A DISSERTATION REPORT ON RECRUITMENT AND SELECTION PROCESS AT

Submitted in partial fulfillment of the requirement for award ofthe degree of

MASTER OF BUSINESSADMINISTRATION(MBA)

Supervised By:
Miss. PRIYANKA SHRMA

Submitted By:
SUNEEL KUMAR OJHA MBA 3rd ( SEM ) MAVEN SOLUTIONS DEHRADUN

DEPARTMENT OF MANAGEMENT STUDIES KANYA GURUKUL MAHAVIDYALYA DEHRADUN 2nd CAMPUS OF GURUKUL KANGRI VISHWAVIDYALAYA 1

HARIDWAR 249404 (UTTARAKHAND)

ACKNOWLEDGEMENT
My project dealing with RECRUITMENT & SELECTION PROCESS provide me an exposure in the real world of business. I owe a heart-felt gratefulness to some of the people for being present all the time whenever any help was required in completion of the report. First of all,I would like to express my gratitude to MAVEN SOLUTIONS, Dehradun .I am extremely Thankful to miss. PRIYANKA SHARMA (HR EXCUTIVE) for rendering all possible helps facilitating my work in the department and miss.SURBHI (HR EXCUTIVE) and all faculty members to provide this opportunity to get Familiar with the corporation and learn practically.

At the outset, I would like to thank Mr. K.P.SINGH (Director Production-O) & Mr. S. Pande (AGM - HR) for giving me the approval to this project in the organization. I wish to acknowledge the entire HR Team at MAVEN. Special appreciation extended to Mr. Ajay Mahawar (Assistant Manager - HR) & Mr. Ashish Kumar Singh (Executive - HR) who helped me to shape the direction of my research work. This project would not have been possible without his help.. A heartfelt thanks to the respondents surveyed whose ideas, critical insights and suggestions have been invaluable in the preparation of this report.

JYOTI RANI MBA

TABLE OF CONTENT
ACKNOWLEDGEMENT PREFACE COMPANY PROFILE INTRODUCTION ABOUT RECRUITMENT AND SELECTION PROCESS OBJECTIVE OF STUDY RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION FINDINGS RECOMMENDATIONS AND SUGGESTIONS CONCLUSION BIBLIOGRAPHY ANNEXURE

COMPANY PROFILE
Maven Solutions is in the business of helping clients get the right professionals on time. Our consultants specialize in search and selection of human capital within specific industries, which include Banking, Insurance & Finance, Pharmaceuticals /Health Sciences, Engineering, Manufacturing, Oil & Gas, Marine, IT & Telecommunications, Hospitality, and Fast Moving Consumer Goods. We not only partner with our Clients on recruitment needs but also work closely with Candidates who are seeking an opportunity. We are in the business of manpower recruitment & staffing and we continuously keep adding value to our line of services with an increasing productivity at every stage of employment lifecycle Maven Solutions is in the business of helping clients get the right professionals on time. Our consultants specialize in search and selection of human capital within specific industries, which include Banking, Insurance & Finance, Pharmaceuticals / Health Sciences, Engineering, Manufacturing, Oil & Gas, Marine, IT and Telecommunications, Hospitality, and Fast Moving Consumer Goods. We not only partner with our Clients on recruitment needs but also work closely with Candidates who are seeking an opportunity. We are in the business of manpower recruitment & staffing and we continuously keep adding value to our line of services with an increasing productivity at every stage of employment lifecycle. SEARCH & SELECTION METHODOLOGY Based on the job brief (job description) and relevant details such as industry / company preference, salary package, etc given to us by the Client, we will conduct the research. Maven Consultants will utilize acombination of search / selection approaches best suited for the position/s, which may include a combination of: 4

1. Executive Search 2. Database Search 3. Advertised Selection STANDARD RECRUITMENT PROCEDURES All applicants are pre-screened to determine a possible match for the position(s). The pre-screened applicants who meet the overall recruitment criteria (as given by the client) will be short-listed for preliminary interviews. Short-listed applicants will be assessed for their technical expertise, professional experience, communication & personality, management skills, achievements, suitability and interest in the position offered. We will then prepare a profile of each candidate outlining essential facts about the candidates background and experience. These profiles will be presented to the client for further short listing. Arrangements will then be made for the client to interview the candidates they wish to see as a result of reading the profiles. ur business is based on the foundation of integrity and professional relationships. Maven Resourcing Solutions believes that the interests of our clients and candidates are of the utmost importance. We specialise in the placement of Sales & Marketing, Consulting, Project Delivery, and IT Technical professionals of all levels across all industry verticals, providing both Permanent and Contract recruitment solutions. Maven has grown to become one of World's premier recruitment partners of choice for many of the region's leading organisations, both large and small. When it comes to sourcing top quality staff in an expedient and cost effective manner, Maven has earned a reputation as being in the 'upper Maven' of recruitment agencies. With dedicated teams servicing each industry sector, Maven understands your industry and your unique needs. Whether you are an employer seeking new staff or a candidate seeking new employment, we are poised to provide you with the best possible service! 5

Maven is recognised by the region's most talented candidates as being a recruitment partner they can trust, and one that will competently represent them in a confidential and ethical manner. Whether passively 'keeping an eye on' the market or actively seeking new employment, Maven has helped thousands of candidates secure their ideal positions. Service Offered he number and quality of your manpower impacts the on-time delivery of mission-critical projects of your organization. By outsourcing the non-core areas of Human Resource Selection, you free up large amounts of productive time, to be used for the actual building of your organization. At Maven Solutions we understand the fascination of companies towards the Just in Time, Just in Skills Human Resource Solution model and the effectiveness of this model in enhancing productivity and gaining a competitive edge. Our ability to precisely understand the client requirements and the speed at which we deliver committed results along with our high ethical standards of work have contributed to the building of our reputation as among the most trusted HR Services Companies in North today. Our services include:

Selection & placement Our clients Manpower Requirements are fulfilled through our exhaustive in house database and through web mining. The profiles are put through a thorough screening process, after which they are evaluated under different norms and then finally processed as per the clients requirements.

Turnkey Recruitment The entire Recruitment Process is taken up as a Turnkey Assignment, whereby we manage the entire logistics i.e. Written Tests, Organizing Group Discussions, Conducting Technical Tests, and Preliminary 6

Interviews etc. The entire activity from A to Z is taken up as a turnkey project.

Staffing Solutions Maven Solutions has an ability to deal with diverse Industry Verticals and address staffing needs across all Management Functions and at different levels. Our experience in the staffing industry enables us to fully evaluate their business situation, determine their specific needs and provide the best staffing results. Our innovative staffing solutions are tailor-made to enable, organizations meet the challenges of todays fast changing business environment. We work closely with clients to identify, engage, train and retain successful people that organizations need to create success stories. Our consultants are highly skilled and are well versed in the industry sectors and job categories enabling them to have a profound understanding of the assignments.

Head Hunting The profile is hunted down through tested processes, ensuring the client gets the Perfect Candidate. Stringent measures are taken that the right profile is traced down and to ensure strict confidentiality is met while doing so.

Consultancy

Services

Maven Solutions also offers HR Consultancy Services in areas such as Manpower Planning, Organization Structuring , HR Manual Design, Compensation Surveys etc.

CAREER

The people who work with us are our most important asset. When you join the Maven Group, you will be part of a dynamic, innovative, pragmatic, fast growing family, committed to the highest level of service - an environment where Yes I Can! with the philosophy of BETTER WORK, BETTER LIFE is ingrained in everything we do in our day to day operations, where our commitment to our internal and external customers, vendors, stakeholder, service providers stands for excellence and a positive attitude. We hire new colleagues based on a Yes I Can! Attitude and train skills. We look for people who are passionate about their work and like to take initiative .We try to ensure that we provide your career. The impetuous required to push to your limits.

INTRODUCTION OF RECRUITMENT AND SELECTION PROCESS RECRUITMENT

Recruitment is the process of attracting qualified applicants for a specific job. The process begins when applications are brought in and ends when the same is finished, the result is a pool of applicants, from where the appropriate candidate can be selected.Recruitment is the process of attracting prospective employees and stimulating them for applying job in an organization. Recruitment is the process of hiring the right kinds of candidates on the right job. Recruitment is process of creating a common platform between the employers and the prospective employees, sothat both of them evaluate each other and take a decision which is mutually beneficial. Thus, recruitment enables the organisation to select suitable employees for different jobs. it is the most important function of the personnel department. It is concerned with the discovery of the sources of manpower and tapping of these sources so that the potential employees are properly evaluated and the new employees areplaced and inducted to fill up the vacant position in the organization. Recruitment aims at developing and maintaining adequate supply of labour force according to the need of the organization. Recruitment is an oppurtunity to all qualified candidates that fulfills the requirements of the company.

Recruitment refers to the process of finding possible candidates for a job or function, undertaken by recruiters. It may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Advertising is commonly part of the recruiting process, and can occur through several means: through newspapers, using newspaper dedicated to job advertisement, through professional publication, using advertisements placed in windows, through a job center, through campus interviews, etc. It is the two way process; it satisfies the organization strategic requirement. It helps candidates to assess the job, the organization and whether they meet the position requirement.

PURPOSE AND IMPORTANCE OF RECRUITMENT

Recruiting people who are wrong for the organization can lead to increased labor turnover, increased costs for the organization, and lowering of morale in the existing workforce. Such people are likely to be discontented, unlikely to give of their best, and end up leaving voluntarily or involuntarily when their unsuitability becomes evident. They will not offer the flexibility and commitment that many organizations seek. Managers and supervisors will have to spend extra time on further recruitment exercises, when what is needed in the first place is a systematic process to assess the role to be filled, and the type of skills and abilities needed to fill it. Most recruitment systems will be simple, with stages that can be followed as a routine whenever there is a vacancy to be filled, and which can be monitored and adapted in the light of experience. This describes the main features of such systems, and other related issues. Systems should be:

Efficient - cost effective in methods and sources 10

Effective - producing enough suitable candidates without excess and ensuring the identification of the best fitted for the job and the organization

Fair - ensuring that right through the process decisions are made on merit

RECRUITMENT PROCESS

A vacancy presents an opportunity to consider restructuring, or to reassess the requirements of the job. This assessment is valid whether it is to fill an existing job or a new one. Ask questions such as:

Has the function changed? Have work patterns, new technology or new products altered the job? Are there any changes anticipated which will require different, more flexible skills from the jobholder?

Answers to these questions should help to clarify the actual requirements of the job and how it fits into the rest of the organization or department. Exit interviews, or consultation with the current job-holder and colleagues may well produce good ideas about useful changes. Writing a good job description or job specification helps in the process of analyzing the needs of the job.

RECRUITMENT PROCESS INCLUDE

JOB DESCRIPTION/JOB SPECIFICATION This should detail the purpose, tasks and responsibilities of the job. A good job description should include: 11

Main purpose of the job - try to describe this in one sentence Main tasks of the job - use active verbs, like 'writing', 'repairing', 'machining', 'calculating', instead of vaguer terms like 'dealing with', 'in charge of'

Scope of the job - expanding on the main tasks and the importance of the job. Job importance can be indicated by giving information such as the number of people to be supervised, the degree of precision required and the value of any materials and equipment used.

A good job description is useful for all jobs. It can help with induction and training. It provides the basis for drawing up a person specification - a profile of the skills and aptitudes considered essential and desirable in the job-holder. It enables prospective applicants to assess themselves for the job and provides a benchmark for judging achievements. PERSON SPECIFICATION Drawing up the person specification allows the organization to profile the ideal person to fill the job. It is very important that the skills, aptitudes and knowledge included in the specification are related precisely to the needs of the job; if they are inflated beyond those necessary for effective job performance, the risk is that someone will be employed on the basis of false hopes and aspirations, and both the employer and employee will end up disappointed in each other. Another good reason not to set unnecessary requirements is to avoid any possibility of discrimination against particular groups of potential applicants. The very process of writing a job and person specification should help the employer to develop and implement a policy of equal opportunity in the recruitment and selection of employees. Factors to consider when drawing up the specification include: 12

Skills, knowledge, aptitudes directly related to the job The type of experience necessary The competencies necessary Education and training but only so far as is necessary for satisfactory job performance, unless the person is being recruited on the basis of future potential (e.g. graduate trainees), when a higher level of education may be specified

Any criteria relating to personal qualities or circumstances which must be essential and directly related to the job, and must be applied equally to all groups irrespective of age, sex, race, nationality, creed, disability, membership or non-membership of a trade union. To do otherwise is potentially discriminatory.

The person specification helps the selection and subsequent interview to operate in a systematic way, as bias-free as possible. The use of competency-based approaches can help by focusing on the 'match' between candidate and role, but they are best used where they are an integral part of the continuing assessment and development of staff. PAY After setting the job and the person specifications, consideration should be given to pay rates. Factors such as scales, grades and negotiated agreements, as well as market rates and skills shortages, may affect the wage or salary, and organizations should be aware of the requirements of equal pay and discrimination legislation. Unless there is a formal system for increments or length of service, paying the new employee a different rate from that paid to the preceding post holder may contravene the relevant legislation. Employers must also comply with the

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provisions of the National Minimum Wage Act 1998. The Agricultural Wages Board sets the minimum rates for workers in agriculture.

ATTRACTING APPLICANTS
The search for suitable candidates now begins. The process of marketing needs to be undertaken carefully so as to ensure the best response at the least cost. The object is to get a good selection of good quality candidates. Possible methods to consider are:

TYPES OF RECRUITMENT

INTERNAL RECRUITMENT - this method can have the advantage of building on existing staff's skills and training, and provides opportunities for development and promotion. It is a good way to retain valuable employees whose skills can be further enhanced. Other advantages include the opportunity for staff to extend their competencies and skills to the benefit of both the organization and the individual, and the enhancement of individual motivation.

EXTENAL RECRUITMENT _every organization has to tap external sources for various positions because all the vacm\ncies can not be filled through internal recruitment.the present employee may be insufficient or they may not fulfill the specifications of the jobs to be filled. The various external sources of recruitment are _

COMMERCIAL RECRUITMENT AGENCIES - often specialize in particular types of work, e.g. secretarial, office work, industrial, computing, and may already have potential applicants registered with them

EXECUTIVE SEARCH ORGANIZATIONS - usually working in the higher management/specialist fields, will seek out suitable candidates 14

working in other companies by direct approach, or via specialist advertising

NATIONAL NEWSPAPERS - advertising in the national press is expensive, but likely to produce a good response for particular, specialist vacancies. Remember too there are national ethnic group newspapers which will reach a wide audience

Specialist and professional journals - less expensive than the national press, these journals can guarantee to reach the precise group of potential applicants for specialist and professional vacancies

INTERNET - is beginning to emerge as a recruitment medium. It is mainly used for graduate-level and technical jobs because it tends to target a self-selected group who are computer literate and have access to the web at their place of study or work. Its use is likely to grow

LOCAL NEWSPAPERS, RADIO - for less specialized jobs, or to target groups in a particular local area, advertisements in the local media may produce a good response

Local schools, colleges and the Careers Service - maintaining contact with schools, colleges and careers advisers will ensure that the organizations needs for school/college leavers with particular skills and abilities are known. It can be particularly useful to offer students the opportunity to spend some time at the company, on work experience, or 'shadowing'

WORD OF MOUTH - introduction via existing employees or through an employers' network. Whilst this may be economical, it is likely to lead to a much smaller pool of suitable applicants and does not normally satisfy equal opportunities requirements because any imbalance in the workforce may be perpetuated. The Commission for Racial Equality and the Equal

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Opportunities Commission both warn against such practices where the workforce is predominantly one sex or racial group.

THE NEXT STEP IS TO CONSIDER The design and content of any advertisement used

How applicants are to respond - by application form, fax, telephone, in person at the organization or agency, by letter, by email on the Internet, by tape or Braille.

Who is to be responsible for sifting the applications? What is the selection process going to be?

If interviews are to be held, when will they be and will everyone who needs to be involved be available?

Are selection tests to be used? Is there the expertise to administer them and ensure they are non-discriminatory and appropriate?

Are references/medicals to be requested? Are arrangements in hand to give prompt acknowledgement of applications received?

THE ADVERTISEMENT
Any advertisement needs to be designed and presented effectively to ensure the right candidates are attracted. Look through national, local or professional papers and see what advertisements catch the eye. The newspaper office will often advise on suitable formats. Advertisements must be tailored to the level of the target audience, and should always be clear and easily understood. They must be non16

discriminatory, and should avoid any gender or culturally specific language. To support this, the organization should include in the advert its statement of commitment to equal opportunities, which will underline the organization as one that will welcome applications from all sections of the community.

Consider the following factors in the advertisement:

If the organization is well known, does it have a logo that could feature prominently in the advertisement? Make the advertisement consistent with the company image

Should the job title be the most prominent feature? Keep the text short and simple while giving the main aspects of the job, pay, career prospects, location, contract length

Can specific details - such as pay, qualifications and experience required be given in a way, which will reduce the number of unsuitable applications?

Is it possible to avoid generalizations such as 'attractive salary', or 'appropriate qualifications, which may discourage valid applications?

Can you provide job details on tape or in Braille and accept applications in a similar format?

Is the form of reply and the closing date for applications clear? Is there a contact name and phone number for further information and enquiries?

All advertisements should carry the same information, whether for internal or external use.

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APPLICATION FORMS
Application forms can help the recruitment process by providing necessary and relevant information about the applicant and their skills. The design of the form needs to be realistic and straightforward, appropriate to the level of the job. Using application forms has the following advantages:

Comparing like with like is easier. CVs can be time-consuming and may not provide the information required.

They provide the basis for an initial sift, and then for the interview. The standard of completion can be a guide to the candidate's suitability, if writing and presentation skills are essential to the job; however, is aware of the possibility of disability discrimination.

They provide a record of qualifications, abilities and experience as stated by the applicant.

Care also needs to be taken over some less positive aspects of application forms:

There is a temptation to use application forms to try to extract too much information, e.g. motives, values and personality characteristics. The form should concentrate on the experience, knowledge and competencies needed for the job.

Some people may dislike filling in forms and so be put off applying for the job. Some very experienced people may find the form inadequate, whilst those with little in the way of qualifications or experience may be intimidated by large empty spaces on the form

Application forms add another stage, and therefore more time, to the recruitment process. Some candidates may be lost if they can obtain work elsewhere more quickly. 18

SELECTION
Selection is the process of choosing the best out of the available candidates. It adopts the process through which more candidates are rejected and fewer candidates selected therefore it is also called negative process. In other words, it is the process of picking individuals with requisites qualifications and competence to fill jobs in the organization.

DEFINITION OF SELECTION
It is the process of differentiating between applicants in order to identify those with a greater likelihood of success in a job. The techniques used are highly specialized. And the outcome of selection process is in the form of finalizing candidates who will be offered job. Interviewing can be carried out by individual (ex superior or departmental managers), by panels of interviews or in the form of sequential interviews by different experts and can vary from a five minute chat to a process of several days, ultimately personal skills in judgment are probably the most important, but techniques to aid judgment include selection testing for: Aptitudes (particularly for school leavers) Attainments General intelligence.

(All of these need skilled testing and assessment) In more senior posts other techniques are; 19

Leaderless groups Command exercises Group problem solving

SELECTING THE BEST CANDIDATE

Whatever form the applications take, there may be a need to sift them before moving on to the interview stage. Such a sift serves to match the applicants as closely as possible to the job and person specification and to produce a shortlist of people to interview. To avoid any possibility of bias, two or more people should undertake such sifting, and it should involve the direct line manager/supervisor as well as personnel. The sifting stage can also help the organization by providing feedback on the advertising process and the suitability of the application form. It can also identify people who might be useful elsewhere in the organization. If references or medicals are to be taken up before the invitation to interview stage, it should be made clear on the application form/information pack sent to the applicant. See References and checking for further information. Some jobs require medicals to be given at the commencement of employment, and employers may seek preliminary information on a separate medical questionnaire at the time of recruitment. The candidates who best match the specifications may then be invited for interview. The invitation letter should tell candidates that they should advise the organization in advance if any particular arrangements need to be made to accommodate them on arrival or during the interview; for instance, ramp access or lighting levels. The invitation letter should also clearly state whether the organization would pay the candidate's reasonable travel expenses for the interview.

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WHO MAKES THE DECISION?

In some companies there will be a personnel or human resource specialist who will undertake most of the sifting and short listing. It is very important that the line manager/supervisor for the job also be involved, both at the job and person specification stage and at the interview stage. The final selection will thus normally be a joint decision, except in those very small companies where only a line manager/supervisor is available to do the recruitment of staff. Gaining the commitment of the immediate manager/supervisor by involving them in the selection process can be vital to ensuring that the new employee is settled successfully into the organization. It may be useful both for the candidates to see the environment in which they would be working, and, if they are to be part of a team, for the current team members to meet the candidate. SELECTION TECHNIQUES There is a variety of methods available to help in the selection process - including interviews, tests (practical or psychometric), assessment centers, role plays and team exercises, to name a few. Usually a range of methods will be used by the organization depending on the type of job to be filled, the skills of the recruiter and the budget for recruitment. GETTING STARTED The following information is intended to give applicants information about the selection process. Suggestions for completing the employment application, getting ready for the written test(s), attending an appraisal interview, and other general procedures are included.

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GENERAL INFORMATION The first step is the completion of the employment application a rsum employment/salary history may be substituted for selected positions. The job announcement will clearly state if a rsum will be an acceptable substitute. In either case, this is your initial opportunity to provide information on your qualifications as they relate to the position for which you are applying. Completed applications are initially screened to determine whether an applicant meets the minimum qualifications for the position as outlined in the Job Announcement. Applications of those applicants determined as meeting the minimum qualifications are then reviewed by a Human Resources Analyst and a subject matter expert to determine who is to be invited to continue in the examination process. A limited number of candidates whose applications clearly show that among those competing they are better qualified in terms of relevant training and experience will be invited to continue in the examination process as outlined in the Job Announcement under "Application Process." THE APPLICATION The employment application is your first chance to present your qualifications to the City. As such, it is extremely critical to your continued participation in the examination process. Before you begin, please review thoroughly what the Job Announcement specifies as the requirements to qualify for the position. You must meet these criteria to be considered for the position; please ensure you do, or you will be wasting your effort in completing the application. Most entries on the form are self-explanatory, but a few pointers on filling it out may help:

Be accurate and honest. Falsification can lead to disqualification or dismissal. Be thorough when discussing experience. Convey experiences most directly related to the particular position, including volunteer work.

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Resumes may be attached, but will not substitute for application entries (unless specified in the Job Announcement). The application form provides a standard format necessary for consistent review of applications. "See resume" may result in disqualification. Applications must be received no later than the Final Filing Date specified on the Job Announcement. Postmarks are normally not accepted, so allow for mail delivery time. If you need more space to discuss your qualifications, you can attach additional sheets, provided they are similar in format to the original application form.

WRITTEN EXAMS Written exams are usually obtained from one of several test construction firms available to us. These tests are designed to determine your level of technical and/or analytical abilities associated with the particular position for which you have applied. Questions are usually multiple choices, using scanned answer sheets for computerized scoring. Some tips on filling out these sheets: a) make sure you are marking your answer in the row that corresponds to the test booklet question, b) if you change an answer, completely erase it so the scanner doesn't pick it up as a response, c) use only the pencils provided and make dark marks, and d) do not bend or fold your answer sheet. You can approach such tests in many ways, and if you are comfortable with your methods, then by all means continue to follow them. If you haven't had much testing experience, here are some ideas on how to tackle a test. PERFORMANCE EXAMS Performance exams test your ability to accomplish specific job-related tasks by providing the opportunity to actually perform them. These tests are scheduled through the Human Resources Department office, with notification to you in writing of the date, time, location and duration of the test. You will be given instructions on the tasks to be completed and then asked to complete them. 23

Individuals with considerable relevant experience will conduct the evaluations. Safety, quality of work, adaptability, performance under stress, etc. are evaluated.

SPECIALIZED TESTING Some positions will require specialized testing, such as agility, shorthand, writing, etc. These tests are scheduled just as other tests are and you would be notified in writing of results. PRACTICAL TESTS If the job involves practical skills, it may be appropriate to test for ability before or at the time of interview. This is generally acceptable for manual and word processing skills, but less useful for clerical and administrative posts. Telephone skills are increasingly in demand, and candidates for telesales/call centre work will almost invariably be asked to undertake a practical test. Any tests must, however, be free of bias and related to the necessary requirements of the job. Consideration in giving any tests must include the objectives of such a test, the efficiency of the method selected, the numbers of candidates (and vacancies), the costs and benefits of such a method. PSYCHOMETRIC AND PSYCHOLOGICAL TESTS, INCLUDING BIODATA There are numerous tests commercially available, which can assist in measuring aspects of personality and intelligence such as reasoning, problem solving, decision making, interpersonal skills and confidence. Although many large organizations have used them for a number of years, they are not widely used, and some tests are considered controversial - for instance, those that assess personality. Any organization considering the use of psychometric or psychological tests should refer to the guides available, and make sure they have the need, skills and resources necessary.

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Tests should never be used in isolation, or as the sole selection technique. Where a decision is made solely on the automatic processing of personal data, an applicant may require that the organization reconsiders any rejection or make a new decision on another basis. Biodata (short for biographical data), is a questionnaire format with multiple choice answers. The questions are of a biographical nature and answers are scored according to the scoring key developed by the employer. In general only really large employers, who have a large throughput of applicants, successfully use Biodata. Use of Biodata, like other tests, needs careful control to avoid any possibility of discrimination or invasion of privacy. Think carefully before using any test - is it actually necessary for the requirements of the job? Is the test relevant to the person/job specification? What is the company policy about using tests, storing results and giving feedback to the candidate? Marking criteria must be objective, and the record sheets should be retained in accordance with the Data Protection legislation. OTHER SELECTION METHODS WORK SAMPLES Interviews suffer from a basic problem when asked what they would do in a particular situation candidates give the answer, which they feel the interviewer wants to hear. The work sample technique attempts to overcome this problem by asking candidates to take on mini-jobs in a selection situation. Properly designed work samples capture key elements of a real job. Work samples have shown some of the highest validity scores compared to other selection methods. Even the smallest companies could employ the simpler forms, such as the following:

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* A typing test for keyboard skills * role-playing * group decisions * presentations * reports The most sophisticated of work-sample procedures include 'in-basket tests', sometimes called 'in-tray exercises'. Candidates are given a typical in-tray containing a selection of material such as letters to be answered, reports to be analyzed, items to be prioritized, etc. They are given instructions on what to do and a time limit. Standard scoring methods are available. ASSESSMENT CENTRES Assessment centers are procedures and not necessarily places. They function on the principle that no individual method of selection is particularly good and no individual assessor is infallible. They use multiple methods and several assessors in structured programmes which attempt to minimize the inadequacies of each method and cancel out the prejudices of individual selectors. Inevitably, assessment centers are a very expensive method of selection. They are focused on potential. INTERVIEWS Most jobs are filled through interviews. The interview has two main purposes - to find out if the candidate is suitable for the job, and to give the candidate information about the job and the organization. Every candidate should be offered the same opportunities to give the best presentation of them, to demonstrate their suitability and to ask questions of the interviewer. A structured interview designed to discover all relevant information and assess the competencies of the applicant is an efficient method of focusing on the match

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between job and candidate. It also means that there is a consistent form to the interviews, particularly important if there are a number of candidates to be seen. Unstructured interviews are very poor for recruiting the right person. The structured interview is most likely to be effective in obtaining specific information against a set of clearly defined criteria. However, not every manager is skilled at interviewing, and may not be able to judge efficiently the applicant's skills and competencies. Ideally all interviewers should receive training, including the equal opportunities aspects of recruitment and the relevant legislation. Interviews need not be formal. The length and style of the interview will relate to the job and the organization. Some vacancies may call for a formal interview panel, some for a less formal, one-to-one interview. The interviewer(s) should consider the job and the candidates when deciding on the nature of the interview. All interviews, whether formal or informal, need careful preparation if they are to be successful. Each candidate should leave with a sense of being treated well and fairly and having had the opportunity to give of their best.

PREPARING THE INTERVIEW The interviewer should prepare by:

Reading the application form, job and person specifications to identify areas which need further exploration or clarification

Planning the questions. In some interviews it is appropriate to ask only one or two questions to encourage the candidate to talk at length on certain subjects. In others it may be better to ask a series of short questions on several different areas. If there is more than one interviewer, different 27

people can cover different topics, e.g. job knowledge, training, and qualifications. Do not ask for personal information or views irrelevant to the job. Do not ask potentially discriminatory questions such as 'Are you planning to have children in the next few years?'

Being ready for the candidates' questions, and trying to anticipate what additional information they may seek.

CONDUCTING THE INTERVIEW Conduct the interview in an environment that will allow candidates to give of their best. Arrange for there to be no interruptions, divert telephone calls, welcome the candidate(s), and show them cloakroom facilities, etc. If possible, let the candidate have a brief tour of the place of work. This is particularly useful in the case of people new to the job market (school-leavers, returning men and women), who may have little or no experience of what to expect in a workplace. It may also prove valuable in offering an additional opportunity to assess the candidate's interaction with possible colleagues. Consider whether any adjustments need to be made to accommodate an interviewee who has indicated a disability on the application form - it is easy to overlook simple adjustments that may be reasonable to make:

Candidates with hearing impairment may not only need to be able to clearly see the interviewer as they are talking, but may need communication support if they are not to be placed at a disadvantage

Is there an alternative to steps for access to the building? Can the interview take place elsewhere, where access might be easier for someone with a physical disability?

It is common that both interviewer and candidate are nervous. Thorough preparation will help both of you. Be careful not to fill silences by talking too 28

much - the aim of the interview is to draw information from the candidate to decide if they would suit the job. The candidate should do most of the talking. Nevertheless, the interviewer will want to encourage candidates to relax and give of their best in what is, after all, a somewhat unnatural setting. It is important to keep the conversation flowing, and the introductions and initial 'scene-setting' can help all parties settle to the interview. The following pointers may be helpful in conducting the interview:

Introduce yourself (and other interviewers if present); this also gives the candidate time to settle down.

Give some background information about the organization and the job this helps everyone to focus on the objective.

Structure the questions to cover all the relevant areas, and don't ask too many 'closed' questions. Open-ended questions (ie ones that can't be answered just by a yes or no answer) will encourage the candidate to speak freely - they often begin 'what', 'why', 'when' or 'how'.

Avoid leading questions. Listen, and make brief notes as necessary on salient points. Have a time frame and keep to it, allowing sufficient time for candidates to ask any questions they might have.

Make sure the candidate is familiar with the terms and conditions of the job, and they are acceptable. If not, and the candidate is the best one for the job, then some negotiation may be necessary - be careful to avoid inadvertent discrimination.

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TYPES OF INTERVIEW
THE PANEL INTERVIEW When used, the results of this component of the exam process will be used to determine if you should be included on the List of Eligible Candidates forwarded to the hiring authority for consideration for a departmental Selection Interview. This portion of the examination is normally weighted 100% (or as indicated on the Job Announcement). Typically, your previous test results are used only to qualify you for participation in the Panel Interview. The Panel is comprised of qualified individuals, which may or may not be employees of the City. Normally, the panel will consist of three evaluators. These individuals will evaluate your responses to a variety of job-related questions over the scheduled time period. Candidates receiving an average score of 70% or higher are placed on the List of Eligible Candidates. The List of Eligible Candidates is categorized into three blocks determined by the candidates averaged score: "A" block: Superior Candidate; "B" block: Well Qualified; "C" block: Qualified. Please keep in mind that being on the List of Eligible Candidates does not mean you will be selected for a position; it indicates that you are technically qualified. The following are some tips for the Panel Interview:

Questions are job and experience related. Prepare for your responses along those lines. Concentrate and keep your answers to the point as a limited amount of time is scheduled for each interview. Be aware of the information given on your application. The board may ask questions about it. Make sure you arrive for your interview about ten minutes early to give yourself a chance to relax. Allow plenty of time for travel, etc. Board members may take notes to help them remember you; don't be distracted. 30

INFORMAL INTERVIEWS Many employers invite applicants for informal interviews prior to the main selection procedure. These interviews are useful for information exchange, particularly in the case of professionals. They provide an opportunity to discuss the full nature of the job, the working environment, prospects for further development and promotion. There seems to be some ambiguity as to whether informal interviews should be used as part of the pre-selection process by the employer rather than self-selection by the candidate. The crux of the issue depends on what interviewees have been told. If they have been led to believe that it is a truly informal information session they will not consider the process to be fair if they are subsequently told that they have not been short listed as a result. FORMAL INTERVIEWS Despite the existence of alternative methods of selection most employers regard the formal selection interview as the most important source of evidence in making the final decision. A selection interview can be neatly defined as a conversation with a purpose, but not infrequently the purpose is obscure to the point of invisibility. More often than not, pointless chat would be nearer the mark. The interview has attracted severe criticism for a very long time - being attacked on the grounds of its subjective nature, questionable validity and unreliability.

THE SELECTION INTERVIEW Once the List of Eligible Candidates is established it is sent to the Department(s) that is hiring to fill a current vacancy. The Department Head is responsible for setting up Selection Interviews. He/she may interview anyone on the list, since all persons referred to the department are qualified. The Department Head will be looking for the candidate with the best qualifications for their particular position.

31

The candidate selected to fill the vacancy will undergo a medical examination, drug screen, background investigation, and a probationary period (see job announcement) before attaining permanent employment status. Additionally, in accordance with Federal Law, the candidate is required to provide proof of identity and proof they may legally work in the United States. All employees are also required to sign an oath of affirmation of allegiance as required by State Law.

REFERENCES AND CHECKING State on the application form when any references will be sought, and do not approach a current employer unless the candidate has given express permission. If references are sought, they will be most effective if you include a job description with the request, with structured, relevant questions that will enable you to gain accurate further information about the candidate's abilities. Do not ask for personal information or for conjecture about the applicant. Remember too that completing a reference takes time and proper consideration; so only seek such references if you believe they are necessary and appropriate. A simple form confirming dates of employment, capacity and particular skills may be satisfactory. The holding of particular qualifications, training or licenses may be important to the job, and it is reasonable to ask candidates for proof. If checks on such qualifications are to be made, it is good employment practice to make sure the applicant knows, and that copies of any relevant documents will be held on their personnel file. The timing of reference and qualification checks is variable. It is often the case that references are taken up at shortlist or offer stage, and the candidate may be asked to bring documentary evidence of qualifications to the interview. Job offers are sometimes made 'subject to satisfactory references being received', but this is not advisable. The referee may simply fail to provide any kind of reference. There 32

is no legal requirement to do so. Or a referee may wrongly indicate the applicant is unsuitable, in which case if the offer is withdrawn on those grounds, the organization could face legal action by the applicant. The organization needs a policy of what to do in circumstances such as the non-supply of a reference - an initial 'probationary' period might be an acceptable way of proceeding. APPROVAL BY APPROPRIATE AUTHORITY When selection interview is passed, references are checked, physical examination is done, and then on the basis of this the appropriate authority gives the acceptance for the selection. FINAL SELECTION In this, the offer letter is given to the candidate selected and there side demands acceptance in specific period. THE OFFER Once the successful candidate is identified, and any necessary references and checks completed, send out an offer letter. This is preferable to telephoning the candidate, as a letter enables the specifics of the job to be re-stated, with the terms and conditions, any pre-conditions (e.g. subject to exam success), or postconditions (e.g. subject to a satisfactory probation period). Remember that the employment contract is a legal one, and exists even before the candidate has commenced employment. The offer letter should set out the following points:

The job title and the offer of that job Any conditions (pre or post) that apply to the offer

33

The terms of the offer - salary, hours, benefits, pension arrangements, holiday entitlement, place of employment, etc

The date of starting, and any probationary period What action the candidate needs to take, e.g. returning a signed acceptance of the offer, agreement to references, any date constraints on acceptance

If the letter is to form part of the contract of employment, it should say so. Alternatively it could form the main terms and conditions of employment a written statement required by law to be issued to employees within two months of them starting work.

EVALUATION The broad test of the effectiveness of the selection process is the quality of the personnel hired. An organization must have competent and committed personnel. The selection process, if properly done, will ensure availability of such employees. People who work independent of the HR department conduct periodic audit.

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IMPORTANCE STUDY

AND

USEFULNESS

OF

1. A properly planned and systematic recruitment process is necessary to minimize disruption of work due to changes in employees and to secure equitable distribution of employment opportunities. 2. The main purpose is to have an inventory of eligible persons from amongst which proper selection of the most suitable person can be made. 3. To find and employ the best qualified person for each job. 4. To retain the most promising of those hired. 5. To offer promising opportunities for life time working careers. 6. To provide facilities and opportunities for growth on the job. It aims at integrating organizational needs and employee needs. 7. It provides each employee with freedom and opportunity, to utilize and develop knowledge and skills to maximize possible extent. 8. Proper recruitment and selection process ensures the right kind of person, at the right place and at the right time.

35

RECRUITMENT AND SELECTION IN RADICO KHAITAN

The following will be the rules for recruitment:

1. IDENTIFICATION OF VACANCY
Whenever a vacancy arises as per approved manpower strength or new position is created in any function/ department, the personnel requisition data form is to be filled up and sent to HRD department.

2. OBTAINING SANCTION FOR FILLING UP VACANCY

HRD department will provide necessary data/information required in the requisition form for taking sanction from the appropriate authority.

3 .ISSUANCE OF THE PERSONNEL REQUISITION DATA FORM

On receipt of the sanction duly approved from the sectioning authority, the original copy shall be sent to concerned department.

4 .NOTIFICATION OF VACANCY/INTERNAL SOURCES

Action will be initiated to notify the vacancy (ies) to be filled to employment exchange (accept unskilled) and for identification of internal candidates if available with sister units/other businesses.

36

5.EXTERNAL SOURCING IF INTERNAL CANDIDATES ARE NOT AVAILABLE

The following sources shall be tapped in order of priority: Internal data bank Net surfing Head hunting (for senior positions only) Approved consultants/placement agencies (prior approval to be taken from the appropriate authority regarding terms & conditions) Advertisements (sanction from the appropriate authority shall be obtained regarding the text, coverage and cost for releasing of advertisement in print media/website) 6. SCREENING OF APPLICATIONS Applications received shall be forwarded to concerned department for screening as per laid down criteria and identification of eligible candidates Call letters will be issued to eligible candidates as per annexure-11

7. SELECTION PROCESS FOR ALL CATEGORIES EXCEPT TRAINEES

Written test/job test/computer sill test / psychometric test will be conducted for job specific requirement. Hrd department shall maintain data bank of different types of tests for different types of jobs/leaves designed by experts in the related area and administer the same to candidates.

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PRELIMINARY INTERVIEW
Candidates who have cleared the written/job test etc. or who are being called directly for the interview shall be required to fill up the personal data form before appearing for the interview. Candidates shall be evaluated on various parameters as per interview sheet enclosed in annuxure-1V

FINAL INTERVIEW
Candidates shortlisted on the basis of tests/preliminary interview will be called for final selection round of interview.

SELECTION PROCESS FOR TRAINEES

Candidates for trainee position who are to be recruited from the campuses or otherwise will undergo the following: Written test (inclusive of psychometric & computer sill tests) Group discussion Preliminary interview final interview

INTERVIEW BOARD
The constitution of interview board shall depend upon the level of the post for which the selection is being done. The interview board shall include:

PRELIMINARY INTERVIEW
FOR MANAGERS & ABOVE Unit Chief Functional Head/HOD Functional Head-HRD FOR OTHER CATEGORIES Functional Head/HOD Functional Head-HRD

FINAL INTERVIEW
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FOR MANAGERS & ABOVE Business Chief Unit Chief Functional Head concerned Functional Head-HRD Functional Head-Sister Units

FOR OTHER CATEGORIES Business Chief Unit Chief Functional Head-HRD

INTERVIEW REPORT
A formal interview report will be prepared as per specific format for further action as per annexure-5

LETTER OF LATENT
Terms and conditions of appointment negotiated or offered to the selected candidates shall be documented on a sheet of paper to be signed by the candidate, HRD officer and appointing authority. This sheet will be kept in the record. On the basis of the above, a `letter of intent` shall be issued to the selected candidates on the specified format, enclosed as annexure-6

VERIFICATION OF CREDENTIALS (INFORMAL/FORMAL)

After the selected person joins, a formal questionnaire shall be sent to his/her former employer for credential verification in the format enclosed as annexure -7. However, informal reference check would be undertaken before issuance of letter of intent (LOI). Incase the information is not received from previous employer remark to this effect will be made in the personal file.

MEDICAL EXAMINATION

39

Selected candidates shall undergo medical examination by company doctor. The doctor on the specified format as per annexure-8 shall send the medical report only the HRD department.

OFFER OF APPOINTMENT
Offer of appointment as per the specified format shall be issued after candidate is found medically fit as per annexure-9

40

PERSONNEL REQUISITION DATA FORM Ref. no. GENERAL Division Unit Department Section DETAILS REGARDING POSTION Title of position Nature of appointment: Permanent / Contractual Date:.

Reason for filling up the position(s) Duration of appointment Category/Rank Number of Position(s) Date by which the position(s) should be filled SUMMARY OF JOB DESCRIPTION Reports to Job content JOB SPECIFICATIONS Age Group Educational Qualifications Professional Training/Qualifications Work Experience Specific additional/preferred Qualifications and experience Required 41

Signature HOD

ACTION TO BE INITIATED BY HRD DEPARTMENT Requisition received on (date) Position approved and budgeted/fresh sanction to be taken Availability of internal candidate for the position DECISION OF UNIT/BUSINESS CHIEF a) Recruitment process be initiated b) Sanction be taken for recruitment c) Recruitment to be kept on hold d) Any other

Signatures: Received by HRD Department on CC-Initiating Dept.

UNIT CHIEF/BUSINESS CHIEF

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Ref. No.

Annexure-11

To From Date Sub

: : : : Requirement of.. HRD Department

We require for our Unit/Department at . The major job responsibility and profile for the position is enclosed as annexure-A

We shall appreciate if you could forward us the list of the suitable person(s) for this position along with the necessary details as per annexure-B at the earliest but not later than ..

In case we do not receive any response from you, it will be presumed that you have no suitable candidates to offer against our requirement.

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FORM WHICH IS FILLED BY THE CANDIDATES 1. Post/position 2. Nature of appointment 3. Category/rank\ 4. No. of Position 5. Preferred age 6. Education/ 7. Preferred 8. Qualification 9. Add. /Preferred 10. Qualification 11. Work Experience 12. Major Experience 13. Major Responsibility 44

14. Gross emoluments range

SPECIMEN CALL LETTER Ref No. Dated Mr./Ms. Sub : Interview for the post of ______________________________ : :

Sir/Madam, This has reference to your application for the subject position in our organization. You are requested to come for a written test/interview with us as per schedule given below: Date Time Venue : : :

You will be paid Ist/IInd class to and fro rail/bus fare/economy airfare, by the shortest route, subject to production of relevant tickets. Or You may please note that no TA/DA shall be payable for attending the interview.

Thanking You,

45

Yours faithfully,

HRD DEPARTMENT

To From Date Subject Date Time Venue

: : : :

File HRD Department Interview Report-XXXXXXX : : :

Interview Board Mr. / Ms.__________________ Mr. / Ms.__________________ Mr. / Ms.__________________ No. of candidates called for interview No. of candidates who attended the interview Recommendation :

The following were shortlisted / selected Mr. / Ms._______________ Mr. / Ms._______________ Signatures: 46

Interview Board _____________ _____________ Ref. No. ______________ Mr. / Ms. Subject : Letter of intent _______________ _______________ ________________ ________________ Dated:

Dear Sir / Madam, This has reference to your subject application and subsequent with us. We are pleased to make our offer to you for employment with us as _______________ on mutually agreed terms and conditions. You may please note that the present position will be located at _____________. This offer is subject to your being found medically fit by our authorized medical officer. As discussed, the formal appointment letter will be issued to you when you report for duty at _____________ on or before____________. Kindly sign the duplicate of this as a token of acceptance of the above. Thanking you, Yours faithfully,

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AUTHORISED SIGNATURE

SIEL LIMITED QUESTIONNAIRE

1. Name 2. Date of joining 3. Date of leaving 4. Reasons for his/her leaving (Please give details) 5. Discipline, attendance, conduct and Performance 6. Was he/she ever guilty of any misconduct? If so/ please give brief details? 7. Gross Salary (inclusive of yearly benefits) 8. Any other information

Dated: ________________

Signature: _______________

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Designation: _______________

MEDICAL EXAMINATION REPORT Name ___________________ Age __________________ S/W/D of __________________ Years Designation________________ Chest_____________________

Height _____________Meters

Weight_______ Kgs Blood Group_______ Abdomen_________________ Eyesight L/E____________________ R/E_______________________

Blood Pressure Systolic ________________ Diastolic____________________ ECG_____________________________ Mark of identification _______________________________________________

Any Abnormality ___________________________________________________

Recommendation of Medical officer

Fit / Unfit for the job

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Date:

SIGNATURE OF MEDICAL OFFICER

Ref. No. : Sir / Madam,

Date: __________

OFFER OF APPOINTMENT With reference to your application and subsequent interview, we have pleasure in offering you an appointment on the following terms and conditions: 1. This appointment will take effect from the date you join and you will be on probation for a period of six months. 2. You will be ranked as ___________classified as _____________and designated as ___________________ in _____________department. 3. You will be paid a basic salary of Rs.__________________ (Rupees __________ only) per month. Detailed remuneration is as per annexure-A. 4. No notice period from either side is required during the probation period. However, subsequent to confirmation, this appointment is terminable either by the company or yourself after giving ___________ months notice for every completed year of service subject to a minimum of one _____________ and a maximum of ____________ months notice or payment in lieu thereof.

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5. You will automatically retire from the services of the company on attaining the age of superannuation i.e. 58 years as per rules of the company. 6. This appointment is subject to your being related to any Director of the company within the meaning of section 314 of the companies act, 1956. A list of directors of the company is attached. 7. This appointment is subject to your being found and remaining medically (physically and mentally) fit by our medical Officer. 8. The general terms and conditions of employment are as per Annexure-B, which may please be read. Please return the duplicate copy of this letter of appointment, duly signed by you. Thanking you, Yours faithfully, SIGNATURE OF AUTHORISED OFFICIAL

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DETAILS OF REMUNERATION Mr. /Ms.____________________________ Will are entitled to the following, as per rules of the Company; 1. Basic Salary of Rs.________________(Rupees________ month. 2. Special Allowance of Rs___________________ (Rupees ________________ only) per month. 3. House Rent Subsidy of ___________ % of your monthly Basic Salary. 4. Conveyance subsidy of Rs.__________________________ (Rupees ____________ two wheeler car, 5 House Furnishing Subsidy of Rs.______________________ (Rupees Only). only) per month for running and maintenance of self-owned Only) per

____________ 6 7 8

Medical subsidy of 11/2 months basic salary per annum. Leave travel assistance of one months basic salary per annum. Incentive / Reward will be as per rules of the company.

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Bonus, provident fund, gratuity, leave facility, retirement as applicable to officers of your rank.

other

(SIGNATURE OF AUTHORISED OFFICIAL)\

REIMBURSEMENT TO CANDIDATES CALLED FOR INTERVIEW The following guidelines are hereby issued for reimbursement of fare to outstation candidates called for interview: S. NO. 1 Classification Supervisor/section Incharge (Executive to 2 3 4 Joint Manager) Functional Head/HOD (Addl. Manager to DGM) Unit Chief (GM to VP) Business Chief (VP to Sr. VP) ENTITLEMENT FOR OUTSTATION CANDIDATES In case a candidate travels by his/her own conveyance the reimbursement will be at actuals subject to maximum of fare equivalent to IInd AC Rail Fare. No local travel will be reimbursed in any case. III IV V Operating Level II Mode to Travel 1st /class /IIAC/ Share Taxi/ Deluxe Bus II AC to Air/ Taxi Economy Class Air / AC Pvt. Economy Class Air / AC Pvt.

BOARDING/ LODGING In case candidates are required to stay in connection with the interview process, Functional Head-HRD will make arrangement for 53

Boarding/Lodging of candidates appropriate to their entitlement under TA rules.

APPROVAL OF CLAIMS For operating levels I & II reimbursement of fare to candidates called for interview will be at the discretion of Functional Head-HRD. Reimbursement will be made strictly against production of documents and the same shall be specifically mentioned in the interview call letter. However in cases where the candidates are unable to produce the documents, the Functional Head HRD, if convinced about the genuineness of the case, can ignore the submission of document. TERMS AND CONDITIONS OF APPOINTMENT 1. You will have the responsibility for efficient, satisfactory and economical operations in the areas of responsibility that may be assigned to you from time to time. 2. The management may place you anywhere in India or Abroad, as it may consider necessary, at its sole discretion, from time to time subject to the provision that your remuneration and facilities will not be adversely affected. 3. Company personnel are whole-time employees and accordingly you will not undertake any Business, work or public office on payment of otherwise, except with the prior written permission of the management. 4. You will not divulge to any unauthorized person, nor use for any purpose, other than the Companys (or its Associate) operations, plans, know-how etc. that you may come to know as an employee of the company. 5. Unauthorized absence without prior sanction of leave or overstaying sanctioned leave period, for a period of eight days or more will result in automatic striking off your name from the rolls of the company, without 54

any reference to you, amounting to loss of lien of employment, and termination of the contract of appointment.

INDUCTION JOINING FORMALITIES The new joinee will be required to fulfill the following joining formalities: Provident Fund, including Family Pension Form( Declaration, Nomination and Transfer Form) Gratuity Nomination Form Block Personal Accident Insurance Form Med claim Insurance Form (wherever applicable) Income Tax Declaration Form Declaration Form (Section 314, Indian Companies Act) The new joinee will be required to submit the following documents/certificates: Medical Fitness Certificate Proof of Age Certificates of Academic/Professional Qualification (Originals with one set of photocopy. Originals to be returned after verification) Proof of Past Employment (Relieving Certificate /Pay slip) The Functional Head-HRD can condone submission of testimonials related to Salary, Relieving Letter and No Objection Certificate from the previous employer. EMPLOYEE IDENTIFICATION HRD department will allot/arrange for allotment of the following to the new joinee: 55

 Employee Code No. /Department Code No. Attendance Card Identity Card The new joinee will be required to open a Bank Account and give the Account Number to the Accounts Department and URD Department.

JOINING REPORT HRD Department will circulate the joining Report, in the prescribed format, of new joinee to Unit Chief, HOD, Accounts Department, Administration Department Attendance Office. Format of the joining Report will be Business specific. Administration Department will arrange for suitable sitting arrangement, provision of telephone line, stationery, etc. wherever required. EMPLOYEE HAND BOOK HRD Department, in consultation with HOD/Unit Chief/Business Chief, will make out a formal Orientation Programme / Induction Training suited to the requirement of job of the new joinee. It will be the responsibility of HRD Department to ensure that Induction Programme is properly conducted in terms of contents, time and schedule and proper attention is paid by the officer concerned detailed to brief the new joinee. It will be responsibility of the Functional Head-HRD to ensure that the new joinee is explained about his job responsibilities, reporting relationships and operational delegation (wherever required) before he/she reports at his/her place of working. ADVANCE LEAVE AT THE TIME OF JOINING A new joinee, on request, will be allowed advance leave required for shifting his family/settling down at new locationl provide such leave(s) could be adjusted from his/her leave entitlement for the year. Unit 56

Chief/Business Chief will be authorized to sanction advance leave(s) on the recommendation of Functional Head-HRD.

RECRUITMENT POLICY OBJECTIVES The objectives of this policy are to: Fill up the gaps on the basis of manpower need assessment, so as to maintain requisite skill inventory at all levels of officers. Aim for an energetic and enthusiastic workforce within innovative approach to work. Recruiting fresh talent fro m reputed institutes and encouraging growth from within would achieve this. POLICY All recruitment to be undertaken within the approved manpower budget. Recruitment to be made at entry levels only except for positions where requisite skills are not available internally. For filling up the vacancies occurring in the organization, the sourcing would be undertaken from: 1) INTERNAL a) Within the Unit b) Within the Group/Sister Companies (through HRD Department of Unit concerned) 2) EXTERNAL a) Campus in case of entry level only) b) Net surfing c) Consultants/placement agencies d) Advertisements 57

e) Employment Exchange (statutory requirement) f) Head Hunting for Senior positions only g) Employee referrals

Standard Selection/Rejection criterion shall be employed s per annexure. For officer level, blood relations to be taken only with specific approval if CMD There shall be a common interview Board comprising members from different Businesses for selection at senior level positrons ( Managers & above) Working knowledge on computers shall be essential fro selection Employee recruited upto the level of Manager shall have approbations period for minimum of six months. Those who are not covered under the clause of probation, performance shall be reviewed at the completion of first six months by the selection board to be constituted for this purpose. Selected candidates shall be issued an Appointment Letter containing terms and conditions of employment will be released at the time of joining.

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SELECTION PROCESS
A) B) I. FOR TRAINEES (SEE RELEVANT SCHEMES) FOR OFFICERS REQUISITION FORM The department where the vacancy has occurred shall send a requisition form as per the laid down format to HRD Department. I I. SOURCING Internal /External: As laid down in the policy. III. CRITERION FOR REJECTION/SELECTION a) When the HRD Department receives application, they shall forward the same to user department to separate out the eligible applicants, as per the job specification. b) HRD Department will issue preliminary interview call letters to short listed candidates. 1. WRITTEN TEST In case of junior level or where the applications are received in large numbers, Aptitude Test/ Job Test/ Computer Skills Test / Psychometric Test to be taken. 2. INTERVIEW BOARD

59

The constitution of interview board shall depend upon the level of the post for which the selection is being done. The interview board shall include.

PRELIMINARY INTERVIEW FOR MANAGERS & ABOVE CATEGORIES Unit Chief Functional Head /HOD Functional Head /HRD FINAL INTERVIEW FOR MANAGERS & ABOVE CATEGORIES Business Chief Unit Chief Functional Head Concerned Functional Head-HRD Functional Head-Sister Units 3. INTERVIEW PROCESS SHALL CONSIST OF THE FOLLOWING SIX PHASES PREPARATION 60 Business Chief Unit Chief Functional Head-HRD FOR OTHER Functional Head /HOD Functional Head /HRD FOR OTHER

Strategy to employ what information to seek, and what questions to ask. The interviewer can write out the questions in advance, o that he does not omit any.

ESTABLISHING REPORT Establishing a friendly relationship with the applicant is important to make a candidate feel comfortable and at home. Topics of mutual interest may make him relaxed.

SEEKING AND GIVING INFORMATION Information like future prospects of the job, facts about the organization, facilities, etc. must be given, as the candidate is also reaching a decision. CONTROLLING THE INTERVIEW To ensure adequate coverage of each phase of the applicants background and to provide balance in discussing each phase to use the time fruitfully. CLOSING THE INTERVIEW The interview should be closed when it has accomplished its purpose. EVALUATING THE INTERVIEWEE

61

As the applicant is being evaluated during the interview, a careful rating should take place. Reactions should be written down at once, in order to make the most of fresh information and impression. 4. INTERVIEW REPORT HRD Department will prepare a formal interview report of the selected candidates. The selected candidates then will be called fro finalizing the terms and conditions of appointment. 5. VERIFICATION OF CREDENTIALS INFORMAL HRD Department shall ensure informal reference checks of the selected candidates before issuing of the `Letter of Intent` FORMAL After the selected person joins, a formal questionnaire shall be sent to his former employer for credentials verification. In cases where the response is not received from the previous employers or there is a case fro further investigation the job shall be assigned to an outside agency.

6. OFFER OF INTENT Once the terms and conditions are agreed upon, the selected candidate shall be issued a Letter of Intent 7. MEDICAL EXAMINATION

62

The selected candidates shall be asked t undergo medical examination by the company doctor to obtain detailed information about the medical fitness of the candidates. If any abnormalities found, its nature shall be conveyed to the Unit Chief of unit for suitable decision in the matter.

SUCCESSION PLANNING POLICY

OBJECTIVES The objectives of this policy are to: Reduce the vulnerability of the organization. Identify & develop suitable back ups for all HODs and above positions. Identify a plan of growth & development for potential successors for key positions through: a. Training inputs b. On the job training c. Feed back d. Efforts for self-development by concerned employees. Prepare persons identified for taking on higher responsibility as and when need arises. POLICY Job Description shall be in place for all HOD`s as per the standard format.

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 Skill inventory to be undertaken for all functions annually to identify skill gaps in various departments. Identification of successor is not available within the same function by comparing the skills available and required for the position as per laid down procedure. Incase successor is not available within the same function; identify potential candidates from other functional areas who can be moved to concerned function. It shall be the responsibility of the concerned Unit Chief/Business Chief/HRD Department to implement the developmental plan identified for the potential successor. The initiatives taken for the development of the identifies successor by the concerned HOD shall be one of the key criteria for evaluation of his/her HOD`s performance. The Assessment Committee comprising of Business Chief, Unit Chief and HRD Chief shall hold the review of developmental action plan of the successor on a half-yearly basis. The review shall also be present in such meetings. There shall be a well laid down Development Action Plan to equip those identified as successor. To maintain a reservoir of skills in the trainees category both for Commercial and Technical streams and provide them cross functional exposure to make them multi-skilled. These trainees should be groomed

64

for taking on higher responsibilities and to act as safety cover of sudden loss of critical skills. To develop back ups from cross-functional areas fro HOD`s position. These back ups shall officiate during the absence of HOD`s. In case no suitable person is available from internal sources and the present incumbent is due for retirement, the external recruitment should be done not earlier than 2 years of the present incumbents date of retirement.

RESEARCH METHADOLOGY

MEANING OF RESEARCH Research in common parlance refers to a search for knowledge. It is a careful investigation or inquiry specially, through search for new facts in any branch of knowledge. In other words, research comprises defining and redefining problems, formulating hypothesis or suggested solutions; collecting, organizing and evaluating data; making deductions and reaching conclusions; and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. EXECUTIVE SUMMARY The project was undertaken to analyze the concept ofRecruitment And Selection process at MAVEN. To accomplish the above, 15 employees of MAVEN was interviewed.

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COLLECTING THE DATA

In dealing with any real life problem it is often found that data at hand are inadequate and hence, it becomes necessary to collect data that are appropriate. There are several ways of collecting the appropriate data, which differ considerably in context of money costs, time and other resources at the disposal of the researcher. PRIMARY DATA: This data can be collected either through experiment or through survey. If the experiment is conducted then there would be quantitative measurements, in the case of a survey, any one or more of the following can collect data; 1. By observation 2. Through personal interview 3. Through telephone interview 4. By mailing of questionnaires 5. Through schedules

SECONDARY DATA: This is the data collected through the literatures and the journals that are already available and easily available to the researcher in the library or on the websites these are the data, which has been used by other also for any kind of their use.

Here in my study of recruitment and selection process the primary data was collected by the observation and through informal interviews or discussions with the HR executives and the managers. Secondary data was collected through the literature and the websites of the companies.

SAMPLE UNIT 66

Sample unit here are the persons in the human resource department. i.e. in the recruitment and selection process.Only 15 executives were working in the HR department.The researcher conducted informal interview and collected data through departmental reports.

OBJECTIVE OF THE PROJECT

The objective of the project was basically seeing that HR dept how to select the suitable candidates for the job. Also see that what are the polices and procedure that are being adopted by a company formally. Find out that what are the basic problems are there in the organization due to employee leave the jobs.

TOOLS AND TECHNIQUES USED DATA COLLECTION PRIMARY DATA- Informal Interview SECONDARY DATALiteratures,Co.Websites,Departmental Reports

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DATA ANALYSIS AND INTERPRETATION

Q.1 Is Recruitment positive process in MAVEN.?

Disagree27%

Agree73%

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AGREE: 73% DISAGREE: 27%

INTERPRETATION The above figure depicts that 73% of employees agreed,that Recruitment is positive process in MAVEN. and 27% disagreed with the statement. .

Q.2 Is selection the positive process in MAVEN?

Disagree 33%

Agree 67%

AGREE: 67% 69

DISAGREE:33%

INTERPRETATION The above figure depicts that 67% of employees agreed and 33% of employees disagreed with the statement that selection is the positive process in MAVEN.

.Q.3 How many employees are interested to do job in MAVEN.?

Intrest of employee

No 27%

Yes 73%

AGREE: 73% 70

DISAGREE: 27%

INTERPRETATION The above figure depicts that only 73% employees are interested to do job there and 27% are not interested to do job there because the experience of that place never count like Delhi and other big cities.

Q6

Are you satisfied with the procedures and the policies of the recruitment

followed here?

71

AGREE -71% DIAGREE-29%

INTERPRETATION The above figure depicts that 71% of employees are agree with the recruitment policy followed in MAVEN.and 29 % are disagree with the statement.

Q.5. What is the ratio of employee joining and leaving the organization?

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Joining -65%

Leaving- 35%

INTERPRETATION -The above figure depicts that the ratio of joining and

leaving the organization is 65:35 respectively.

FINDINGS
After doing the research based on the information given by the managers, executives and the secondary data collected and the projections prepared on the recruitment process and selection process. I can be said that, The recruitment process is a positive process in MAVEN. Mostly employees are satisfied with the selection process of MAVEN. A few of employees are interested to do job in MAVEN because The Experience of that place is never count in Delhi and other big cities. In MAVEN,mostly employees are satisfied with the policies of recruitment and selection. In MAVEN.the ratio of leaving and joining employees is not very effective because the experience of that place is never count and the salary is also very low there.

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RECOMMENDATIONS AND SUGGESTIONS

The company should that for the senior level selection they always be go for the internal recruitment because it Is the cheaper and time saving source of selection of employee. For the lower level the company should that he go for the campus interview because by this they able to get the employee as per the requirement and the cost of selection will be less. The company should also increase in the salary at the time because some it may be the cause of leaving the job. . When the employee leave the organization, company should that he fill the exit interview form and keep it in the record so that organization will able to know that what are the basic reason behind leaving the organization.

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CONCLUSION
RADICO KHAITAN is the company, which has the good choice of process of the recruitment and selection. It always tries to select the efficient employee as per the job requirement As my research was in the company it shows that it has the flexible environment where all the employees are free to do work as they like, the motto is to complete the work holding good quality. RADICO KHAITAN is the company, which has the good choice of process of the recruitment and selection. It always tries to select the efficient employee as per the job requirement As my research was in the company it shows that it has the flexible environment where all the employees are free to do work as they like, the motto is to complete the work holding good quality They have to work on the tracking of employees, as it waste the time of the person involve in selection, when they came to know by seeing their face that it is the one ho was interviewed previously. Overall they are the good leaders of recruiting and selecting the candidates, and making their full utilization. 75

Now they are also forwarding to make use of the smart hiring by which the best candidates of required skill can be located. Various aspects of recruitment and selection were studied. For conducting this study an interview schedule was prepared and was got filled by individual members i.e. the workers of the industry. Separate interview schedule were prepared in order to note down individual information and then analyze it. The whole report represent that how what are the various techniques that helps to find out that how we select the best candidates at right time for right job at right place so that we will able to make the work in efficient way

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BIBLIOGRAPHY

BOOKS:. Kotler C.R, Research methodology methods & Techniques, 2nd edition, vishwaprakashan, Delhi.

INTERNET: www.radicokhaitan.com www.google.com- training and development www.google.com , www.msn.com, www.hprofesser.com

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