________
__________________________________________________________
7. What was the medium of reply from the company?
a. Written b. Telephonic
8. When did you get the appointment letter?
__________________________________________________________
__________________________________________________________
__________________________________________________________
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9. How was your overall experience with the
recruitment & selection procedure?
__________________________________________________________
__________________________________________________________
__________________________________________________________
10. Do you think that you are the right person for the
right
job?
__________________________________________________________ __________________________________________________________
__________________________________________________________
11. Do you think that Converting Careers recruit the “right
person for the right job?”
__________________________________________________________
__________________________________________________________
__________________________________________________________
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Review of Literature
Books: -
1) Personnel Management
- C. B. Momoria
2) Personnel Management And Industrial Relations
- B.P. Singh
3) Principles And Practices of Management
- T.N. Chhabra
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Websites: -
1) www.google.com
2) www.hrmgurus.com