recruitment ans selection process of pepsico jamshedpur

A PROJECT REPORT ON

RECRUITMENT AND SELECTION PROCESS OF PEPSICO

SUBMITTED IN THE PARTIAL FULFILLMENT DEGREE OF MASTER OF BUSINESS ADMINISTRATION (MBA)

SESSION (2011-13)AFFILIATED TO MAHAMAYA TECHNICAL UNIVERSITY, NOIDA

SUBMITTED TO SUBMITTED BY

DIVYA CHOUDHARY SYED IMRAN HASSAN FACULTY OF KITE GROUPE (MBA 2011-13)OF INSTITUTE,MEERUT. ROLL NO-1117470087

KISHAN INSTITUTE OF INFORMATION TECHNOLOGY UP.MEERUT

DECLARATION

I here by declare that this project report of PEPSICO Pvt ltd,

Submitted by me to the department of MASTER OF BUSINESS ADMINISTRATION

Is a bonafide work under taken by me for the award of M.B.A degree.

I have conducted work under the guidance of

PROFESSOR VIJETA AND DIVYA CHOUDHARY KITE GROUPEM OF INSTITUTE,MEERUT

AND “Mr.S.K BAHL” HR MANAGER OF PEPSICO JAMSHEDPUR,

I also declare that this project report has not been previously formed the basis for the

award to the candidate of any degree, or published any time before.

PLACE: MEERUT

DATE: 26/07/2012SYED IMRAN HASSAN (SIGNATURE)

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ACKOWLEDGEMENT

Before I get into the thick of the things I would like to add a few heartfelt words for the people who

were part of this project in numerous ways….people who gave unending support right from the

stage the project was started, appreciated and encouraged when being depressed.

In this context I would like to express my gratitude towards my parents and family members who

have constantly supported and played a pivotal role in shaping my career.

I take this opportunity to express my gratitude to Mr. P.S. Kumar (Director), Mr. Subroto

Chakarwarty (T.D.M) and Mr. S.K. Bahl (Manager, HR) of S.M.V. Beverages who have given

me the opportunity to do the project in their esteemed organization.

I would also like to thank Mr. Shukla (A.D.C.) of SMV Beverages without whose support this

project couldn’t have been in the form in which it is now. I owe more than what I can

mention….mostly for teaching me to see the silver lining in every dark cloud.

I also owe my regards to Mr. Harmeet Singh and Adarsh agency for their co-operation in the

successful completion of the project.

This has been one long project and naturally many people get associated with it. Any bouquet for

the merit in this book should go to their door. I would like to thank the staffs and officials of SMV

Beverages for their co-operation in providing us with all the information, which were required by

us.

I owe my sincere gratitude towards my faculty guide Prof. DIVYA CHOUDHARY AND

Prof. VIJETA for extending the support towards the completion of the project.

And finally I would like to thank my friends for their unending support.

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CONTENTS

INTRODUCTION…………………………………………………...06

OBJECTIVE SCOPE OF THE STUDY…..…………………….......07

RESEARCH METHODOLOGY……..……………………….….….08

LAST 5 YEARS DATA ANALYSIS,GRAPH………..................….12

CONCLUSION………………………………………………..….…..85

LIMITATIONS……………………………………………..………. 87

SUGESSTION………………………………………………………...88

REFERENCES………………………………………………………..89

BIBLIOGRAPHY………………………………………………...…...90

QUESTIONNAIRE………………………………………………..….91

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PREFACE

Practical training is considered to be an essential part of all the professional institutions and those

who are aspiring for Master of business administration, on job training assumes even more

significances.

As an aspect of management education which is receiving increased attention from institutes as well

as from recruiters on job training is imparted to the students to acclimatize the student with the

actual environment of business management.

It is also a widely accepted theory that this aspect of management education widens one’s thinking

about the different concepts of management philosophy, difference between different concepts and

ground realities.

This project has been done on the “Recruitment and selection process” has been done under the

supervision of S.M.V Beverages Pvt. Ltd. which the franchise is owned bottling plant of PepsiCo

India limited. The bottling plant is located at Adityapur industrial area (AIDA), Adityapur.

I have done my training in Jamshedpur under the guidance of the executives of S.M.V Beverages

Pvt. Ltd. The report gives a true picture of the practical activities done by me within the jurisdiction

of the area assigned to me.

The study area was restricted to Pepsi plant and its Organization, Adityapur is a part of Jamshedpur.

Hence the results for research and mythology are applicable to Sakchi where indirect employee is

working in particular manner.

INTRODUCTION

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I have done my project on recruitment and selection process in PepsiCo Company. The reason I have

chosen recruitment and selection process to enable the knowledge how the company recruit the

candidates and on what basis they choose the candidate. This study is helpful for my career as well as

to the company.

The chapter-1 contains the report regarding INTRODUCTION part of the company. This chapter

starts with the introduction- an abstract and over view of the study. Then a brief note on the

objectives of the study, importance of the study, the methodology- the primary data and secondary

data and the last is limitation of the study. In this part I discussed about the aims, research

techniques and methodology of the study.

The chapter-2 is the origin of the PEPSICO Company. This holds information regarding

the company history, milestones, and the important dates of the company. This is an overview of

the company which shows the entire information regarding the management details.

The chapter-3 is the profile of the company involving details regarding human

sustainability, R & D Drives, responsibilities and company information

The chapter-4 gives information regarding PepsiCo India. Holding details like company

values and principles, mission and vision of the company

The chapter-5 enables the main objective of the project i.e Recruitment and Selection

process. This contains the objective, need and importance of the topic and the current process held

up by the PepsiCo. The detailed study of the topic is given under this chapter.

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OBJECTIVES

Recruitment and selection plays a vital role in any organization. Since employees are the valuable

assets of the company, they have to be placed in right position at right time. The main objective of

my study is to know the key stones of recruitment and selection process and the next is to analyze

the process and make the necessary changes if required.

To study the recruitment process of the PEPSICO.

To study hierarchy level of the process

To know the various sources of recruitment and selection adopted by PEPSICO.

To know the loop holes of the process

To suggest the suitable ways aimed at improving the recruitment process

NEED AND IMPORTANCE

Generally after finishing of the studies the next step of candidates is to get into the job or business.

So in order to get a clear cut idea how organization recruit the candidates and what they prefer the

most in a candidate, I have done my project on recruitment and selection. This helps me for further

steps.

When it relates to me I can get the complete picture how the process is being taking place and helps

for my career when I go for an interview. This is even useful for organization for viewing their

present situation whether they are processing properly or not and helpful to make the required

changes for the future purpose.

The preview of the recruitment and selection process

Acts as guidelines

Enables types of process is being used

Enables the required changes

Maintains the complete overview of the process

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METHODOLOGY

The methodology adopted aimed at a detailed study and scrutiny of the current recruitment and

selection practices including retention ship. The study is completely based on observation process

by maintaining relevant questionnaire.

SAMPLING METHOD AND SAMPLE SIZE

I used both the primary as well secondary data to gather the data from the market.

Secondary data: -

Secondary data consist of information that already exists somewhere, having been collected for

another purpose. I have gathered secondary data from website of different operators, newspapers

and libraries.

Primary data: -

I have collected the data directly from the employees, since I followed the observation method

I have noted down all related information; even I took personal interview of employee.

SAMPLING METHODOLOGY

Since I have done my project on basis of observation method, I directly visited the places and noted

down the required information, even I took personal interview of the employees for some

requirements.

Research tool

The primary data collected by using the observation method. Before starting the work I have

prepared questionnaire depending up on my requirements, while going to employees I carried down

this questionnaire and started ticking the proper answers from the employees. Some answers obtain

by observation of the employees.

Statistical terms used

The responses of all the questions were summed up from all the answered questionnaires.

These summed up responses were calculated to derive the percentages-to make the interpretations

more elucidated, being represented in the form of tables, pie-diagrams and other graphical tools.

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ORIGIN OF PEPSICO

It was first introduced as "Brad's Drink" in New Bern, North Carolina in 1898 by Caleb Brad ham,

which made it at his pharmacy where the drink was sold. It was later named Pepsi Cola, possibly

due to the digestive enzyme pepsin and kola nuts used in the recipe. Brad ham sought to create a

fountain drink that was delicious and would aid in digestion and boost energy.

In 1903, Brad ham moved the bottling of Pepsi-Cola from his drugstore to a rented warehouse. That

year, Brad ham sold 7,968 gallons of syrup. The next year, Pepsi was sold in six-ounce bottles, and

sales increased to 19,848 gallons. In 1909, automobile race pioneer Barney Old-field was the first

celebrity to endorse Pepsi-Cola, describing it as "A bully drink...refreshing, invigorating, a fine

bracer before a race". The advertising theme "Delicious and Healthful" was then used over the next

two decades. In 1926, Pepsi received its first logo redesign since the original design of 1905. In

1929, the logo was changed again.

In 1931, at the depth of the Great Depression, the Pepsi-Cola Company entered bankruptcy - in

large part due to financial losses incurred by speculating on wildly fluctuating sugar prices as a

result of World War

Assets were sold and Roy C. Megargel bought the Pepsi trademark. Eight years later, the company

went bankrupt again. Pepsi's assets were then purchased by Charles Guth, the President of Loft Inc.

Loft was a candy manufacturer with retail stores that contained soda fountains. He sought to replace

Coca-Cola at his stores' fountains after Coke refused to give him a discount on syrup. Guth then had

Loft's chemists reformulate the Pepsi-Cola syrup formula.

ORIGIN OF SOFT DRINK IN JAMSHEDPUR

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Late Charan Singh is credited with initiative to set up Soft drink industry in the city. He was a resident of Phagwara, Punjab and he used to sell soft drink in carts. Domestic tension forced him to march to Jameshedpur 50 years ago to seek a living for him. Then he set up his own machine and started bottling without any brand name. Today his son Mr. Sundar Gurudev is carrying out the legacy, which his father had left behind. This plant operates only 3 months (summer). Even today Jamshedpur remembers the great exponent THANDA WALA.

The credit of establishing Jamshedpur in the soft drink map goes to late Dharamchnd Kamani. During the course of his business trips he was struck with the idea of setting up of a soft drink industry in Bihar. June 1967 was significant for soft drink industry in Jamshedpur.

S.M.V. BEVERAGES Pvt. Ltd.

M/s SMV Beverages Pvt. Ltd., Jamshedpur is a franchise owned bottling plant (FOBO) is located on the Tata Kandara road in Adityapur Industrial Area at Jamshedpur and producing Pepsi range of bottled soft drinks, viz. Pepsi, Mrinda, 7up, Mountain Dew, Slice and Soda and it has now become a house hold word in the state of Jharkhand. The previous name of SMV was STEEL CITY BEVERAGES, but in March 1999 steel city beverage taken over by Mr. S. K. Jaipuria From Mr. N. K. Kamani along with Rushab Marketing company. He was very much enthusiastic to increase the production and sales and to nature the whole market of Jharkhand. He established another plant in the same name of SMV Beverages Pvt. Ltd. And increase the production from his new plant is 600 bottles per minute. Simultaneously a new market came in name of Hyderabad Marketing Company, which is creating the needs of whole Jharkhand state.The company symbolizes self reliance in technology and ranked as the best bottling company of the country in terms of quality, efficiency, and productivity. Till 1998 it was under its chairperson Smt Kokum Kamani and the country has constantly bagged numerous awards in various occasions for quality assurance and productivity. In 1993 it bagged top honors for the best quality conscious plant among all the Pepsi bottling companies in India. Steel City Beverages Pvt. Ltd. Was established in the year 1967 and production commenced in March 1969. At the very start company installed state of art machines and technology for the production and bottling of soft drink. The bottling plant with a capacity of 220 bottles per minutes was totally automatic and also had a modern state of art intermix machine for bringing forth the right blend of flavors. The company constitutes to adopt innovative technology in keeping with its policy of constant entered into an agreement with Pepsi food limited for the production and sales of soft drinks for the people of Jharkhand. Right now there is only one bottling plant of Pepsi in Jharkhand and it cater the need of all the Pepsi products in Jharkhand. Entire state is divided into three territories Jamshedpur, Ranchi, and Dhanbad, and one territory development officer controls each territory.

ENVIRONMENT SCANNING

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The process by which organization monitors their relevant environment to identify opportunities and threats affecting their business are known as environment scanning.The external environment in which S.M.V. Beverages Pvt. Ltd. exists consists of a bewildering variety of factors. These factors (may also be termed as influences) are events, trends, issues, and expectation of different interested groups. These factors are explained below.

Events are important and specific occurrences taking place in different environment sectors. Trends are the general tendencies or the courses of action along which events takes place. Issues are the current concern that arises in response to events and trends. Expectations are the demands made by interested groups in the light of their concern for

issues.

By monitoring the environment though environmental scanning, the S.M.V. BEVERAGES Pvt. Ltd. consider s the impact of the different events, trends, issues, and expectation on its strategic management process. Since the environment facing organization is complex and its scanning is absolutely essential, strategist has to deal cautiously with the process of environmental scanning is collected systematically. Information related to markets and customers, the changes in legislation and regulations which have a direct impact on an organization’s activities, government policy statements pertaining to S.M.V. BEVERAGES Pvt. Ltd. business and industry and so on , could be collected continuously to monitor changes and take the relevant factors into account.

S.M.V. BEVERAGES Pvt. Ltd. conducts special surveys and studies to deal with specific environmental issues from time to time. Such studies may be conducted, for instance, when S.M.V. BEVERAGES Pvt. Ltd. has to undertake special projects, evaluate existing strategies, or devise new strategies. Changes due to unforeseen development may also be investigated with regard to their impact on the organization. Today S.M.V. Beverages Pvt. Ltd. stands as a proud monument the great visionary its founder Late D.N. Kamani and strides forth towards progress and prosperity for the fulfillment of the ideas of its revered founder.

LAST 5 YEAR’S Data analysis of

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PEPSICO COMPANY

Sources of Applicant

Graph 1:

According to you what is the best source for the procurement of the candidates?

Interpretation:

Among the 50 respondents 28 of them felt that employee referrals is the best resource for the

procurement of the candidates,8 of them felt that job portals is the best resource procurement of the

candidates,14 of them felt that news papers is the best resource for the procurement of the

Candidates.

Criteria for filtering the candidate

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Graph 2:

What are general criteria underlying the filtering of the candidate pool that the company requires?

Interpretation:

Among 50 respondents 30 of them felt that work experience should be the major criteria ,14 of

them felt that personal skills should be the major criteria,6 of them felt that qualification should be

the major criteria.

Interview techniques

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Graph 3

According to you which of the following interviewing technique is most suitable for the

recruitment of candidates in PEPSI?

Interpretation:

Among 50 respondents 30 of them felt that behavioural interviews are best suitable for their

requirement,10 of them felt stress interviews are best suitable for their requirement and 10 of them

felt that depth interviews are best suitable for their requirement.

What attracts candidates towards the organization?

Graph 4:

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According to you what attracts candidates towards pearl beverages limited (PEPSI),

in recruitment perspective?

Interpretation

Among 50 respondents 20 of them felt that job satisfaction attracts candidates towards the

organization, 20 of them felt that career growth attracts candidates towards the organization, 10

respondents felt that compensation and perks attracts the candidate towards the organization.

Reference Check

Graph 5:

Do you feel that conducting a reference check before employing the candidate will make

recruitment process effective?

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Interpretation - Among 50 respondents 46 of the respondents felt that reference check will add value to the

recruitment process and 4 respondents felt that it doesn’t add value to the recruitment process of the

Pearl Beverages Ltd.

Necessity of formal induction program

Graph 6:

Do you think that a formal induction program add value to the performance of inductees?

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Interpretation-

Among 50 respondents 48 of the respondents felt that the orientation program will add value to the

performance of inductees and 2 of them felt that it doesn’t add value to the performance of

inductees.

Reasons for quitting the job

Graph 7

Do you feel that conducting a reference check before employing the candidate will make

recruitment process effective?

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Interpretation-

Among 50 respondents 30 respondents told that pay is the reason, 10 of them told slow growth 5 of

them told that the employees are uncomfortable with shift system, and 5 of them told that the

employees are leaving the org because of their personal reasons.

Work Environment

Table 1:

You are satisfied with the work environment you are put into.

Strongly Agree Agree Neutral DisagreeStrongly Disagree

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14 7 20 6 3

Graph 1:

Interpretation:

From the above Graph it can be inferred that, out of 50 respondents 14 members are strongly agree,

7 members are agree, 20 members are neutral, 6 members are disagree and 3 members are strongly

disagree.

Supervisor Guidance

Table 2:

You are given all the necessary inputs required to perform your job well by your supervisor.

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Strongly Agree Agree Neutral Disagree Strongly Disagree

28 15 7 0 28

Graph 2:

Interpretation:

From the above graph it can be inferred that out of 50 respondents 28 members of them are strongly

agree, 15 members of them are agree, 7 members of them are neutral and none of them are disagree

or strongly disagree.

Flexibility of Work Hours

Table 3:

Do you think your working hours are flexible enough to offer services to your organization?

Strongly Agree Agree Neutral Disagree Strongly Disagree

10 12 10 18 0

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GrapGraph 3:

Interpretation:

From the above graph it can be inferred that among 50 respondents 10 members of them are

strongly agree, 12 members of them are agree, 10 members of them are neutral, 18 members of

them are disagree and none of them are strongly disagree.

Job Satisfaction

Table 4:

The org gives you job satisfaction:

Strongly Agree Agree Neutral Disagree Strongly Disagree

8 12 20 10 0

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Graph 4:

Interpretation:

From the above graph it can be inferred that out of 50 respondents 12 members i.e. 24% of them are

strongly agree, 32% of them are agree, 44% of them are neutral and none of them are disagree or

strongly disagree.

Opportunity for Advancement/Growth

Table 5:

You feel that there is opportunity for advancement in your organization which may help you to reach your career goal.

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Strongly Agree Agree Neutral Disagree Strongly Disagree

5 6 6 17 16

Graph 5:

Interpretation:

From the above graph it can be inferred that out of 50 respondents 5 members of them are strongly

agree, 11 members of them are agree, 6 members of them are neutral, 14 members of them are

disagree and the remaining 14 members are strongly disagree.

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Job Stress

Table 7:

The amount of work you are expected to do on your job is not reasonable and it is harder to perform.

Strongly Agree Agree Neutral Disagree Strongly Disagree

0 6 10 20 14

Graph 7:

Interpretation:

From the above graph out of 50 employees 0% of the respondents are strongly agree, 5 respondents

i.e. 10% of them are agree, 20% of the respondents are neutral, 40% of them are Disagree and 30%

of the respondents are strongly disagree.

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Qualifications

Table 8:

You feel that the qualification you possess is necessary & relevant to the job.

Strongly Agree Agree Neutral DisagreeStrongly Disagree

0 10 0 10 30

Graph 8:

Interpretation:

From the above graph it can be inferred that among 50 respondents none of them

are strongly agree, 10 respondents i.e. 20% of the respondents are agree, none of them are neutral,

10 respondents i.e. 20% of them are disagree, 30 members i.e. 60% of the respondents are strongly

disagree.

So employees feel that “Experience teaches everything”

ONE DAY IN PEPSI PLANT

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In summer, when the mercury level crosses 40˚F we wish to have ice creams or cold drinks only. And it is as like a dream, if one gets the chance to visit the production unit of a cold drink plant, and also gets opportunity to have cold drinks without any limit and cost on such a hot day. also a dream’s day for me when I got such an opportunity to visit the production unit of pepsi of S.M.V. Beverages Pvt. Ltd. Jamshedpur. Here I want to share my experience of visiting the production unit of pepsi and knowledge I gained after seeing the production processes of different brands of pepsi. But before going into the deep I would like to thank Mr. Dhananjay Kumar (M.E), who changed the hottest day into my dream’s day and also to all staffs of S.M.V. Beverages Pvt. Ltd. Jamshedpur for guiding me during this visit and sharing their vast knowledge and experience with me.

Pepsi production process:Any cold drinks (soft drinks) generally contains

Water Sugar Flavors or fruit pulp Chemicals CO2 gas (in carbonated soft drinks)

The below four ingredients are added with the first ingredient i.e. water and cold drink is prepared. Here in S.M.V. Beverages Pvt. Ltd. Jamshedpur also the same ingredients are used to prepare pepsi and its’ other brands. All these ingredients are added at different stages by different processes. The diagram in the next page represents the flow or sequence of steps involved in S.M.V. Beverages Pvt. Ltd. Jamshedpur for manufacturing of Pepsi products. Pepsi products are available in different SKUs (stock keeping units) or packs, e.g. glass bottle, pet bottle, metal can, tetra pack etc. the preparation of main liquid or drink is same but the machines and equipments used for filling in different SKUs are different.

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Process flow diagram

During my visit to S.M.V. Beverages Pvt. Ltd. Jamshedpur, I saw

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1. Water treatment plant, where water is purified.2. Bottle washing plant, where used glass bottles are washed3. Syrup room, where syrup is prepared from sugar.4. Bottle filling plant, where bottles are filled with the final product.5. Acid room, where custic soda is kept, which is used for cleaning the equipments and

pipelines after every batch of production.6. Yard for keeping empty bottles and ware houses for storing the filled bottles.

The brief introduction of each plants are given bellow.

1. Water treatment plant

Water in S.M.V. Beverages Pvt. Ltd. Jamshedpur, is coming from the Sitarampur dam on the

Kharkai river. It is stored in a reservoir. This raw water is being treated in the water treatment

plant, before the production process starts. Coagulation process is used here for this purpose. Main

chemicals used are ferrous sulphate (FeSO4), calcium hydroxide (CaOH) and chlorine (Cl). Initially

water is treated with all these chemicals in the treatment tank and becomes turbid. All the impurities

get settled at the base and remove the turbidity. Then, it is sent to the carbon tank where all the

microorganisms and chlorines are removed. The water so obtained is completely free from any kind

of impurities and used in further processing. The maximum alkalinity maintained until as much as

50 ppm.

2. Bottle washing plant:

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Used bottles returning from the market are stealthy. Before filling these empty bottles with new

product, these bottles are passed through the bottle washing plant where these dirty bottles are

washed. It is completely an auto process which takes place within a machine called washer

machine. The machine has three compartments. Bottle for washing are placed on the conveyer

come inside the machine and get successive treatment. Bottles are treated with 4% caustic soda in

the first compartment at a temperature of 100-150˚ C. Next these are conveyed to the second

compartment, where bottles are again washed with hot water at a temperature of 80-100˚ C, in the

third compartment bottles are treated with cold or normal water at room temperature. Time duration

in each compartment is 10 minutes. Bottles are then sent through the inspection center, where these

are closely watched against white rays of light. Bottles containing any dust or other unwanted

things are removed from the line here.

3. Syrup room:

Here syrup is prepared. Syrup is prepared by flowing steam and sugar crystals in a specified ratio

into a closed container. The temperature of this prepared sugar remains between 80-100˚C. This

syrup contains some impurities as, sometimes there are some impurities presents in sugar, so this

syrup is filtered to remove all those contaminations. Before storing in syrup tanks this syrup it is

passed through the cooler where syrup temperature is reduced to 25-30˚C. This temperature is

maintained throughout the whole process. Here next flavors are added at a specified quantity with

the syrup used for preparation of pepsi or other brands.

4. Bottle filling plant

Next, for preparation of carbonated soft drinks brands like pepsi, mirinda, 7UP, and mountain dew,

carbondioxide gas ( CO2) is mixed with this prepared solution. And for the brand like slice, fruit

pulp is added. Now the solution is ready for filling into the bottles. The washed empty bottles are

filled by automatic filler machine. This machine can fill 60 bottles in one minute. After filling,

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crowns or caps are fitted on the filled bottles with the help of crowning machine. Now these filled

bottles are ladled and then sent for packing and storing in the godowns.

5. Acid room:

There are three tanks in this room. The first tank contains caustic soda, the 2nd tank contains hot

water and the third tank contains cold water. After finishing every batch of production the whole

production lines and containers/tanks are washed. And for this purpose, first of all caustic soda is

passed through the pipeline, next hot water and at the last cold water.

6. Yard for keeping empty bottles:

S.M.V. Beverages Pvt. Ltd. Jamshedpur has a large area in side its premises. A large part of its

open area is used for keeping the empty bottles.

7. Warehouse:

S.M.V. Beverages Pvt. Ltd. Jamshedpur has its own warehouse in side its premises for storing

the produced products. The produced products are sent to the customers from these warehouses.

For transferring the filled bottles inside the company fork-lifts are used.

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Recrui tment and select ion are two of the most important funct ions of personnel

management. Recrui tment precedes select ion and helps in select ing a r ight candidate.

Recrui tment is a process to discover the sources of manpower to meet the

requirement of the staf f ing schedule and to employ ef fect ive measures for at t ract ing that

manpower in adequate numbers to faci l i tate ef fect ive select ion of ef f ic ient personnel .

Staf f ing is one basic funct ion of management. Al l managers have responsibi l i ty of

staf f ing funct ion by select ing the chief execut ive and even the foremen and supervisors

have a staf f ing responsibi l i ty when they select the rank and f i le workers. However, the

personnel manager and his personnel department is mainly concerned with the staf f ing

funct ion.

Every organisat ion needs to look af ter recrui tment and select ion in the in i t ia l per iod

and thereafter as and when addi t ional manpower is required due to expansion and

development of business act iv i t ies.

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Right person for the right job’ is the basic principle in recruitment and selection. Ever organisation

should give attention to the selection of its manpower, especially its managers. The operative

manpower is equally important and essential for the orderly working of an enterprise. Every

business organisation/unit needs manpower for carrying different business activities smoothly and

efficiently and for this recruitment and selection of suitable candidates are essential. Human

resource management in an organisation will not be possible if unsuitable persons are selected

and employment in a business unit.

MEANING: RECRUITMENT

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Recruitment means to est imate the avai lable vacancies and to make sui table

arrangements for their select ion and appointment. Recrui tment is understood as the

process of searching for and obtain ing appl icants for the jobs, f rom among whom the r ight

people can be selected.

A formal def in i t ion states, “ I t is the process of f inding and at t ract ing capable

appl icants for the employment. The process begins when new recrui ts are sought and

ends when their appl icants are submit ted. The resul t is a pool of appl icants f rom which

new employees are selected”. In th is, the avai lable vacancies are given wide publ ic i ty and

sui table candidates are encouraged to submit appl icat ions so as to have a pool of e l ig ib le

candidates for scient i f ic select ion.

In recrui tment, informat ion is col lected from interested candidates. For th is

d i f ferent source such as newspaper advert isement, employment exchanges, internal

promot ion, etc.are used.

In the recrui tment, a pool of e l ig ib le and interested candidates is created for

select ion of most sui table candidates. Recrui tment represents the f i rst contact that a

company makes with potent ia l employees

Definit ion:

According to EDWIN FLIPPO , ”Recrui tment is the process of searching for prospect ive

employees and st imulat ing them to apply for jobs in the organizat ion.”

Need for recruitment:

The need for recrui tment may be due to the fo l lowing reasons / s i tuat ion:

a) Vacancies due to promot ions, t ransfer, ret i rement, terminat ion, permanent d isabi l i ty ,

death and labour turnover.

b) Creat ion of new vacancies due to the growth, expansion and diversi f icat ion of

business act iv i t ies of an enterpr ise. In addi t ion, new vacancies are possible due to job

speci f icat ion.

Purpose and importance of Recruitment:

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1. Determine the present and future requirements of the organizat ion on conjunct ion

wi th i ts personnel-planning and job analysis act iv i t ies.

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

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

v is ib ly under qual i f ied or overqual i f ied job appl icants.

4. Help reduce the probabi l i ty that job appl icants, once recrui ted and selected, wi l l

leave the organizat ion only af ter a short per iod of t ime.

5. Meet the organizat ion’s legal and social obl igat ions regarding the composi t ion of

i ts work force.

6. Begin ident i fy ing and prepar ing potent ia l job appl icants who wi l l be appropr iate

candidates.

7. Increase organizat ional and indiv idual ef fect iveness in the short term and long

term.

8. Evaluate the ef fect iveness of var ious recrui t ing techniques and sources for a l l

types of job appl icants.

Recrui tment is a posi t ive funct ion in which publ ic i ty is g iven to the jobs avai lable in

the organizat ion and interested candidates are encouraged to submit appl icat ions for the

purpose of select ion.

Recrui tment represents the f i rst contact that a company makes with potent ia l

employees. I t is through recrui tment that many indiv iduals wi l l come to know a company,

and eventual ly decided whether they wish to work for i t . A wel l -p lanned and wel l -managed

recrui t ing ef for t wi l l resul t in h igh qual i ty appl icants, whereas, a haphazard and piecemeal

ef for ts wi l l resul t in mediocre ones.

Unscientif ic Recruitment and Selection:

Previously, the select ion of candidates was inf luenced by superst i t ions, bel iefs,

personal prejudices of managers looking af ter the recrui tment and select ion of the staf f .

The net resul t of such unscient i f ic recrui tment and select ion are:

(a) Low product iv i ty of labour

35

(b) High turnover

(c) Excessive wastage of raw mater ia ls

(d) More accidents and corresponding loss to the

organizat ion

(e) Ineff ic ient working of the whole organizat ion and

f inal ly

( f ) Inef fect ive execut ive of t ra in ing and management

development programs

Scientif ic recruitment and selection

The importance of select ion recrui tment and

select ion of staf f is now accepted in the business

wor ld. Select ion is important as i t has i ts impact on work performance and employee cost.

As resul t sc ient i f ic methods of recrui tment and select ion are extensively for the select ion

of managers and the supervisory staf f . The assistance of experts such as industr ia l

psychologist and management consul tants are also taken for the purpose of scient i f ic

select ion. As a resul t , the object ive of “ r ight man for the r ight job” is achieved in many

organizat ions. Moreover, “ r ight job” is the basic pr incip le in manpower procurement.

RECRUITMENT PROCESS

Recrui tment refers to the process of ident i fy ing and at t ract ing job seekers so as to bui ld a

pool of qual i f ied job appl icants. The process comprises f ive interrelated stages,

1. Planning.

2. Strategy development.

3. Searching.

4. Screening.

5. Evaluat ion and control .

The ideal recrui tment programme is the one that at t racts a relat ively larger number

of qual i f ied appl icants who wi l l surv ive the screening process and accept posi t ions wi th

the organisat ion, when of fered. Recrui tment programmes can miss the ideal in many ways

i .e. by fa i l ing to at t ract an adequate appl icant pool , by under/over sel l ing the organisat ion

or by inadequate screening appl icants before they enter the select ion process. Thus, to

approach the ideal , indiv iduals responsible for the recrui tment process must know how

36

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

wi th the appropr iate qual i f icat ions and interests, what inducement to use for var ious types

of appl icants groups, how to dist inguish appl icants who are qual i f ied f rom those who have

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

STAGE 1:

RECRUITMENT PLANNING:

The f i rst stage in the recrui tment process is p lanning. Planning involves the

t ranslat ion of l ikely job vacancies and informat ion about the nature of these jobs into set

of object ives or targets that speci fy the (1) Numbers and (2) Types of appl icants to be

contacted.

Numbers of contact :

Organizat ion, near ly a lways, p lan to at t ract more appl icants than they wi l l h i re. Some of

those contacted wi l l be uninterested, unqual i f ied or both. Each t ime a recrui tment

Programme is contemplated, one task is to est imate the number of appl icants necessary

to f i l l a l l vacancies wi th the qual i f ied people.

Types of contacts:

I t is basical ly concerned with the types of people to be informed about job openings. The

type of people depends on the tasks and responsibi l i t ies involved and the qual i f icat ions

and exper ience expected. These detai ls are avai lable through job descr ipt ion and job

speci f icat ion.

STAGE 2:

STRATEGY DEVELOPMENT :

When i t is est imated that what types of recrui tment and how many are required

then one has concentrate in (1) . Make or Buy employees. (2) . Technological sophist icat ion

of recrui tment and select ion devices. (3) . Geographical d istr ibut ion of labour markets

compris ing job seekers. (4) . Sources of recrui tment. (5) . Sequencing the act iv i t ies in the

recrui tment process.

‘Make’ or ‘Buy’:

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Organisat ion must decide whether to hire le ski l led employees and invest on

t ra in ing and educat ion programmes, or they can hire ski l led labour and professional .

Essent ia l ly , th is is the ‘make’ or ‘buy’ decis ion. Organizat ions, which hire ski l led and

professionals shal l have to pay more for these employees.

Technological Sophistication:

The second decis ion in strategy development re lates to the methods used in

recrui tment and select ion. This decis ion is mainly inf luenced by the avai lable technology.

The advent of computers has made i t possible for employers to scan nat ional and

internat ional appl icant qual i f icat ion. Al though impersonal , computers have given

employers and ob seekers a wider scope of opt ions in the in i t ia l screening stage.

Where to look:

In order to reduce the costs, organisat ions look in to labour markets most l ikely to

of fer the required job seekers. General ly , companies look in to the nat ional market for

manager ia l and professional employees, regional or local markets for technical employees

and local markets for the c ler ical and blue-col lar employees.

When to look:

An effective recruit ing strategy must determine when to look-decide on the

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

STAGE 3:

SEARCHNG:

Once a recrui tment p lan and strategy are worked out, the search process can

begin. Search involves two steps

A). Source activation and

B). Sell ing.

A). SOURCE ACTIVATION:

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Typical ly , sources and search methods are act ivated by the issuance of an

employee requis i t ion. This means that no actual recrui t ing takes place unt i l lone

managers have ver i f ied that vacancy does exist or wi l l exist .

I f the organisat ion has planned wel l and done a good job of developing i ts sources

and search methods, act ivat ion soon resul ts in a f lood of appl icat ions and/or resumes.

The appl icat ion received must be screened. Those who pass have to be contacted

and invi ted for interv iew. Unsuccessful appl icants must be sent let ter of regret .

B). SELLING:

A second issue to be addressed in the searching process concerns

communicat ions. Here, organisat ion walks t ightrope. On one hand, they want to do

whatever they can to at t ract desirable appl icants. On the other hand, they must resist the

temptat ion of oversel l ing their v i r tues.

In sel l ing the organisat ion, both the message and the media deserve at tent ion.

Message refers to the employment advert isement. With regards to media, i t may be stated

that ef fect iveness of any recrui t ing message depends on the media. Media are several-

some have low credibi l i ty , whi le others enjoy high credibi l i ty . Select ion of medium or

media needs to be done with a lot of care.

STEP 4:

SCREENING:

Screening of appl icants can be regarded as an integral part of the recrui t ing

process, though many view i t as the f i rst step in the select ion process. Even the def in i t ion

on recrui tment, we quoted in the beginning of th is chapter, excludes screening from i ts

scope. However, we have included screening in recrui tment for val id reasons. The

select ion process wi l l begin af ter the appl icat ions have been scrut in ized and short- l is ted.

Hir ing of professors in a universi ty is a typical s i tuat ion. Appl icat ion received in response

to advert isements is screened and only el ig ib le appl icants are cal led for an interv iew. A

select ion commit tee compris ing the Vice-chancel lor , Registrar and subject experts

39

conducts interv iew. Here, the recrui tment process extends up to screening the

appl icat ions. The select ion process commences only later .

Purpose of screening

The purpose of screening is to remove from the recrui tment process, at an ear ly

stage, those appl icants who are v is ib ly unqual i f ied for the job. Ef fect ive screening can

save a great deal of t ime and money. Care must be exercised, however, to assure that

potent ia l ly good employees are not re jected without just i f icat ion.

In screening, c lear job speci f icat ions are invaluable. I t is both good pract ice and a

legal necessi ty that appl icant ’s qual i f icat ion is judged on the basis of their knowledge,

ski l ls , abi l i t ies and interest required to do the job.

The techniques used to screen appl icants vary depending on the candidate sources

and recrui t ing methods used. Interv iew and appl icat ion blanks may be used to screen

walk- ins. Campus recrui ters and agency representat ives use interv iews and resumes.

Reference checks are also useful in screening.

STAGE 5:

EVALUATION AND CONTROL:

Evaluat ion and control is necessary as considerable costs are incurred in the recrui tment

process. The costs general ly incurred are: -

1. Salar ies for recrui ters.

2. Management and professional t ime spent on prepar ing job descr ipt ion, job

speci f icat ions, advert isements, agency l ia ison and so for th.

3. The cost of advert isements or other recrui tment methods, that is , agency fees.

4. Recrui tment overheads and administrat ive expenses.

5. Costs of overt ime and outsourcing whi le the vacancies remain unf i l led.

6. Cost of recrui t ing unsui table candidates for the select ion process.

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EVALUATION OF RECRUITMENT PROCESS

The recrui tment has the object ive of searching for and obtain ing appl icat ions for job

seekers in suf f ic ient number and qual i ty . Keeping th is object ive in the mind, the

evaluat ion might include:

1. Return rate of appl icat ion sent out.

2. Number of sui table candidates for select ion.

3. Retent ion and performance of the candidates selected.

4. Cost of the recrui tment process

5. Time lapsed data

6. Comments on image projected.

Sources of Recruitment

SOURCES OF MANAGERIAL

RECRUITMENT

INTERNAL SOURCES

EXTERNAL SOURCES

1) Promotion

1) Campus recruitment

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2) Transfers 2) Press advertisement

3) Internal notification 3) Management consultancy service

(Advertisement) & private employment exchanges

4) Retirement 4) Deputation of personnel or transfer

from one enterprise to another

5) Recall 5) Management training schemes

6) Former employees 6) Walk-ins, write-ins, talk-ins

7) Miscellaneous external sources

The sources of recrui tment can be broadly categor ized into internal and external sources-

( I ) Internal Recruitment – Internal recrui tment seeks appl icants for posi t ions f rom

with in the company. The var ious internal sources include

Promotions and Transfers –

Promot ion is an ef fect ive means using job post ing and personnel records. Job

post ing requires not i fy ing vacant posi t ions by post ing not ices, c i rculat ing publ icat ions

or announcing at staf f meet ings and invi t ing employees to apply. Personnel records

help discover employees who are doing jobs below their educat ional qual i f icat ions or

ski l l levels. Promot ions has many advantages l ike i t is good publ ic re lat ions, bui lds

morale, encourages competent indiv iduals who are ambit ious, improves the probabi l i ty

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of good select ion s ince informat ion on the indiv idual ’s performance is readi ly

avai lable, is cheaper than going outs ide to recrui t , those chosen internal ly are fami l iar

wi th the organizat ion thus reducing the or ientat ion t ime and energy and also acts as a

t ra in ing device for developing middle- level and top- level managers. However,

promot ions restr ic t the f ie ld of select ion prevent ing f resh blood & ideas from enter ing

the organizat ion. I t a lso leads to inbreeding in the organizat ion. Transfers are also

important in providing employees with a broad-based view of the organizat ion,

necessary for future promot ions.

Employee referrals-

Employees can develop good prospects for their fami l ies and fr iends by

acquaint ing them with the advantages of a job wi th the company, furnishing them with

introduct ion and encouraging them to apply. This is a very ef fect ive means as many

qual i f ied people can be reached at a very low cost to the company. The other

advantages are that the employees would br ing only those referrals that they feel

would be able to f i t in the organizat ion based on their own exper ience. The

organizat ion can be assured of the rel iabi l i ty and the character of the referrals. In th is

way, the organizat ion can also fu l f i l l social obl igat ions and create goodwi l l .

Former Employees-

These include ret i red employees who are wi l l ing to work on a part- t ime basis,

indiv iduals who lef t work and are wi l l ing to come back for h igher compensat ions. Even

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

are already known to the organizat ion and there is no need to f ind out their past

performance and character. Also, there is no need of an or ientat ion programme for

them, s ince they are fami l iar wi th the organizat ion.

Dependents of deceased employees-

Usual ly, banks fo l low this pol icy. I f an employee dies, h is / her spouse or son

or daughter is recrui ted in their p lace. This is usual ly an ef fect ive way to fu l f i l l social

obl igat ion and create goodwi l l .

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Recalls : -

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

proceeded on long leave, i t may de decided to recal l that persons af ter the problem is

solved, h is leave may be extended.

Retirements : -

At t imes, management may not f ind sui table candidates in place of the one who had

ret i red, af ter mer i tor ious service. Under the c i rcumstances, management may decide

to cal l ret i red managers wi th new extension.

Internal notif ication (advertisement) : -

Sometimes, management issues an internal not i f icat ion for the benef i t of exist ing

employees. Most employees know from their own exper ience about the requirement of

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

fr iends or acquaintances who meet these requirements. Sui table persons are

appointed at the vacant posts.

( I I ) External Recruitment – External recrui tment seeks appl icants for posi t ions f rom

sources outs ide the company. They have outnumbered the internal methods. The var ious

external sources include

Professional or Trade Associations :-

Many associat ions provide placement service to i ts members. I t consists of

compi l ing job seeker ’s l is ts and providing access to members dur ing regional or

nat ional convent ions. Also, the publ icat ions of these associat ions carry c lassi f ied

advert isements f rom employers interested in recrui t ing their members. These are

part icular ly useful for at t ract ing highly educated, exper ienced or ski l led personnel .

Also, the recrui ters can zero on in speci f ic job seekers, especial ly for hard-to- f i l l

technical posts.

Advertisements :-

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I t is a popular method of seeking recrui ts, as many recrui ters prefer

advert isements because of their wide reach. Want ads descr ibe the job benef i ts,

ident i fy the employer and te l l those interested how to apply. Newspaper is the most

common medium but for h ighly special ized recrui ts, advert isements may be placed in

professional or business journals.

Advert isements must contain proper informat ion l ike the job content, working

condi t ions, locat ion of job, compensat ion including fr inge benef i ts, job speci f icat ions,

growth aspects, etc. The advert isement has to sel l the idea that the company and job

are perfect for the candidate. Recrui tment advert isements can also serve as corporate

advert isements to bui ld company’ image. I t a lso cost ef fect ive.

Employment Exchanges:-

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

the provis ion of the Employment Exchanges (Compulsory Not i f icat ion of Vacancies)

Act, 1959. The Act appl ies to al l industr ia l establ ishments having 25 workers or more

each. The Act requires al l the industr ia l establ ishments to not i fy the vacancies before

they are f i l led. The major funct ions of the exchanges are to increase the pool of

possible appl icants and to do the prel iminary screening. Thus, employment exchanges

act as a l ink between the employers and the prospect ive employees. These of f ices are

part icular ly useful to in recrui t ing blue-col lar , whi te col lar and technical workers.

Campus Recruitments:-

Col leges, universi t ies, research laborator ies, sports f ie lds and inst i tutes are

fer t i le ground for recrui ters, part icular ly the inst i tutes. Campus Recrui tment is going

global wi th companies l ike HLL, Ci t ibank, HCL-HP, ANZ Grindlays, L&T, Motorola and

Rel iance looking for g lobal markets. Some companies recrui t a given number of

candidates f rom these inst i tutes every year. Campus recrui tment is so much sought

af ter that each col lege; universi ty department or inst i tute wi l l have a placement of f icer

to handle recrui tment funct ions. However, i t is of ten an expensive process, even i f

recrui t ing process produces job of fers and acceptances eventual ly. A major i ty leave

the organizat ion wi th in the f i rst f ive years of their employment. Yet, i t is a major

source of recrui tment for prest ig ious companies.

Walk-ins, Write- ins and Talk-ins-

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The most common and least expensive approach for candidates is d i rect

appl icat ions, in which job seekers submit unsol ic i ted appl icat ion let ters or resumes.

Direct appl icat ions can also provide a pool of potent ia l employees to meet future

needs. From employees’ v iewpoint , walk- ins are preferable as they are f ree f rom the

hassles associated with other methods of recrui tment. Whi le direct appl icat ions are

part icular ly ef fect ive in f i l l ing entry- level and unski l led vacancies, some organizat ions

compi le pools of potent ia l employees from direct appl icat ions for ski l led posi t ions.

Write- ins are those who send wr i t ten enquir ies. These jobseekers are asked to

complete appl icat ion forms for fur ther processing. Talk- ins involves the job aspirants

meet ing the recrui ter (on an appropr iated date) for detai led ta lks. No appl icat ion is

required to be submit ted to the recrui ter .

Contractors:-

They are used to recrui t casual workers. The names of the workers are not

entered in the company records and, to th is extent; d i f f icul t ies exper ienced in

maintain ing permanent workers are avoided.

Consultants:-

They are in the profession for recrui t ing and select ing manager ia l and

execut ive personnel . They are useful as they have nat ionwide contacts and lend

professional ism to the hir ing process. They also keep prospect ive employer and

employee anonymous. However, the cost can be a deterrent factor.

Head Hunters:-

They are useful in special ized and ski l led candidate working in a part icular

company. An agent is sent to represent the recrui t ing company and of fer is made to

the candidate. This is a useful source when both the companies involved are in the

same f ie ld, and the employee is re luctant to take the of fer s ince he fears, that h is

company is test ing his loyal ty.

Radio, Television and Internet:-

Radio and te levis ion are used to reach certa in types of job appl icants such

as ski l led workers. Radio and te levis ion are used but spar ingly, and that too, by

government departments only. Companies in the pr ivate sector are hesi tant to use the

media because of h igh costs and also because they fear that such advert is ing wi l l

make the companies look desperate and damage their conservat ive image. However,

46

there is nothing inherent ly desperate about using radio and te levis ion. I t depends upon

what is said and how i t is del ivered. Internet is becoming a popular opt ion for

recrui tment today. There are special ized s i tes l ike naukr i .com. Also, websi tes of

companies have a separate sect ion wherein; aspirants can submit their resumes and

appl icat ions. This provides a wider reach.

Competitors:-

This method is popular ly known as “poaching” or “ ra id ing” which involves

ident i fy ing the r ight people in r ival companies, of fer ing them better terms and lur ing

them away. For instance, several execut ives of HMT lef t to jo in Ti tan Watch Company.

There are legal and ethical issues involved in ra id ing r ival f i rms for potent ia l

candidates. From the legal point of v iew, an employee is expected to jo in a new

organizat ion only af ter obtain ing a ‘no object ion cert i f icate’ f rom his/ her present

employer. Violat ing th is requirement shal l b ind the employee to pay a few months’

salary to his/ her present employer as a punishment. However, there are many ethical

issues at tached to i t .

Mergers and Acquisit ions:-

When organizat ions combine, they have a pool of employees, out of whom

some may not be necessary any longer. As a resul t , the new organizat ion has, in

ef fect , a pool of qual i f ied job appl icants. As a resul t , new jobs may be created. Both

new and old jobs may be readi ly staf fed by drawing the best-qual i f ied appl icants f rom

this employee pool . This method faci l i tates the immediate implementat ion of an

organizat ion’s strategic plan. I t enables an organizat ion to pursue a business plan,

However, the need to displace employees and to integrate a large number of them

rather quickly into a new organizat ion means that the personnel-planning and select ion

process becomes cr i t ical more than ever.

Evaluation of External Recruitment:

External sources of recrui tment have both meri ts and demeri ts.

The merits are-

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The organizat ion wi l l have the benef i t of new ski l ls , new talents and new

exper iences, i f people are hired f rom external sources.

The management wi l l be able to fu l f i l l reservat ion requirements in favour of the

disadvantaged sect ions of the society.

Scope for resentment, heartburn and jealousy can be avoided by recrui t ing f rom

outs ide.

The demerits are-

Better mot ivat ion and increased morale associated with promot ing own

employees re lost to the organizat ion.

External recrui tment is cost ly.

I f recrui tment and select ion processes are not proper ly carr ied out, chances of

r ight candidates being rejected and wrong appl icants being selected occur.

High tra in ing t ime is associated with external recrui tment.

98% of organizational success depends upon eff icient employee selection

60-Second Guide to Hiring the Right People

Define the Duties:To f ind promising employees, you must f i rst determine what you want

them to do. Careful ly consider a l l d i rect and associated responsibi l i t ies and incorporate

them into a wr i t ten job descr ipt ion. Be careful wi th general t i t les such as typist or sales

c lerk, as they have di f ferent meanings to di f ferent people.

and What i t Takes to do Them :

Ful f i l l ing these responsibi l i t ies wi l l require some level of ski l l and exper ience, even i f i t is

an entry- level posi t ion. Be reasonable about your expectat ions. Sett ing the bar too high

may l imi t your avai lable ta lent pool ; set t ing i t too low r isks a f lood of appl icat ions f rom

those unqual i f ied for the job.

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Make it Worth their While:Likewise, you don’ t want to be over ly generous or restr ic t ive

about compensat ion. State and local chambers of commerce, employment bureaus and

professional associat ions can help you determine appropr iate wages and benef i ts.

Scanning descr ipt ions of comparable jobs in the c lassi f ied ads and other employment

publ icat ions wi l l a lso provide c lues about prevai l ing wage rates.

Spread the Word:

How you advert ise your job opening depends on who you want to at t ract . Some posi t ions

are as easy to promote as post ing a “help wanted” s ign in your store window or p lacing an

ad in your local newspaper. For jobs requir ing more special ized ski l ls , consider targeted

channels such as t rade magazines, on- l ine job banks and employment agencies ( though

these may require a fee). And don’ t over look sources such as f r iends, neighbors,

suppl iers customers and present employees.

Talk i t Over:

Because you have c lear ly def ined the role and requirements, you should have l i t t le

d i f f icul ty ident i fy ing candidates for interv iews. Make sure you schedule them when you

have ample t ime to review the resume, prepare your quest ions and give the candidate

your undiv ided at tent ion. Af ter the interv iew, jot down any impressions or key points whi le

they’re st i l l f resh in your mind. This wi l l be a valuable reference when i t ’s t ime to make a

decis ion.

Follow-up on Interviews:

You want to bel ieve your candidates are being honest, but never assume. Contact

references to make sure you’re gett ing the facts or to c lear up any uncertaint ies.

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Professional background checks are a wise investment for h ighly sensi t ive posi t ions, or

those that involve handl ing substant ia l amounts of money and valuables.

You’ve Found Them; Now Keep Them:

Now that you’ve hired ideal employees, make sure they stay wi th you by providing t ra in ing

and professional development opportuni t ies. The smal l business experts at SCORE can

help you craf t human resource pol ic ies and incent ive plans that wi l l ensure your company

remains the smal l business employer of choice.

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.

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

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SELECTION PROCESS

Selection is along process, commencing from the preliminary interview of

the applicants and ending with the contract of employment.

The following chart gives an idea about selection process: -

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Employment Contract

External Environment

Job OfferPhysical Examination

Selection Decision

Reference and Background

Analysis

Employment Interview

Selection Tests

Preliminary Interview

Internal Environment

Evaluation

Rej

ected

Ap

pli

cati

on

Environment factor affecting selection : -

Select ion is inf luenced by several factors. More prominent among them are

supply and demand of speci f ic ski l ls in the labour market, unemployment rate,

labour- market condi t ions, legal and pol i t ical considerat ions, company’s image,

company’s pol icy, human resources planning and cost of h i r ing. The last three

const i tute the internal environment and the remaining form the external

environment of select ion process.

STEP 1 : -

PRELIMINARY INTERVIEW

The appl icants received from job seekers would be subject to scrut iny so

as to el iminate unqual i f ied appl icants. This is usual ly fo l lowed by a prel iminary

interv iew the purpose of which is more or less the same as scrut iny of

appl icat ion, that is , e l iminate of unqual i f ied appl icants. Scrut iny enables the HR

special is ts to el iminate unqual i f ied jobseekers based on the informat ion suppl ied

in their appl icat ion forms. Prel iminary interv iew, on the other hand, helps reject

misf i ts for reason, which did not appear in the appl icat ion forms. Besides,

prel iminary interv iew, of ten cal led ‘courtesy interv iew’, is a good publ ic re lat ion

exercise.

STEP 2 : -

SELECTION TEST:

Job seekers who pass the screening and the prel iminary interv iew are cal led

for tests. Di f ferent types of tests may be administered, depending on the job and

the company. General ly , tests are used to determine the appl icant ’s abi l i ty ,

apt i tude and personal i ty .

The fol lowing are the type of tests taken:

1) . Abil i ty tests : -

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Assist in determining how wel l an indiv idual can perform tasks related to

the job. An excel lent i l lustrat ion of th is is the typing tests given to a

prospect ive employer for secretar ia l job. Also cal led as ‘ACHEIVEMENT

TESTS’. I t is concerned with what one has accompl ished. When appl icant

c la ims to know something, an achievement test is taken to measure how wel l

they know i t . Trade tests are the most common type of achievement test

g iven. Quest ions have been prepared and tested for such trades as asbestos

worker, punch-press operators, e lectr ic ians and machinists. There are, of

course, many unstandardised achievement tests given in industr ies, such as

typing or d ictat ion tests for an appl icant for a stenographic posi t ion.

2). Aptitude test : -

Apt i tude tests measure whether an indiv iduals has the capaci ty or latent

abi l i ty to learn a given job i f g iven adequate t ra in ing. The use of apt i tude test

is advisable when an appl icant has had l i t t le or no exper ience along the l ine of

the job opening. Apt i tudes tests help determine a person’s potent ia l to learn in

a given area. An example of such test is the general management apt i tude

tests (GMAT), which many business students take pr ior to gaining admission to

a graduate business school programme.

Apt i tude test indicates the abi l i ty or f i tness of an indiv idual to engage

successful ly in any number of special ized act iv i t ies. They cover such areas

c ler ical apt i tude, numerical apt i tude, mechanical apt i tude, motor co-ordinat ion,

f inger dexter i ty and manual dexter i ty. These tests help to detect posi t ive

negat ive points in a person’s sensory or inte l lectual abi l i ty . They focus at tent ion

on a part icular type of ta lent such as learning or reasoning in respect of a

part icular f ie ld of work.

Forms of aptitude test:

1. Mental or intel l igence tests :

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They measure the overal l inte l lectual abi l i ty of a person

and enable to know whether the person has the mental abi l i ty to

deal wi th certa in problems.

2. Mechanical aptitude tests :

They measure the abi l i ty of a person to learn a part icular

type of mechanical work. These tests helps to measure special ized

technical knowledge and problem solv ing abi l i t ies i f the candidate.

They are useful in select ion of mechanics, maintenance workers,

etc.

3. Psychomotor or skil ls tests :

They are those, which measure a person’s abi l i ty to do a

speci f ic job. Such tests are conducted in respect of semi- ski l led

and repet i t ive jobs such as packing, test ing and inspect ion, etc.

3). Intel l igence test :

This test helps to evaluate t ra i ts of inte l l igence. Mental abi l i ty , presence of mind

(aler tness), numerical abi l i ty , memory and such other aspects can be measured.

The intel l igence is probably the most widely administered standardized test in

industry. I t is taken to judge numerical , sk i l ls , reasoning, memory and such other

abi l i t ies.

4). Interest Test :

This is conducted to f ind out l ikes and dis l ikes of candidates towards

occupat ions, hobbies, etc. such tests indicate which occupat ions are more in l ine

wi th a person’s interest . Such tests also enable the company to provide

vocat ional guidance to the selected candidates and even to the exist ing

employees.

These tests are used to measure an indiv idual ’s act iv i ty preferences. These

tests are part icular ly useful for students consider ing many careers or employees

deciding upon career changes.

5). Personality Test :

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The importance of personal i ty to job success is undeniable. Often an indiv idual

who possesses the intel l igence, apt i tude and exper ience for certa in has fa i led

because of inabi l i ty to get a long with and mot ivate other people.

I t is conducted to judge matur i ty, social or interpersonal ski l ls , behavior under

stress and stra in, etc. th is test is very much essent ia l on case of select ion of

sales force, publ ic re lat ion staf f , etc. where personal i ty p lays an important ro le.

Personal i ty tests are s imi lar to interest tests in that they, a lso, involve a ser ious

problem of obtain ing an honest answer.

6). Projective Test :

This test requires interpretat ion of problems or s i tuat ions. For example, a

photograph or a picture can be shown to the candidates and they are asked to

give their v iews, and opinions about the picture.

7). General knowledge Test :

Now days G.K. Tests are very common to f ind general awareness of the

candidates in the f ie ld of sports, pol i t ics, wor ld af fa i rs, current af fa i rs.

8). Perception Test :

At t imes percept ion tests can be conducted to f ind out bel iefs, at t i tudes, and

mental sharpness.etc.

9). Graphology Test :

I t is designed to analyze the handwri t ing of indiv idual . I t has been said that an

indiv idual ’s handwri t ing can suggest the degree of energy, inhibi t ion and

spontanei ty, as wel l as disclose the id iosyncrasies and elements of balance and

control . For example, b ig let ters and emphasis on capi ta l let ters indicate a

tendency towards dominat ion and compet i t iveness. A s lant to the r ight , moderate

pressure and good legibi l i ty show leadership potent ia l .

10). Polygraph Test :

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Polygraph is a l ie detector, which is designed to ensure accuracy of the

informat ion given in the appl icat ions. Department store, banks, t reasury of f ices

and jewel lery shops, that is , those highly vulnerable to thef t or swindl ing may

f ind polygraph tests useful .

11). Medical Test:

I t reveals physical f i tness of a candidate. With the development of technology,

medical tests have become diversi f ied. Medical servic ing helps measure and

monitor a candidate’s physical resi l ience upon exposure to hazardous chemicals.

CHOOSING TESTS:

The test must be chosen in the cr i ter ia of re l iabi l i ty , val id i ty, object iv i ty and

standardizat ion. They are: -

1. RELIABILITY : -

I t refers to standardizat ion of the procedure of administer ing and scor ing

the test resul ts. A person who takes tests one day and makes a certa in 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 indiv idual ’s inte l l igence, for example, is

general ly a stable character ist ic . So i f we administer an intel l igence test , a

person who scores 110 in March would score c lose to 110 i f tested in July.

Tests, which produce wide var iat ions in resul ts, serve l i t t le purpose in select ion.

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2. VALIDITY : -

I t is a test , which helps predict whether a person wi l l be successful in a

given job. A test that has been val idated can be helpful in d i f ferent iat ing

between prospect ive employees who wi l l be able to perform the job wel l and

those who wi l l not . Natural ly , no test wi l l be 100% accurate in predict ing job

success. A val idated test increases possibi l i ty of success.

There are three ways of validating a test. They are as fol lows: -

1) . Concurrent Validity : - th is involves determining the factors that are

character ist ics of successful employees and then using these factors as the

yardst icks.

2). Predictive Validity : - i t involves using a select ion test dur ing the select ion

process and then ident i fy ing the successful candidates. The character ist ics of

both successful and less successful candidates are then ident i f ied.

3). Synthetic Validity : - i t involves taking parts of several s imi lar jobs rather

than one complete job to val idate the select ion test .

3. OBJECTIVITY: -

When two or more people can interpret the resul t of the same test and der ive the

same conclusion(s) , the test is said to be object ive. Otherwise, the test

evaluators ’ subject ive opinions may render the test useless.

4. STANDARDRIZATION: -

A test that is standardized is administered under standard condi t ion to a

large group of person who are representat ives of the indiv iduals for whom i t is

intended. The purpose of standardizat ion is to obtain norms or standard, so that

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a speci f ic test score can be meaningful when compared to other score in the

group.

STEP 3 : -

INTERVIEW:

The next step in the select ion process is an interv iew. Interv iew is formal, in-

depth conversat ion conducted to evaluate the appl icant ’s acceptabi l i ty . I t is

considered to be excel lent select ion device. I t is face-to- face exchange of v iew,

ideas and opinion between the candidates and interv iewers. Basical ly , interv iew

is nothing but an oral examinat ion of candidates. Interv iew can be adapted to

unski l led, ski l led, manager ia l and profession employees.

Objectives of interview : -

Interv iew has at least three object ives and they are a

fo l lows: -

1) Helps obtain addi t ional informat ion f rom the

appl icants

2) Faci l i tates giv ing general informat ion to the

appl icants such as company pol ic ies, job, products manufactured and the

l ike

3) Helps bui ld the company’s image among the appl icants.

Types of interview: -

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Interv iews can be of d i f ferent types. There interv iews employed by the

companies.

Fol lowing are the var ious types of interv iew: -

1) Informal Interview :

An informal interv iew is an oral interv iew and may take place anywhere.

The employee or the manager or the personnel manager may ask a few almost

inconsequent ia l quest ions l ike name, place of b i r th, names of re lat ives etc.

e i ther in their respect ive of f ices or anywhere outs ide the plant of company. I t

id not p lanned and nobody prepares for i t . This is used widely when the labour

market is t ight and when you need workers badly.

2) Formal Interview :

Formal interv iews may be held in the employment of f ice by he employment

of f ice in a more formal atmosphere, wi th the help of wel l s tructured quest ions,

the t ime and place of the interv iew wi l l be st ipulated by the employment of f ice.

3) Non-directive Interview :

Non-direct ive interv iew or unstructured interv iew is designed to let the

interv iewee speak his mind freely. The interv iewer has no formal or d i rect ive

quest ions, but h is a l l at tent ion is to the candidate. He encourages the

candidate to ta lk by a l i t t le prodding whenever he is s i lent e.g. “Mr. Ray,

p lease te l l us about yoursel f af ter your graduated from high school” .

The idea is o give the candidate complete f reedom to “sel l ” h imsel f , wi thout

the encumbrances of the interv iewer ’s quest ion. But the interv iewer must be of

h igher cal iber and must guide and relate the informat ion given by the appl icant

to the object ive of the interv iew.

4) Depth Interview :

I t is designed to intensely examine the candidate’s background and th inking

and to go into considerable detai l on part icular subjects of an important nature

and of special interest to the candidates. For example, i f the candidate says

that he is interested in tennis, a ser ies of quest ions may be asked to test the

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depth of understanding and interest of the candidate. These probing quest ions

must be asked with tact and through exhaust ive analysis; i t is possible to get a

good picture of the candidate.

5) Stress Interview :

I t is designed to test the candidate and his conduct and behavior by him

under condi t ions of stress and stra in. The interv iewer may star t wi th “Mr.

Joseph, we do not th ink your qual i f icat ions and exper ience are adequate for

th is posi t ion, ’ and watch the react ion of the candidates. A good candidates wi l l

not y ie ld, on the contrary he may substant iate why he is qual i f ied to handle

the job.

This type of interv iew is borrowed from the Mi l i tary organisat ion and th is is

very useful to test behaviour of indiv iduals when they are faced with

disagreeable and try ing s i tuat ions.

6) Group Interview :

I t is designed to save busy execut ive’s t ime and to see how the candidates

may be brought together in the employment of f ice and they may be

interv iewed.

7) Panel Interview :

A panel or interv iewing board or select ion commit tee may interv iew the

candidate, usual ly in the case of supervisory and manager ia l posi t ions.

This type of interv iew pools the col lect ive judgment and wisdom of the

panel in the assessment of the candidate and also in quest ioning the

facul t ies of the candidate.

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8) Sequential Interview :

The sequent ia l interv iew takes the one-to-one a step fur ther and involves a

ser ies of interv iew, usual ly ut i l iz ing the strength and knowledgebase of

each interv iewer, so that each interv iewer can ask quest ions in re lat ion to

his or her subject area of each candidate, as the candidate moves from

room to room.

9) Structures Interview :

In a structured interv iew, the interv iewer uses preset standardized

quest ions, which are put to al l the interv iewees. This interv iew is a lso

cal led as ‘Guided’ or ‘Patterned’ interv iew. I t is useful for val id resul ts,

especial ly when deal ing wi th the large number of appl icants.

10) Unstructured Interview:

I t is a lso known as ‘Unpatterned’ interv iew, the interv iew is largely

unplanned and the interv iewee does most of the ta lk ing. Unguided

interv iew is advantageous in as much as i t leads to a f r iendly conversat ion

between the interv iewer and the interv iewee and in the process, the later

reveals more of h is or her desire and problems. But the Unpatterned

interv iew lacks uni formity and worse, th is approach may over look key areas

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of the appl icant ’s ski l ls or background. I t is useful when the interv iewer

t r ies to probe personal detai ls of the candidate i t analyse why they are not

r ight for the job.

11) Mixed Interview:

In pract ice, the interv iewer whi le interv iewing the job seekers uses a blend

of structured and structured and unstructured quest ions. This approach is

cal led the Mixed Interv iew. The structured quest ions provide a base of

interv iew more convent ional and permit greater insights into the unique

di f ferences between appl icants.

12) Impromptu Interviews:

This interv iew commonly occurs when employers are approached direct ly

and tends to be very informal and unstructured. Appl icants should be

prepared at a l l t imes for on-the-spot interv iews, especial ly in s i tuat ions

such as a job fa i r or a cold cal l . I t is an ideal t ime for employers to ask the

candidate some basic quest ions to determine whether he/she may be

interested in formal ly interv iewing the candidate.

13) Dinner Interviews:

These interv iews may be structured, informal, or social ly s i tuated, such as

in a restaurant. Decide what to eat quickly, some interv iewers wi l l ask you

to order f i rst (do not appear indecis ive). Avoid potent ia l ly messy foods,

such as spaghett i . Be prepared for the conversat ion to abrupt ly change

from fr iendly chat to direct interv iew quest ions, however, do not

underest imate the value of casual d iscussion, some employers place a

great value on i t . Be prepared to switch gears rapidly, f rom fun ta lk to

business ta lk.

14) Telephone Interviews :

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

nearby. I f you are on your home telephone, make sure that a l l roommates

or fami ly members are aware of the interv iew (no loud stereos, barking

dogs etc.) . Speak a bi t s lower than usual . I t is crucial that you convey your

enthusiasm verbal ly, s ince the interv iewer cannot see your face. I f there

are pauses, do not worry; the interv iewer is l ikely just taking some notes.

15) Second Interviews:

Job seekers are invi ted back af ter they have passed the f i rst in i t ia l interv iew.

Middle or senior management general ly conducts the second interv iew,

together or separately. Appl icants can expect more in-depth quest ions, and

the employer wi l l be expect ing a greater level of preparat ion on the part of the

candidates. Appl icants should cont inue to research the employer fo l lowing the

f i rst interv iew, and be prepared to use any informat ion gained through the

previous interv iew to their advantage.

STEP 4 : -

REFERENCE CHECK:-

Many employers request names, addresses, and te lephone

numbers of references for the purpose of ver i fy ing informat ion and

perhaps, gaining addi t ional background informat ion on an appl icant.

Al though l is ted on the appl icat ion form, references are not usual ly

checked unt i l an appl icant has successful ly reached the fourth stage of a

sequent ia l select ion process. When the labour market is very t ight ,

organisat ions somet imes hire appl icants before checking references.

Previous employers, known as publ ic f igures, universi ty professors,

neighbours or f r iends can act as references. Previous employers are

preferable because they are already aware of the appl icant ’s

performance. But, the problem with th is reference is the tendency on the

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part of the previous employers to over-rate the appl icant ’s performance

just to get r id of the person.

Organisat ions normal ly seek let ters of reference or te lephone

references. The lat ter is advantageous because of i ts accuracy and low

cost. The te lephone reference also has the advantage of sol ic i t ing

immediate, re lat ively candid comments and at t i tude can sometimes be

inferred from hesi tat ions and inf lect ions in speech.

I t may be stated that the informat ion gathered through references

hardly inf luence select ion decis ions. The reasons are obvious:

1. The candidate approaches only those persons who would speak wel l

about h im or her.

2. People may wr i te favorably about the candidate in order to get r id of

h im or her.

3. People may not l ike to divulge the t ruth about a candidate, lest i t might

damage or ru in his/her career.

STEP 5 : -

SELECTION DECISION:-

After obtain ing informat ion through the preceding steps, select ion

decis ion- the most cr i t ical of a l l the steps- must be made. The other

stages in the select ion process have been used to narrow the number of

the candidates. The f inal decis ion has to be made the pool of indiv iduals

who pas the tests, interv iews and reference checks.

The view of the l ine manager wi l l be general ly considered in the f inal

select ion because i t is he/she who is responsible for the performance of

the new employee. The HR manager plays a crucial ro le in the f inal

select ion.

STEP 6 : -

PHYSICAL EXAMINATION : -

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After the select ion decis ion and before the job of fer is made, the

candidate is required to undergo a physical f i tness test . A job of fer is ,

of ten, cont ingent upon the candidate being declared f i t af ter the

physical examinat ion. The resul ts of the medical f i tness test are

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

There are several object ives behind a physical test . Obviously, one

reason for a physical test is to detect i f the indiv idual carr ies any

infect ious disease. Secondly, the test assists in determining whether an

appl icant is physical ly f i t to perform the work. Third ly, the physical

examinat ion informat ion can be used to determine i f there are certa in

physical capabi l i t ies, which di f ferent iate successful and less successful

employees. Fourth, medical check-up protects appl icants wi th heal th

defects f rom undertaking work that could be detr imental to them or

might otherwise endanger the employer ’s property. Final ly , such an

examinat ion wi l l protect the employer f rom workers compensat ion

c la ims that are not val id because the in jur ies or i l lness were present

when the employee was hired.

STEP 7 : -

JOB OFFER : -

The next step in the select ion process is job of fer to those

appl icants who have crossed al l the previous hurdles. Job of fer is made

through a let ter of appointed. Such a let ter general ly contains a date by

which the appointee must report on duty. The appointee must be given

reasonable t ime for report ing. Thos is part icular ly necessary when he

or she is a lready in employment, in which case the appointee is

required to obtain a rel ieving cert i f icate f rom the previous employer.

Again, a new job may require movement to another c i ty, which means

considerable preparat ion, and movement of property.

The company may also want the indiv idual to delay the date of

report ing on duty. I f the new employee’s f i rst job upon jo in ing the

company is to go on company unt i l perhaps a week before such tra in ing

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begins. Natural ly , th is pract ice cannot be abused, especial ly i f the

indiv idual is unemployed and does not have suff ic ient f inances.

Decency demands that the rejected appl icants be informed about

their non-select ion. Their appl icants may be preserved for future use, i f

any. I t needs no emphasis that the appl icat ions of selected candidates

must a lso be preserved for the future references.

STEP 8 : -

CONTRACT OF EMPLOYMENT : -

After the job of fer has bee mad and candidates accept the of fer ,

certa in documents need to be executed by the employer and the

candidate. One such document is the at testat ion form. This form

contains v i ta l detai ls about the candidate, which are authent icated and

at tested by him/her. At testat ion form wi l l be a val id record for the

future reference.

There is a lso a need for prepar ing a contract of employment. The

basic informat ion that should be included in a wr i t ten contract of

employment wi l l vary according to the level of the job, but the fo l lowing

checkl is t sets out the typical headings:

1. Job t i t le

2. Dut ies, including a parse such as “The employee wi l l perform

such dut ies and wi l l be responsible to such a person, as the

company may from t ime to t ime direct” .

3. Date when cont inuous employment star ts and the basis for

calculat ing service.

4. Rate of pay, a l lowance, overt ime and shi f t rates, method of

payments.

5. Hours of work including lunch break and overt ime and shi f t

arrangements.

6. Hol iday arrangements:

i . ) Paid hol idays per year.

i i . ) Calculat ion of hol iday pay.

i i i . ) Qual i fy ing per iod.

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iv . ) Accrual of hol idays and hol iday pay.

v.) Detai ls of hol iday year.

v i . ) Dates when hol idays can be taken.

vi i . ) Maximum hol iday that can be take at any one t ime.

vi i i . ) Carry over of hol iday ent i t lement.

ix .) Publ ic hol idays.

7. Length of not ice due to and from employee.

8. Gr ievances procedure (or reference to i t ) .

9. Discip l inary procedure (or any reference to i t ) .

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

11. Arrangements for terminat ing employment.

12. Arrangements for union membership ( i f appl icable).

13. Special terms relat ing to r ights to patent s and designs,

conf ident ia l informat ion and restraints on trade af ter

terminat ion of employment.

14. Employer ’s r ight to vary terms of the contract subject to proper

not i f icat ion being given.

Al ternat ively cal led employment agreements or s imply bonds,

contracts of employment serve many useful purposes. Such contracts

seek to restrain job-hoppers, to protect knowledge and informat ion that

might be v i ta l to a company’s heal thy bottom l ine and to prevent

compet i tors f rom poaching highly valued employees.

Great care is taken to draf t the contract forms. Often, services of

law f i rms (prominent f i rms in th is category include Mul la, Craigie, Blunt

and Caroe, Crawford Bai ley, Amarchand Mangaldas Hirala l , etc.) are

engag4d to get the forms draf ted and f inal ized.

Most employers insist on agreements being s igned by newly hired

employees. But h igh turnover sectors such as sof tware, advert is ing and

media are more prone to use contracts.

The drawback with the contracts is that i t is a lmost to enforce

them. A determined employee is bound to leave the organisat ion, contract

or no contract . The employee is prepared to pay the penal ty for breaching

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the agreement or the new employer wi l l provide compensat ions. I t is the

reason that several companies have scrapped the contracts al together.

STEP 9 : -

CONCLUDING THE SELECTION PROCESS : -

Contrary to popular percept ion, the select ion process wi l l not end with

execut ing the employment contract . There is another step – amore

sensi t ive one reassur ing those candidates who have not selected, not

because of any ser ious def ic iencies in their personal i ty , but because their

prof i le d id not match the requirement of the organisat ion. They must be

to ld that those who were selected were done purely on relat ive meri t .

STEP 10 : -

EVALUATION OF SELECTION PROGRAMME : -

The broad test of the ef fect iveness of the select ion process is the

qual i ty of the personnel h i red. An organisat ion must have competent and

commit ted personnel . The select ion process, i f proper ly done, wi l l ensure

avai labi l i ty of such employees. How to evaluate the ef fect iveness of a

select ion programme? A per iodic audi t is the answer. People who work

independent of HR department must conduct audi t . The table below

contains an out l ine that h ighl ights the areas and quest ions to be covered

in a systemat ic evaluat ion.

Four Approaches to Selection:

1). Ethnocentric Selection :

In th is approach, staf f ing decis ions are made at the organizat ion’s

headquarters. Subsidiar ies have l imi ted autonomy, and the employees from the

headquarters at home and abroad f i l l key jobs. Nat ionals f rom the parent country

dominate the organisat ions at home and abroad.

2). Polycentric Selection :

In polycentr ic select ion, each subsidiary is t reated as a dist inct nat ional

ent i ty wi th local control key f inancial targets and investment decis ions. Local

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ci t izens manage subsidiar ies, but the key jobs remain wi th staf f f rom the parent

country. This is the approach, which is largely pract iced in our country

3). Regiocentric Selection : -

Here, control wi th in the group and the movements of staf f are managed on

a regional basis, ref lect ing the part icular d isposi t ion of business and operat ions

wi th in the group. Regional managers have greater d iscret ion in decis ion.

Movement of staf f is largely restr ic ted to speci f ic geographical regions and

promot ions to the jobs cont inue to be dominated by managers f rom the parents

company.

4). Geocentric Staff ing : -

In th is case, business strategy is integrated thoroughly on global basis.

Staf f development and promot ion are based on abi l i ty , not nat ional i ty . The broad

and other parts of the top management structure are thoroughly internat ional in

composi t ion. Needless to say, such organisat ions are uncommon.

PROBLEMS IN EFFECTIVE SELECTION : -

The main object ive of select ion is to hire people having competence and

commitment. This object ive s of ten defeated because of certa in barr iers. The

impediments, which check ef fect iveness of select ion, are percept ion, fa i rness,

val id i ty, re l iabi l i ty and pressure.

Perception: -

Our inabi l i ty to understand others accurately is probably the most

fundamental barr ier to select ing the r ight candidate.

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Select ion demands an indiv idual or a group of people to assess and

compare the respect ive competencies of others, wi th the aim of choosing

the r ight persons for the jobs. But our v iews are highly personal ized. We al l

perceive the wor ld di f ferent ly. Our l imi ted perceptual abi l i ty is obviously a

stumbl ing block to the object ive and rat ional select ion of the people.

Fairness: -

Fairness in select ion requires that no indiv idual should be discr iminated

against on the basis of re l ig ion, region, race or gender. But the low numbers

of women and other less pr iv i leged sect ions of the society in middle and

senior management posi t ions and open discr iminat ion on the basis of age in

job advert isements and in the select ion process would suggest that a l l the

ef for ts to minimize inequi ty have not been ef fect ive.

Validity: -

Val id i ty, as explained ear l ier , is a test that helps predict job performance of

an incumbent. A test that has been val idated can di f ferent iate between the

employees who perform wel l and those who wi l l not . However, a val idated

test does not predict job success accurately. I t can only increase possibi l i ty

of success.

Reliabil i ty: -

A rel iable method is one, which wi l l produce consistent resul ts when

repeated in s imi lar s i tuat ions. L ike val idated test , a re l iable test may fa i l to

predict job performance with precis ion.

Pressure: -

Pressure is brought on the selectors by pol i t ic ians, bureaucrats, re lat ives,

f r iends and peers to select part icular candidates. Candidates selected

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because of compuls ions are obviously not the r ight ones. Appointments to

publ ic sectors undertakings general ly take place under such pressures.

Difference (Recruitment and Selection)

1.) Recrui tment is the process of searching for prospect ive candidates and

mot ivat ing them to apply for job in the organisat ion

Whereas, select ion is a process of choosing most sui table candidates out of

those, who are interested and also qual i f ied for job.

2.) In the recrui tment process, vacancies avai lable are f inal ized, publ ic i ty is

g iven to them and appl icat ions are col lected from interested candidates.

In the select ion process, avai lable appl icat ions are scrut in ized. Tests, interv iew

and medical examinat ion are conducted in order to select most sui table

candidates.

3.) In recrui tment the purpose is to at t ract maximum numbers of sui table and

interested candidates through appl icat ions.

In select ion process the purpose is that the best candidate out of those qual i f ied

and interested in the appointment.

4.) Recrui tment is pr ior to select ion. I t creates proper base for actual select ion.

Select ion is next to recrui tment. I t is out of candidates’ avai lable/ interested.

5.) Recrui tment is the posi t ive funct ion in which interested candidates are

encouraged to submit appl icat ion.

Select ion is a negat ive funct ion in which unsui table candidates are el iminated

and the best one is selected.

6.) Recrui tment is the short process. In recrui tment publ ic i ty is g iven to

vacancies and appl icat ions are col lected from di f ferent sources

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Select ion is a lengthy process. I t involves scrut iny of appl icat ions, g iv ing tests,

arranging interv iews and medical examinat ion.

7.) In recrui tment services of expert is not required

Whereas in select ion, services of expert is required

8.) Recrui tment is not cost ly. Expendi ture is required mainly for advert is ing the

posts.

Select ion is a cost ly act iv i ty, as expendi ture is needed for test ing candidates

and conduct of interv iews.

CAMPUS:

Campus recrui tment is so much sought af ter that each col lege; universi ty

department or inst i tute wi l l have a placement of f icer to handle recrui tment

funct ions. However, i t is of ten an expensive process, even i f recrui t ing

process produces job of fers and acceptances eventual ly. A major i ty leave

the organizat ion wi th in the f i rst f ive years of their employment. Yet, i t is a

major source of recrui tment for prest ig ious companies.

Infosys is the company of choice for campus recrui tment programs in most

major engineer ing inst i tutes such as I ITs, RECs etc. and at premier

management inst i tutes such as the I IMs.

Engineering Institutes:

Campus hir ing at engineer ing inst i tutes typical ly star ts in May and

cont inues through September. Senior managers and of f icers f rom Infosys

act ively part ic ipate in th is h ir ing, to br ing on board the next generat ion of

br ight , young and ta lented leaders for the company. We encourage

current students at the campuses we vis i t to use th is opportuni ty to

interact wi th the Infosys recrui tment teams dur ing the hir ing process to

understand the company and our people phi losophy. We hire engineer ing

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graduates and post-graduates f rom al l d iscip l ines, and MCA students at

the campuses.

Management Institutes:

Campus hir ing at management inst i tutes typical ly star ts in December and

cont inues through March. We hire management graduates f rom al l

d iscip l ines, wi th or wi thout pr ior work exper ience in sof tware or other

f ie lds.

Al l appl icat ions are pre-screened based on academic credent ia ls. Short-

l is ted candidates are usual ly invi ted for an interv iew as part of the

select ion process.

OFF CAMPUS:

I t is the event for those candidates who do not get selected dur ing

campus recrui tment. The process remains the same; i t just a ims at g iv ing

those candidates a chance that were not able to go through the process

before. These candidates also go through the same two rounds, here only

the scale and basis on which they are evaluated changes.

JOB FAIRS:

What is job fair?

Job fa ir is where several companies come under one roof for seeking

el ig ib le candidates who can jo in their company, af ter going through

certa in recrui tment process fo l lowed by them.

PROCESS FOLLOWED BY PEPSICO:

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In i t ia l ly they advert ise about the job fa i r in the local newspapers of a l l

the states speci fy ing the venue and date of the job fa i r .

On the speci f ied date, Infosys banners are put up at the venue. They

have around 3 to 4 counters. In i t ia l ly these counters are used for

registrat ions. Once the number of registrat ions is equal to the total

capaci ty of a l l the counters, the registrat ions are stopped and the

registered candidates f i l l the appl icat ion forms at the counter.

Next a logic test of 45 minutes is conducted and an Engl ish test of 15

minutes is conducted where in one is suppose to wr i te an essay, to

check their handwri t ing, vocabulary and sentence framing abi l i ty .

Once the test is over, registrat ions for the next group star t . At the

same t ime the previous papers are evaluated and the candidates are

selected for interv iew based on the cut-of f marks.

The candidates who are selected in the interv iew are informed then

and there by displaying the l is t and are given the of fer .

The process is repeated for the next set of candidates.

Job fa ir takes place for 3 to 4 days.

ADVERTISEMENTS:-

I t is a popular method of seeking recrui ts, as many recrui ters prefer

advert isements because of their wide reach.

Pepsico advertises in:

NEWS PAPERS:

Times of India

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The economic t imes

Indian express

Hindustan t imes

The f inancial express

Employment papers

MAGAZINES:

Business wor ld

Business Today

India Today

capi ta l market

Business journals

magazines

WEB:

www.indiat imesjob.com

www.monster.com

www.naukr i .com

Advert isements contain proper informat ion l ike the job content,

working condi t ions, locat ion of job, compensat ion including fr inge benef i ts,

job speci f icat ions, growth aspects, etc.

The advert isement sel ls the idea that the company and job are perfect for the

candidate.

WALK-INS, WRITE-INS AND TALK-INS:

Walk-ins are the most common and least expensive approach for

candidates is d i rect appl icat ions, in which job seekers submit unsol ic i ted

appl icat ion let ters or resumes. Direct appl icat ions provide a pool of potent ia l

employees to meet future needs.

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Write-ins are those who send wr i t ten enquir ies. These jobseekers are asked

to complete appl icat ion forms for fur ther processing.

Talk-ins involves the job aspirants meet ing the recrui ter (on an appropr iated

date) for detai led ta lks. No appl icat ion is required to be submit ted to the

recrui ter .

CONSULTANTS:

Infosys also seeks the help of consul tants who are in the profession

for recrui t ing and select ing manager ia l and execut ive personnel . They are

useful as they have nat ionwide contacts and lend professional ism to the

hir ing process. They also keep prospect ive employer and employee

anonymous.

INDUSTRIES:

Infosys also hires exper ienced professionals f rom the industry at var ious

mid- level and senior posi t ions.

THE SELECTION PROCESS OF PEPSICO:

Steps:

1. Init ial screening of interviews:

In i t ia l Screening is done on the basis of appl icants and appl icat ions. A

prel iminary interv iew is conducted so as to select the sui table candidate who

can go through fur ther stages of interv iews.

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Normal ly for the posts of engineers degree cutof f is decided l ike say 60% on

an average. I f the candidates do not meet the requirement they are rejected.

And for h igher posts appl icat ions and appl icants both play a major ro le in the

screening process.

2. Completion of application forms:

Appl icat ion form establ ishes the candidate’s general detai ls l ike name,

address, te lephone number, educat ion, job- re lated tra in ing, work-exper ience

with dates, company names, and job detai ls , professional or industr ia l

involvement, hobbies and recreat ional pursui ts.

The company establ ishes as many hypotheses about the candidate f rom the

detai ls provided in the appl icat ion form. I t then decides what areas of

informat ion i t needs to explore or invest igate more speci f ical ly dur ing the

interv iew.

Company sees to i t that no judgment is passed about the candidate based

only at th is level . What drawn here is hypotheses and not conclusions.

Appl icat ion forms are such framed that, they provide the necessary detai ls to

the organisat ion wi thout af fect ing the sent iments and feel ings of the

candidate.

3. Employment tests:

logical test

English test

Vocabulary

Reasoning

Essay writ ing

VARIOUS TESTS:

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Mental or intel l igence tests :

They measure the overal l inte l lectual abi l i ty of a person and enable to know

whether the person has the mental abi l i ty to deal wi th certa in problems.

Mechanical aptitude tests :

They measure the abi l i ty of a person to learn a part icular type of mechanical

work. These tests helps to measure special ized technical knowledge and

problem solv ing abi l i t ies i f the candidate. They are useful in select ion of

mechanics, engineers, etc.

Intel l igence test :

This test helps to evaluate t ra i ts of inte l l igence. Mental abi l i ty , presence of mind

(aler tness), numerical abi l i ty , memory and such other aspects can be measured.

I t is taken to judge numerical , sk i l ls , reasoning, memory and such other abi l i t ies.

Personality Test :

I t is conducted to judge matur i ty, social or interpersonal ski l ls , behavior under

stress and stra in, etc. th is test is very much essent ia l on case of select ion of

sales force, publ ic re lat ion staf f , etc. where personal i ty p lays an important ro le.

Graphology Test :

I t is designed to analyse the handwri t ing of indiv idual . I t has been said that an

indiv idual ’s handwri t ing can suggest the degree of energy, inhibi t ion and

spontanei ty, as wel l as disclose the id iosyncrasies and elements of balance and

control . For example, b ig let ters and emphasis on capi ta l let ters indicate a

tendency towards dominat ion and compet i t iveness. A s lant to the r ight , moderate

pressure and good legibi l i ty show leadership potent ia l .

Medical Test:

I t reveals physical f i tness of a candidate. Medical servic ing helps measure and

monitor a candidate’s physical resi l ience upon exposure business hazards.

4. Interview:

Formal Interview :

Interv iews are held in the employment of f ice in a more formal atmosphere, wi th

the help of wel l s tructured quest ions.

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Patterned Interview :

A patterned interv iew is a lso a planned interv iew, but i t is more careful ly pre-

planned to a high degree of accuracy, precis ion and exact i tude. With the help of

job and man speci f icat ions, a l is t of quest ions and areas are careful ly prepared

which wi l l act as the interv iewer ’s guide.

Non-directive Interview :

Here the interv iewee is a l lowed to speak his mind freely. The interv iewer has no

formal or d i rect ive quest ions, but h is a l l at tent ion is to the candidate. He

encourages the candidate to ta lk by a l i t t le prodding whenever he is s i lent e.g.

“Mr. Ray, p lease te l l us about yoursel f af ter you’re graduated from high school” .

The idea is to give the candidate complete f reedom to “sel l ” h imsel f , wi thout the

encumbrances of the interv iewer ’s quest ion.

Depth Interview :

I t is designed to intensely examine the candidate’s background and th inking and

to go into considerable detai l on part icular subjects of an important nature and

of special interest to the candidates. For example, i f the candidate says that he

is interested in tennis, a ser ies of quest ions may be asked to test the depth of

understanding and interest of the candidate.

Stress Interview :

I t is designed to test the candidate and his conduct and behavior by him under

condi t ions of stress and stra in. The interv iewer may star t wi th “Mr. Joseph, we

do not th ink your qual i f icat ions and exper ience are adequate for th is posi t ion, ’

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and watch the react ion of the candidates. A good candidates wi l l not y ie ld, on

the contrary he may substant iate why he is qual i f ied to handle the job.

What Pepsico pract ice is that i f interv iew is p lanned at 5pm, i t wi l l s tar t

candidate’s interv iew at 6.30pm and watch the candidate’s behavior and stress

level .

Panel Interview :

A panel or interv iewing board or select ion commit tee interv iews the candidate,

usual ly in the case of supervisory and manager ia l posi t ions.

Mixed Interview :

In pract ice, the interv iewer whi le interv iewing the job seekers uses a blend of

structured and structured and unstructured quest ions. This approach is cal led

the Mixed interv iew. The structured quest ions provide a base of interv iew more

convent ional and permit greater insights into the unique di f ferences between

appl icants.

Second Interviews:

Job seekers are invi ted back af ter they have passed the f i rst in i t ia l interv iew.

Middle or senior management general ly conducts the second interv iew, together

or separately. More in-depth quest ions are asked to the candidate and the

employer expects a greater level of preparat ion on the part of the candidates.

5. Background Information:

PEPSICO requests names, addresses, and te lephone numbers of references for

the purpose of ver i fy ing informat ion and perhaps, gaining addi t ional background

informat ion on an appl icant.

References are not usual ly checked unt i l an appl icant has successful ly reached

the fourth stage of a sequent ia l select ion process.

Previous employers are preferable because they are already aware of the

appl icant ’s performance.

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I t normal ly seeks let ters of reference or te lephone references. The lat ter is

advantageous because of i ts accuracy and low cost.

6. Physical Examination:

After the select ion decis ion and before the job of fer is made, the candidate is

required to undergo a physical f i tness test . A job of fer is , of ten, depends upon

the candidate being declared f i t af ter the physical examinat ion. The resul ts of

the medical f i tness test are recorded in a statement and are preserved in the

personnel records.

There are several objectives behind a physical test:

1. One reason for a physical test is to detect i f the indiv idual carr ies

any infect ious disease.

2. Secondly, the test assists in determining whether an appl icant is

physical ly f i t to perform the work.

3. Thirdly, the physical examinat ion informat ion can be used to

determine i f there are certa in physical capabi l i t ies, which

di f ferent iate successful and less successful employees.

4. Fourth, medical check-up protects appl icants wi th heal th defects

f rom undertaking work that could be detr imental to them or might

otherwise endanger the employer ’s property.

5. Final ly, such an examinat ion wi l l protect the employer f rom workers

compensat ion c la ims that are not val id because the in jur ies or

i l lness were present when the employee was hired.

7. Final Employment decision:

I t is a f inal step. In th is step company makes a very important decis ion.

Af ter a l l these processes fo l low up is done i .e. , the selected person is induced

and placed at the r ight job. Training is provided on regular basis that is monthly,

quarter ly. These tra iners have the exper ience of about 15-20 yrs. In one batch

there are 60 employees who are sent to Bangalore for t ra in ing.

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Conclusion:

The human element of organizat ion is the most crucial asset of an organizat ion. Taking

a c loser perspect ive - i t is the very qual i ty of th is asset that sets an organizat ion apart

f rom the others, the very element that br ings the organizat ion’s v is ion into f ru i t ion.

Thus, one can grasp the strategic impl icat ions that the manpower of an organizat ion

has in shaping the for tunes of an organizat ion. This is where the complementary ro les

of Recrui tment and Select ion come in. The role of these aspects in the contemporary

organizat ion is a subject on which the experts have pondered, del iberated and studied,

consider ing the v i ta l ro le that they obviously play.

The essence of recrui tment can be summed up as ‘ the phi losophy of at t ract ing as many

appl icants as possible for g iven jobs’ . The face value of th is def in i t ion is what guided

recrui tment act iv i t ies in the past. These days, however, the emphasis is on al igning the

organizat ion’s object ives wi th that of the indiv idual ’s. By making th is a pr ior i ty , an

organizat ion safeguards i ts interests and standing. After a l l , a sat isf ied workforce is a

stable workforce which also ensures that an organizat ion has credible and rel iable

performance. Ina bid to underscore th is subt le point , the project examines the var ious

processes and nuances one of the most cr i t ical act iv i t ies of an organizat ion.

The end resul t of the recrui tment process is essent ia l ly a pool of appl icants. Next to

recrui tment, the logical step in the HR process is the select ion of qual i f ied and

competent people. As such, th is process concentrates on di f ferent iat ing between

appl icants in order to ident i fy – and hire- those indiv iduals whose abi l i t ies are

consistent wi th the organizat ion’s requirements.

The reader wi l l do wel l to note that the t ransi t ion between the 2 act iv i t ies is not

str ingent. The 2 act iv i t ies basical ly have one aim- to y ie ld a perfect employee for the

organizat ion.

Nor are these act iv i t ies typecast. Every organizat ion ta i lors the processes keeping in

mind the nature of the organizat ion, i ts needs and constraints.

In th is project , we examine th is angle through the case studies of 2 companies,

involved in the same sector but essent ia l ly d i f ferent in their percept ions towards

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recrui tment and select ion. And both seem to have benef i ted f rom their take on the 2

processes.

In the end, th is project endeavors to present a comprehensive picture of Recrui tment

and Select ion and hopes to enable the reader to appreciate the var ious intr icacies

involved.

.

LIMITATION

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The current study is based up on the information provided by the company. So the scope

of the study fall within limitations of the current period of the company.

The study is mainly concerned with the PepsiCo Jamshedpur unit.

The scope and period of study is restricted to the following.

The scope is limited to the operations of PEPSICO CO information obtained from

Primary and Secondary sources.

The key performance indications were taken from the period of duration, April 2012.

The study is conducted under particular territories only, so the results cannot be

generalize for entire division.

So the data which I collected is limited to the specified period only.

The sample size of 50 might not represent the perception of whole population

SUGESSTION

We give the following suggestion that can be use for better management and the profitability of the company.

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The Pepsi is not so strong as compare to Coco cola. Its need to be more stronger for

better competition.

The company should provide attractive offer to indirect employees.

The employee should be trained and to be effective towards their works.

They should create open communication between management and employee.

Pepsi fridge and racks should be make easily available for the retailers.

More emphasis should be given in retaining and building loyalty among retailers while at

the same time new retailers should be encouraged to sell Pepsi.

Another brand of Cola flavor should be introduced and it should have strong taste and

more fizz so as to attract the customers who like Thumps up more than Pepsi.

Knowledge management,learning,and training should be in time.

The company should concentrate on the brand awareness of its product.

Must focus on hygienic substances like bottles, cane, packaging etc.

Always should conduct interviews to remove grievance and to motivate employees.

It must content a grip box as suitable place of factory.

Incentives should be provide in order to motivate employees.

Proper re-training should be provide in order to get better work efficiency.

Management should concentrate on better technology for raw syrup.

Management policy should be in favor of employees and easy adaptable.

REFERENCES

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1. K Ashwathappa, (1997) Human Resource and Personnel Management, Tata

McGraw- Hil l 131-176

2. Chris Dukes, (2001) Recruit ing the Right Staff

3. John M. Ivancevich, Human Resource Management, Tata McGraw- Hil l , 2004

4. Steve Kneeland, (1999) Hir ing People, discover an effect ive interviewing system;

avoid hir ing the wrong person, recruit outstanding performers

5. Stone, Harold C and Kendell , W.E Effect ive Personnel Selection Procedures, 1956

BIBLIOGRAPHY

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NEWS PAPERS:

TIMES OF INDIA

THE ECONOMIC TIMES

MAGAZINES:

BUSINESS WORLD

BUSINESS TODAY

INDIA TODAY

PERIODICALS AND REPORTS:

BUSINESS INDIA, MARCH, 2012

INDIA TODAY, MARCH, 2012

WEB:

www.goog le .com

www.soop le .com

www. lea rn ingmate .com

Questionnaire

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1. What type of industry does your organization participate in?___________________________________________________________________________________

2. How many staff do you employ?___________________________________________________________________________________

3. What percentage of your workforce is high skilled?___________________________________________________________________________________

4. What percentage of your workforce is low skilled?____________________________________________________________________________________

5. What percentage of your workforce is unskilled?__________________________________________________________________________________

6. What percentage of your employees are employed:Full time ___________________________________%Part time __________________________________%Casual ____________________________________%Temporary _________________________________%Contract ___________________________________%

7. How involved are the unions in your particular industry? (please circle)Not at allLow levelMedium LevelHigh Level

8. How would you rate the turnover of staff in your organisation? (please circle)HighMediumLow

9. Do you have more than one category or type of employee? If yes, please list.___________________________________________________

10. Does the recruitment and selection strategy differ for each category?___________________________________________________

11. Who is responsible for recruitment in the organisation?___________________________________________________

12. Who is responsible for selection in the organisation?___________________________________________________

13. Do you have an Internet site? (please circle) Yes No

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If yes, do you use the Internet site for recruitment? Yes No

14. Do you have a requisition form for vacant or new positions? Yes No

15. Do you take into account any legislative requirements when recruiting? (please list)___________________________________________________

16. Do you use job descriptions and/or duty statements? Yes No

17. How often are job descriptions reviewed? (please circle)Not at all MonthlyEvery 3months Every 6 monthsYearly As position becomes vacant

18. Which of the following sources do you use for recruitment? (please circle)

(i)Newspaper Internet (ii)Referrals (iii)University Notice Boards(iv)Word of Mouth (v)Graduate Recruitment Services(vi)Executive Search (vii)Employment Consultant(viii)Recruitment Agency (viiii)Other (please list)

19. If you advertise a position in the newspaper, what paper do you use? (please circle)Local(i)Metropolitan daily (i)Suburban

20. Do you have an application form? Yes No

21. Does the organisation have a policy regarding internal recruitment versus external recruitment?_______________________________________

22. In the last five positions that you filled, what percentage was internal to external?Internal _________%External _________%

23. Do you use employment consultants? Yes NoIf yes, how often? ________________________________

24. Do you use recruitment agencies? Yes NoIf yes, how often? ________________________________25. If you require applications and resumes to be sent in, do you acknowledge the application? Yes No

26. Do you use interviews as part of your recruitment process? Yes No

27. What type of interview process do you use? (please circle)PanelOne on oneStressGroupVideo conference

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Telephone interviewComputer-assisted interviewOther (please list) _________________________________

28. How would you class your interview structure? (please circle)Formal & structuredSemi-structuredUnstructured

29. What type of interview technique do you use? (please circle)ListeningQuestioningNote-takingOther (please list) __________________________________

30. Do you have a specific room to conduct interviews in? Yes No

31. Do you have an orientation program? Yes No

32. Do you notify all applicants even if they are unsuccessful? Yes No

33. Do you have an evaluation process for recruitment & selection? Yes No

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