SRI KRISHNA ARTS AND SCIENCE COLLEGE

Topic: Management strategies for recruitment and removal of employees

Submitted by,

P.M.Lohith (10bco023)

A NEW STRATEGY of INFOSYS

(60-Second Guide to Hiring the Right People)

0 : 6 0 D efine the D uties:

To find promising employees, you must first determi ne what you want them to do. Carefull y consider all direct and associat ed responsibilities and incorporate them into a written job description. Be careful with general titles such as t ypist or sales cl erk, as they have different meanings to different peopl e.
0 : 4 9 What it Takes to do them :

Fulfilling these responsibilities will requi re som e level of skill and experience, even if it is an entr y -level position. Be reasonable about your expect ations. Setting the bar t oo hi gh ma y limit your avail able tal ent pool; setting it too low risks a flood of appli cations from those unqualifi ed for t he job.
0 : 3 7 M ake it Wo rth their While:

Likewis e, you dont want t o be overl y generous or restricti ve about compensation. State and local chambers of comm erce, emplo ym ent bureaus and professi onal associations can help you det erm ine appropri ate wages andbenefits. Scanni ng descript ions of comparabl e jobs in the classi fied ads andother emplo ym ent publications will also provi de clues about prevailing wagerates.
0 : 3 8 Spread the Wo rd:

How you advertise your job opening depends on who you want toattract. Some positions are as eas y t o promot e as posting a helpwanted si gn in your store window or placi ng an ad in your localnewspaper. For jobs requi ring m ore specialized skills, consi dert argeted channel s such as trade magazines, on -line job banks andemploym ent agencies (though these m a y requi re a fee). And dontoverlook sources such as friends, nei ghbours, suppliers custom ersand present emplo ye es .

0 : 2 5 Talk it Ov er:

Because you have clearl y defined the role and requirem ents, you should havelittl e di ffi cult y identi f ying candi dates for int erviews. Make sure

youschedul e them when you have ample time to review the resum e, prepare yourquestions and gi ve the candidat e your undivided attention. Aft er theinterview, jot down an y im pressions or ke y points whi le the yre still fresh in your mind. This will be a valuable reference when its time to make a decision
0 : 1 2 Fo llo w -up o n Interv iews:

You want to believe your candidat es are being honest, assume.Contact references to m ake sure youre getting the facts up an yuncertai nties. Professional background checks are a wise forhi ghl y sensitive positions, or those that involve h andl ing amountsof mone y and valuables.

but never or to clear investment substanti al

0 : 0 3 yo uve Fo und them ; now keep them :

Now that youve hired i deal em plo yees, m ake sure the y sta y with you byprovidi ng training and professional development opportunities. The smallbusiness expert s at SCO RE can hel p you craft human resource polici es andincentive plans that will ensure your compan y remains the small business emplo yer of choi ce.

REASONS FOR REJECTION IN THE INTERVIEW (INFOSYS)

1. Poor attitude. Many candidates come across as arrogant. While employers can afford to be self-centred, candidates cannot. 2.A pp earan ce. Many candidates do not consider their appearance as much as they should. First impressions are quickly made in the first three to five minutes. (For details regarding Appearance, refer to the message 'Interview Etiquette' which I had posted earlier in "CHETANA-JOBS" group). 3. Lack of research. It's obvious when candidates haven't learned about the job, company or industry prior to the interview. Visit the library or use the Internet to research the company, then talk with friends, peers and other professionals about the opportunity before each meeting. 4. Not having questions to ask. Asking questions shows your interest in the company and the position. Prepare a list of intelligent questions in advance. 5. Not readily knowing the answers to interviewers' questions. Anticipate and rehearse

answers to tough questions about your background, such as recent termination or an employment gap. Practicing with your spouse or a friend before the interview will help you to frame intelligent responses. 6. Relying too much on resumes. Employees hire people, not paper. Although a resume can list qualifications and skills, it's the interview dialogue that will portray you as a committed, responsive team player. 7. Too much humility. Being conditioned not to brag, candidates are sometimes reluctant to describe their accomplishments. Explaining how you reach difficult or impressive goals helps portray you as a committed, responsive team player. 8. Not relating skills to employers' needs. A list of sterling accomplishments means little if you can't relate them to a company's requirements. Reiterate your skills and convince the employer that you can "do the same for them". 9. Handling salary issues ineptly. Candidates often ask about salary and benefit packages too early. If they believe an employer is interested, they may demand inappropriate amounts and price themselves out of the jobs. Candidates who ask for too little undervalue themselves or appear desperate. 10. Lack of career direction. Job hunters who aren't clear about their career goals often can't spot or commit to appropriate opportunities. Not knowing what you want wastes everybody's time. 11. Job shopping. Some applicants, particularly those in certain high-tech, sales and marketing fields, will admit they're just "shopping" for opportunities and have little intention of changing jobs. This wastes time and leaves a bad impression with employers they may need to contact in the future.