RECURITMENT

AND
SELECTION

HARISH DHUNNA
FB1
(DE0811FW10015CEM)
MORPHEUS HUMAN CONSULTING

(MHC)

2
 INTRODUCTION

Recruitment and selection refers to the chain and sequence of

activities pertaining to recruitment and selection of employable
candidates and job seekers for an organization. Every enterprise,
business, start-up and entrepreneurial firm has some well-defined
employment and recruitment policies and hiring procedures. The
human resources department of large organizations, businesses,
government offices and multilateral organizations are generally
vested with the responsibilities of employee recruitment and
selection.

3
 ACKNOWLEDGMENT

I thank to Mrs. Bhavna Verma and Miss Neha in particular for

assigning us this topic and encouraging us to write in the first place. I
owe much to both of them for their helpful comments.

I am indebted to all those who have been helpful throughout the

process of writing this Report but as the cliché goes, I am solely
responsible for any remaining errors of fact or judgment .

4
 INDEX
1. BEHIND THE NAME
2. OUR VISION
3. OUR PRODUCT & SERVICES
4. OUR SUCCESS MANTRAS
5. OUR STRATEGY
6. OUR CLIENTS
7. CODE OF CONDUCT FOR EMPLOYERS
8. CODE OF CONDUCT FOR PROFESSIONALS
9. INTERVIEW PROCESS in MHC
10. INTERVIEW TIPS
11. SALARY NAGOTIATION TIPS
12. RECRUITMENT
 RECRUITMENT NEEDS ARE OF THREE TYPES
 PURPOSE & IMPORTANCE OF RECRUITMENT
 RECRUITMENT PROCESS
 SOURCES OF RECRUITMENT
 ADVANTAGES OF INTERNAL RECRUITMENT
 DISADVANTAGES OF INTERNAL RECRUITMENT
 WHAT IS EXTERNAL RECRUITMENT
 ADVANTAGES AND DISADVANTAGES OF EXTERNAL
RECRUITMENT
 FACTORS AFFECTING RECRUITMENT

5
13. SELECTION
 INTRODUCTION
 DEFINATION
 SELECTION PROCESS
14. DURING INTERNSHIP

6
M Orpheus is derived from the Greek Mythology, in which
he was the God of Dreams. Morpheus Human Consulting
has the role similar to that as we are involved in
recruitment and fulfilling the dreams of our en number of candidates.

 VISION:
“We build your assets through human capital”. The vision clearly
stresses that people are assets and not mere numbers. There is
always a tendency to protect assets and value them. We at Morpheus
clearly believe that word Human Capital adds dignity to our Business-
not as Brokers, not as Manpower Suppliers, not as CV Suppliers but as
Consultants dealing in a precious commodity - Human Capital.

PRODUCT & SERVICES:

We offer recruitment services as a core product across all levels.
Morpheus is also specialized in Training, Human Outsourcing, People
Development Program and Temporary Work Force Solutions.

7
 SUCCESS MANTRAS:
 We concentrate on limited Clients and have deeper penetration
across all levels by sufficing them with respective account
managers. 
 Morpheus strictly adheres to all SOP Procedures and Process
designed as per our client’s requirements. Company provides
robust training and knowledge sharing to all its employees 
We provide turnkey solutions for foreign investors entering
India- HR practices, compliance, blue books, and
recruitment/staffing. 
 We Influence our clients toward a partnership mode, passing a
guaranteed share of business, and closer involvement. 
 Morpheus has domain expertise in a few high skill verticals
through specialist recruiters. Morpheus specializes in Turnkey
Projects. 
 Morpheus is a pioneer in HR Outsourcing. 
 Morpheus has domain expertise in a few high skill verticals
through specialist recruiters.

8
 STRATEGY:
 Defined Deadlines: Meeting deadlines is the benchmark of
strategies at Morpheus. Operations should be completed on
time to eliminate the possibility of revenues loss in businesses.
Financial loss is a biggest de-motivator in a business process.
Therefore meeting deadlines and delivering projects on or
before time becomes quintessential at Morpheus. Monitoring
individual performances on hour-to-hour, day-to-day basis
ensures that we meet all deadlines.

 Sound Technology: A sound technology is the backbone of any

business process. We ensure that our technical backup matches
the best of the industry. Our Recruiters are amongst the best of
the industry.

 Work Culture: ‘Harmonized workforce' and ‘mutual help'

best defines the work culture at Morpheus. Productivity is best
when co-workers have sublime faith and complete trust
amongst each other. We planted and nourished this very
culture at Team HR. This is the single most factor behind our
long list of our happy clients.

 Generating Effective Results: It is the result that matters most

in the end. And we take pride in declaring that we have
generated 100% results in finding manpower or maintaining
processes for our clients

9
 WORK CULTURE:

‘Harmonized workforce' and ‘mutual help' best defines the work

culture at Morpheus. Productivity is best when co-workers have
sublime faith and complete trust amongst each other. We planted and
nourished this very culture at Team HR. This is the single most factor
behind our long list of our happy clients.

We have a very strong Human Resource Segment that implements

core programs for employee welfare. The returns are quite effective.
Every employee becomes an integral element of Morpheus family.
He/she takes personal interest to accomplish the goals of the
organization.
Generating Effective Results: It is the result that matters most in the
end. And we take pride in declaring that we have generated 100%
results in finding manpower or maintaining processes for our clients. 

10
  CLIENTS:
Our clients are from Banking, Insurance, and Information Technology
(IT), Information technology Enabled Services (ITES), Logistics &
Courier and Media Industries.

 Reliance Life Insurance

 ATE Engineering
 Reliance Capital
 HFCL Infotel Ltd
 Tata AIG Life Insurance
 On Track Solutions
 Tata AIG General
 Zicom
 Standard Chartered Bank
 HFCL Connect
 ABN AMRO BANK
 Agro – Dutch Industries
 HSBC (HOPE)
 ALP Overseas Limited
 Crisil
 Dmart
 Elbee Express
 Nippon Express
 DHL
 Gordon Woodruff
 Sun Pharma

11
 IIHT
 Big FM

12
 MR. MANSOOR A SIDDIQUI (M.D)
The founder, Wing Commander Mansoor A Siddiqui (Retd)M Com,
MBA (Fin), PGDMM has been closely associated with educational
activities and career counseling while being in Air Force for over 24
years. He opted for premature retirement from Indian Air Force to
work and promote the education in the society. He is an educationist,
philianthrophist and a partriotic citizen working seriously on the
educational promotion and unemployment problem of the Indian
youth. 

CODE OF CONDUCT FOR EMPLOYERS:

 
1. Candidate once placed, will be sacrosanct and Out of Reach for
MORPHEUS during his/her tenure with client organization
.MORPHEUS cannot be the party to take them away.
2. No candidate's CV, to be referred to the client without prior
concurrence of candidate.
3. No short-cuts to be employed. Follow Search & selection
procedures sincerely.
4. Reference Checks are the Acid Test of selection procedure. In the
event of bad reference withdraw the candidate instantly.
5. No out-of-pocket expenses to be invoiced unless substantiated,

13
 no matter how small is the expense.
6. Do not oversell candidate / job. Peg expectations at realistic
levels.
7. Keep client updated .Do not spring surprises. 
8. Adhere strictly to time schedules. Do not make client to follow-
up.
9. Assist Client in Negotiation .Bring unreasonable expectations
down

 CODE OF CONDUCT FOR PROFESSIONALS:

 
1. Not to divulge identity and details of an individual to any
customer without prior concurrence of the Person concerned.
2. Not to exaggerate the facts and oversell any job or company.
3. Take due care while recruiting a customer.
4. Understand individual's career objectives and refer only those
positions, which help the person to achieve one's objective.
5. Provide as much details as possible to the individual.
6. Keep the communication with the individual as discreet as
possible. While calling at their office, call as a friend and not to
reveal MORPHEUS identity.
7. Be courteous and helpful to all persons calling MORPHEUS
office.
8. Not to discuss individual or with any individual in public place.
9. Use telephonic interaction to maximum and avoid frequent
physical meetings.
10. Not to forget and ignore above. 

14
 INTERVIEW PROCESS in MHC:
The interview is actually a very simple process if you are prepared.
This is your time to demonstrate your aptitude to perform the job
that you are interviewing for. 

 Be professional, confident and look your best. The first

impression is a lasting impression. Unfortunately most hiring
authorities draw conclusions about candidates’ way too early in
the interview process.

 Bring a pen and pad (notebook) with questions written down

pertaining to the position. (i.e. What is expected of me? What
happened to the prior incumbent?) 

 Make the interviewer talk 60% - 70% of the time by having a list
of probing questions pertaining to the job responsibilities of the
position, division and company goals, company culture, etc.
Answer questions with a question. For example: If you are asked
about a specific qualification, answer the question fully, then

15
 inquire as to how that fits what the company is looking for.
Don’t be afraid to probe into the duties of the position. When a
requirement is mentioned that fits one of your strengths, bring it
out. An excellent question to ask is: “If you have two candidates
with almost identical backgrounds what quality or qualities
would make you choose one over the other?” Or, you might say:
“If the perfect candidate was standing in front of you, reporting
for work, could you describe that candidate?” 

 Energy, Drive, Initiative – Don’t ever compromise on this one. It

is the universal trait of success. The key to personal success is to
do more than you have to, so give the interviewer some
examples of your initiative and personal successes and extra
efforts. 

 Trend of Performance Over Time – Indicate the impact you have

had with your current and previous employer's) over the past
five to ten years. This would include: Major accomplishments
and organizational changes that you have implemented. This is a
good time to share what you can do for the interviewer’s
company. HAVE A PLAN BEFORE THE INTERVIEW.

 Experience, Education and Industry Background – Use this along

with the Past Accomplishments category: Strong education and
experience can sometimes offset a weaker accomplishments
rating. 
 Problem Solving and Thinking Skills – Express that you have the
ability to solve job-related problems and anticipate what needs
to be done.

16
 Management and Organizations – (If going in for a management
position). Let the interviewer know that you have the ability to
persuade and motivate others. Team leadership is a component
of both management and personality. Share management ability
and style, and organizational skills. 

 Team Leadership – (If going in for a management position). The

ability to persuade and motivate others. Explain how you
motivate your immediate subordinates and people who work in
different departments. 

 Character: Values, Commitment and Goals - Summarize your

integrity, honesty, responsibility, openness, and fairness in
dealing with others. Express your commitment to the
organization, and have a plan as to what you can do for the
Company. THIS TOPIC SHOULD BE SAVED FOR THE END OF THE
INTERVIEW, OR WAIT FOR THE SECOND INTERVIEW. 

 Watch your body language. Maintain good posture, leaning

slightly forward indicates interest. Maintain eye contact. Leaning
back could give the impression of a lax attitude. The interviewer
gives body language as well. You can determine if you are
keeping the interviewer’s interest by reading his or her body
language. This holds true to some extent for a telephone
interview as well. Although you cannot see the interviewer, you
can detect from voice inflections whether you have his or her
attention. If the interviewer is on a speakerphone and you hear
their voice fading in and out, it means that he or she is probably
walking around the room and you may not have his/her full
17
 attention. If that happens, ask the interviewer to pick up the
receiver as you are having difficulty hearing and don’t want to
miss anything he or she says. At that point, you will again have
the interviewer’s full attention. 

 On your pad, have a list of your strengths. Let the interviewer

know why you are the perfect fit for the position. EXAMPLE: If
interviewing for a supervisory position, one major weakness
may be the tendency to “do everything yourself.” This is a very
common problem that indicates a lack of willingness to delegate
work. The best way to overcome this is to step back from your
desk, look at the project you have for the day and determine
which REALLY requires your personal attention. Anything that
can be delegated should be given to subordinates who can then
use them as a learning tool while your time is freed up to attend
to the more urgent and sensitive issues. What you have done at
this point is turn a negative into a positive.

 One of the toughest interview questions that you can be asked is

“Tell me about yourself.” Rather than guess where the
interviewer wants you to begin, use this very simple response:
“I’d be happy to. Where would you like me to begin?” Once you
have the interviewers reply, you have a point of reference and
can begin answering the question. 

 STAY POSITIVE! Even if you decide that you don’t feel the
position is right for you, never communicate that during the
interview. Once you get home, you may change your mind. After

18
 you have considered it, if you still feel the position is not a good
fit for you, let us know and we can withdraw you gracefully, but
keep the door open for future consideration.

 At the conclusion of the interview, state that you are very

interested in pursuing this position, and then ask, “Where do we
go from here?” or “What is the next step?” If you really think
you hit a home run, ask: “When do I start?” What you are doing
is asking for feedback on how well you did. Another excellent
“closing” question would be: “Is there any reason that you could
not offer me this position (job) today?”

 Do not discuss salary or benefits. If asked about your current

salary, advise what it is but indicate that you wouldn’t want to
comment on the salary without knowing all about the
opportunity. Just like you wouldn’t want to buy a car without
knowing all about the options available, you wouldn’t want to
commit too early on your “price”. You might say: “Compensation
is extremely important to me, and I will consider your best offer,
but frankly what is most important at this point is what I can
offer your company and what the future will hold for both of us
in a long term relationship.” 

 Have available a list of references that you can present if

requested. These references should include names of former
supervisors in previous jobs who would be willing to discuss in
detail your work performance, usually for positions covering
only the last five years. Be sure that you have checked your
19
 references thoroughly so that you can be assured that they will
provide positive feedback to the inquirer. If you feel it may be
necessary, have a friend call them to see what they will say
about you. If desired, your recruiter can call your references and
provide you with feedback on their responses

 Bring two to three additional original copies of your resume,

each in presentation folders (the number of copies depends
upon how many people you are going to see). This has the effect
of setting your resume out above the others. In addition, bring a
copy of your most recent performance review (if applicable) and
a sample of any written material prepared by you in the course
of performing your duties (again, if applicable). Take care to
make sure that the write-up does not contain any proprietary
information such as names of the customer or any other items
that may lead to the customer’s identity. 

20
 INTERVIEW TIPS:
Dress for the Interview
Always dress according to the occasion & going for an interview
demands Formal Dressing. Make sure you are wearing tidy clothes.
Dressing conservatively helps. 
Be there on Time
For a any interview always keep a few minutes spare & reach well
before time. Try and use the washroom & freshen yourself up before
walking in the room.

Entering
Always seek permission of the interviewer while entering the room.
Make a firm hand shake and wish the interviewer. Radiate your
confidence with smile. Be prompt while answering the questions with
a plumb. 

21
Body Language
Take the sit thanking the interviewer. Sit erect & alert. Maintain soft
eye contact with the interviewer. Speak with confidence and
assurance. Be enthusiastic and responsive.

Be precise & upfront

While answering questions, be precise. Hit the nail on the head. In
minimum words, let the interviewer know that you know what he is
asking . Avoid lengthy argument or discussion. If you do not know a
particular thing, best be upfront. Beating about the bush with a good
interviewer will get you nowhere.

Show your interest

Give due respect to the interviewer & constantly keep yourself alert
&interested. Do not smoke or chew gum during interviews. Do not
slouch in the chair, tap your feet, play with eyeglasses, pencil, or
fidget nervously.

First things first & Last things Last

While asking questions, do not ask direct questions about salary or
other benefits at the beginning of the interview. Rather ask questions
on Job profile, responsibilities, growth prospects initially.

Do your homework before the interview

Learn about the company as much as you can. Visit their site, see the
products, name of founder etc& then relate to the job requirement.

Don't forget the basics

Prepare and rehearse common questions and answers. For example -
Tell us something about yourself? What was the nature of your job?
22
What can you do for this company? Three reasons, why should we be
hiring you? What special skills did you acquire? What where your
Targets? What did you achieve? What was your day was like on your
job? What were your strengths? Weaknesses? Why are you
considering leaving your present job? Why are you interested in this
company and how can you contribute? AND lastly but not the least
Industry References. Have the names & contact numbers handy. 

Talk about your achievements

If you have done better than others, worked hard, make it count.
Highlight your achievements. If interested, show it. If you are keen for
the job, let the interviewer know that you are keen for the job. That
way he will surely give you a priority & over others who he is not sure
of.

Always keep your option open

Even if you feel not interested in the job, do not tell it to the
interviewer. Be courteous. It will only help you. You can thank him &
tell him that you will need to sleep over it & will revert soon. Who
knows you may actually change you mind the next day.

Say THANKS
While concluding the interview, thank the interviewer for the time
and consideration given you. Ask when you should meet again to
discuss the position further. It often takes several interviews to obtain
the job offer. Ask for a business card and give yours in return.
23
Don’t show Desperation
Never show your desperation for the job. You may lose the job & even
if you get it, you will definitely lose your negotiating power. Besides
the company is looking for achievers & not beggars. 

SALARY NAGOTIATION TIPS:

Negotiate With Understanding
Remember when the negotiations are over, you’ll have to work with
the person with whom you’re negotiating. Besides your future success
may depend on that person. So, while you want to negotiate the best
possible deal, you need to do so in a way that doesn't damage your
image. At the same time, the employer's primary concern isn’t
negotiating the least expensive compensation package it can get away
with. Rather, their focus will be on getting you to accept the job.

Understand Your Needs and Those of the Employer

To be successful in this type of negotiation, you need to examine your
priorities. What do you really want? Are you comfortable with a low
salary and lots of perks? Understanding your needs will also help you
determine the type of company you want to work for. For example, a
family-owned company may be able to offer a competitive salary and

24
a large bonus based on results. A start-up new venture company, on
the other hand, may not be able to offer market salary, but could be
in a position to offer you stock options. By recognizing what an
employer can and can’t do, you’ll be able to determine what issues
you should press.

Set Your Price

Expect employers to try to purchase your talent and experience at a
discount. That's what employment and compensation negotiations
are: a simple "buy-and-sell" matter. And as the seller, you must set an
asking price going in. Some interviewees carry along a lot of money in
their wallets to feel valuable during negotiations. 
 
Be Strictly Professional
Even if you admire the person you're negotiating with, remember that
it's a business transaction, not a personal exchange. Separate the
salary and employment issues you're discussing from how you feel
about the person who wants to hire you. Remember that the
outcome of your discussion will affect your family's well-being. Some
executives put a family picture in their shirt or suit pocket and touch it
occasionally during meetings as a reminder to stay on track, no matter
how persuasive the employer is. 

Understand The Dynamics Of The Particular Negotiations

Sometimes you’ll have skills that are in great demand. And
sometimes, you may be one of several qualified candidates the
company would be happy to hire. Sizing up the situation and
understanding the relative position of each party will help you
determine when to press your advantage and when to back off. 

Never Lie, But Use the Truth to Your Advantage

25
It’s not only wrong to lie, but in employment negotiations, it’s
ineffective. If you lie during negotiations, sooner or later you’re likely
to be caught. Once you are, even if you don't lose the offer, you’ll be
at a tremendous disadvantage, and your credibility will always be
suspect. On the other hand, total candor won’t be rewarded. You’re
under no obligation to blurt out everything you know. You can
determine what you want to say and how you want to say it, and try
to put everything in its most positive light. Rehearse it the night
before in front of the mirror. 

Use Positive Language

Never say "never" or "no" to an employer's offer. If the company is
resisting your requests, use neutral-sounding words to describe your
position by saying that you find the offer "disappointing,"
"unfortunate," "surprising" or "unacceptable." You also might try
asking an employer to reconsider its offer, or ask for additional time
to consider the terms to keep the door open to favorable changes.
The point is to avoid words that make you sound angry or unwilling to
negotiate further. The process should continue until you arrive at a
satisfactory agreement, unless you blow it prematurely. Remember
negotiations should leave you and the prospective employer happy,
ultimately you will have to work together, and all this will have
bearing on your future relationship.

Use Uncertainty To Your Advantage

The more information you convey to a potential employer about your
bottom line, the more likely it will limit what you get. Before making
an offer, a company typically tries to determine what it will take for
26
you to accept the position. With that information, the prospective
employer will be able to determine the minimum package it needs to
offer. While they may not offer you as little as they can get away with,
if you’ve divulged too much information, they likely won’t offer you as
much as they might have otherwise. By disclosing exactly what your
current compensation is or exactly what it would take to get you to
leave your job, you’ll force a potential employer to make its best
offer.

Focus On Your Goals Not Victory

Many times in negotiations, the act of winning becomes more
important than achieving your goals. And it’s also important not to
make your future boss feel as if he’s lost in the negotiations. You’ll
have gained little by negotiating a good deal if you alienate your
future boss in the process.

Know When to Quit Bargaining

The one sure way to lose everything you’ve obtained is to be greedy.
There comes a point in every negotiation when you’ve achieved
everything you could have reasonably expected to gain. While most
companies will want to treat you fairly and make you happy, few
companies want to hire a greedy hanger on. This may even cause the
offer to fall through, or mar your image. Employment is an ongoing
relationship. Job negotiations are the starting point for your career
with a company. Get too little and you’re disadvantaged throughout
your career there; push too hard and you can sour the relationship
27
before it begins.

Get Written Confirmation

Getting something in writing provides closure and prevents any
misunderstandings between you and an employer. Take charge of this
process by writing a letter spelling out the details of the deal you've
agreed to while they're fresh in your mind after the interview. It
RECRUITMENT

MEANING OF RECRUITMENT

“Recruitment is the process of searching the candidates for

employment and stimulating them to apply for jobs in the
organization”. Recruitment is the activity that links the employers and
the job seekers.

DEFINITIONS OF RECRUITMENT :

 “ A process of finding and attracting capable applicants for

employment. The process begins when new recruits are
sought and ends when their applications are submitted. The
result is a pool of applications from which new employees
are selected”.

28
  “It is the process to discover sources of manpower to meet
the requirement of staffing schedule and to employ effective
measures for attracting that manpower in adequate numbers
to facilitate effective selection of an efficient working force”.
 “Recruitment of candidates is the function preceding the
management can select the right candidate for the right job
from this pool. The main objective of the recruitment process
is to expedite the selection process”.

 “ Recruitment is a continuous process whereby the firm

attempts to develop a pool of qualified applicants for the
future human resources needs even though specific vacancies
do not exist. Usually, the recruitment process starts when a
manger initiates an employee requisition for a specific
vacancy or an anticipated vacancy”.

RECRUITMENT NEEDS ARE OF THREE TYPES

 PLANNED

The needs arising from change in organization and retirement policy.

 ANTICIPATED

29
Anticipated needs are those movements in personnel, which an
organization can predict by studying trends in internal and external
environment.

 UNEXPECTED

Resignation, deaths, accidents, illness give rise to unexpected need

selection , which helps create a pool.

Purpose & Importance Of Recruitment

 Attract and encourage more and more candidates to apply in the

organisation.
 Create a talent pool of candidates to enable the selection of best
candidates for the organisation.
 Determine present and future requirements of the organization
in conjunction with its personnel planning and job analysis
activities.
 Recruitment is the process which links the employers with the
employees.
 Increase the pool of job candidates at minimum cost.

30
  Help increase the success rate of selection process by decreasing
number of visibly under qualified or overqualified job applicants.
 Help reduce the probability that job applicants once recruited
and selected will leave the organization only after a short period
of time.
 Meet the organizations legal and social obligations regarding the
composition of its workforce.
 Begin identifying and preparing potential job applicants who will
be appropriate candidates.
 Increase organization and individual effectiveness of various
recruiting techniques and sources for all types of job applicants

RECRUITMENT PROCESS
The recruitment and selection is the major function of the human
resource department and recruitment process is the first step towards
creating the competitive strength &the strategic advantage for the
organizations. Recruitment process involves a systematic procedure
from sourcing the candidates to arranging &conducting the interviews
and requires many resources and time.

1) Identify vacancy

2) Prepare job description and person specification

3) Advertising the vacancy

4) Managing the response

31
 5) Short-listing

6) Arrange interviews

7) Conducting interview and decision making analysis

activities.

SOURCES OF RECRUITMENT
Every organization has the option of choosing the candidates for
its recruitment processes from two kinds of sources:

1. Internal
2. External

WHAT IS INTERNAL RECRUITMENT

 This refers to the filling of job vacancies from within the
business - where existing employees are selected rather than
employing someone from outside.
 A business might decide that it already has the right people
with the right skills to do the job, particularly if its training
and development programme has been effective.
32
HOW IS IT DONE
 Internal vacancies are usually advertised within the business via
a variety of media:

 Staff notice boards

 Intranets

 In-house magazines / newsletters (for example, Emap, a major

publishing business) have a weekly staff magazine devoted
solely to advertising jobs within the organisation

 Staff meetings

ADVANTAGES OF INTERNAL RECRUITMENT

 Gives existing employees greater opportunity to advance their
careers in the business

 May help to retain staff who might otherwise leave

 Requires a short induction training period

 Employer should know more about the internal candidate's

abilities ( a reduced risk of selecting an inappropriate candidate)

 Usually quicker and less expensive than recruiting from outside

DISADVANTAGES OF INTERNAL RECRUITMENT

33
  Limits the number of potential applicants for a job

 External candidates might be better suited / qualified for the

job

 Another vacancy will be created that has to be filled

 Existing staff may feel they have the automatic right to be

promoted, whether or not they are competent

 Business may become resistant to change; by recruiting from

outside, new perspectives and attitudes are brought in.

INTERNAL SOURCES OF RECRUITMENT : -

1. TRANSFERS

The employees are transferred from one department to another

according to their efficiency and experience.

2. PROMOTIONS

The employees are promoted from one department to another with

more benefits and greater responsibility based on efficiency and
experience.

3. RETIRED AND RETRENCHED EMPLOYEES

May also be recruited once again in case of shortage of qualified

personnel or increase in load of work. Recruitment such people save

34
time and costs of the organizations as the people are already aware of
the organizational culture and the policies and procedures.

WHAT IS EXTERNAL RECRUITMENT

 This refers to the filling of job vacancies from outside the
business (contrast with internal recruitment). Most businesses
engage in external recruitment fairly frequently, particularly
those that are growing strongly, or that operate in industries
with high staff turnover.

HOW IS IT DONE
 Job centers - These are paid for by the government and are
responsible for helping the unemployed find jobs or get training.
They also provide a service for businesses needing to advertise a
vacancy and are generally free to use.

35
  Job advertisements - Advertisements are the most common
form of external recruitment. They can be found in many places
(local and national newspapers, notice boards, recruitment fairs)
and should include some important information relating to the
job. Where a business chooses to advertise will depend on the
cost of advertising and the coverage needed

 Recruitment agency - Provides employers with details of suitable

candidates for a vacancy and can sometimes be referred to as
‘head-hunters’. They work for a fee and often specialise in
particular employment areas e.g. nursing, financial services,
teacher recruitment

 Personal recommendation - Often referred to as ‘word of mouth’

and can be a recommendation from a colleague at work. A full
assessment of the candidate is still needed however but
potentially it saves on advertising cost.  

ADVANTAGES AND DISADVANTAGES OF EXTERNAL RECRUITMENT

 Advantages:
.Outside people bring in new ideas

. Larger pool of workers from which to find the best candidate.

.People have a wider range of experience

 Disvantages:
. Longer process

36
 . More expensive process due to advertisements and interviews
required

. Selection process may not be effective enough to reveal the

best candidate

EXTERNAL SOURCES OF RECRUITMENT

1. EDUCATIONAL INSTITUTES

Various management institutes, engineering colleges, medical

Colleges etc. are a good source of recruiting well qualified executives,
engineers, medical staff etc. They provide facilities for campus
interviews and placements. This source is known as Campus
Recruitment.

2. PLACEMENT AGENCIES

TheSeveral private consultancy firms perform recruitment

functions on behalf of client companies by charging a fee. These
Agencies are particularly suitable for recruitment of executives and
specialists. It is also known as RPO (Recruitment Process Outsourcing)

37
  FACTORS AFFECTING RECRUITMENT
The recruitment function of the organizations is affected and
governed by a mix of various internal and external forces. The internal
forces or factors are the factors that can be controlled by the
organization. And the external factors are those factors which cannot
be controlled by the organization implementing recruitment
programmes and procedures by filling up vacancies with best qualified
people.

1. FACTORS AFFECTING RECRUITMENT POLICY

• Organizational objectives

38
• Personnel policies of the organization and its competitors.

• Government policies on reservations.

• Preferred sources of recruitment.

• Need of the organization.

• Recruitment costs and financial implications.

2. HUMAN RESOURCE PLANNING

Effective human resource planning helps in determining the

gaps present in the existing manpower of the organization. It also
helps in determining the number of employees to be recruited and
what qualification they must possess.

3. SIZE OF THE FIRM

The size of the firm is an important factor in recruitment

process. If the organization is planning to increase its operations and
expand its business, it will think of hiring more personnel, which will
handle its operations.

4. COST

Recruitment incur cost to the employer, therefore,

organizations try to employ that source of recruitment which will bear
a lower cost of recruitment to the organization for each candidate.

5. GROWTH AND EXPANSION

39
Organization will employ or think of employing more personnel if it is
expanding its operations.

INTERNAL FACTORS AFFECTING RECRUITMENT

The internal forces i.e. the factors which can be controlled by the
organization are:

1.RECRUITMENT POLICY

The recruitment policy of an organization specifies the

objectives of recruitment and provides a framework for
implementation of recruitment programmed. It may involve
organizational system to be developed for ization. The internal and
external forces affecting recruitment function of an organizati

EXTERNAL FACTORS AFFECTING RECRUITMENT

40
 The external forces are the forces which cannot be controlled
by the organization. The major external forces are:

1.SUPPLY AND DEMAND

The availability of manpower both within and outside the

organization is an important determinant in the recruitment process.
If the company has a demand for more professionals and there is
limited supply in the market for the professionals demanded by the
company, then the company will have to depend upon internal
sources by providing them special training and development
programs.

2.LABOUR MARKET

Employment conditions in the community where the

organization is located will Influence the recruiting efforts of the
organization. If there is surplus of manpower at the time of
recruitment, even informal attempts at the time of recruiting like
notice boards display of the requisition or announcement in the
meeting etc will attract more than enough applicants.

3. UNEMPLOYMENT RATE

One of the factors that influence the availability of applicants is

the growth of the economy (whether economy is growing or not and
its rate). When the company is not creating new jobs, there is often
oversupply of qualified labor which in turn leads to unemployment.

41
4. COMPETITORS

The recruitment policies of the competitors also affect the

recruitment function of the organizations. To face the competition,
many a times the organizations have to change their recruitment
policies acc.

SELECTION

INTRODUCTION

Selection is the process of making a “hire” or “no hire” decision

regarding each applicant for a job. The process typically involves
determining the characteristics required for effective job performance
and then measuring applicants on those characteristics.

DEFINITION

“Selection process is a series of specific steps used to decide which

recruits should be hired.”

Or
42
“Selection is the process of choosing individuals, who have needed
qualities to fill jobs in an organization.”

SELECTION PROCESS

Selection process has eight steps. These steps are:

 Preliminary selection.
 Employment tests .
 Selection interviews.
 Verification of references.
 Medical evaluation .
 Supervisory interviews.
 Realistic job previews.
 Hiring decision.

STEP 1: PRELIMINARY SELECTION

43
Preliminary selection of applicants is often done by setting minimum
standards for the job, and communicating these standards to your
employees, and agencies who help you recruit. The fact that some
potential applicants may not apply because of their inability to meet
the minimum requirements serves as an initial screening device.

Then, when reviewing resumes and application forms, firms are

further able to screen out unacceptable job candidates. At this point,
firms can also assign priorities to the resumes so that the most
promising candidates may be seen first.

STEP 2:EMPLOYMENT TEST

This is true for compensation management and for performance

appraisal, and it is certainly true for the selection process where firms
wish to assess the match between job applicants and job
requirements.

One way to ensure that selection decisions are based on objective

data, is to use employment tests. Employment tests provide firms
with objective data for purposes of comparing applicants. Examples of
such tests include; paper and pencil test, manual dexterity and
strength tests, and simulation exercises.

STEP 3: SELECTIN INTERVIEW

44
Selecting the best candidate for the job is the 1st priority of the
selection process. The employment interview is conducted to learn
more about the suitability of people under consideration for a
particular job and is one further obstacle for the applicant to
overcome. The interview is one further means of reducing the number
of people who might be eligible for the job.

STEP 4: VERIFICATION OF REFERENCES

 Q: What kind of person is the applicant?

 Is the applicant a good and/or reliable worker?
 Use references the find answers to these questions

STEP 5: MEDICAL EVALUATION

 Generally a health checklist

o health information
o accident information
 Occasionally the checklist is supplemented by a physical
examination

STEP 6: SUPERVISORY INTERVIEW

 Since the immediate supervisor is ultimately responsible for new

workers, he or she should have input into the hiring decision.
The supervisor is better able to evaluate the applicant's technical
capabilities and is in a better position to answer the

45
 interviewee's job-related questions. Further, the supervisor's
personal commitment to the success of the new employee is
higher if the supervisor has played a role in the hiring decision.
 In fact, in a majority of firms, the supervisor has the authority to
make the final hiring decision. In these cases, it is the role of the
HR department to do the initial screening and to ensure that
hiring does not violate laws such as Human Rights legislation or
Labor legislation.

STEP 7: REALISTIC JOB PREVIEW

 The realistic job preview involves showing the applicant(s) the

job site in order to acquaint them with the work setting,
commonly used equipment, and prospective co-workers . The
realistic job preview is intended to prevents initial job
dissatisfaction with a job by presenting a realistic view of the
job. Research shows that job turnover is lower when realistic job
previews are used.

STEP 8: HIRING DECISION

46
The actual hiring of an applicant constitutes the end of the selection
process. At this stage, successful (as well as unsuccessful) applicants
must be notified of the firm's decision. Since money and effort has
been spent on all applicants, the HR department may wish to consider
even the unsuccessful applicants for other openings in the
organization.

The applications of unsuccessful applicants are often kept on file and

the applications of successful applicants will be retained in the
employees' personnel files.

No matter what the form of the job offer, the principle is generally the
same: do not make promises, or statements that you cannot or do not
intend to keep. Such statements can lead to expensive litigation if it is
later decided to terminate the employee.

When a job offer is made, it should include the following information:

 the position offered

 location of the job
 salary (although sometimes salary must be negotiated before
the applicant will accept)
 benefits
 starting date
 any papers or information that should be brought on the first
day of work
 a date (or time) by which the applicant must respond to your job
offer, so you can move on to the next candidate if your first
choice doesn't accept

47
FACTORS OF RECRUITMENT WHICH I HAVE
CONSIDERED WHILE TAKING THE INTERVIEWS .
1) QUALIFICATION

Professional certification, trade certification, or professional

designation, often called simply certification qualification, is a
designation earned by a person to assure that he/she is qualified to
perform a job or task.

2) WORK EXPERIENCE & PROJECTS HANDLED.

As employers are looking to recruit graduates who have some

knowledge of the world, It can only be gained from a variety of work-
experience opportunities.

48
 3) PERSONALITY

It is important factor while evaluating any candidate. This is

because of the fact that more and more Companies are strengthening
their services component. As person has to meet and face the
customers.

4) COMPUTER SKILLS

In this person should be able to have basic knowledge of

software and hardware.

5) COMMUNICATION SKILLS

For a team to work effectively it is essential that team members

acquire communication skills and use effective communication
channels between one another e.g. using email, viral communication,
group meetings and so on. This will enable team members of the
group to work together and achieve the team's purpose and goals.

6) ATTITUDE

When it comes to Human Resource Management and recruiting,

in recent years hire for attitude became a well known mantra. One
should have positive attitude towards its work

7) TEAM WORK
49
 Teamwork means working together cooperatively. Teamwork is
an important factor in most organizations. Effective collaborative
skills are necessary to work well in a team environment. Many
businesses attempt to enhance their employees' collaborative efforts
through workshops and cross-training to help people effectively work
together and accomplish shared goals.

DURING INTERNSHIP

It was good experience working in a consultancy company like this

(MHC). I learned who to recruit candidates in a corporate world.
Though it was not an easy to recruit candidates for a particular job.

PROCESS OF RECRUITMENT IN (MORPHEUS HUMAN

CONSULTING)

 SELECTING THE RESUME FROM THE PORTALS : In this we have

to select the resume for the particular job from the portals like
Naukari , Monster, Placement India, Times.

 CALLING THE CANDIDATES : This is done by after selecting the

appropriate resume for the particular job.
Calling is by
50
  Personal calling
 Messaging
 E-mailing
 TAKING INTERVIEWS : In this candidates comes to (MHC)for the
first round of the interview. During this process candidates is
checked on the bases of..
 Communication
 Skills
 Knowledge
 work experience
 Way of dressing

PROJECT HANDLED DURING INTERNSHIP

During this process I had worked on recruitment process of HCL. I had
taken the interview of 80 candidates in three days for the UK & US
Process. It was good experience for a summer intern like me which
the company gave to me. It was changing period for me because at
that I saw how one has to struggle. This process changes me and told
me that one has to struggle job until he get the best one. There was a
incident during this process when I came across some candidates who
have not had any thing since morning for the sac of the jobs

Some of the things which I have done during the project.

QUESTION THAT I ASKED DURING (HCL)

INTERVIEWS WITH CANDIDATES:

51
Tell me about yourself
The answer to this question is usually with reference to the
qualifications required for the position. Keep responses concise and
brief and avoid being negative about previous jobs and bosses.
Customize the response according to the duties and responsibilities of
the position you are interviewing for.

What are your greatest strengths?

Keep this as job related as possible by relating to a job task/skill that
you know to be an asset of yours. "I like traveling and making new
friends" is not a good answer.

What are your greatest weaknesses?

The employer is looking for honesty here, but it helps not to be too
blunt. Tone down your self-critique and say it with a smile.

Motive Questions
What can you contribute to this company?
Where do you hope to be in five years?
This type of question should be answered enthusiastically. Show the
interviewer you are interested in the position and relate the answers
to the duties and responsibilities of the job.

Personality Questions
What do you do in your spare time?
Present yourself as a well-rounded person. Your answer gives you
dimension, describe your hobbies briefly.

Job Satisfaction Questions

Why are you looking for another job?
What do you like most/least about your previous job/jobs?
52
Why did you leave your previous employer/employers?
Never speak poorly about former employers. Be positive. You are
providing clues about the environment you seek.

Other Questions Be Prepared To Answer

Are you willing to be transferred to another city or country?
May we check your references?
May we see some sort of a proof of your salary? (Bring along your
salary slip)

BIBLOGRAPHY

 MHC
 TAKEN HELP FROM (AFSHAN BASHIR )(B.D)
 BOOK REGARDING BUSINESS LIKE (KAVITA SINGH, SANTOSH
GUPTA & SACHIN GUPTA Human Resource Development)

53