A PROJECT STUDY ON RECRUITMENT AND SELECTION

OBJECTIVE OF PROJECT In basic idea behind selecting the topic of Employee Hiring is to study how employees are hired. Today organizations are coming up with the new techniques of hiring people. Hence to study how the actual process is carried in the organization. Research methodology This project aims the finding out and analyzing the hiring process in the organization. The method of approach adopted for the same would be as follows! ". To wo# out the $arious steps and procedures in$ol$ed. %. To contacts $arious companies and collect information &. To collect the information secondary li#e magazines newspapers internets Importance and scope ". This projects will pro$ide a $alue insight to student on the topic. %. This project will help to get the practical #nowledge in employee hiring in the

organization. &. The project will equip me for my future in H. '. (. Limitation ". )rganization did not disclose full information. %. *ata collected in this field are not sufficient.

EXECUTIVE U!!"R#

+eople form an integral part of the organization. The efficiency and quality of its people determines the fate of the organization. Hence choice of right people and placing them at right place becomes essential. Hiring comes at this point of time in the picture. Hiring is a strategic function for H' department. 'ecruitment and selection form the process of hiring the employees. 'ecruitment is the systematic process of generating a pool of qualified applicant for organization job. The process includes the step li#e H' planning attracting applicant and screening them. This step is affected by $arious factors which can be internal as well as e,ternal. The organization ma#es use of $arious methods and sources for this purpose. -election is carried from the screen applicant during the recruitment process. There is also some specific process is in$ol$ed. .y the way of conducting preliminary inter$iew and conducting the $arious test if required reference chec# and further final inter$iew is conducted. *uring the process there are certain difficulties and barriers that are to be o$ercomes. *ifferent organization adopts different approaches and techniques for their employees. To #now the practical application of the employees hiring process the analysis of I(- /earning 'esources +$t. /td. was underta#en.

$% RECRUIT!E&T $%$ I&TRO'UCTIO& +eople are integral part of any organization today. 0o organization can run without its human resources. In today1s highly comple, and competiti$e situation choice of right person at the right place has far reaching implications for an organization1s functioning. Employee well selected and well placed would not only contribute to the efficient running of the organization but offer significant potential for future replacement. This hiring is an important function. The process of hiring begins with human resource planning 2H'+3 which helps to determine the number and type of people on organization needs. 4ob analysis and job design enables to specify the tas# and duties of hobs and qualification e,pected from prospecti$e job H'+ job analysis hob design helps to identify the #ind of people required in an organization and hence hiring. It should be noted that hiring is an ongoing process and not confined to formati$e stages of an organization. Employees lea$e the organization in search of greener pastures some retire and some die in the saddle. (ore importantly an enterprises grows di$ersifies ta#e o$er the other units all necessitating hiring of new men and women. In fact the hiring function stops only when the organization ceases to e,ist. Hiring in$ol$es two board acti$ities!5 i( ii( Recr)itment election

RECRUIT!E&T The word 6recruitment1 has many meaning and plays an important role. Employees lea$e the organization in search of greener pastures5 some retire some die in saddle. The most important thing is that enterprise grows di$ersifies and ta#es o$er other units5all necessitating hiring of new men and women. In fact recruitment functions stop only when the organization ceases to e,ist. To understand recruitment in simple terms it is understood as process of searching for obtaining applications of job from among from whom the right people can be selected. To define recruitment we can define it formally as it is a process of finding and attracting capable applicants for employment. The process begins when new recruit are sought and ends when their application are submitted. The result is a pool of applicants from which new employees are selected. Theoretically recruitment process is said to end with receipt of application in practice the acti$ity e,tends to the screening applicants as to eliminate those who are not qualified for job.

$%* PURPO E "&' I!PORT"&CE The general purpose of recruitment is to pro$ide a pool of potentially qualified job candidates. -pecifically the purposes are to! ". *etermine the present and future requirement of the organization in conjunction with its personnel planning and job analysis acti$ities7 %. Increase the job pool of job candidates at minimum cost7 &. Help increase the success rate of the selection process by reducing the number $isibly under qualified or job application7 8. Help reduce the probability that job applicants once recruited selected will lea$e the organization only after a short period of time7 9. (eet the organizations legal and social obligation regarding the composition of its wor#force7 :. .eing identifying and preparing potential job applicants who will be appropriate candidates7 ;. Increase organization indi$idual effecti$eness in the short term and long term7

<. E$aluate the effecti$eness of $arious recruiting technique and sources for all types of job applicants. $%+ F"CTOR "FFECTI&, RECRUIT!E&T There are a number of factors that affect recruitment. These are broadly classified into two categories! ". Internal factors %. E,ternal factors I&TER&"L F"CTOR The internal factors also called as endogenous factors are the factors within the organization that affect recruiting personnel in the organization. -ome of these are!5 i-e o. the organi-ation The size of the organization affects the recruitment process. /arger organization finds recruitment less problematic than organization with smaller in size.

Recr)iting policy The recruitment policy of the organization i.e. recruiting from internal sources and e,ternal sources also affect the recruitment process. =enerally recruitment through internal sources is preferred because own employees #now the organization and they can well fit in to the organization culture. Image o. the organi-ation Image of the organization is another factor ha$ing its influence on the recruitment process of the organization. =ood image of the organization earned by the number of o$ert and co$ert action by management helps attract potential and complete candidates. (anagerial actions li#e good public relations rendering public ser$ice li#e building roads public par#s hospitals and schools help earn image or goodwill for organization. That is why chip companies attract the larger numbers of application. Image o. the /o0 .etter remuneration and wor#ing conditions are considered the characteristics of good image of a job. .esides promotion and carrier de$elopment policies of organization also attract potential candidates.

EXTER&"L F"CTOR /i#e internal factors there are some factors e,ternal to organization which ha$e their influence on recruitment process. -ome of these are gi$en below!5 'emographic .actors >s demographics factors are intimately related to human beings i.e. employees these ha$e profound influence on recruitment process. *emographic factors include age se, /iteracy economics status etc . La0or mar1et /abor mar#et condition I.e. supply and demand of labor is of particular importance in affecting recruitment process. E.g. if the demand for specific s#ill is high relati$e to its supply is more than for particular s#ill recruitment will be relati$ely easier. Unemployment sit)ation The rate of unemployment is yet another e,ternal factor its influence on the recruitment process. ?hen the employment rate in an area is high the recruitment process tends to simpler. The reason is not difficult to see#. The number of application is e,pectedly $ery high which ma#es easier to attract the best5qualified applications. The reser$e is also true. ?ith low rate of unemployment recruiting process tend to become difficult .

La0or la2s There are se$eral labor laws and regulations passed by the central and state go$ernments that go$ern different type of employment. These co$er wor#ing condition compensation retirement benefits safety and health of employee in industrial underta#ings. The child /abour >ct "@<:7 for e,ample prohibits employment of children in certain employments. -imilarly se$eral other acts such as the Employment E,change >ct "@9<7 The >pprentice >ct "@:"7 the Aactory >ct "@8<7 and The (ines >ct "@9% deal with recruitment. Legal consideration >nother e,ternal factor is legal consideration with regard to employment reser$ation of jobs for schedule tribes and other bac#ward class 2).B3 is the popular e,amples of such legal consideration. The supreme court of India has gi$en its $erdict in fa$or of 9C per cent of jobs and seats. This is so in case admission in the educational institutions also.

$%3 I&TER&"L OURCE Present employees4 +romotions and transfer from among the present employees can be good sources of recruitment. +romotion implies upgrading of an employee to a higher position carrying higher status pay and responsibilities. +romotion from among the present employees is ad$antageous because the employees promoted are well acquainted with the organization culture they get moti$ated and it is cheaper also. +romotion from among the person employees also reduces the requirement of job training. Howe$er the disad$antage lies in limiting the choice of the few people and denying hiring of outsiders who may be better qualified and s#illed. Aurthermore promotion from among present employees also results in inbreeding which creates frustration among those not promoted. Transfer refers to shifting an employee from one job to another without any change in the positionDpost status and responsibilities. The need for transfer is felt to pro$ide employees a broader and carried base which is considered necessary for promotion. 4ob rotation in$ol$es transfer of employees from one job to another job on the lateral basis. Former employees4 Aormer employees are another source of applicant for $acancies to be filled up in the organization. 'etired or retrenched employees may be interested to e come bac# the company to wor# on the part time basis. -imilarly some former employees who had left the organization for any reason any come bac# to wor#. This source has the ad$antages of hiring people whose performance is already #nown to the organization.

Employee re.errals4 This is yet another internal source of recruitment. The e,isting employees refer to the family members friends and relati$es to the company potential candidates for the $acancies to be filled up in the organization. This source ser$es as the most effecti$e methods of recruiting people in the organizations because refer to those potential candidates who meet the company requirement #nown to them from their own e,perience. The referred indi$iduals are e,pected to be similar in type in the of race and se, for e,ample to those who are already wor#ing in the organization

Pre5io)s applicant4 This is considered as internal source in the sense that applications from the potential candidates are already lying with organization. -ometimes the organization contacts though mail or messengers these applicants to fill up the $acancies particularly for uns#illed or semis#illed jobs.

EV"LU"TIO& OF I&TER&"L OURCE ! /et us e$aluate the internal source of recruitment. )b$iously it can be done in terms of its ad$antage and disad$antage the same are spelled out as follows! "'V"&T",E 4 The ad$antages of the internal source of recruitment include the following! Familiarity 2ith o2n employees! The organization has more #nowledge and familiarity with the strengths and wea#nesses of its own employees than of strange on un#nown outsiders. Better )se o. the talent4 The policy of internal recruitment also pro$ides an opportunity to the organization to ma#e a better use of talents internally a$ailable and to de$elop them further and further. Economical recr)itment! In case of internal recruitment the organization does not need to spend much money time and effort to locate and attract the potential candidates. Thus internal recruitment pro$es to be economical or say ine,pensi$e.

Impro5es morale4 This method ma#es employees sure that they would be preferred o$er the outsiders as and when they filled up in the organization $acancies. " moti5ator4 The promotion through internal recruitment ser$es as a source of moti$ation for the employees to impro$e their carrier and income. The employees feel that organization feel that organization is a place where they can build up their life5long career. .esides internal recruitment also ser$es as a means of attracting and retaining employees in the organization.

'I "'V"&T",E ! The main drawbac# associated with the internal recruitment is as follows! Limited choice4 Internal recruitment limits its choice to the talents a$ailable within the organization. Thus it denies the tapping of talents a$ailable in the $ast labor mar#et outside the organization. (oreo$er internal recruitment ser$es as a means for inbreeding which is ne$er healthy for the future organizations. 'isco)rage competition! In this system the internal candidates are protected from competition by not gi$ing opportunity to otherwise competent candidates from outside the organization. This in turn de$elops a tendency among the employees to ta#e the promotion without showing performance. tagnation o. s1ills4 ?ith the feeling that internal candidates will surely get promoted their s#ill in the long run may become stagnant or obsolete. If so producti$ity and sufficiency of the organization in turn decreases. e,tra

Creates con.licts4 Bonflicts and contro$ersies surface among the internal candidates whether or not they deser$e promotion.

$%6 EXTER&"L OURCE E,ternal sources of recruitment lie outside the organization. These outnumber internal sources. The main ones are listed as follows! Employment e7changes! The national commission labor 2"@:@3 obser$ed in its report that in the pre5independence era the main source of labor war rural areas surrounding the industries. Immediately after independence national employment ser$ices were established to bring employer and job see#er together. In response to it the compulsory notification of $acancies act of "@9@ 2Bommonly called employment e,change act3 was instituted which become operati$e in "@:C.the main functions of these employment e,changes with the branches in most cities are registration of job see#er and tier placement in the notified $acancies. It is obligatory for employer to inform about the outcome of selection within "9 days to the employment e,change. Employment e,change is particularly useful in recruiting blue5collar white5 collar and technical wor#ers.

Employment agencies4 In addition to the go$ernment agencies there are number of pri$ate agencies that register candidates for employment and furnish a list of suitable candidates from the data ban# as and when sought by the prospecti$e employer. =enerally these agencies select personnel for super$isory and the higher le$els. The main function of these agencies is to in$ite application and short5list the suitable candidates for the organization. )f course the representati$e of the organization ta#es the final decision on selection. The employer organizations deri$e se$eral ad$antages through this source. The time sa$ed in this method can be better utilized elsewhere by the organization. >s the organizational identity remains un#nown to the job spea#ers it thus a$oid recei$ing letters and attempts to influence.

"d5ertisement4 This method of recruitment can be used for jobs li#e clerical technical and managerial. The higher the position in the organization the more specialized the s#ills or the shorter the supply of that resources in the labour mar#et the more widely dispersed the ad$ertisement are li#ely to be. Aor instance the search for a top e,ecuti$e might include ad$ertisements in a national daily li#e the Hindu. -ome employersDcompanies ad$ertise their post by gi$ing them post bo, number of the name of some recruiting agency. This is done to particular #eep own identity secret to a$oid unnecessary correspondence with the applicants. Howe$er the disad$antage of

these blind ad$ertisement i.e. post bo, number is that the potential job see#ers are the hesitant without un#nowing the image of the organization on the one hand and the bad imageD reputation that the blind ad$ertisement ha$e recei$ed because of the organizations that placed such ad$ertisements without position lying $acant just to #now supply of laborD wor#ers in the labor mar#et on the other. ?hile preparing ad$ertisement a lot of care has to be ta#en to ma#e it clear and to the point. It must ensure that some self5selection among applicant ta#e place and only qualified applicant responds the ad$ertisement copy should be prepared by using a four5point guide called "I'" . The letters in the acronym denote that ad$ertisement should attract "ttention gain Interest arouse a *esire and result in action. Howe$er not many organizations mention complete detail about job positions in there ad$ertisement. ?hat happened is that ambiguously worded and broad5based ad$ertisements may generate a lot irrele$ant application which would by necessity increasing the cost of processing them.

Pro.essional "ssociations Eery often recruitment for certain professional and technical

positions is made through professionals association also called 89eadh)nters:% Instit)te o. Engineers; "ll India !anagement "ssociation; etc. pro$ide placement ser$ice to the members. The professional associations prepare either list o. /o0see1ers or p)0lish or sponsor /o)rnal or maga-ines containing ad$ertisements for their member. It is particularly useful for attracting highly s1illed and pro.essional personnel% Howe$er in India this is not a 5ery common practice and those few pro$ide such #ind ser$ice ha$e not been able to generating a large number of application. Camp)s Recr)itment This is another source of recruitment. Though campus recruitment is a common phenomenon particularly in the >merican organizations it has made rather recently. )f late some organizations such as 9LL; 9CL; L<T; Citi0an1; Cad0)ry "&= ,rind lays; etc. in India ha$e started $isiting educational and training instituteD campuses for recruitment purposes. (any Institutes ha$e regular placement cells D offices to ser$e liaison between the employer and the students. Tezpur Bentral Fni$ersity placement. has one *eputy *irector 2Training and +lacement3 for purpose of campus recruitment and

The method of campus recruitment offers certain ad$antages to the employer organizations. First; the most of the candidates are a$ailable at one place7 second; the inter$iews are arranged at short notice7 third; the teaching is also met7 .o)rth; it gi$es them opportunity to sell the organization to a large students body who would be graduating subsequently. The disad$antages of this of recruitment are that organizations ha$e to limit their selection to only >entry:: positions and they inter$iew the candidates who ha$e similar education and e,perience if at all. 'ep)tation >nother source of recruitment is deputation I.e. sending an

employees to another organization for the short duration of two to three years. This method of recruitment is practice in a pretty manner in the =o$ernment department and public sector organization does not ha$e to incurred the initial cast of induction and training. Howe$er the disad$antages of this of deputation is that deputation period of twoDthree year is not enough for the deputed employee to pro$ide employee to pro$e hisDher mettle on the one hand and de$elop commitment with organization to become part of it on the other. ?ord@o.@mo)th4 -ome organizations in India also practice the word5of5mouth11 method of recruitment. In this method the word is passed around the

$acancies or opening in the organization. >nother from of word5of5 mouth method of employee@pinching:: i.e. the employee wor#ing In another organization is offered by the ri$al organization. method This is economic in terms of both time and money. -ome of the

organization maintain a file applications and sent a bio5data by a job see#er. These ser$e as a $ery handy as when there is $acancy in the organization. The ad$antage of this method is no cost in$ol$ed in recruitment. Howe$er the disad$antages of this method of recruitment are non5 a$ailability of the candidates when needed choice of candidates is restricted to a too small number. Raiding or Poaching4 This is another sources of recruitment whereby the ri$al firm by offering terms and conditions try to attract qualified employees to join the. This raiding is a common feature in the Indian organizations. For instance; ser$ice e,ecuti$e of 9!T left to join Titan ?atch Company; so also e,odus of pilot from Indian >irlines to join the pri$ate air ta,i operator. In fact raiding has become challenge for the human resource manager. .esides these wal# 5 ins contractors radio and tele$ision

acquisitions and merger etc. art some other sources of recruitment used by organization.

EV"LU"TIO& OF EXTER&"L OURCE 4 /i#e the internal source of recruitment e,ternal sources are mi,ed of ad$antages and disad$antages "'V"&T",E 4@ Open process .eing a more open process it is li#ely to attract a large number of applicantsDapplication. The in turn widens it option of selection. "5aila0ility o. Talented Candidates4@ ?ith the large pool of applicants it becomes possible for organization to ha$e talented candidates from the outside. Thus it introduces new blood in the organization. Opport)nity to elect the Best CandidateA ?ith the large pool of applicants selection process becomes competiti$e. This increases prospects for selection the best candidates. Pro5ides healthy competition! >s the e,ternal members are supposed to be more trained and efficient. ?ith such a bac#ground they wor# with the positi$e attitude and greater $igor. This helps create healthy competition and conducti$e wor# en$ironment in the organization.

'I "'V"&T",E 4 Howe$er the e,ternal sources of recruitment suffer from certain disad$antages too these are! E7pensi5e and time cons)ming4 This method of recruitment is both e,pensi$e and time consuming. There is no guarantee that organization will get good and suitable candidates. Un.amiliarity 2ith the Organi-ation! >s candidates some outside the organization they are not familiar with tas#s job nature and the international scenario of the organization. 'isco)rage the E7isting Employee4 E,isting employees are not sure to get promotion. This discourages them to do the hard wor#. This in turn boils down to decreasing producti$ity of the organization.

$%B P9ILO OP9IE OF RECRUIT!E&T The traditional philosophy of recruiting has been to get as many people to apply for a job as possible. > large number of jobsee#ers waiting in queues would ma#e the final selection difficult often resulting in wrong selection. 4ob dissatisfaction and employee turno$er are the consequence of this. > persuasi$e agreement can be made that matching the needs of the organization to the needs of the applicants will enhance the effecti$eness of the recruitment process. The result will be a wor#force which is li#ely to stay with the organization longer and performs at a higher le$el of effecti$eness. Two approaches are a$ailable to bring about match. They are! Realistic Jo0 Pre5ie2 CRJP( Jo0 Compati0ility D)estionnaire CJCD(

Realistic Jo0 Pre5ie2s4 'ealistic job pre$iew pro$ides complete job related information both positi$e and negati$e to the applicants. The information pro$ided will help job see#ers to e$aluate the compatibility among the jobs and their personal ends before hiring decisions are made. '4+s can result in self selection process5 job applicant can decide where to attend the inter$iews and tests for final selection or withdraw them the initial stage. 'esearch on realistic recruiting shows a lower rate of employee turno$er incase of

employee recruited through '4+s particularly for more comple, jobs and higher le$el of job satisfaction and performance at the initial stage of employment. '4+s are more beneficial for organization hiring at entry le$el when there are unemployment. )therwise the approach may increase the cost of recruiting by increase the a$erage time it ta#es to fill each job. Jo0 Compati0ility D)estionnaire@ The job compatibility questionnaire was de$eloped to determine whether applicant preferences for wor# match the characteristics of the job. The 4BG is designed to collect the information on aspect of a job which has bearing on employee performance absenteeism and turno$er and job satisfaction. The underlying assumption of the 4GB is that greater the compatibility between an the jobsee#er the greater the profitability of employee which are related to effecti$eness and longer the tenure. The 4BG is a 8CC5 item instrument that measure job factors performance satisfaction turno$er and absenteeism. Items co$er the following job factors! tas# requirement physical en$ironment customer characteristics peer characteristics leader characteristics compensation preference tas# $ariety job autonomy physical demands and wor# schedule.

$%E RECRUI!E&T PROCE >s stated earlier recruitment is the process of location identifying and attracting capable applications for jobs a$ailable in an organization. >ccordingly the recruitment process comprises the following fi$e steps! 'ecruitment planning7 -trategy *e$elopment7 -earching7 -creening7 E$aluation and Bontrol.

Recr)itment Planning4 @ The first in$ol$ed in the recruitment process is planning. Hire planning in$ol$es to draft a comprehensi$e job specification for the $acant position outline its major and minor responsibilities7 the s#ills e,perience and qualifications needed7 grade and le$el of pay7 starting date7 whether temporary or permanent7 and mention of special condition if any attached to the job to be filled.

trategy 'e5elopment4@ )nce it is #nown how many with what qualification of candidates are required the ne,t step in$ol$ed in this regard is to de$ice a suitable strategy for recruitment the candidates in the organization. The strategic considerations to be considered may include issues li#e whether to prepare the required candidates themsel$es or hire it from outside searching the candidates practiced what type of recruitment method to be used what geographical area be considered for which source of recruitment to be and what sequence of acti$ities to be followed in

recruiting candidates in the organization. earching!5 This step in$ol$es attracting job seeders to the organization. There are broadly two sources used to attract candidates. These are! Internal -ources E,ternal -ources. creening4@ Through some $iew screening as the starting point of selection we ha$e considered it as an integral part of recruitment. The reason being the selection process starts only after the application

ha$e been screened and short listed. /et it be e,emplified with an e,ample. In the Fni$ersities application is in$ited for filling the post of +rofessors. >pplication recei$ed in respond to in$itation i.e. ad$ertisement are screened and short listed on the basis of eligibility and suitability. Then only the screened applicant are in$ited for seminar presentation and personal inter$iew. The selection process starts from here i.e. seminar presentation or inter$iew. 4ob specification is in$aluable n screening. >pplications are screened against the qualification #nowledge s#ills abilities interest and e,perience mentioned in the job specification. Those who do not qualify are straightway eliminated from the selection process. The techniques used for screening candidates are $ary depending on the source of supply and method used for recruiting. +reliminary applications de5selections tests and screening inter$iews are common techniques used for screening the candidates.

E5al)ation and control4@ =i$en the considerable in$ol$ed in the recruitment process its e$aluation and control is therefore imperati$e. The costs generally incurred in a recruitment process include! -alary of recruiters7 Bost of time spent for preparing job analysis ad$ertisement etc7 >dministrati$e e,penses7 Bost of outsourcing or o$ertime while $acancies remain unfilled7 Bost incurred in recruiting unsuitable candidates.

In $iew of abo$e it is necessary for a prudent employed to try answering certain questions li#e! ?hether the recruitment methods are appropriate and $alidH ?hether the recruitment process followed in the organization is effecti$e at all or notH

$%F !ET9O' OF RECRUIT!E&T 'ecruitment methods refer to the means by which an organization reaches to the potential job see#er. It is important to mention that the recruitment methods are different from the resources of recruitment. The major line of distinction between the two is that while the former is the means of establishing lin#s with the prospecti$e candidates the latter is location where the prospecti$e employees are a$ailable. *unn and -tephen ha$e broadly classified methods of recruitment into three categories. These are7

'irect !ethodA Indirect !ethodA Third Party !ethod% .rief descriptions of these are follows! 'irect !ethod4 In this method the representati$es of the organizations are sent to the potential candidates in the educational and training institutes. They establish contacts with the candidates see#ing jobs. +erson management engineering medical pic#ed up the manner. pursuing etc. programmers are mostly

-ometimes -ending

some employer firm establishes with professors and to the con5entions; seminars; setting )p

solicits information about student with e,cellent academic records. the recruiter e7hi0its at .airs and using mobile office to go to the desired centers are some other methods used establish direct contact with the job see#ers. Indirect !ethodA Indirect methods include ad5ertisements in the ne2spaper; on the radio and tele5ision; in pro.essional /o)rnals; technical maga-ines; etc. this method is useful when )rganization dose not find suitable candidates to be promoted to fill up the higher posts

?hen the organization want to reach out a $ast territory and ?hen organization wants to fill up scientific professional and technical posts. The e,perience suggests that the higher the position to be filled up in the organization or the s#ill sought by the sophisticated one the more widely dispersed ad$ertisement is li#ely to be used to reach too many suitable candidates. -ometimes many organizations go for what referred to as 0lind ad5ertisement in which only .o, 0o. is gi$en and the identity of the organization is not disclosed.

Howe$er

organizations with regional or national repute do not ?hile placing an ad$ertisement to reach to the potential

usually use blind ad$ertisements for ob$ious reasons. candidates the following three points need to borne in mind! To $isualize the type of the applicant one is trying recruit7 To write out a list of the ad$antages the job will offer7 To decide where to run the ad$ertisement i.e. newspaper with local state nation5wide and international reach or circulation.

Third Party !ethod4 These include the use of pri5ate employment 0odies agencies; management cons)ltants; pro.essional pr associations;

employee re.erral or see#ers.

recommendation; 5ol)ntary organi-ation;

trade 0an1s; la0or contractors; etc. to establish contact with the job

0ow a question arises7 which particular method is to be used to recruit employee in the organizationH The answer to it is that it will depend on the policy of the particular firm the position of the labor supply the go$ernment regulations in this regard and agreements with labor organizations. 0otwithstanding the 0est recr)itment method is to loo1 .irst 2ithin the organi-ation%

EFFECTIVE&E

OF RECRUIIT!E&T PRO,R"!!E

Though there has so far not been e$ol$ed any formula such that ma#es recruitment programme necessitates ha$ing certain attributes such as! > well I defined recruitment policy. > proper organizational structure. > well 5 laid down procedure for locating potential jobsee#ers. > suitable method and technique for tapping and utilizing these candidates > continuous assessment of effecti$eness of recruitment programme and incorporation of suitable modifications from time to impro$e the effecti$eness of the programme. >n ethically sound fool5proof telling an applicant all about the job and its position the firm to enable the candidate to judiciously decide whether or not to apply and join the firm if selected.

*% ELECTIO& *%$ !E"&I&, "&' 'EFI&"TIO& -election is the process of pic#ing indi$iduals 2out of the pool of job applicants3 with requisite qualifications and competence to fill jobs in the organization. > formal definition of -election is!5 > It is the process o. di..erentiating 0et2een applicants in order to identi.y Cand here( those 2ith s)ccess in a /o0%:: 'ecruitment and selection are the two crucial in the H' process and are often used interchangeably. There I howe$er a fine distinction between the two steps. ?hile recruitment refers to the process of identifying and encouraging prospecti$e employees to apply for jobs selection is concerned with pic#ing the right candidates from the pool of applicants. 'ecruitment is said to be positi$e in its approach as it see#s to attract as many candidates as possible. -election on the other hand is negati$e in its application in as it see#s to eliminate as many unqualified applicants as possible in order to identify the right candidates. a greater li1elihood o.

*%* ROLE OF ELECTIO& The role of selection in an organization1s effecti$eness is crucial for at least two reasons7 first wor# performance depends on indi$iduals. The best way to impro$e performance is to hire people who ha$e the competence and the willingness to wor#. >rguing from the employee1s $iewpoint poor or inappropriate choice can be demoralizing to the indi$idual concerned 2who finds himself or herself in the wrong job3 and de5moti$ating to the rest of the wor#force. Effecti$e selection therefore assumes greater rele$ance. -econd cost incurred in recruiting and hiring personnel spea#s about $olumes of the selection. Bosts of wrong selection are greater. *%+ TEP I& ELECTIO& PROCE

*%3 OR,"&I "TIO& FOR ELECTIO& Fntil recently the basic hiring process was performed in a rather unplanned manner in many organizations. In some companies each department screened and hired its own employees. (any managers insisted upon selecting their own people because they were sure no one else could choose employee for them as efficiently as they themsel$es could. 0ot any more. -election is now centralized and is handled by the human resources department. Ideally a selection process in$ol$es mutual decision5ma#ing. The organization decides whether or not to ma#e a job offer and how attracti$e the offer should be. The candidate decides whether or not organization and the fob offer fit his or her needs and goal. In reality the selection process is highly one5side. ?hen the job mar#et is e,tremely right se$eral candidates will be applying for a position and the organization will use a series of qualified wor#ers screening de$ices to hire the candidates it feels is most suitable. ?hen there is a shortage of or when the candidate is a highly qualified e,ecuti$e or professional who is being sought after by se$eral organizations the organizations will ha$e to sweeten its offer and come to a quic#er decision.

*%6 &E? !ET9O' OF ELECTIO& In recent years H' specialists ha$e found out new methods of selection. These approaches are deemed to the alternati$es to the traditional methods of selection. Two intersecting alternati$es are participati$e selection and employee leasing. +articipati$e selection that subordinates participates in the selection of their co5wor#ers and super$isors. The idea is that such participation will impro$e quality increase support for the selected super$isors and co5wor#ers and impro$e employee morale. In employee leasing the client company leases employees from a third part not on a temporary basis but rather ate leased as full5time long5term help. >n interesting feature of this method is that the client company need not perform such personnel acti$ities as hiring compensation or record #eeping. The ad$antages of employee leasing are significant. The client is reli$ed from many administrati$e burdens as well as the need to employ specialized personnel employees. Aurther employees employment. not recruited by one client are sent to another client company for

*%B ELECTIO& I& I&'I" Bonditions of labor mar#et largely determine the selection process. >s is well #nown we ha$e a strange parado, in our country. There is large5scale unemployment ju,taposed with shortage of s#illed labor. 60o Eacancy1 boards are seen along with 6wantedJ1 hung on factory gates e$erywhere1. Fnemployment pre$ails among people who are unemployable5 indi$iduals who ha$e acquires uni$ersity degrees but do not possess any specific s#ills. (atriculates ..>.1s ..Bom1s and ..-c1s fall into this category. >ll the e$ils associated with selection Icorruption fa$oritism and influence5 are found in hiring these people. -election is ob$iously not systematic and times bizarre too. -election practices in hiring s#illed and managerial personnel are fairly well defined and systematically practiced. +articularly in hiring managerial personnel and e,ecuti$es a lot of professionalism has come in than#s to the realization that these indi$idual are difficult to come by and no effort is too e,cess to attract them. -pecialist agencies to a$ailable whose ser$ices are retained for hiring technical and managerial personnel. (erit and not fa$orite objecti$ity and subjecti$ity will be the criteria for such selections.

C" E TU'IE +%$ I&TER ,OL' CI&'I"( LI!ITE' !"& PO?ER PL"&&I&, ". The organization manpower is a process of forecasting future recruitment. %. *e$elopment action plans to meet them. &. (onitoring performance against the plan. 8. > forecast of the capabilities required on a gi$en data in the near future in the light of the business plans. 9. >n in$entory of the e,isting human resources. :. >n analysis of the internal en$ironment and the e,ternal scenario and their influence that are en$isaged during the in$erting period. ;. > summary of the #inds of action required achie$ing the desired capabilities. <. > comprehensi$e plan to implement these actions. @. > monitoring schedule and system for ensuring proper progress.

FOREC" T OF FUTURE RECRUIT!E&T This procedure establishes the organization objecti$es to be achie$ed by way of manpower planning. The new techniques new product lines and D or new facility which are implemented as part of the organization e,piation plans to project the recruitment of manpower inta#e for these targets. ?hen these project the requirements are identified

considerations to be gi$en to internal and e,ternal sources to ma#e the ultimate objecti$es realistic and attainable. The time frame should co$er between %59 years. The H)* prepares a 6-taff *emand Aorest1 ta#ing into consideration the organization projected growth $ies Ia5 $ies the e,citing departmental strength. This will be forwarded to the +K> *epartment for future analysis. 'ecommendations for Human 'esources )bjecti$es are made by the members of the top (anagement 2=( K >bo$e3 who will from the decision ma#ing group to authorized manpower requirement and related action plan and formulate the manpower budget. The +K> department is intimated of the selection decision by the (*D*(*. The +D> *epartment prior to issue of letter of appointment is carried out chec#ing of references if required. The selected candidates are gi$en 6/etter of )ffer 6 as per 2>nne,ure5@3 by =( 2+K>3 which the candidates has to ac#nowledge as to#en of his acceptance of appointment. The +K> *epartment prepares the letter of appointment. Aor senior management cadre appointee 2of le$el *=( K abo$e3 the letter of appointment is signed by the (*D*(*. =( 2+K>3 will sign letter of appointment for other le$els. The letter of employment contents date of joining designation and Bompensation pac#age including allowable perquisites. Inter office memos are used for communicating important. 'ecruitment related issues with other departments.

The +K> *epartment is intimated of the selection decision by the (*D*(*. The +D> *epartment prior to issue of letter of appointment is carried out chec#ing of references if required. The selected candidates are gi$en 6/etter of )ffer1 as per 2>nne,ure5@3 by =( 2+K>3 which the candidate has to ac#nowledge as to#en of his acceptance of appointment.

$%

I&VE&TOR# OF CURRE&T RE OURCE 4 This component establishes the basis for future actions in the plan. The

in$entory will co$er the number and type of person required with identified job positions and will ta#e into consideration the educational bac#ground wor# e,perience and age group. (ost of the in$entory data should be a$ailable in the e,isting personal files. *% "&"L# I OF I&TER&"L "&' EXTER&"L I&FLUE&CE4

The future requirement and current resources should be established before future actions are determined. Internal and e,ternal factor which may influence the plan most are to be identified and analyzed. This includes eminent retirement transfers and promotions and terminations and other charges that effect the current personal population. )n this basis ta#ing into consideration the per$ious trend the +K> *epartment prepares a (anpower turno$er statement. >nticipation changes in the e,ternal en$ironment that affects the business any internal change of direction in the business itself.

+%

CORPOR"TE !I T"CTICE C!O T(4

IO&; OBVJECTIVE ;

TR"TE,IE

'ecruitment corporations ha$e started lin#ing their mission objecti$es strategies and tactics 2()-T3 to the functions of recruitment and selection. The economic liberalizations and consequent competition through quality and ser$ice necessitated the companies to search for and attract competent human resources. Borporation focusing on new business de$elopment will ha$e to see# interregnal abilities companies planning to withdraw from di$ersification must loo# for pragmatists and companies chasing growth alliances should employ people comfortable in different cultural bac#grounds. >bo$e all companies must hire for the future anticipation jobs that may not be in e,istence yet recruitment managers must focus for attitudes and approaches that fit the corporate goals and culture.

3%

RECRUIT!E&T POLIC#

'ecruitment policy of any organization is deri$ed from the personal policy of the same organization. In other words the former is a part of the latter. Howe$er recruitment policy by itself should ta#e into considerations the go$ernment reser$ation policy policy regarding sons of soil etc. personal policies of other organization regarding merit internal sources social responsibilities in absorbing minority sections women etc. 'ecruitment policy is li#e enriching the organization1s human resources ser$ing the commodity by absorbing the wea#er sections and disad$antaged people the society moti$ation the employees

through internal promotions impro$ing the employee1s loyalty to the organization by absorbing the retrenched or laid5off employee or dependents of present former employees etc. The following factors should be ta#en into consideration in formulating recruitment policy they are!5 =o$ernment policies. +ersonal policies of other completion organizations. )rganization1s personal policies 'ecruitment sources 'ecruitment needs 'ecruitment cost -election criteria and preference etc. 6% I!PLE!E&T"TIO& PL"&4 >nalysis of staff demand forecast $ise5a5$ise manpower turno$er ratio determine the additional manpower requirement for the projected plan period within framewor#s of the comprehensi$e plan the line functionaries is responsible for the amendment to meet operating requirements. The plan is segmented with identified responsibilities the steps to be ta#en for achie$ing the goal in the required time. This should include succession planning for personal to mo$e from their present positions to the desired positions in the period of

time. +K> department has the major responsibility for co5ordination of the business. Bopies of the sanctioned manpower strength and manpower budget will be a$ailable with the $arious Hoods and the +K> department. Implementation of the manpower plan entails a $ariety of control measures to ensure compliance by all sections of the organization. The control measures include the requisite system en$eloping either number and quality if new incumbents or internal transfer. *epartment1s feedbac# is at specified time period on the progress of implementation. B% RECRUIT!E&T "&' ELECTIO&4 The identification of manpower requirements for any particular department will be carried out by the respecti$e H.).*. the manpower requisition from will be duly filled in and signed by the concerned H)* and forwarded to the +K> department duly sectioned and authorized. )n receipt of the manpower requisition from the +K> department will ensure that the $acancy is failed. The head of the indenting department in co5ordination with the +K> department will decide the mode of recruitment. In case the internal resources of the organization are to be utilized. >n internal search will be carried out within the organization. If suitable candidates $acancy. In the e$ent of no suitable candidates being located from within the organization an e,ternal search may be underta#en $ia the under mentioned sources. are identified the management may resort to promotionDtransferDre5de$elopmentDre5allocation to fill the e,isting

The in5house data ban# in which the forced applications of potentially good candidates are maintained may be scanned. The ser$ice of a management consultancy ser$iceDrecruitment agency may be utilized for location the right candidate an ad$ertisement may be inserted in the newspapers. )ther means li#e campus recruitment for junior le$el requirement and head hunting for senior le$el requirements may be restarted to. ?hen ad$ertisement is placed in the newspaper the ad$ertisement draft is prepared by the H)* and is forwarded to the director 2+K>3 for his appro$al. The concerned department head screens applications recei$ed and a shortlist of candidates to bed called for inter$iew is prepared. > similar shortlist is also being prepared in the case of recruitment from sources other than that of newspaper ad$ertisement. >ccordingly call letters for inter$iew are prepared after discussion with inter$iew panel member on suitable date and time and dispatched to the short listed candidates. >pplication blan# is sent along5with the cell letter to ensure completeness of information obtained. >lso a le$el of uniformity is maintained regarding the amount of information a$ailable on each applicant and this assists in comprehensi$e assessment by the inter$iew panel. >n inter$iew schedule gi$ing name of candidate position applied for and inter$iew date and time is forwarded to the reception and the inter$iew panel member on the day of inter$iew the same list is forwarded to the security two wor#ing days in ad$ance for arrangement of -EE+L gate passes. The +K> department will ma#e necessary arrangement for the reimbursement of tra$el e,penses to the out station candidates where$er application.

E% T9E I&TERVIE? P"&EL4 The inter$iew panel comprises of the head of the concerned department another member of the same department and a senior le$el manager from the +K> department additionally it is left to the discretion of the director2+K>3 to strengthen the board with more member depending on the circumstances. E$ery member of the inter$iew panel has to fill in the inter$iew rating from they are!5 =(D>=( *I'EBT)' 2+K>3 ==* (*D*y.(* (anager =( of *ept. K*irector 2+K>3 K=roup =.(.*y.(* *y. (anagersD >ssistant (anager *ept. Head (angerD==*D*irector 2+K>3D=( of *epartment. *y.(*. E,ecuti$esDofficers *ept. (angerD*ept. =.(.*y. (anagers 2pers.3 =( 2+K>3 -uper$isorDwor#ers >sst. (anager of *ept. *y. (anager 2pers.3 F% T9E I&TERVIE? PROCE "&' "PPOI&T!E&T!

-ubsequent to the inter$iew the members of the inter$iew panel prepare a shortlist of candidates long with rating order. The +K> department will forward the names of short listed candidates to the *(*D*irector +K>3 for his perusal. The *(* of director 2+K>3 after discussion and consultation with the inter$iew panel member will select suitable candidates. In case of senior personal 2(anagers Kabo$e3 a future inter$iew may be arranged with the (*D*(* for the final selection. The +K> *epartment prepares the letter of appointment. Aor -enior management cadre appointee 2of le$el *=( Kabo$e3 the letter of appointment for other le$els. The letter of employment date of joining

designation and Bompensation pac#age including allowable perquisites. Inter office memos are used for communicating important. 'ecruitment related issues with other departments. +%* I&TER&"TIO&"L !"&PO?ER RE OURCE International (anpower 'esource 2I('3 was established in "@@C at 0ew *elhi India to pro$ide a channel for the organized outflow of Indian manpower to the (iddle East. The sudden upsurge in the economic acti$ity of that region through disco$ery of oil and subsequent de$elopment of commerce and industry ga$e further boost to the I(' philosophy. They realized that despite the numerous recruitment agencies in India there was a need for professionally managed recruitment agency and that the need was urgent. It is this $ery concern that brought I(' into E,istence. -ince the foundation of the company their essential ingredient of o$erall philosophy has been to stri$e for e,cellence and become the primary pro$iders of competiti$e efficient and reliable resources solutions. The high regard in which they are today bears testimony to the measure of success they ha$e been able to achie$e. > crucial element of their philosophy has been to establish trust and authenticity amongst their clients and amongst the people that ma#e up their database. Thus their motto -er$ice to Blients and concern for people.

The 'ecruitment specialist as they are #nown is the results of their continued stri$e for e,cellence by the pro$iding the highest quality of their clients at the right time with the right people and at a competiti$e price a specialty for which they are internationally renowned.

RECRUIT!E&T "&' ELECTIO& PROCE'URE $% U&'ER T"&'I&, T9E CLIE&T: &EE' They study client1s recruitment and discuss the details with client1s representati$e1s to obtain a complete understanding of client1s needs desire their e,ecuti$e may e$en $isit client for formal discussion. They wor# closely with their customer to clearly understand how their business relationship with them can grow. >fter this they as# client to submit documents li#e agency agreement demand letter of attorney employee ser$ice agreement etc. to pro$ide client a prompt ser$ice. *% EV"LU"TIO& OF PER O&&EL Their e,ecuti$e team ta#es o$er from here. They refers to their e,citing networ# and recei$e immediate feed bac# on the a$ailability of the required personnel. They ma#e special effort to #eep their data ban# updated and duly supplement it periodically. In order to widen their choice or to locate persons to meet client1s precise specification they may also ad$ertise in the media or if necessary resort to headhunt. They scrutinize the resumesDBE recei$ed and shortlist the candidates based on merit and then in$ite them for an inter$iew. They carry out an in5depth analysis of the job specification and match the candidates to meet the employer5employee equation to a$oid any disappointment due

to a mismatch. The final short5listed resumeDBEs are dispatched to the employer for his final selection.

+% T9E ELECTIO& OPTIO& To ma#e the final selections they offer the following options for consideration by the client. ". The entire selection procedure is left to I(' where a team of +rofessional De,perts will ta#e on the responsibility of pro$iding client the best wor# force as per client1s job specifications. %. In case the principal employer wishes to carry out the selection through his team of e,perts they welcome the client1s team to $isit their office in 0ew *elhi 2India3. They shall pro$ide all assistance in carrying out trade testDinter$iew. >ll associated amenities are pro$ided by I('. 3% !E'IC"L C9ECGUP They retain the ser$ices of the best hospitals and clinics in India which are accredited by *ept. of /abor and from the Embassies to conduct medical e,amination of all the personnel intending to wor# abroad. E,amination includes HIED>I*- Test 2This test is compulsory3 .lood Test Bhest M5'ay Frine K - tool Test or any other #ind of e,amination that might be specially requested by client.

6% FOLLO? UP ?ith each new assignment their wor#ers ha$e to wor# with unfamiliar people new procedures and changing routines. It is their responsibility to ensure that the transition goes as smoothly as possible. This ma#es far more confident and better5prepared wor#ers. They follow up with selected candidates for pre5departure formalities so that they can proceed to wor# promptly. Their medicals chec# up processing of tra$el documents they ta#e immigration formalities and air tic#ets. B% FEE'B"CG FRO! CLIE&T They #eep in contact with the client e$en later getting a feedbac# from the client and endea$oring to impro$e their system to gi$e e$en better ser$ice to the client. E% I!R ,U"R"&TEE They assure all their client that personnel through them are the best a$ailable medically fit and free from any infection diseases. They offer a replacement free of cost within the probationary period of three months in case a Bandidate is found medically unfit professionally incompetent or otherwise unsuitable. I(' will bear the e,penses 2Eise cost >nd >ir Tic#et3 in sending such candidates bac# to their home country.

+%+ L"R E& < TOURBO RECRUIT!E&T "&' ELECTIO& PROCE The recruitment and selection procedure followed by />'-E0 K T)F.') is as follows 2-ome steps may be interchanged in order depending on the situation3! ". > 0eed >ssessment is carried out as to how many people are D will be required and at what le$el2s3. These would normally include (anagement Trainees or other recruits at middle or senior le$els. This stage is referred to as manpower planning 2(++3. %. > Talent >cquisition 'equest form 2T>'3 is filled in case of any openings based on which the 4ob +rofile and other details are laid out. This is filled by the H.' head of the respecti$e operating di$ision which has to be appro$ed by the business head. &. )n the basis of the nature of job and present employee in$entory s#ills the H' *epartment decides whether to go for Internal 'ecruitment or E,ternal 'ecruitment. 8. In case of Internal 'ecruitment a 4ob +osting is made on the notice boards of the company for the employees to ma#e applications. 9. >lso they ha$e an internal employee scheme #nown as >(>0T'>0 wherein the employee wor#ing in the company recommends an outsider for the required post. :. The company also goes for +B) i.e. +)/IBN A)' B>'EE' )AAE' wherein an employee from one department can apply for another position in another department with the consent of the local H' consultant.

;. In case of E,ternal 'ecruitment the sources for applicants would include consultants media such as newspapers online applications through /KT website and third party recruitment which include >+EM consultants '-- money and associates etc. <. >fter recei$ing applications they are first short listed on the basis of their 'esumes. @. *epending on the post the candidates may be required to go through different Tests. "C.>t junior le$el 2indi$iduals with an e,perience of "5% yrs3 different tests li#e general aptitude test attitude tests etc are conducted. The inter$iew is then conducted by the 'ecruitment (anager and 4r. H' (anager. "". The second inter$iew may be conducted again depending on the post normally by the H' Head the Head of the concerned functional department. In case of senior le$el positions the senior managers from /KT are present. "%. Bandidates for the senior post ha$e to gi$e a psychometric test which is self designed by the company itself. This test chec#s on the functional #nowledge communication s#ills interpersonal s#ills commercial s#ills of the candidates. "&. These candidates are then ta#en to assessment centers where they play business games. >lso the candidates are required to prepare on a topic within 89mins and present it for a "D% hour in front of the panel. /KT has in5house assessment centers which are designed by -H/. "8. >fter the Inter$iews the applicants are sent 'egret D )ffer letters depending on whether they are selected or not.

"9. )nce the candidate accepts the 4ob )ffer the salary is negotiated and they are as#ed for % reference letters. The respecti$e H' heads spea#s to the % people regarding the o$erall performance of the applicant. ":. > compulsory (edical E,amination is done for e$ery single candidate before he is gi$en the appointment letter. This is done so as to ensure that the employee will not face any health problems during the course of his ser$ice. ";. The >ppointment /etter is gi$en. The entire process lasts .or $ month on an a5erage 0)t it can e7tend to + months i. necessary.

3% I&TERVIE? OF T9E OR,"&I "TIO& !ar1eting O..ice4 ;C O/4 Bomple, %nd Aloor (oti 0agar 0ew *elhi5""CC"9 +! C""58999;CCC %9"C;:"; A! C""58999;C9C E! merinodelhiPmerinoindia.com Registered O..ice4 Gol1ata4 9 >le,andra court :CD" Bhowringhee 'oad Ool#ata5;CCC%C +! C&&5%%@C"%"8D"%"9 A! C&&5%%<; C&"8 E! merino#olPmerinoindia.com Factory O..ices4 9ap)r4 Eillage >chheja +)5 Hapur 5%89 "C" *ist. =haziabad 2F.+.3 +! C"%%5&C<%9CC %&C<:C" A! C"%%5%&C:@@< E! merinohapurPmerinoindia.com U "4 @:CCnw %9th -treet *oral AI5&&";% + &C9589:5"@"& merinousaPmerinoindia.com

3%$ I&TRO'UCTIO&

 CO!P"&# I&FOR!"TIO& (erino is a $ersatile manufacturer and mar#eter of Interiors -olutions with a wide array of products for homes offices commercial and public areas. *ecades of strong mar#et presence ha$e created a high brand recall among $arious customer segments. Tapping the synergy of our products and ser$ices we achie$e a competiti$e ad$antage through technology inno$ation and by deli$ering greater customer satisfaction.

In Interior -olutions plywood was our first product in "@;8 and it launched our reputation for product quality and company ser$ice. (erino then established its manufacturing unit for high pressure decorati$e laminates at Hapur near 0ew *elhi. > second unit at 'ohad was commissioned as our rapid growth e$ol$ed us into IndiaQs largest manufacturer and e,porter of laminates.

)ur specialty is to continuously release new products which are aligned to international trends and mar#et demand. )$er the years our inno$ations ha$e been continuously well recei$ed by >rchitects and Interior *esigners. )ur quality products ha$e been complementing the creati$ity of these professionals.

)ur endea$or is to ma,imize the product $alue 2E,cellence3 maintain affordability 2Economy3 and deal fairly and transparently in all our relationships 2Ethics3.

In the >gro .usiness the (erino =roup began in the cold storage business and subsequently di$ersified into farming biotechnology and

food processing. )ur integrated approach enables us to offer customers the complete range 5 from raw material to finished product. )ur integration in both directions 5 forward and bac#ward 5 has shaped our brand initiati$e in the A(B= mar#et where we ha$e launched potato fla#es and ready to eat snac# mi,es under the brand name QEegitQ. In Information Technology -er$ices (erino -er$ices /imited is a .usiness Bonsulting and IT -er$ices organization pro$iding $alue5added ser$ices as a +artner5in5+rogress with our esteemed customers and business associates. ?e specialize in designDimplementation of $arious business solutions for our customers.

Mission, Vision, Motto and Inspiration

!ission4Fni$ersal ?eal through Trade K Industry Vision4=lobal Bompetence K =lobal Bompetiti$eness in e$ery line of .usiness by -ynergizing ?estern ?or# Bulture K Indian Ethos. !otto4EconomyRE,cellenceREthics E,planation of (otto! E,cellence in Economy is! SEconomic when founded on ?or# Ethics S-ustainable when nourished by (oral Ethics.

Inspiration4 H"rise; "2a1e and top &ot till the ,oal is ReachedH @ 2ami Vi5e1ananda

?ORGI&, "T !ERI&O (erino carries out .asic Engineering Aacility +lanning Hazop K 'is# >nalysis conformance chec# for -tatutory 'egulations to wor# out authorisation for e,penditure quality cost and schedule estimates along with a detailed project scope of wor# and project e,ecution plan. 'is# assessment during this phase identifies H-E technical cost and schedule ris#s that should be mitigated or managed. (erino pro$ides an e,cellent platform for ambitious people with the right capacities to ma#e considerable career progress within a short period of time. (erino offers you space and time to determine the speed and direction of your career de$elopment yourself. The playing field is an organization with almost flat managerial structure international branches highly specialist areas K hundreds of projects e$ery year. (erino is the worldQs third largest manufacturer of decorati$e laminates for the home retail and office segments. (erino offers more than 8CC designs and &9 finishes in "C different sizes. (erino also offers complimentary products for interior industry li#e plywood melamine5 faced particle board K (*A board post5formed panels (y-pace is the new5age furniture solutions brand launched by (erino. )riginally conceptualized as an 'K* wing for the panel di$ision today it is one of the most preferred tailor5made furniture solutions for the office home hospitality and retail sectors

*esigned to pro$ide appealing practical solutions for hea$y traffic usage (erino5 .esco 'estroom and /oc#er systems ha$e created a whole new standard for the restroom culture in India. (anufactured for the first time in India in technical collaboration with .esco of -ingapore (erino offers a range of restroom and loc#er systems in a $ariety of colours with nylon or stainless steel accessories and fitting Eegit brand is spread equally between the ma#ing of sumptuous snac#s and the pleasures of eating them Eegit -nac# (i,es which are all simple fast neat and ready to ma#e. The brand is associated with dishes that are tasty authentic and heartwarming to ser$e and consume. >lso Eegit +otato fla#es are potatoes that ha$e been through a process to yield a pac#aged con$enience food that can be reconstituted in the home in seconds by adding hot water or mil# .usiness Bonsulting In Information Technology -er$ices (erino -er$ices /imited is a .usiness Bonsulting and IT -er$ices organization pro$iding $alue5added ser$ices as a +artner 5to5 +rogress with our esteemed customers and business associates. ?e specialize in design D implementation of $arious business solutions for our customers

Careers !erino is the ideal 2or1place .or hard2or1ing; dri5en indi5id)als; 2ho see1 o)tstanding opport)nities; e7cellent training; gro2th potential and career .)l.ilment%

>t (erino we create a moti$ating wor# en$ironment which encourages employees to achie$e e,cellence in their specific fields. ?e facilitate growth and pro$ide ad$ancement opportunities to our employees by

designing career paths and offering scope for s#ills upgradation and promotion. ?e belie$e that an employeeQs career growth is imperati$e not just for the indi$idual but for the organization as well. ?e gi$e our employees the space and freedom to operate and ta#e independent initiati$es enabling them to contribute creati$ely and significantly.

3%* OR,"&I "TO& C9"RT

3%+ OURCE OF RECRUIT!E&T I&TER&"L OURCE Internal sources are used by this organization such as present employees; .ormer employees; employee re.errals; pre5io)s applicant for recruitment purpose. These internal sources are used but $ery rarely whereas e,ternal sources are used frequently.

EXTER&"L OURCE "d5ertisement4@ 0ews papers used by this organization for recruitment purpose!5 "3 Times of India Employment agencies!5 This organization is also depends upon $arious employment agencies. 'ep)tation4@ *eputation is done in case of well performing employees who can go in other industries and understand new techniques of wor#. 0ormally these employees are sent abroad countries such as F.-.>. *ubai 0orway etc. )ther e,ternal sources such as Pro.essional "ssociations Raiding or Poaching; ?ord@o.@mo)th are not used by the organization.

3%3 ELECTIO& PROCE (erino is IT based company so7 its selection process is quite different from the other manufacturing companies. -election process is based on technical #nowledge of the candidate. (ain things ta#en into consideration while selecting the candidate are!5 .asic qualification Technical qualification 4ob e,perience -pecialized wor#ing area There normally selection is done in two le$els. (iddle and top le$el selection /ower le$el selection Lo2er le5el selection!5 Aor selecting lower le$el employees such as cad operators designers etc. the preliminary test is conducted. The candidates who scores higher mar#s are called for inter$iew. In inter$iew many things are as#ed and decided such as!5 Bandidate1s recruitment on temporary basis or contract basis. Bandidate1s to be paid on hourly basis or monthly basis. Bandidate to be sent to abroad for training or project. Bandidate1s readiness to wor# on shifts. >fter confirmation of all these things final decision regarding gi$ing appointment letter is ta#en and at last letter of appointment is gi$en.

Top le5el selection!5 ?hile selecting middle or top le$el employee1s job e,perience is main element and inter$iew is gi$en most importance. >s top le$el employee is going to manage people in the organization his personal s#ills are also gi$en importance with his technical #nowledge. ?hile selecting top le$el employees many things are ta#en into consideration such as!5 >bilities to understand the people >bilities to handle the people >bilities to ta#e right decisions >bilities to gi$e training to the lower le$el employees etc. =enerally top le$el employees are selected on long period contract basis.

'"T" "&"L# I Aeedbac# is collected through sur$ey from the participants of $arious de$elopment programs are tabulated below. The size of the sample ta#en is &9 Arom the graph it can be obser$ed that the effecti$eness of 'EB'FIT(E0T >0* -E/EBTI)0 and techniques adopted is about ;: T satisfaction with the study material is ;C T usefulness of training in present job is 9% T. 0early 8% T of the employees suggested to use the information technology in the recruitment and selection all the employees ha$e accepted that the attitude of the employees will change after the training program +ercentage analysis! +ercentage refers is a special #ind of ratio. +ercentages are used in ma#ing comparison between two or more series of data. They are used to describe relationship. (ore o$er percentages can also be use to compare the relati$e terms of the distribution of two or more series of data. Aormula! +ercentage of 'espondents U 0o. of respondents R "CC Total no. of respondents

Table 8." ?hat are the quality standards maintained by (erino 2BE con$ersion! Inter$iew con$ersion! 4oining con$ersion3 -.0). +E'BE+TI)0 0).)A'E-+)0*E0T- +E'BE0T>=E )A " % & 8 ;9!%9!;9 %9!;9!%9 ;9!;9!;9 %9!;9!;9 T)T>/ %9 8 : C &9 'E-+)0-E ;& "C "; C "CC

>nalysis! Arom the abo$e it can be said that ;&T of the respondents agree for ;9!%9!;9 and "CT of the respondents agree for %9!;9!%9 ratio and ";T of the respondents agree for ;9!;9!;9 ratio and none of them responded for %9!;9!;9 ratio for the quality standards maintained by (eriono 2BE con$ersion! Inter$iew con$ersion! 4oining con$ersion3

Interpretation! Arom the graph it can be inferred that the the respondents agree for ;9!%9!;9 ratio about the quality standards maintained by (erino 2BE con$ersion! Inter$iew con$ersion! 4oining con$ersion3

Table 8.% 'ecruitment procedure followed in your organization are good.

-.0). +E'BE+TI)0 0).)A'E-+)0*E0T- +E'BE0T>=E " % & 8 E,cellent =ood >$erage +oor T)T>/ %9 : 8 &9 )A 'E-+)0-E ;& %C ; C "CC

>nalysis! Arom the abo$e table it is e$ident that ;&T of respondents were strongly agree with this statement and %CT of respondents agree with this statement and ;T of respondents were disagreed with this statement. Interpretation! -o from the abo$e graph it can be inferred that the employees in the (erino are satisfied with the 'ecruitment procedure followed in the organization.

Table 8.& *oes the information obtained by the procedure we follow at (erino help us to get a right candidate

-.0). +E'BE+TI)0 0).)A'E-+)0*E0T- +E'BE0T>=E )A " % & 8 E,cellent =ood >$erage +oor T)T>/ %9 : 8 &9 'E-+)0-E ;& %C ; C "CC

"nalysis! Arom the abo$e table it is e$ident that ;&T of respondents were strongly agree with this statement and %CT of respondents agree with this statement and ;T of respondents were disagreed with this statement. Interpretation! -o from the abo$e graph it can be inferred that the information obtained by the procedure they follow at (erino help us to get a right candidate by no. of percentage of employees agreed for the statement

Table 8.8 >re the 'ecruitment procedures requirements of your clients

helps you to meet the

-.0). +E'BE+TI)0 0).)A'E-+)0*E0T- +E'BE0T>=E )A " % & 8 E,cellent =ood >$erage +oor T)T>/ "< "" : &9 'E-+)0-E :; %& "C "CC

"nalysis! Arom the abo$e table it is e$ident that :;T of respondents were strongly agree with this statement and %&T of respondents agree with this statement and "CT of respondents were disagreed with this statement. Interpretation4 -o from the abo$e graph it can be inferred that the 'ecruitment procedures helps you to meet the requirements of (erino consultancy clients. Table 8.9 >ccording to your perception 6referrals1 is the best source for recruitment -.0). +E'BE+TI)0 0).)A'E-+)0*E0T- +E'BE0T>=E )A

'E-+)0-E " % & 8 E,cellent =ood >$erage +oor T)T>/ "9 : "" & &9 8C %C &C "C "CC

"nalysis! Arom the abo$e table it is e$ident that 8CT of respondents were strongly agree with this statement and %CT of respondents agree with this statement and &CT of respondents were disagreed with this statement and "CT of the respondents strongly disagree with the gi$en statement in planman consultancy. Interpretation! -o from the graph it can be inferred that we got two equal proportions of acceptance is there according to your perception 6referrals1 is the best source for recruitment in (erino Table 8.: >re the sources of the human resources in (erino can satisfy needs of their clients -.0). +E'BE+TI)0 0).)A'E-+)0*E0T- +E'BE0T>=E )A

'E-+)0-E " % & 8 E,cellent =ood >$erage +oor T)T>/ %9 "C &9 <& "; C C "CC

"nalysis! Arom the abo$e table it is e$ident that <&T of respondents were strongly agree with this statement and ";T of respondents agree with the statement in the (erino. Interpretation! -o from the abo$e graph it can be inferred that the sources of the human resources in (erino can satisfy needs of their clients . Table 8.; The le$el of e$aluation that goes into the candidate before forwarding himDher to client is good -.0). +E'BE+TI)0 0).)A'E-+)0*E0T- +E'BE0T>=E )A " % E,cellent =ood "< "% 'E-+)0-E :& %;

& 8

>$erage +oor T)T>/

9 &9

"C C "CC

"nalysis! Arom the abo$e table it is e$ident that :&T of respondents were strongly agree with this statement and %;T of respondents agree with this statement and "CT of respondents were disagreed with this statement. Interpretation! -o from the abo$e graph it can be inferred that the le$el of e$aluation that goes into the candidate before forwarding himDher to client is good and satisfactory Table 8.< *o you offer any gifts $ouchers etc to the new joinees to welcome them in a warm and friendly wayH -.0). +E'BE+TI)0 0).)A'E-+)0*E0T- +E'BE0T>=E )A " % & 8 E,cellent =ood >$erage +oor T)T>/ %9 : 8 &9 'E-+)0-E ;& %C ; C "CC

"nalysis4 Arom the abo$e table we can say that ;&T of the respondents strongly agree with the statement and %CT of the respondents agree with the gi$en statement and the remaining ;T of the respondents disagree for the gi$en statement. Interpretation4 -o from the table it can be inferred that the new freshers were gifted and warmly welcomed into the (erino. Table 8.@Ha$e you recei$ed training in equalities in relation to employing and managing staff. -.0). +E'BE+TI)0 0).)A'E-+)0*E0T- +E'BE0T>=E )A 'E-+)0-E

" % & 8

E,cellent =ood >$erage +oor T)T>/

%9 : 8 &9

;& %C ; C "CC

"nalysis! Arom the abo$e table it is e$ident that ;&T of respondents were strongly agree with this statement and %CT of respondents agree with this statement and ;T of respondents were disagreed with this statement. Interpretation4 -o from the graph it can be inferred that the employees recei$ed training in equalities in relation to employing and managing staff. Table 8."C Is the 6*irect appointment1 best way of getting clients for .usiness *e$elopment -.0). +E'BE+TI)0 0).)A'E-+)0*E0T- +E'BE0T>=E )A " % E,cellent =ood "; 9 'E-+)0-E 9C "C

& 8

>$erage +oor T)T>/

C "& &9

C &C "CC

"nalysis! Arom the abo$e table it is e$ident that 9CT of respondents were strongly agree with this statement and "CT of respondents agree with this statement and &CT of respondents were strongly disagreed with this statement. Interpretation! -o from the graph it is inferred that the 6*irect appointment1 best way of getting clients for .usiness *e$elopment in (erino. Table 8."" >re u satisfied with the selection procedure for lower le$el candidates in your organization -.0). +E'BE+TI)0 0).)A'E-+)0*E0T- +E'BE0T>=E )A " % & 8 E,cellent =ood >$erage +oor T)T>/ "8 : "C 9 &9 'E-+)0-E :& ; %C "C "CC

"nalysis! Arom the abo$e table it is e$ident that :&T of respondents were strongly agree with this statement and ;T of respondents agree with this statement and %CT of respondents were disagreed with this statement and "CT of the respondents strongly disagree with the statement. Interpretation! -o from the graph it is inferred that employees are satisfied with the selection procedure for lower le$el candidates in the organization. Table 8."% *o you thin# there is any need to ma#e changes in the e,isting selection process -.0). +E'BE+TI)0 0).)A'E-+)0*E0T- +E'BE0T>=E )A " % & 8 E,cellent =ood >$erage +oor T)T>/ &C C 9 &9 'E-+)0-E @C C "C C "CC

"nalysis! Arom the abo$e table it is e$ident that @CT of respondents were strongly agree with this statement and "CT of respondents disagree with the gi$en statement in (erino. Interpretation! -o from the graph it can be inferred that there is immense of change need to be done to the selection procedure in the organisation Table 8."& The relocation e,penses of the outstation candidate2within India3 is beared by the company -.0). +E'BE+TI)0 0).)A'E-+)0*E0T- +E'BE0T>=E )A " % & 8 E,cellent =ood >$erage +oor T)T>/ "; C "& 9 &9 'E-+)0-E 9C C 8C "C "CC

"nalysis! Arom the abo$e table it is e$ident that 9CT of respondents were strongly agree with this statement and 8CT of respondents disagree with this statement and "CT of respondents were strongly disagreed with the gi$en statement . Interpretation! -o from the abo$e graph it can be inferred that the relocation e,penses of the outstation candidate2within India3 is beared by the company as it is a part of the recruitment and selection programme. Table 8."8.*o you get an employment agreement signed by the freshers -.0). +E'BE+TI)0 0).)A'E-+)0*E0T- +E'BE0T>=E )A " % & 8 E,cellent =ood >$erage +oor T)T>/ ; % "< "& &9 'E-+)0-E %C 9 9C %9 "CC

"nalysis4 Arom the abo$e table it is e$ident that %CT of respondents were strongly agree with this statement and 9T of respondents agree with this statement and %9T of respondents were disagreed with this statement and 9CT of the respondents strongly disagree wuth the gi$en statement. Interpretation! -o from the graph it is inferred that the (erino is not ta#ing any agreement signed with the freshers. Table 8."9The quality of the selection in the organization is satisfactory. -.0). +E'BE+TI)0 0).)A'E-+)0*E0T- +E'BE0T>=E )A " % & 8 E,cellent =ood >$erage +oor T)T>/ %9 "C C C &9 'E-+)0-E :& &; C C "CC

"nalysis4 Arom the abo$e table it is e$ident that <&T of respondents were strongly agree with this statement and "%T of respondents agree with this statement and 9T of respondents were disagreed with this statement

Interpretation4 -o from the abo$e graph it can be inferred that The quality of the selection in the organization is satisfactory to the employees in the (erino. Table 8.": How would you rate the le$el of client satisfaction in (erinoH -.0). +E'BE+TI)0 0).)A'E-+)0*E0T- +E'BE0T>=E )A " % & 8 %9T 9CT ;9T "CCT T)T>/ C & "@ "& &9 'E-+)0-E C ; 99 &< "CC

"nalysis! Arom the abo$e table it is e$ident that &<T of the respondents agree for "CCT and 99T of the respondents agree for ;9T and remaining ;T of the respondents agree for 9CT to rate the le$el of client satisfaction in the (erino. Interpretation! The graph shows that the respondents rate of le$el of satisfaction is satisfactory in (erino. CO&CLU IO& 'ecruitment and selection are getting $ery much importance these days in the organization. It is $ery critical thing to e$aluate the human resources. It is a systematic procedure that in$ol$es many acti$ities. The process includes the step li#e H' planning attracting applicant and screening them. It is $ery important acti$ity as it pro$ides right people in right place at right time. It is not an easy tas# as organization1s future is

depends on this acti$ity. If suitable employees are selected which are beneficial to the organization it is at safe side but if decision goes wrong it can be dangerous to the organization. -o it is an acti$ity for which H' department gets $ery much importance. 'ecruitment and selection procedure and its policies changed as per the organization. Its importance also gets changed as the organization changed.

.ibliography

.oo#s O. >swathappa

'obert mattis 0airK 0air (amoria

?ebsites www.ere,change.com www.hr.com www.pyramidweb.net

JOB REDUI ITIO& TE!PL"TE *esignation! 0umber of positions! =radeD Badre! (Highlight the suitable /ocation!

option) *epartment! 'eporting to! -ubordinateDs 2If any3! ?ho are reporting to the job incumbentH 'eason for requisition! (Highlight the suitable option) 4ob *escription! 2?rite a brief summary of the job.3 -#ills required for the job! /eadershipD Team orientationD team buildingD presentationD analysis and problem sol$ing creati$e thin#ing communication Gualification!

+re$ious E,perience! (Describe nature of experience) -alary 'ange! -uggested source of candidates!

>ny )ther 'emar#! +osition 'equisitioned by! +osition >ppro$ed by!

I&TERVIE? RE PO& E FOR!

2To be filled for all (anagerial and other #ey positions by the inter$iewer3 Oindly spare a couple of minutes to fill the information as#ed below. This would help us in impro$ing the speed as well as the quality of hiring.

"3

?hat is the status of the candidate

a3 -hortlisted for the ne,t

round b3 Ainal selection c3 ?aitlisted d3 'ejected

%3

+lease list the main reasons why the candidate is

shortlistedDwaitlistedDrejected "3

%3

&3

&3 5 Burrent -alary 2monthly Ta#e home3! 5 E,pectations!

83 >ny other comments! 0ame of the Inter$iewer! *ate!

-ignature!

Than# Nou H' *epartment

-tart

4ob reqn. Aorm sent by *ept heads H' (asterD'ecruitmentD4ob requisition template

H' (asterD'ecruitmentDhiring appro$al process

H' chec#s if position is appro$ed

*iscuss the position with the appro$ing authority

0o

Nes
Is the position appro$edH

yes

0o
'eject the position