EXECUTIVE SUMMARY

The human resources are the most important assets of an organization.

The success or failure of an organization is largely dependent on the caliber
of the people working therein. Without positive and creative contributions
from people, organizations cannot progress and prosper. In order to
achieve the goals or the activities of an organization, therefore, they need
to recruit people with requisite skills, qualifications and experience. While
doing so, they have to keep the present as well as the future requirements
of the organization in mind.
Recruitment is distinct from Employment and Selection. Once the required
number and kind of human resources are determined, the management
has to find the places where the required human resources are/will be
available and also find the means of attracting them towards the
organization before selecting suitable candidates for jobs. All this process is
generally known as recruitment. Some people use the term “Recruitment”
for employment. These two are not one and the same. Recruitment is only
one of the steps in the entire employment process. Some others use the
term recruitment for selection. These are not the same either. Technically
speaking, the function of recruitment precedes the selection function and it
includes only finding, developing the sources of prospective employees and
attracting them to apply for jobs in an organization, whereas the selection
is the process of finding out the most suitable candidate to the job out of
the candidates attracted (i.e., recruited).Formal definition of recruitment
would give clear cut idea about the function of recruitment.
Recruitment and Selection are simultaneous process and are incomplete
without each other. They are important components of the organisation and
are different from each other. Since all the aspect needs practical example
and explanation this project includes Recruitment and selection Process of
Infosys. And a practical case study. It also contains addresses of various
and top placement consultants and the pricelist of advertisements in the
magazine.
INTRODUCTION
In today's rapidly changing business environment, organizations have to
respond quickly to requirements for people. Hence, it is important to have
a well-defined recruitment policy in place, which can be executed
effectively to get the best fits for the vacant positions. Selecting the wrong
candidate or rejecting the right candidate could turn out to be costly
mistakes for the organization. Selection is one area where the interference
of external factors is minimal.
Recruitment and selection are two of the most important functions of
personnel management. Recruitment precedes selection and helps in
selecting a right candidate.
Recruitment is a process to discover the sources of manpower to meet the
requirement of the staffing schedule and to employ effective measures for
attracting that manpower in adequate numbers to facilitate effective
selection of efficient personnel.
Staffing is one basic function of management. All managers have
responsibility of staffing function by selecting the chief executive and even
the foremen and supervisors have a staffing responsibility when they select
the rank and file workers. However, the personnel manager and his
personnel department is mainly concerned with the staffing function.
Every organisation needs to look after recruitment and selection in the
initial period and thereafter as and when additional manpower is required
due to expansion and development of business activities.
‘Right person for the right job’ is the basic principle in recruitment and
selection. Ever organisation should give attention to the selection of its
manpower, especially its managers. The operative manpower is equally
important and essential for the orderly working of an enterprise. Every
business organisation/unit needs manpower for carrying different business
activities smoothly and efficiently and for this recruitment and selection of
suitable candidates are essential. Human resource management in an
organisation will not be possible if unsuitable persons are selected and
employment in a business unit.
Recruitment is the process of identifying that the organisation needs to
employ someone up to the point at which application forms for the post
have arrived at the organisation. Selection then consists of the processes
involved in choosing from applicants a suitable candidate to fill a post.
Training consists of a range of processes involved in making sure that job
holders have the right skills, knowledge and attitudes required to help the
organisation to achieve its objectives. Recruiting individuals to fill particular
posts within a business can be done either internally by recruitment within
the firm, or externally by recruiting people from outside.
The quality of an organization's human resources depends on the quality of
its recruits. Recruitment is the 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 applicants from which new employees are selected.
Managers become involved because they want the best people they can
get, and they often know about places where appropriate applicants can be
found. However, in large organizas, specialists in the recruiting process
called recruiters, are often used to find and attrac capable applicats.
Recruiters identify job openings through HR planning or requests by
managers. The HR plan can be especially helpful because it shows the
recruiter both present openings and those expected in the future. Advanced
knowledge of job openings allows a recruiter to be proactive. Once
openings have been identified, the recruiter learns what each job requires
by reviewing the job analysis information, particularly the job descriptions
and job specifications. Recruiters also may supplement their knowledge
about a job's requirements through talks with the appropriate manager.
Human resource recruitment refers to any organizational activity that is
designed to affect
1) the number of people who apply for vacancies,
2) the type of people who apply for them
3) the likelihood that those applying for vacancies will accept positions if
offered,
The goal of an organizational recruitment program is to ensure that the
organization has a number of reasonably qualified applicants who could be
chosen when vacancies occur.
The goal of the recruiting is not simply to generate large numbers of
applicants. If the process generates a pool of unqualified applicants, the
organization will incur great expense in personnel selection but few
vacancies will actually be filled.
The goal of personnel recruitment is not to finely discriminate among
reasonably qualified applicants either. Recruiting new personnel and
selecting new personnel are both complex process. Each task is hard
enough to accomplish successfully even when one is well focused.
Organizations explicitly trying to do both at the same time will probably not
do either well.

Recruitment Activities

Identify vacancy

Prepare job description and personal specifications

Advertise

Managing the response

Short-listing

Visits

References

Arrange interviews

Conduct the interviewed

Decision-making

Convey the decision

Appointment action.

OBJECTIVES OF THE STUDY

Recruitment is the process of identifying and attracting potential candidates
from within and outside an organization to begin evaluating them for future
employment. Once candidates are identified,an organization can begin the
selection process. This includes collecting, measuring, and evaluating
information about candidates’ qualifications forspecified positions.
Organizations use these processes to increase the likelihood of hiring
individuals who possess the right skills and abilitiesto be successful at their
jobs.

The objectives of this study are to:

1) Identify general practices that organizations use

to recruit and select employees.

2) Determine which recruitment and selection

practices are most effective.

3) Determine how the recruitment and selection

 practices affect organizational outcomes.

4) To understand recruitment and selection policies of the company.

5) To analyze the recruitment and selection process adopted by the

company.

6) To analyze the use of media in the recruitment and selection activities

in the company.

7) To suggest some ways to improve the quality of recruitment for the

upper level positions.

RECRUITMENT AND SELECTION PROCESS

There are a number of stages, which can be used to define and set
out the nature of particular jobs for recruitment purposes:

Job analysis
Job analysis is the process of examining jobs in order to identify the key
requirements of each job. A number of important questions need to be
explored:
- The title of the job
- To whom the employee is responsible
- For whom the employee is responsible
- A simple description of the role and duties of the employee within the
organisation.

Job analysis is used in order to:

1. Choose employees either from the ranks of your existing staff or from
the recruitment of new staff.

2. Set out the training requirements of a particular job.

3. Provide information which will help in decision making about the type of
equipment and materials to be employed with the job.

4. Identify and profile the experiences of employees in their work tasks

(information which can be used as evidence for staff development and
promotion).
5. Identify areas of risk and danger at work.

6. Help in setting rates of pay for job tasks.

Job analysis can be carried out by direct observation of employees at work,

by finding out information from interviewing job holders, or by referring to
documents such as training manuals. Information can be gleaned directly
from the person carrying out a task and/or from their supervisory staff.
Some large organisations specifically employ 'job analysts'. In most
companies, however, job analysis is expected to be part of the general
skills of a training or personnel officer.

Job description
Job descriptions are written statements that describe the:
• duties,
• responsibilities,
• most important contributions and outcomes needed from a position,
• required qualifications of candidates, and
• reporting relationship and coworkers of a particular job.
Job descriptions are based on objective information obtained through job
analysis, an understanding of the competencies and skills required to
accomplish needed tasks, and the needs of the organization to produce
work.
Job descriptions clearly identify and spell out the responsibilities of a
specific job. Job descriptions also include information about working
conditions, tools, equipment used, knowledge and skills needed, and
relationships with other positions.

A job description clarifies work functions and reporting relationships,

helping employees understand their jobs. Job descriptions aid in
maintaining a consistent salary structure. Performance evaluations may be
based on job descriptions.
A job description could be used as a job indicator for applicants for a job.
Alternatively, it could be used as a guideline for an employee and/or his or
her line manager as to his or her role and responsibility within the
organisation.
Job specification
A job specification goes beyond a mere description - in addition, it
highlights the mental and physical attributes required of the job holder. For
example, a job specification for a trainee manager's post in a retail store
included the following:

'Managers at all levels would be expected to show responsibility. The

company is looking for people who are tough and talented. They should
have a flair for business, know how to sell, and to work in a team.'

Job analysis, description, and specification can provide useful information

to a business in addition to serving as recruitment instruments. For
example, staff appraisal is a means of monitoring staff performance and is
a feature of promotion in modern companies. In some companies, for
example, employees and their immediate line managers discuss personal
goals and targets for the coming time period (e.g. the next six months).
The appraisal will then involve a review of performance during the previous
six months, and setting new targets. Job details can serve as a useful basis
for establishing dialogue and targets. Job descriptions can be used as
reference points for arbitrating in disputes as to 'who does what' in a
business.Selection involves procedures to identify the most appropriate
candidates to fill posts. An effective selection procedure will therefore take
into consideration the following:
keeping the costs of selection down
making sure that the skills and qualities being sought have been identified,

developing a process for identifying them in candidates

making sure that the candidates selected, will want the job, and will stay
with the company.

Keeping the costs of selection down will involve such factors as holding the
interviews in a location, which is accessible to the interviewing panel, and
to those being interviewed. The interviewing panel must have available to
them all the necessary documentations, such as application forms available
to study before the interviews take place. A short list must be made up of
suitable candidates, so that the interviews do not have to take place a
second time, with new job advertisements being placed.

The skills required should have been identified through the process of job
analysis, description and specification. It is important then to identify ways
of testing whether candidates meet these requirements. Testing this out
may involve:
interviewing candidates
asking them to get involved in simulated work scenarios
asking them to provide samples of previous work
getting them to fill in personality and intelligence tests
giving them real work simulations to test their abilities.

ATTRACTING A FIELD OF CANDIDATES

SOURCES OF RECRUITMENT
In today's competitive and demanding corporate environmet, hiring and
retaining good talent has assued great importance. Companies are
constantly in the process of recruiting people from top universities, from
other companies and from other sources.

All the sources of recruitmetn can be broadly classified into two types. They
are internal and external sources:-

Internal Recuitment

These include filling up a vacancy using a person who is

already in the company's payroll. The vacancy is
advertised within the company and on the basis of
responses from within the company, a selection is made.
This type of recruitment has many advantages. The company
is able to obtain accurate information about the
candidate as he has already been working with them. It
boosts the morale of the workforce who sees that the company i sable to
provide them with opportunity for future growth. The cost of recruitment is
relatively less. The employees being acquainted with the company already
do not require job training.

The advantages of internal recruitment are that:

1. Considerable savings can be made. Individuals with inside knowledge of

how a business operates will need shorter periods of training and time for
'fitting in'.

2. The organisation is unlikely to be greatly 'disrupted' by someone who is

used to working with others in the organisation.

3. Internal promotion acts as an incentive to all staff to work harder within

the organisation.

4. From the firm's point of view, the strengths and weaknesses of an

insider will have been assessed. There is always a risk attached to
employing an outsider who may only be a success 'on paper'.

However, this method of recruitment has a few disadvantages as well. The

choice of candidates is greatly limited. Selection of a candidate over others
results in ill feeling among those who were not chosen. The selection of the
candidate involves a great deal of subjectivity amongst the superiors and
hence may not always be transparent.

The disadvantages of recruiting from within are that:

1. You will have to replace the person who has been promoted

2. An insider may be less likely to make the essential criticisms required to

get the company working more effectively

3. Promotion of one person in a company may upset someone else.

External recruitment
External recruitment makes it possible to draw upon a wider range of
talent, and provides the opportunity to bring new experience and ideas in
to the business. Disadvantages are that it is more costly and the company
may end up with someone who proves to be less effective in practice than
they did on paper and in the interview situation.
The general sources of recruitment are:-
1. Advertisement process:

There are various means of advertisements that can be done through

various mediums. The main forms of recruitment through advertising in
newspapers, magazines, trade papers and internal vacancy lists. This is a
very important phase and itself is a very big process. The whole process
takes a lot of time and there should be specific methods of receiving the
various application forms and also to assess them and shortlist the
candidates depending on the initial assessment of their applications and
also their resumes.

2. Unsolicited applicants:
Many candidates send their resumes to company without any explicit
request. Companies usually file these resumes and refer to them when the
need for a position arises.

3. Employee-Referral Programs
Some companies also encourage current employess to refer their friends or
acquaintances for positions in the organization. This system has the
advantage that the new employees also have a fair idea about the
organization and its culture. The downside is that this system tends to
creates nepotism and allows cliques of friends and relatives to form in an
organization.
An employee-referral program can be as simple as informally asking
workers, "Do you know anyone who can fill this job?" Unfortunately, such a
simplistic approach generally elicits the equally off-the-cuff response, I
don't know off the top of my head." It is necessary to add some structure
to an employee-referral program, communicate the benefits to employees,
track the success of referred candidates, reward successful referrals and
discourage low-quality referrals.

Generally, successful employee-referral programs offer some kind of

monetary bonus for referrals who are hired and retained for a certain
period of time (often 90 days). The reward amount should be sufficient to
motivate employees to make referrals but not so large that they offer
referrals who are unqualified for the positions.

A new employee's performance may not be measurable in only 90 days. In

such cases, it may be prudent to offer a series of installment payments for
referral bonuses, based upon retention of the referred employee through
several milestones.

Requests for employee referrals should be specific, including mandatory

qualifications and qualifications that an above-average candidate should
have. Most employment departments are awash with candidates, the
majority of whom are underqualified. Employee referrals should add to the
quality of the candidate pool.

To measure the effectiveness of an employee-referral program, it is

important to track such metrics as the cost of employee referrals versus
other recruitment channels, performance and retention of employee
referrals, employee attitudes toward referral programs, and the percentage
of new employees who are hired via referrals.

4. Websites:
With the advent of the internet, searching for candidates has acquired a
whole new dimension. Web portals dedicated to finding jobs have been
setup. The candidates key in their details and post their resumes.
Employers have to just browse through these resumes or use the site
search engine to list out people with specific skills.
The Role of Job sites
Employers and agencies both advertise jobs on appropriate media, where
the job is likely to be seen by suitable candidates, and where it is cost
effective to advertise.
This is where job sites comes in. They provide employers and recruitment
agencies with an online location to advertise their jobs to a wide selection
job seekers. They are not a recruitment agency and do not take any level
of commission based on placement.
Whether a recruiter wants to attract someone for the Aviation or IT
industry, a director or junior executive level position. They can place their
jobs online and know that our search technology allows only those that are
interested in finding exactly that type of job will see their vacancy and will
apply for it.
We offer a selection of advertising solutions to recruiters, from a basic text
job advert to a branded full page ad that links through to the recruiters
website. Job hunters such as yourself can search for your desired position
on our website and have jobs sent to you in 'Jobs-by-Email'.
In addition you can store your CV on Jobsite. This allows you to apply
online quickly and simply by selecting to submit your CV that is stored on
our system as part of your application.

5. Placement Agencies
Placement agencies maintain database of resumes from prospective
candidates. Companies in need of personnel contact these agencies with
their profile. The agencies provide them with a list of potential candidates.
The placement agencies can also assist in the recruitment process.

6. Engineering Institutes
Campus hiring at engineering institutes typically starts in May and
continues through September. Senior managers and officers from Infosys
actively participate in this hiring, to bring on board the next generation of
bright, young and talented leaders for the company. We encourage current
students at the campuses we visit to use this opportunity to interact with
the Infosys recruitment teams during the hiring process to understand the
company and our people philosophy. We hire engineering graduates and
post-graduates from all disciplines, and MCA students at the campuses.

7. Management Institutes
Campus hiring at management institutes typically starts in December and
continues through March. We hire management graduates from all
disciplines, with or without prior work experience in software or other
fields.
All applications are pre-screened based on academic credentials. Short-
listed candidates are usually invited for an interview as part of the selection
process.

8. Off campus
It is the event for those candidates who do not get selected during campus
recruitment. The process remains the same; it just aims at giving those
candidates a chance that were not able to go through the process before.
These candidates also go through the same two rounds, here only the scale
and basis on which they are evaluated changes.

9. Job fairs
Job fair is where several companies come under one roof for seeking
eligible candidates who can join their company, after going through certain
recruitment process followed by them.
The personnel specification

1) Represents the demands of the job translated into “human” terms

2) Involves differentiating criteria which are essential from those which
are desirable
3) Lists those which would exclude a candidate from consideration

Criteria to assess the value of selection procedures

1) Discrimination
– Measurement procedures must provide for clear discrimination
between candidates
2) Fairness/adverse impact
– Measures must not discriminate unfairly against specific sub-
 groups
3) Administrative procedures
– Procedures should be acceptable and capable of implementation
1) Estimating the number and class of manpower required for present
and immediate future needs.
The requirements are carefully estimated because any negligence
would result in either overstaffing or understaffing.
The estimation of the number of employees required for each
category/cadre or work level depends on the following factors
a) New show rooms /Installed machinery
b) Employee turnover in a particular section/department
c) Superannuation
d) Promotion
e) Transfers
f) Degree of automation
g) Introduction of new processes
h) Increased additional responsibilities
i) Expansion plans
2. Authority for Various Decisions on Recruitment
Recruitment related decisions vary in scope and impact.

In summary,
New positions are sanctioned by the MD;
a) Filling up of sanctioned positions is at the discretion of the
Business/ Functional Head in consultation with HRD;
b) Regulation of recruitment matters in line with the policy and HR
principles is handled by HRD;
c) Administrative, procedural and liaison matters are taken care of by
HRD
d) Senior level recruitment directly involves MD in all matters.

PRECONDITIONS FOR RECRUITMENT

Any position would be filled up only if there is a vacancy arising out of the
separation of an employee or there is a newly created position on explicit
written sanction from MD. While recruitment efforts such as, calling for
candidates or interviewing candidates etc may be initiated, appointment
order for a person could be issued only if the position and the level are
sanctioned.

Company would encourage planned manner of recruitment rather than a

piecemeal (slowly) approach. In March every year, all Business and
Functional Heads would present to MD a manpower plan for the year
indicating requirements in terms of number, level and timing along with a
detailed justification for every position. After necessary discussions MD
would sanction the additional manpower wherever required. This would be
a basic source for recruitment planning and budgeting.

Before external recruitment is sought for HRD and the Functional Head
concerned would do an internal search for a possible candidate within a
company.

ROLES OF VARIOUS PLAYERS IN RECRUITMENT

Recruitment involves a combined effort of various people within the

organization. Their responsibilities and contributions are being listed out
below.

1. CEO
- Approve Manpower Requirements.
- Approve changes in to recruitment policy.
- Approve budgets for recruitment.
- Decide on thrust areas in HR management and recruitment at a corporate
level.
- Interview candidates for selection for Managers and above level positions.
- Approve exceptional cases of compensation.
- Encourage policies that help restrict recruitment to entry level or
specialized positions.

2. HR Head
- Coordinate preparation of annual manpower by various functions and
consolidate for discussion and approval from MD.
- Prepare and present recruitment related trends, projections and issues -
requirements, turnover, company ageing, efficiency of recruitment
methods etc
- Prepare annual budgets for recruitment and get them approved.
d)Maintain up-to-date manpower status showing sanctions, vacancies by
function, level etc.
- Suggest changes to recruitment policies, programs in the light of
feedback and problems.
- Highlight HR implications of various business decisions and plans and
suggest courses of action.
- Highlight gaps and anomalies in job specs across levels and functions
- Monitor and assess continuously the recruitment pull of the company and
suggest courses of action.
- Interview candidates for selection.
- Monitor costs of recruitment and keep them within budgets.
-Push gradually for a decentralized approach to recruitment while keeping
basic controls.
- Negotiate compensation with the selected candidates.
- Present the company positively by briefing all interview candidates about
the company, its culture and its plans.
- Ensure that candidate is clear about job terms and company offerings
and is not given any untenable promises.
- Maintain up-to-date directory of external agencies - consultants, ad
agencies, printers, media agents etc.
- Ensure a reliable system to communicate with candidates on the status of
their candidature.
- Monitor recruitment expenditure under heads such as media, agencies,
and travel, stay etc.
- Maintain up-to-date and flexible database of industry norms on salary,
benefits, job specifications etc.

3. Business Heads / Functional Heads

- Maintain a comprehensive and flexible candidate database sorted in many
ways.
- Assist HR head prepare consolidated annual manpower plan and budgets
for recruitment.
- Discuss with HR issues such major people intake, abnormal turnover etc
- Discuss with HR job specifications, profile up gradations.
- Monitor performance of recent recruits.
- Monitor recruitment speed and help decrease cycle time.
- Interview candidates.
- Assess in interviews candidates functional competence and compatibility.
- Help HR in implementing policies and decisions on recruitment.
- Help HR in coordinating internal placements.
- Conduct preliminary or final salary negotiation within agreed range.
- Ensure that candidate is clear about job terms and company offerings
and is not given any untenable promises.

4. HR. coordinators
- Do first level shortlist and coordinate with functions head for a final list.
- Coordinate interview dates among candidates, panel members, place etc.
- Ensure professional conduct of interviews - accurate and clear information
(to candidates, panel members, admin staff) promptness, no waiting,
assessment records, follow-up communication.
- Conduct a reference check on candidates prior to employment.
- Ensure candidates have a clear understanding of offer terms.
- Have clear agreement of terms with external agencies on services.
- Release payment to external agencies as per agreed terms.

GUIDELINES FOR DIFFERENT STAGES OF RECRUITMENT

Vacancy Assessment
A position is said to be vacant if it already sanctioned and is not being
manned. It may have arisen because the incumbent (Current, Present) has
left the company or been posted in another job. It might have been
created new by due process of sanction. New positions are created to
manage new and emergent jobs mentioned in the annual manpower plan
and are sanctioned by the MD. At certain times when the incumbent leaves
the job the position may be abolished and it would not be counted as a
vacant position. Recruitment should be initiated only for a sanctioned
position, which is vacant.

Initiating Recruitment
Recruitment is always initiated by Departmental Head for all positions. The
initiator shall send the manpower requisition form to HRD and discuss with
HR Head on possible sources. Any difference in job specifications compared
to that in database would also be discussed. HRD and the Department
Head would agree on methods and end dates for recruitment depending on
the urgency. The department has the option of keeping a vacancy in
abeyance.

Internal Search
On receiving the requirement HRD would assess availability of internal
candidates either on its own or on the advice of the Department. As this
would not be fresh search, this process should not take more than a day.
However, if there are possibilities, which need to be discussed with other
departments, it may take more time.

Database Search
HRD would also simultaneously search the candidates’ database for a
possible match. If found the details may be given to the department. This
should take less than a day.

External Search
Within a week of initiation department and HRD may have decided on
external search. HRD would discuss with the department the different
options such as advertisements or consultants etc.

Advertisement Release
HRD shall arrange to get the advertisement designed, composed and
checked for release. This should take less than a week. Keeping the
department informed, HRD would release the ad for publication in journals
decided upon. HRD would have on roll specialised agents for ad release in
various publications to ensure getting the best rates. While releasing ads
HRD may include similar positions even if vacancies do not exist but are
foreseen. Advertisements for the same position would not be released
within six months.
Advertisements would include items such as job specs, candidate specs,
company information, contact information etc. Advertisements would be
designed by a creative agency and HRD coordinate with them ensuring
completeness and correctness of the ad including correct representation of
corporate name, logo and symbols.

Consultants
For certain positions, consultants may be asked to furnish leads by HRD.
These may be for positions that have got no response from the ads or
positions that are too urgent or not urgent at all. Company would prefer
dealing with consultants who take regular assignments and have been
successful in the past. All the consultants are expected to have a clear
contract with the company on the terms of service. Company may take in a
consultant on the advice of a departmental head provided their terms are
similar to the regular consultants. HRD would coordinate contracting
placement consultants for assisting in employment.
Brief to the consultants would include
The job specifications such as designation, department, location;
approximate salary may or may not be given.
- The candidate specifications such as qualifications, years of experience,
industry worked, age, language etc
- The company profile, plans, department the job is placed etc
- Other items such as probable interview location, reimbursements, contact
person etc
- Consultants would be asked to shortlist candidates on the basis of the
specifications, check with the candidates their interest, assess salary match
and then forward the bio data to the company.

Short-listing the Candidates

HR officer / Coordinator would do the first stage short listing of
applications. First stage short listing usually is done mechanically by
matching the specifications rigidly and rejecting all candidates who do not
qualify. All applications short-listed at the first stage first stage would be
entered in the Candidates database maintained by HRD.

HR Head or the Functional Head would do the second stage short listing. At
this stage applicants with most potential would be selected. HRD may also
select some applications for consideration to other posts currently vacant
or likely to arise in future.

Interview Preliminaries/ Trial test – All short listed candidates would be

called for a preliminary discussion with a HRD representative. Based on the
preliminary discussions if it was felt that potentiality of the candidature is
in doubt the candidate may be dropped from the process and duly
informed.
If the selection involves any tests or exercises this would be administered
by HRD and further short listing may be done in consultation with the
Functional Head concerned.

Interviews
HRD would coordinate with concerned function in setting the interview
panel, dates and the location. The interview panel would typically involve
managers from concerned function and HRD. It may involve MD for senior
level recruitment and specialists from outside for certain positions.

Panel Composition
All positions of Manager and above in all functions; Related Functional
Head, HR Head, CEO, Managing Director.
Executives and Management Trainees CEO, Related Functional Head and
HR Head.
Staff & Others Concerned Departmental/ Functional head, HR
Representative

Interview Call
Once the panel is setup and the dates are finalized, HRD (or Departmental
Head non-HO locations) would call the candidates for interview either
through a letter or a telegram or phone. Candidate would be informed of
the date, place, time of the interview and the eligible reimbursements.
HRD would decide on interview location in consultation with panel
members and considering the cost and convenience. Candidates applying
through consultants would be intimated through the concerned consultant.
If many candidates are called on the same day, their timing would be
staggered to minimize the waiting time.

Candidate's eligibilities
Company would reimburse the travel expenses to the candidates coming
for interview on par with what they would be eligible if selected. As special
cases, senior level candidates (for the position of Manager or above) from
outstation may be put in a hotel if interview extends to the next day.
Candidate needs to submit a claim along with supporting for getting the
expenses reimbursed. Company would insist on supporting from the
candidates and exceptions would have to be authorized by HR Head.

Main Interview
The main interview would normally in two or three parts with panelists in a
rough order of seniority meeting the candidates successively. Candidates
would be short listed at the end of every part with only cleared candidates
meeting the senior panel members. HR Head or his nominee would be
present in all interviews to ensure full communication among panelists and
to aid the panelists in administrative formalities such as recording
interviewer’s comments and decisions. The interview record form (Exhibit)
would be filled up after every interview for recording and filing purposes.
Yes-No-Hold decisions should be clearly marked in the form.

While interviews need not be too structured, every interview should

necessarily cover the following aspects:
- Candidate’s education and family background,
- Reason for seeking change,
- Position aspiring for and long term career goals,
- Functional competence – practical and conceptual matters relating to
concerned function,
- Managerial competence in areas such as communication, decisiveness,
clear thoughts,
- Intangibles such as life’s values, leadership, human orientation.
- Examples of major achievements,
- Gaps in career, if any,
- Leisure time interests,
- Computer literacy,
- Disabilities, if any,
- Reason for choosing our company,
- locational preferences,
- Salary expectations etc

Candidate should also be explained

a) The nature of the job,
b) Position offered,
c) Background information about the company,
d) Any other query the candidate may have.

Interview Etiquette
The company executives would do their best to extend the following basic
courtesies to all candidates seeking employment with the company
- Clear information to candidate about date, time and place of the
interview
- Reasonable time for the candidate to appear for the interview
- Agreeing to genuine requests with strong reasons for postponing
interviews
- Travel directions to outstation candidates
- Starting interviews promptly minimizing the waiting time
- Instruction to people in reception about candidate’s arrival
- Information to candidates if there is any delay
- Setting a decent place for conducting the interview
- Avoiding interruptions during the interview
- Putting the candidate at ease, unless it is a consciously decided stress
interview.
- Introducing the panel members to the candidate
- Allowing the candidate to express self reasonably well
- Not making sarcastic comments
- Not making value judgments
- Giving a chance to the candidate to ask questions
- Letting the candidate know the next step in the process
- Explain the administrative formalities such as travel claim etc
- Feedback to candidate about yes-no-hold decisions

Interviewing Competence
The company expects every officer who sits in the panel to continuously
improve their competence as interviewers. While the competence may
come with experience, it often requires a conscious effort on the part of
the interviewer. The following are some of the skills possessed by
successful interviewers.

- Ability to put a person at ease, drawing him out to express himself;

interviewer needs to make polite talk, be aware of one’s own body
language and control it, if required;
- Ability to switch questioning style from closed to open and back; closed
questions are effective for quick factual responses and with long-winded
speakers; open questions are best for assessing thinking abilities,
communication skills and opinions;
- Ability to probe the candidate to get in-depth responses and pinpoint
evasive communicators
- Ability to communicate a lot by saying little; giving more airtime to
candidates than oneself
- Ability to spot contradictions and read between the lines coupled with the
patience not to jump to conclusions.
- Ability to read non-verbal communication including, eye contact,
paralanguage, posture, shift in tone or rate of speech, involuntary hand
movements, facial expressions etc to understand candidate’s moods,
feelings and emotions; this needs to coupled with an understanding of the
limitations of non-verbal communication
- Ability to frame neutral, non-leading questions
- Ability to understand the psychological implications of the stories and
statements made by the candidate, the things emphasized and the things
ignored etc
- Ability to test functional knowledge by asking questions that would
stretch the candidate’s thinking
- Reasonable level of self-awareness to understand own blind spots, biases
and weaknesses.
- Ability to rephrase questions or statements and summaries long
responses

- Apart from using these skills, an interviewer also needs to understand the
styles of other fellow interviewers and act in complete tandem with them.
Lot of efforts would be needed in establishing total communication with
others, which alone would ensure consensus and consequently a good
collective judgment.

SELECTION
Selection can be defined as the combination of processes that lead to the
choice of one or more candidates over others for one or more jobs or roles.

Assessment is the application of systematic processes to understand the

performance of individuals or groups, either currently or in a predictive
sense.

Selection test
Job seekers who pass the screening and the preliminary interview are
called for tests. Different types of tests may be administered, depending on
the job and the company. Generally, tests are used to determine the
applicant’s ability, aptitude and personality.

The following are the type of tests taken:

1) Ability tests
Assist in determining how well an individual can perform tasks related
to the job. An excellent illustration of this is the typing tests given to a
prospective employer for secretarial job. Also called as ‘ACHEIVEMENT
TESTS’. It is concerned with what one has accomplished. When applicant
claims to know something, an achievement test is taken to measure how
well they know it. Trade tests are the most common type of achievement
test given. Questions have been prepared and tested for such trades as
asbestos worker, punch-press operators, electricians and machinists. There
are, of course, many unstandardised achievement tests given in industries,
such as typing or dictation tests for an applicant for a stenographic
position.

2) Aptitude test
Aptitude tests measure whether an individuals has the capacity or
latent ability to learn a given job if given adequate training. The use of
aptitude test is advisable when an applicant has had little or no experience
along the line of the job opening. Aptitudes tests help determine a person’s
potential to learn in a given area. An example of such test is the general
management aptitude tests (GMAT), which many business students take
prior to gaining admission to a graduate business school programme.
Aptitude test indicates the ability or fitness of an individual to engage
successfully in any number of specialized activities. They cover such areas
clerical aptitude, numerical aptitude, mechanical aptitude, motor co-
ordination, finger dexterity and manual dexterity. These tests help to detect
positive negative points in a person’s sensory or intellectual ability. They
focus attention on a particular type of talent such as learning or reasoning
in respect of a particular field of work.

Forms of aptitude test:

1. Mental or intelligence tests

They measure the overall intellectual ability of a person and enable
to know whether the person has the mental ability to deal with certain
problems.

2. Mechanical aptitude tests

They measure the ability of a person to learn a particular type of
mechanical work. These tests helps to measure specialized technical
knowledge and problem solving abilities if the candidate. They are useful in
selection of mechanics, maintenance workers, etc.

3. Psychomotor or skills tests:

They are those, which measure a person’s ability to do a specific
job. Such tests are conducted in respect of semi- skilled and repetitive jobs
such as packing, testing and inspection, etc.

3) Intelligence test
This test helps to evaluate traits of intelligence. Mental ability, presence of
mind (alertness), numerical ability, memory and such other aspects can be
measured.
The intelligence is probably the most widely administered standardized test
in industry. It is taken to judge numerical, skills, reasoning, memory and
such other abilities.

4) Interest Test
This is conducted to find out likes and dislikes of candidates towards
occupations, hobbies, etc. such tests indicate which occupations are more
in line with a person’s interest. Such tests also enable the company to
provide vocational guidance to the selected candidates and even to the
existing employees.
These tests are used to measure an individual’s activity preferences. These
tests are particularly useful for students considering many careers or
employees deciding upon career changes.

5) Personality Test
The importance of personality to job success is undeniable. Often an
individual who possesses the intelligence, aptitude and experience for
certain has failed because of inability to get along with and motivate other
people.
It is conducted to judge maturity, social or interpersonal skills, behavior
under stress and strain, etc. this test is very much essential on case of
selection of sales force, public relation staff, etc. where personality plays an
important role.
Personality tests are similar to interest tests in that they, also, involve a
serious problem of obtaining an honest answer.

6) Projective Test
This test requires interpretation of problems or situations. For example, a
photograph or a picture can be shown to the candidates and they are asked
to give their views, and opinions about the picture.
7) General knowledge Test
Now days G.K. Tests are very common to find general awareness of the
candidates in the field of sports, politics, world affairs, current affairs.

8) Perception Test
At times perception tests can be conducted to find out beliefs, attitudes,
and mental sharpness.etc.

9) Graphology Test
It is designed to analyze the handwriting of individual. It has been said that
an individual’s handwriting can suggest the degree of energy, inhibition and
spontaneity, as well as disclose the idiosyncrasies and elements of balance
and control. For example, big letters and emphasis on capital letters
indicate a tendency towards domination and competitiveness. A slant to the
right, moderate pressure and good legibility show leadership potential.

10) Polygraph Test

Polygraph is a lie detector, which is designed to ensure accuracy of the
information given in the applications. Department store, banks, treasury
offices and jewellery shops, that is, those highly vulnerable to theft or
swindling may find polygraph tests useful.

11) Medical Test

It reveals physical fitness of a candidate. With the development of
technology, medical tests have become diversified. Medical servicing helps
measure and monitor a candidate’s physical resilience upon exposure to
hazardous chemicals.

Choosing Tests

The test must be chosen in the criteria of reliability, validity, objectivity and
standardization. They are: -

1. Reliability
It refers to standardization of the procedure of administering and
scoring the test results. A person who takes tests one day and makes a
certain score should be able to take the same test the next day or the next
week and make more or less the same score. An individual’s intelligence,
for example, is generally a stable characteristic. So if we administer an
intelligence test, a person who scores 110 in March would score close to
110 if tested in July. Tests, which produce wide variations in results, serve
little purpose in selection.
2. Validity
It is a test, which helps predict whether a person will be successful
in a given job. A test that has been validated can be helpful in
differentiating between prospective employees who will be able to perform
the job well and those who will not. Naturally, no test will be 100%
accurate in predicting job success. A validated test increases possibility of
success.
There are three ways of validating a test. They are as follows: -

1). Concurrent Validity: - this involves determining the factors that

are characteristics of successful employees and then using these
factors as the yardsticks.
2). Predictive Validity: - it involves using a selection test during the
selection process and then identifying the successful candidates. The
characteristics of both successful and less successful candidates are
then identified.
2). Synthetic Validity: - it involves taking parts of several similar
jobs rather than one complete job to validate the selection test.

3. Objectivity
When two or more people can interpret the result of the same test and
derive the same conclusion(s), the test is said to be objective. Otherwise,
the test evaluators’ subjective opinions may render the test useless.

4. Standardization
A test that is standardized is administered under standard condition to
a large group of person who are representatives of the individuals for
whom it is intended. The purpose of standardization is to obtain norms or
standard, so that a specific test score can be meaningful when compared to
other score in the group.

INTERVIEW
The next step in the selection process is an interview. Interview is formal,
in-depth conversation conducted to evaluate the applicant’s acceptability. It
is considered to be excellent selection device. It is face-to-face exchange of
view, ideas and opinion between the candidates and interviewers. Basically,
interview is nothing but an oral examination of candidates. Interview can
be adapted to unskilled, skilled, managerial and profession employees.
Objectives of interview
Interview has at least three objectives and they are a follows: -
1) Helps obtain additional information from the applicants
2) Facilitates giving general information to the applicants such as company
policies, job, products manufactured and the like
3) Helps build the company’s image among the applicants.

TYPES OF INTERVIEW
Interviews can be of different types. There interviews employed by the
companies.
Following are the various types of interview: -

1) Informal Interview
An informal interview is an oral interview and may take place
anywhere. The employee or the manager or the personnel manager may
ask a few almost inconsequential questions like name, place of birth,
names of relatives etc. either in their respective offices or anywhere outside
the plant of company. It id not planned and nobody prepares for it. This is
used widely when the labour market is tight and when you need workers
badly.

2) Formal Interview
Formal interviews may be held in the employment office by he
employment office in a more formal atmosphere, with the help of well
structured questions, the time and place of the interview will be stipulated
by the employment office.

3) Non-directive Interview
Non-directive interview or unstructured interview is designed to let the
interviewee speak his mind freely. The interviewer has no formal or
directive questions, but his all attention is to the candidate. He encourages
the candidate to talk by a little prodding whenever he is silent e.g. “Mr. Ray,
please tell us about yourself after your graduated from high school”.
The idea is o give the candidate complete freedom to “sell” himself, without
the encumbrances of the interviewer’s question. But the interviewer must
be of higher caliber and must guide and relate the information given by the
applicant to the objective of the interview.

4) Depth Interview
It is designed to intensely examine the candidate’s background and
thinking and to go into considerable detail on particular subjects of an
important nature and of special interest to the candidates. For example, if
the candidate says that he is interested in tennis, a series of questions may
be asked to test the depth of understanding and interest of the candidate.
These probing questions must be asked with tact and through exhaustive
analysis; it is possible to get a good picture of the candidate.

5) Stress Interview
It is designed to test the candidate and his conduct and behavior by him
under conditions of stress and strain. The interviewer may start with “Mr.
Joseph, we do not think your qualifications and experience are adequate for
this position,’ and watch the reaction of the candidates. A good candidates
will not yield, on the contrary he may substantiate why he is qualified to
handle the job.
This type of interview is borrowed from the Military organisation and this is
very useful to test behaviour of individuals when they are faced with
disagreeable and trying situations.

6) Group Interview
It is designed to save busy executive’s time and to see how the candidates
may be brought together in the employment office and they may be
interviewed.

7) Panel Interview
A panel or interviewing board or selection committee may interview the
candidate, usually in the case of supervisory and managerial positions. This
type of interview pools the collective judgment and wisdom of the panel in
the assessment of the candidate and also in questioning the faculties of the
candidate.

8) Sequential Interview
The sequential interview takes the one-to-one a step further and involves a
series of interview, usually utilizing the strength and knowledgebase of
each interviewer, so that each interviewer can ask questions in relation to
his or her subject area of each candidate, as the candidate moves from
room to room.

9) Structures Interview
In a structured interview, the interviewer uses preset standardized
questions, which are put to all the interviewees. This interview is also called
as ‘Guided’ or ‘Patterned’ interview. It is useful for valid results, especially
when dealing with the large number of applicants.

10) Unstructured Interview

It is also known as ‘Unpatterned’ interview, the interview is largely
unplanned and the interviewee does most of the talking. Unguided
interview is advantageous in as much as it leads to a friendly conversation
between the interviewer and the interviewee and in the process, the later
reveals more of his or her desire and problems. But the Unpatterned
interview lacks uniformity and worse, this approach may overlook key
areas of the applicant’s skills or background. It is useful when the
interviewer tries to probe personal details of the candidate it analyse why
they are not right for the job.

11) Mixed Interview

In practice, the interviewer while interviewing the job seekers uses a blend
of structured and structured and unstructured questions. This approach is
called the Mixed Interview. The structured questions provide a base of
interview more conventional and permit greater insights into the unique
differences between applicants.

12) Impromptu Interviews

This interview commonly occurs when employers are approached directly
and tends to be very informal and unstructured. Applicants should be
prepared at all times for on-the-spot interviews, especially in situations
such as a job fair or a cold call. It is an ideal time for employers to ask the
candidate some basic questions to determine whether he/she may be
interested in formally interviewing the candidate.

SHORT-LISTING
Short-listing must be completed based on the person specification. New
criteria cannot be introduced to assess the candidates at this stage as it
would be unfair. It is the Manager’s responsibility to complete the short-
listing and to ensure the process remains free of unlawful discrimination. It
is desirable that a second person from the panel also participates in the
short-listing process.
Former employees who have been dismissed for misconduct cannot be
considered for appointment. Staff who have taken early retirement or
redundancy may be considered on their merits.
Short-listing notes must be returned to HR for filing and are retained for a
period of 6 months.
After the selection process is designed each panel member reads the
applications privately and shortlists the applicants based on the degree to
which they meet the person specification.
The panel then discusses their individual shortlisting and reaches
agreement on the applicants who will proceed to the next stage in the
selection process. Referee statements can be soughtas part of the
shortlisting process. This process can be summarised as follows:
- All members participate.
- Shortlist against Person specification - essential requirements.
- Check overseas qualifications.
- Referee reports may be sought as part of this process.
- Record reasons for not shortlisting.

INTERVIEWING

Arrangements for interviews

The manager is responsible for scheduling dates and times for interviews
directly with the short listed candidates and notifying the candidates of any
selection tests that will be used. The manager must then notify HR of these
arrangements and HR will confirm via letter or email to the short-listed
candidates the following details:

- Date, time and place of the interview

- Instructions on how to find their way to the interview venue

- A request that they contact the author of the letter/message if they have
any special requirements in relation to the interview (related to access to
the venue or any other special need related to a disability)

- If appropriate, details of any test or presentation they will be required to

take or anything they should bring with them (e.g. examples of work or
proof of qualifications that are essential to the post).

At the interview
The purpose of interviewing is to appoint the best person for the job based
solely on merit and suitability. Recruitment and selection framework
achieves this by using methods that are systematic, thorough, fair,
unbiased and based on rational, objective, job related criteria.
At the interview, each candidate should be treated consistently. To achieve
this the panel should:

- Ask the same initial questions of each candidate

- Supplement their understanding of the candidate’s responses by following

up questions as appropriate

- Be consistent in allowing access to presentation material, notes and so on

- Not allow any discriminatory questions, harassment, or any other conduct
which breaches the equal opportunities policy or code of conduct

- Ensure that in the case of disabled candidates, the necessity for any
‘reasonable adjustments’ that would be required on the job are explored in
a positive manner. Assessment of disabled candidates should be based on
their expected performance in the job, given that any reasonable
adjustment required was provided.

- Keep in mind that information obtained throughout the selection

process is treated as confidential and is known only to parties involved in
the selection process

- Keep records of interviews and the reasons for decisions - returning this
information to HR for filing (and disposal six months later).

Panel members must be aware that it is their responsibility to ensure

recruitment/interview documentation is stored securely and confidentially
whilst in their possession.

The structured interview process

Structured interview
The interview is the most commonly used selection tool. However, if the
interview is to be of value as a serious assessment tool, it needs to be
structured. This means that:
- the questions asked must be based exclusively on the
job and person specification;
- the same core questions must be asked of each and
every applicant;
- sample answers to questions are to be determined in
advance; and
- interviewee responses are rated.

Question types and their uses

It is essential that all panel members be skilled in the use of questioning
techniques, and that
the panel as a whole be able to coordinate its questioning and probing. The
interviewee’s
impression of your overall competence will probably depend largely on your
skills in this area.
Interviews are best commenced on grounds familiar to the applicant, such
as current work
responsibilities. As a rule, any one selection criterion should be introduced
and fully probed
with applicants before the selection panel passes to the next; the direction
and depth of
questions should be varied to achieve this result.
There are many ways in which questions can usefully be classified, and
these notes will
probably only cover some of them. However, if you are able to have these
question types in
mind as you interview, you will be able to use them to some extent to
direct and control the
course of the interview. Most questions fall into one of the two categories -
open or closed.

Open questions
Open questions are those which are framed to put the onus of structuring
the reply onto the
interviewee, and in such a way as to avoid single word or brief answers. An
example would be:
Q. Please tell the panel about the problems you have handled as a
supervisor?
The advantages of open questions are that they:
- encourage an applicant to do most of the talking; and
- sometimes turn up unexpected information or leads.
The disadvantages of open questions are that they:
- can sometimes be difficult to phrase succinctly, where the question is a
complex one; and
- are often phrased inexactly or ambiguously, leaving the applicant
floundering as to what
sort of answer is expected or suitable.

Closed questions
Closed questions are phrased in such a way as to encourage answers of
very few words, usually
‘yes’ or ‘no’. The narrower the range of possible answers, the more closed
the question. The
closed version of the above open question would be:
Q. Have you handled problems as a Supervisor?
The advantages of closed questions are that they:
- can be used to direct an interview into specific areas, or to introduce
some probing open
questions;
- can be used to tactfully slow down or quiet a talkative applicant; and
- can be used for clarification.

The disadvantages of closed questions are that:

- they can appear to be collecting valuable information, when in fact they
are not;
- applicants will often seize the opportunity to answer with only a ‘yes’ or
‘no’, where a
properly phrased open question might have collected worthwhile
information and picked
up new leads for further questions; and
- their overuse can destroy the flow of an interview, turning it into an
interrogation.
When a lot of information of this kind is sought, give consideration to
collecting it on a
modified application form.
Examples of closed and open questions:
1. Do you work well within a team? (Closed)
2. Please tell the panel how you work well within a team? (Open)
3. You don’t like this work, do you? (Closed)
4. What do you dislike about this work? (Open)
5. Are you able to deal with conflict? (Closed)
6. Please give us an example of how you have dealt with conflict within
your team? (Open)

While most questions can be termed open or closed, there are other ways
of classifying
questions. These are discussed below.

Behavioural questions
Behavioural questions are an excellent way of assessing an applicant’s past
skills. They are the
preferred type of question to be asked of applicants during an interview.
These type of questions:
- ask for examples of past behaviour;
- are used to assess the presence or absence of a skill; and are very
specific.

Examples of behavioural questions

1. Describe a time in any job you have held when you were faced with
problems or pressures
that tested your ability to cope. What did you do?
2. Give an example of a time when you had to be relatively quick in coming
to a decision.
3. Please tell the panel about a job experience in which you had to speak
up in order to be
sure that other people knew what you thought or felt?
4. What do you do when one of your people is performing badly, just not
getting the job
done? Give an example.
5. Give an example of a specific occasion when you conformed to a policy
with which you did
not agree.
6. Give an example of a time when you had to use your fact-finding skills to
gain information
in order to solve a problem - then tell me how you analysed the information
to come to a
decision.
7. Describe the most significant written document/report/presentation that
you have had to
complete.
8. Please give the panel an example of a time when you were able to
communicate with another
person, even though that individual may not have liked you personally.
9. What did you do in your last job in order to be effective with your
organisation and
planning?
10. Describe the most creative work related project which you have
undertaken.

Hypothetical questions
These set up a hypothetical situation or problem for the applicant, about
which one or more
questions can be asked concerning possible courses of action in such a
situation. Such
questions should be planned before the interview. If a selection panel is
intending to use
hypothetical questions, they should ensure they are sufficiently general to
allow for different
applicant backgrounds and experience. Be careful that these questions do
not become too long-winded, and turn into ‘heavily prefaced’ questions, as
discussed below.
Pre-interview steps
Before the interview, ensure that:
- Applicants are informed of the selection process.
- Applicants are given no less than 2 days and preferably at least 1 week’s
notification of
interview.
- Applicants are advised of the names and positions of those conducting
the interview.
- Core questions are structured, agreed to and allocated to specific
panellists. Selection
criteria that have been given priority are the basis for determining
questions.
- The panel has agreed to the structure of the interview, ordering it in a
logical, consistent
way.
- Adequate time is set aside for each interview, which should include time
for the applicant
to ask questions. A suggested schedule is 5 - 10 minutes for pre-interview
briefing of
panel, 30 minutes for each applicant, and 10-15 minutes for panel to
prepare summary
notes on applicants and discussion.

Interview setting
- The setting should be as relaxed and conducive to discussions as possible.
- The interview should be held in a place that is private - out of hearing of
other people and
out of view of incumbents and work peers. Careful consideration should be
given to the
venue.
- The interview should be free from interruptions such as telephone calls.
- The room should be tidy, well lit, at a comfortable temperature.
- The furniture should be arranged to encourage communication and to
reduce stress, eg.
round table.
- Provide water for the applicants.

Decision to Appoint
In selecting the successful candidate, the panel must make a decision
based on the merit and eligibility of the candidates as judged by:
 1. Content of application

2. Qualifications (if required for the post)

3. Performance at Interview

4. Outcome of any selection tests

Post Interview Formalities

Candidates selected by an interview panel may go for the next interview or
may be considered for appointment. The panel of the final interview would
record the comments and discuss briefly with HRD regarding appointment,
designation, salary etc. All interviewers need to ensure that no promise of
any kind is given to the candidate regarding appointment or salary or
benefits are made to the candidate before a final decision is taken. HRD
would inform the candidate accordingly and set time for salary negotiation.
The reimbursement of travel expenses would also be done. For frontline or
junior staff recruited in non-HO locations the Business Head would perform
these functions and inform HRD in the corporate office.

Salary Negotiations
The company would initiate salary negotiations only after satisfying the
suitability of the candidate. Although some information would have been
collected in the earlier stages regarding salary, no promises would have
been made.

HRD would negotiate salary with the individual keeping in mind, salaries of
comparable existing employees, salary band for the level of the candidate,
current salary of the candidate and candidate’s expectations. HRD would
finalise the salary if it is acceptable to the candidate and above his current
salary and it is 10% of comparable employee. Any exception would be
discussed with the next appropriate level and the concerned Functional/
Business Head.

No officer of the company should make any promise to the candidate solely
with the intention of increasing the attraction of the offer. Only the terms,
which are agreed upon or sanctioned by the appropriate authority, should
be discussed with the candidate. Any violation would be a serious lapse on
the part of the employee concerned, as it damages Company’s credibility.

In discussions with the candidates, company usually quotes the gross

salary, which includes all monetary elements including reimbursement
limits but does not include retrial benefits like PF, gratuity etc and also
indirect benefits such as insurance or cash values of job and level based
perks such as car, phone, computer etc. However, during negotiation
candidate shall be explained all his eligibilities, direct or indirect, monetary
or otherwise. Along with the salary the date of joining would also be
discussed and agreed to.

On verbal acceptance of the offer, the candidate would be given an offer

letter by appropriate authority indicating the position, gross salary, place of
joining and acceptable date of joining. The department concerned would
also be informed. The candidate would be asked to confirm acceptance of
the offer.

Deciding on the process

Once the shortlisting process has been completed, the selection panel
needs to determine the process by which the shortlisted applicants will be
assessed. This may involve the identification of alternative selection
techniques in addition to the application, interview process and referee
checks. The panel also needs to determine the weighting which will be
given to each part of the
process in order to provide an objective framework for their decision
making.
The weighting should be decided in light of the requirements of the
position. For example, if a
position requires significant data entry skills, then the weighting given to a
‘test’ which covers
skills such as attention to detail and typing speed needs to reflect this.
In addition the panel may wish to create a matrix which highlights which
parts of the process
are providing them with information about each of the criteria in the person
specification. This
may make the decision-making process easier once all the information has
been gathered.

Checks
As part of assessing the merit of each candidate, Managers must satisfy
themselves that the information the candidate gives is authentic, consistent
and honest. This includes being satisfied about information regarding the
candidate’s:

1. application
 2. work history

3. qualifications (where a qualification is a requirement for the post,

supporting evidence or certification must be obtained from the
candidate and recorded)

4. evidence presented at interview

Human Resources are responsible for processing:

1. Reference checks

2. Security Clearances

3. and ensuring the candidate has the right to work in the UK.

Should any of these not meet the required standards, HR must immediately
discuss the issue with the Manager.

Offer

Offer of employment
A conditional verbal offer of employment is to be made by the Manager
within a week of interview. The offer should be made within the salary
range stated on the Authority to Recruit form. If for any reason the
Manager wishes to make an offer above that range, the prior approval of
the Director and Head of Human Resources is required. Failure to do so
may result in the offer being retracted.
The offer must be on a conditional basis whilst the required checks take
place in relation to security clearance, health declaration, references,
qualifications (if not already provided) and the right to work in the UK etc.
It is the Manager’s responsibility to notify HR of the offer. HR will then send
the candidate a security clearance questionnaire, health declaration form,
offer letter and statement of particulars detailing post, salary, benefits,
holiday entitlement, notice period, working hours and location.
Upon receipt of the successful applicant’s acceptance letter and completed
health declaration and security clearance questionnaire. HR will send a
confirmation of receipt letter confirming the start date (taking into account
timeframes for security clearance), along with joining instructions.
If a manager wishes to withdraw a firm offer of employment, they should
seek advice from the HR team before doing so.
Other requirements
Post Selection Formalities
The candidate is given an offer of employment after selection subject to his
joining by the agreed date. The company usually allows one month for
positions below Managers and up to three months for others. In exceptional
cases, a candidate may be allowed an extension for joining if the concerned
Functional Head and HR Head agree. The offer becomes void after the
specified date if the candidate does not join.

During the period after offer and before joining, HRD would coordinate with
the concerned function and Administration for required arrangements. The
Functional Head and the concerned HR In charge would perform these
functions in non-HO locations.

Candidate’s reimbursement.

- Company would reimburse the travel expenses including the local

conveyance to the candidates coming for interview on par with what they
would be eligible if selected.
- Fare will be provided to the candidate from the place/city where the
candidate stays to the place/city where selection process is held.
- As special cases, senior level candidates (for the position of Sr. Manager
or above) from outstation may be put in a hotel if interview extends to the
next day. Candidate needs to submit a claim along with supporting for
getting the expenses reimbursed.
- Company would insist on supporting from the candidates and exceptions
would have to be authorized by HR Head.

On Joining
1. Responsibilities of HR / Accounts Department.

According to the current organizational structure of the company, there is

no HR department in the Retail outlets. So a person in the Accts
department is designated for doing the formalities regarding recruitment &
joining.

2. Communication.

At Head office:
HRD will be responsible for internal communication about the joining of any
recruit through Email /or through notice.
At Show Rooms:
The person designated for the job of recruitments, from the Accts.
Department will be responsible for communicating the joining of new
recruits through Email or a notice.

Forms to be filled by the new recruit

The new recruit has to fill the following forms, which are available with the
HR department in the head office or with the commercial department for
employees working in regions.

1. Personal Data Form.

2. Joining Report.
3. Nomination & Declaration form----for Employees’ Provident Funds &
Family Pension Scheme. (Form-2).
4. Payment of Gratuity Rules----Nomination for Gratuity. (Form-F).
5. Employees’ State Insurance Corporation. (Declaration form / Form-1).
6. Group Mediclaim Insurance policy proposal form
* In case of the regions, it is the responsibility of the designated person for
recruitments at Retail Outlets to get the above forms filled & sends it to
HRD.

Documents to be submitted by the new recruit

HRD in case of Head office / in regions, person designated for this job shall
make sure that the photocopies of the following documents are submitted
by the new recruit & they should be verified with the original documents.

1) Age proof certificate.

2) Qualifying degree certificate.
( In case where the recruitment of a candidate is done subjected to passing
in the qualifying degree, then the copy of the same should be submitted
within 6 months from the date of joining).
3) Two passport size photographs.
4) One stamp size photograph for Identity Card.
5) Accommodation for new recruit.

New recruits at Manager Level & above who are from outstation are
provided accommodation in the hotel for 15 days. If the person overstays,
then it will be on his own expense.

For other levels, accommodation is not provided to the new recruit. But HR
department assists in finding the accommodation.
If the out stationed new recruits are called for an Induction or other
Training to Corporate office or to any other place than they are eligible to
claim their TA/ DA amount as per the company policy.

Induction
Induction is the process of introducing new employees to an organisation
and to their work responsibilities in that organisation.
1. The Purpose of Induction

Induction is the final stage of the recruitment process. Once the successful
candidate has accepted the offer of employment and a start date has been
agreed the HR Head /Head of Department is responsible for preparing an
induction programme for the new employee.

2. The Induction Programme

Induction takes time and an employee should not be overloaded with too
much information on his/her first day of their employment. The detail of
the induction programme will vary according to a number of factors such as
previous Company experience, previous experience of the duties of the
post, position within the department etc. However, it is important that all
new employees are given support and assistance during the first few weeks
of their employment.
An induction training of 3 week is organized for the new recruits at the level
of managers & above that they can get familiarized with the functions,
businesses processes & people of the organization.
Functional induction is conducted for Sales / back office positions where the
new recruit will undergo detailed 15 days induction in his functions
depending upon the nature of his job.
For Management Trainees the induction is for min 60 days at the Training
Academy.

3. New employees will need to know:

- Practicalities: location of toilets and other facilities, working hours, meal

breaks, dress code (if applicable), location of dining facilities on campus
etc;
- About the job: content, duties, reporting structures;
- The wider context: the company, policies and procedures.
Part of the induction process may include the new employee being assigned
to a mentor.
In circumstances where an existing employee is appointed to a post in a
different department it is important that an induction programme is
developed focusing on the new post and Department.

4. Induction Checklist

On the first day of his/her employment or as soon as possible thereafter

the new employee should complete the Induction Checklist and Staff
Introductions Checklist in conjunction with his/her line manager. The
completed Checklists should be retained within the employing Department.

INDUCTION TRACKING SHEET

To be used by the Inductee
IMPORTANT NOTE -- To be used by the Inductee and a tick mark to be put
on all the items on completion. NA to be mentioned for items not
applicable.
DEPARTMENT OF <NAME OF DEPARTMENT> - INTRODUCTIONS CHECKLIST

It is important that you meet key personnel in the Department. They are
also keen to meet you and help you. Experience shows that time spent
meeting people in this initial period is well spent and will be of great benefit
to you later on. The list below suggests those who it would be valuable for
you to meet. Your line manager will indicate those with whom he/she thinks
you will have contact by a cross in the appropriate box in the left hand
column. Your line manager will then ensure that you meet these members
of staff, and will tick off the names of those you have been introduced to in
the right hand column, as and when you meet them (these introductions
should preferably be made within the first two weeks of employment).

Probation Period
All employees are subject to a probation period, the length of which varies
according to the post. During an employee's probation period it is
important that regular reviews are scheduled to provide the new employee
with sufficient support to help him/her settle in quickly and to address any
issues as they arise.
Further guidance on the induction procedure is available with HR
Department

Stationery to be provided to the new recruit

Stationery like Stapler, Punching Machine, Calculator and other small items
like eraser, scale, sharpener, etc. will be provided to the corporate staffs
only once by the company to the employee which will be done at the time
of his joining and the same (except the eraser, scale, sharpener etc.) will
be taken back at the time of his transfer to other departments / areas /
regions / or at the time of leaving the company.

Email Allocation
The new recruit who is selected for the post of executive & above will get
an email Id. This shall be done by the System Department on request from
the HR Department/Accts. Department.

Visiting card requisition

For this purpose, the new recruit could give requisition to the HR
department. Department incase of employees working in Retail stores.

Forms & Model Letters.

Manpower Requisition form

1. Model Call Letter
2. Interview Evaluation Sheet
3. Guide for conducting Telephone Reference Check
4. Model Offer Letter
5. Model letter –Student Trainee (Stipend Basis)
6. Model letter –Student Trainee (Non -Stipend Basis)
7. Model -Letter of Offer for Management Trainees.
8. Model Letter of appointment order for Regular Employees
9. Confirmation Format
10. Model - confirmation order.
11. Model Transfer Letter (On temporary Basis)
12. Model Transfer Letter

Post interview feedback & notification to applicants

HR is responsible for providing all candidates with written notification of the
outcome of their application. If feedback is requested from an unsuccessful
short-listed candidate, the manager should provide a valid reason to the
candidate for rejection together with constructive feedback. Written
feedback will not normally be provided.

Monitoring recruitment and selection (Reporting)

HR will monitor the recruitment processes to ensure they are not
discriminatory and will provide statistical data to the Senior Executive
Group on a regular basis.
Evaluation
Key Performance Indicators
Human Resources will endeavour to monitor and evaluate the effectiveness
of the Recruitment and Selection Procedure and may use the following key
performance indicators:
a. Agreed Time-scales
A time-scale for the procedure will be agreed during Stage 2 of the process
and adherence to this will be used as a measure of evaluation by Human
Resources.
b. Unfilled Vacancies
The % of vacancies unfilled for more than 90 days will be subject to
examination and investigation by Human Resources on a regular basis.
c. Feedback
Any feedback received, during or after the process, from the
Faculty/Service,
Recruitment Panel Chairperson or internal/external candidates will be used,
wherever possible, to evaluate the effectiveness of the process.
d. Statistical Analysis
Where practicable, statistical analysis of the process will take place and be
reported
upon by Human Resources on a regular basis. This may include:-
- cost-effectiveness analysis of recruitment process;
- effectiveness of recruitment advertising;
- statistical validation of assessment methods;
– equal opportunities monitoring.

Changes in approach

When recruiting externally, organisations report becoming increasingly

focused on employer branding, and on quality of the advertisements
placed. Over a quarter of organisations surveyed have increased line
managers’ ownership of recruitment procedures, while HR involvement is
most commonly seen at the selection stages. The influence of technology
and the Internet is clearly growing, with 70 per cent of employers reporting
the use of their own websites.

Of particular interest is a significant increase in the utilisation of

commercial online jobs advertising which rose from 15 to 40 per cent
between 2002 and 2003, though this method is still regarded as providing
large numbers of largely unsuitable candidates due to insufficient screening
processes, and an inability to accurately match individuals with both the job
description and the organisational culture. Clearly, intermediaries might
offer a service in this area. Their knowledge of the market, rates of pay and
benefits, and access to suitable candidates will help to give them the edge
over unstructured Internet approaches.

Some constancy in approach

Recruitment agencies and search and selection services remain the most
popular methods of sourcing managerial and professional candidates (75
per cent using this method). Key responsibilities for the HR function remain
advertisement placement (77 per cent), making offers (67 per cent) and
recruitment-associated administration (91 per cent). There still remains a
minimal number of organisations who use external providers for the
complete recruitment process.

Online developments

A perceived, and perhaps real, threat to the role of recruitment

intermediaries, comes from the growth of e-recruiting approaches.

E-recruiting, or web-based recruiting, can be described as any recruiting

process that a business organisation conducts via web-based tools, such as
a firm’s public Internet site or its corporate intranet. E-recruiting reduces
costs and is perceived to bring improved efficiency. Because of this, 55 per
cent of respondents expected their organisation to reduce its use of other
recruitment methods in the future. In spite of the large proportion of in-
house and external recruiters who engage in online recruitment methods,
there is minimal evidence that the majority use these for senior/
management level positions. The bulk of activity in this area is related to
volume position recruitment.

The key limiting factors to e-recruitment most frequently reported were the
abilities and motivations of HR departments, senior management attitudes
and the candidates’ ability to use the technology themselves. However, the
technology is changing rapidly, and with more of the population using the
Internet the growth of this method seems inevitable. Nevertheless, the
ease by which candidates can send multiple applications has led to massive
over-supply of applications, bringing with it an overload of data handling for
HR departments.
There is opportunity here for intermediaries to provide an added-value
service by handling the candidate-attraction process, providing screening
and response management. Hence the use of e-recruitment may be
harnessed even more effectively by intermediaries, and, rather than a
threat, it could become an opportunity for increased effectiveness.

The Changing Role of Recruitment Intermediaries

Recruitment intermediaries, or agencies, have had a tough time since

2002, but signs are that the market is picking up, and from the second half
of 2003, agencies have begun to show increased confidence. Threats such
as the growth of e-recruitment, shared services within organisations and
pressure on fees are present. Nevertheless, a growing market in
recruitment is predicted, and the niche positions that intermediaries occupy
that will remain in the foreseeable future.
This report explores the roles of intermediaries and some of the factors
that are affecting them, together with the changes in the recruitment
market. Several case studies from the employer and the intermediary
perspectives are included. The report discusses the implications of changes
on the role of intermediaries, and concludes with some issues and
questions that will need to be addressed by those intermediaries who want
to respond positively to the changing demands of employers and
candidates.

Who are intermediaries?

Intermediaries include the host of organisations and institutions that stand
between companies and employees. They help to broker the employment
relationship. Recruitment intermediaries typically operate in one or more of
three ways:
1. finding specific skills in specific sectors
2. providing workers of all kinds in a specific locality
3. specialist ‘headhunting’ or search agencies.
Changes in the market
In 2003, statistics from the Recruitment and Employment Confederation
(REC) indicated a sharp reduction in the permanent placement market in
2001, an area which had experienced significant and strong growth from
1998 to 2000. REC data for the year ending March 2003 indicated that the
permanent staff recruitment market value was in the region of £1.58bn per
annum. This represented a 4.8 per cent decrease on the value level in
2002, a drop in revenue that followed periods of year-on-year growth.
The Centre for Economics and Business Research made more positive
forcasts in June 2003, stating that the job and recruitment market would
stabilise by the latter half of 2003. KeyNote reports (2004) support the
view, widely held by the intermediaries themselves, that despite a
relatively weak performance of the permanent placement market in early
2003, increases in business volume were experienced from September
2003 onwards. Gradual rises in the market value are expected between
2003 and 2008.
Changes in approach
When recruiting externally, organisations report becoming increasingly
focused on employer branding, and on quality of the advertisements
placed. Over a quarter of organisations surveyed have increased line
managers’ ownership of recruitment procedures, while HR involvement is
most commonly seen at the selection stages. The influence of technology
and the Internet is clearly growing, with 70 per cent of employers reporting
the use of their own websites.
Of particular interest is a significant increase in the utilisation of
commercial online jobs advertising which rose from 15 to 40 per cent
between 2002 and 2003, though this method is still regarded as providing
large numbers of largely unsuitable candidates due to insufficient screening
processes, and an inability to accurately match individuals with both the job
description and the organisational culture. Clearly, intermediaries might
offer a service in this area. Their knowledge of the market, rates of pay and
benefits, and access to suitable candidates will help to give them the edge
over unstructured Internet approaches.
Some constancy in approach
Recruitment agencies and search and selection services remain the most
popular methods of sourcing managerial and professional candidates (75
per cent using this method). Key responsibilities for the HR function remain
advertisement placement (77 per cent), making offers (67 per cent) and
recruitment-associated administration (91 per cent). There still remains a
minimal number of organisations who use external providers for the
complete recruitment process.
Online developments
A perceived, and perhaps real, threat to the role of recruitment
intermediaries, comes from the growth of e-recruiting approaches.
E-recruiting, or web-based recruiting, can be described as any recruiting
process that a business organisation conducts via web-based tools, such as
a firm’s public Internet site or its corporate intranet. E-recruiting reduces
costs and is perceived to bring improved efficiency. Because of this, 55 per
cent of respondents expected their organisation to reduce its use of other
recruitment methods in the future. In spite of the large proportion of in-
house and external recruiters who engage in online recruitment methods,
there is minimal evidence that the majority use these for senior/
management level positions. The bulk of activity in this area is related to
volume position recruitment.
The key limiting factors to e-recruitment most frequently reported were the
abilities and motivations of HR departments, senior management attitudes
and the candidates’ ability to use the technology themselves. However, the
technology is changing rapidly, and with more of the population using the
Internet the growth of this method seems inevitable. Nevertheless, the
ease by which candidates can send multiple applications has led to massive
over-supply of applications, bringing with it an overload of data handling for
HR depart-ments.
There is opportunity here for intermediaries to provide an added-value
service by handling the candidate-attraction process, providing screening
and response management. Hence the use of e-recruitment may be
harnessed even more effectively by intermediaries, and, rather than a
threat, it could become an opportunity for increased effectiveness.

CONCLUSION NOTE
The Recruitment and Selection Process should be carried out in efficient
and effective way so that the deserving candidate should get the best
remuneration by putting the real efforts and simultaneously the employer
and the consultant should get the required output at the right time which in
turns benefits them in terms of revenue and reputation.
While recruitment and selection processes remain an important aspect of
Human Resources Management, the overall effectiveness would depend on
the other core processes of HRM such as training and development,
performance management and reward and punishment. Managers need to
pay constant attention to all these for making true the cliché ' people are
the greatest assets of an organization.'

BIBLIOGRAPHY

News papers:
Times of india
The economic times

Magazines:
Business world
Business today
India today

Web:
www.google.com
www.citehr.com
QUESTIONNAIRE

NAME:

DESIGNATION:

DATE:

According to you what is recruitment?

How often do you recruit?

Which sources do you use to recruit?

How long does it take for you to recruit an employee?

What do you look for when you are interviewing a candidate?

What are the problems faced during the recruiting process?

How free are you towards candidate’s further negotiation?

What is the next step after selection?

How do you retain an employee?

Does money makes you move or it is something else? Please specify.