PROJECT REPORT ON

RECRUITMENT AND SELECTION PROCESS

SUBMITTED TO ANNAMALAI UNIVERSITY, IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION IN APPLIED MANAGEMENT By Name ENROLMENT NUMBERUNDER THE GUIDANCE OF PROFESSOR SOHAN LAL SHARMA

DIRECTORATE OF DISTANCE EDUCATION ANNAMALAI NAGAR 2008-2010

TITLE OF THE PROJECT

“RECRUITMENT AND SELECTION PROCESS”

DECLARATION
I hereby declare that the project entitled

RECRUITMENT AND SELECTION PROCESS
Submitted to the Annamalai University, in partial fulfillment of the requirements for the Degree of Master of Business Administration in Applied Management is my original work and the project has not formed the basis for the award of any degree, diploma, associate ship, fellowship or similar other titles. It has not been submitted to any other university or institution for the award of any degree or diploma.

Place: Kota Date: 21/03/2010

Name: Enrolment No.:

The Recruitment & Selection procedure ensures that these criteria are addressed In this project I have studied Recruitment and Selection process of My Liberty Homes and attempted to provide some ways so as to make recruitment more effective and to reduce the cost of hiring an employee. as the Company evolves and changes. adaptability and ability to work as part of a team. My involvement in the project has been . In today’s highly competitive business environment placing the right people in the right position is very critical for the success of any organization. I am privileged to be one of the students who got an opportunity to do my training with My Liberty Homes. The recruitment and selection decision is of prime importance as it is the vehicle for obtaining the best possible person-to-job fit that will.PREFACE People are a company’s most important assets. They can make or break the fortunes of a business. that new recruits show a willingness to learn. contribute significantly towards the Company's effectiveness. It is also becoming increasingly important.

This project however is an attempt to share as best as possible my experience in corporate world with all my colleagues and my faculty.very challenging and has provided me a platform to leverage my potential in the most constructive way. . I would be delighted to receive reader’s comments which maybe valuable lessons for my future projects.

However.: .ACKNOWLEDGEMENT I express my sincere thanks to my project guide. Place: Kota Date: 21/03/09 Name: Enrolment No. knowledge and support lead me to complete my project timely and successfully. critical review of project and the report and above all the moral support they had provided to me with all stages of this project. I sincerely acknowledge them for extending their valuable guidance. I would like to express big thanks to Miss Shweta Solanki and Miss Neha Aarya for her all time support and time to time guidance. My thanks are due to all those who have directly or indirectly helped me in preparing this project report. Her experience. Sohan Lal Sharma. I accept the sole responsibility for any possible error of omission and would be extremely grateful to the readers of this project report if they bring such mistakes to my notice. Mr. support for literature. Associate professor of management studies for guiding me right form the inception till the successful completion of the project.

The competitiveness of a company of an organization is measured through the quality of products and services offered to customers that are unique from others. Thus the best services offered to the consumers are result of the genius brains working behind them. Hence. which can be executed effectively to get the best fits for the vacant positions. it is important to have a well-defined recruitment policy in place. Many players have entered the economy thereby increasing the level of competition. The market has been witnessing growth which is manifold for last few years. organizations have to respond quickly to requirements for people. Selecting the wrong candidate or rejecting the right candidate could turn out to be costly mistakes for the organization. . the skills and talent of a person cannot be emulated. Human Resource in this regard has become an important function in any organization. In the competitive scenario it has become a challenge for each company to adopt practices that would help the organization stand out in the market. All practices of marketing and finances can be easily emulated but the capability. Therefore a recruitment practice in an organization must be effective and efficient in attracting the best manpower.EXECUTIVE SUMMARY In today’s rapidly changing business environment.

 Preface  Acknowledgement  Executive Summary TABLE OF CONTENT  Objective of the study .

 To give suitable recommendation to streamline the hiring process.  To know about the role of recruiter.  To develop practical knowledge with theoretical aspects.  To know about the importance of recruitment and selection  To find out better process of recruitment. .  To identify areas where there can be scope for improvement.OBJECTIVE OF THE STUDY The main objectives for undertaking this project are:  To understand the internal Recruitment process in organization.

It is the process of discovering potential applicants for actual or anticipated job vacancies. to select the best applicant who is the best fitted to the job. Recruitment involves encouraging individuals with the needed skills to make applications for employment with the firm. . Objective:The main objective of recruitment is to increase the number of applications for the job available in the organization.RECRUITMENT “The art of choosing men is not nearly as difficult as the art of enabling those one has chosen to attain their full worth”. Definition:Recruitment is the process of recruiting potential personnel to fill up the existing requirement of the organization.

Need for recruitment:It makes possible to choose the right person in the right time at the right place. • Unexpected needs: .It refers to those movements in personnel which an organization can predict by studying trends in internal or external need. .Such need arises due to illness. even the most accurate selection system is of little use. • Planned needs: .Such needs arise from changes in the organization policies. death and resignation. With successful recruiting to create a sizeable pool of candidates. It also makes it possible to acquire the number and type of people necessary to ensure the continued operation of the organization. Recruitment follows HR planning and goes hand in hand with selection process by which organizations evaluate the suitability of candidates. • Anticipated needs: .

Other steps follow:  Creating an applicant pool using internal or external methods  Evaluate candidates via selection  Convince the candidate  And finally make an offer Scope: To define the process and flow of activities while recruiting. selecting and appointing personnel on the permanent rolls of an organization.Human resource Managing director . Authorized Signatory 1 2 Head.Recruiting begins when a vacancy occurs and the recruiter receives authorization to fill it. The next step is careful examination of the job and enumeration of skills. abilities and experience needed to perform the job successfully.No. Authorization: S.

Exclusions: The policy does not cover the detailed formalities involved after the candidate joins the organization.Amendments and deviations: Any amendments to and deviations from this policy can only be authorized by the Head-human Resources and the Managing Director. .

SELECTION Personnel Selection Best Practices: Personnel selection practices (e. The selection of candidates for membership of the Scientific Committee of FRA shall be advertised through a call for expressions of interest in accordance with the present procedures. He or she shall . The Director of the Agency shall prepare and organize the work for the pre-selection of the members of the Scientific Committee. Article 1: Pre-selection: 1.. the present review summarizes the major new developments. The closing deadline for submission of candidates’ expressions of interest shall be fixed six weeks after the above mentioned publication. Rather than review all this research. The call for expressions of interest shall be published in the EU Official Journal (OJ).g. as well as discussions of research and practical applications. 2. in relevant leading academic publications as well as the Agency’s website. ability and personality tests) continue to capture the most attention from staffing scholars. interviews. There are several comprehensive reviews of selection practices.

chair a pre-selection panel. Failure to comply with one of these requirements will result in the exclusion of the concerned candidate from the next steps of the selection process. The pre-selection panel shall then assess each eligible candidate according to the requirements for selection. Two members of the FRA Management Board may attend the pre-selection panel as observers. including information on the candidates deemed ineligible. . composed of the Heads of Unit of the Agency and a person appointed for the purpose by the Council of Europe. in accordance with the eligibility requirements. 3. 5. It will draw up an ‘Individual Assessment Form’ for each candidate which will include a short comment. 4. The Director shall present the results of the pre-selection process to the FRA Executive Board. The pre-selection panel shall verify the eligibility of the candidates. highlighting the specific values/shortcomings of the person.

2. The Chair of the Executive Board shall present the results of the selection process to the Management Board.Article 2: Selection: 1. 4. This list should include more than eleven and fewer than twenty-two names. including a record of the candidates not included in the lists mentioned above as well as on candidates deemed ineligible. The Executive Board shall submit to the Management Board a list of most eligible candidates. • The need that the specialist fields of the members of the Scientific Committee shall cover the most relevant scientific fields linked to fundamental rights. In this assessment the Executive Board shall take into account: • The work of the pre-selection panel. . • The need to ensure even geographical and gender balance. This list will also include merit points and a conclusion concerning the suitability as a member of the Scientific Committee for each candidate. 3. in accordance with the mission and objectives of FRA. The Executive Board shall assess all the candidates on the basis of the established selection requirements.

after having consulted the competent committee of the European Parliament. Article 3: Appointment: 1. the Agency’s Management Board shall appoint the members of the Scientific Committee. which shall not be renewable. The Agency services shall provide technical and logistic support for the selection process. The reserve list shall be valid for the duration of the term of the appointed Scientific Committee. the Management Board shall appoint a new member from the reserve list. 2. In case of a vacancy. . 3. The candidates not appointed shall be put on a reserve list. Members will be appointed for a five-year term.5. The filling in of a vacancy shall be for the rest of the duration of the term of the Scientific Committee. On the basis of the list submitted by the Executive Board.

. by attracting more and more employees to apply in the organization WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organization. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organization.RECRUITMENT AND SELECTION Recruitment and selection are the two phases of the employment process. The differences between the two are: The recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts.

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RECRUITMENT AND SELECTION PROCESS Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows:  Identify vacancy  Prepare job description and person specification  Advertising the vacancy  Managing the response  Short-listing  Arrange interviews  Conducting interview and decision making .

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that the best people are recruited on merit and that the recruitment process is free from bias and discrimination.2 Form 1.1 Job Analysis 1.0 Scope 1. This Recruitment and Selection Procedure sets out how to ensure as far as possible.5 Person Specification 2.0 Recruitment and Selection Framework 2.1 Overview of Process .1 Purpose of the Procedure: Recruiting and selecting the right people is paramount to the success of the IPCC and its ability to retain a workforce of the highest quality.4 Job description 1. 1.Process Cycle 1.3 Request to Fill 1.

Managers hold the responsibility for ensuring this framework is followed. • Interview and test short-listed candidates.• Assess the need for the job and ensure there is adequate funding for it. • Draft the advertisement and select the advertising media. • Make appointment. . • Review the person specification to ensure it meets the requirements of the job description. qualifications and security clearances. • Design the selection process. HR is available for advice and will assist in general administration of the recruitment process. • Short list using the person specification only. • Validate references. • Review the job description to ensure that it meets the present and future requirements.

3. The HR Team is available to provide advice on constructing both job descriptions and person specifications and advising on grading issues. • Does the job description need updating? If so. • Is this jobbing a politically restricted post or will the incumbent have unsupervised access to children or vulnerable adults? • What type of employment could be offered? . the grade for the job and the person specification may need to be reevaluated.1 Review the Job and the Need for It Managers need to consider the following issues: • Is the job still necessary? What value does it add to the team and to the delivery of service? • How will the post be funded? Positions outside of existing establishment require the Director’s and Chief Executive’s approval.0 Recruitment and Selection Provisions 3.

i.e. it is the responsibility of the Manager to ensure that the Authority to recruit form is completed and sent to HR as soon as possible. part-time? Is job-sharing an option? Permanent or fixed term contract. Use of secondments must be in accordance with the IPCC Secondment policy. the individual may have an entitlement to permanent employment rights. They should not normally be used to fill permanent posts.Full-time. whilst a permanent position is being advertised. Employment through an agency may count towards this 12 month period. . including redundancy. secondment or agency? Use of fixed term contracts is most appropriate for covering a particular task/project/item of work or an interim appointment. Agency staff may be used to cover short term peaks in work or projects or interim vacancies. If it is proposed to proceed to recruit to the post. Should total employment under any of these arrangements extend beyond 12 months.

3. giving consideration to the following points: 3. the matter should be referred to Human Resources. is mixed in terms of race and gender • The requirement that at least one panel member has received training on recruitment and equal opportunities. • The requirement that each panel member be familiar with antidiscrimination legislation .1 Panel Composition: All interviews for permanent posts must be conducted by a panel.2 Design Selection Process Managers need to design the selection process they will use.2. The Manager is responsible for selecting interview panel members – being mindful of: • The requirement that the panel consists of at least two people. normally limited to that provided by the IPCC. If not IPCC trained. and if possible.

2. they are an extremely useful tool and are recommended for use.2 Selection Tests: Where selection tests are a valid method of assessing a candidate (i.3 Interview Questions .e. Managers should seek advice from HR on the use of such tests .All psychometric tests used in selection must be developed.2. to maintain consistency and to ensure fair treatment of all candidates. Panel members must be satisfied that their relationship with any candidate: • Will not improperly influence their decision • Will not give rise to suspicion about their motives 3. effectively measures the job criteria. administered and interpreted by accredited people. is relevant. 3.• The willingness and ability of potential panel members to attend all interviews for the duration of the recruitment process. fair and unbiased – also considering the predictive capacities of tests). reliable.

Specialist News. large or small. you can guarantee that the people using the service have an interest in your field. . an active web presence is vital for any organization.3.3. 3. 3. Utilizing all the benefits of online advertising and adding the clout already held by Australia's leading industry news provider.1 Advertising the vacancy: All vacancies at all levels must be advertised . ads placed with RD are a great way to generate interest in new products and services. Managers need to ensure they contact Human Resources prior to interview to obtain copies of these guides. or to improve awareness of your brand. Advertising Reaching any target market can be extremely difficult.there will be no “word of mouth” recruitment as this can lead to indirect discrimination.Human Resources hold the IPCC Interview Guides that contain competency based interview questions. As more and more people turn to online means for their information and service needs. Through niche websites like RD.

• We are properly prepared to respond to candidates’ enquiries. The recruiting manager should indicate the preferred advertising medium on the Request to Fill Form in the event that no appointment has been made from advertising in the Vacancy bulletin and NHS jobs. • We are properly prepared to carry out the best interviews. If the recruiting manager wishes to advertise in more than 1 journal. These will ensure that: We do not break our own operational policies. NHS jobs are the medium for externally advertised vacancies in the first instance.. • Candidates receive the best possible information. and up-to-date job description. person specification and KSF outline have been sent electronically to the Recruitment Office. he/she will agree to fund 50% of the costs from the Directorate budget.No vacancy can be advertised until the request to fill procedure has been completed. possible and thus • Make the correct decisions. External vacancies will be advertised in the Vacancy Bulletin and NHS Jobs. . Internal vacancies will be advertised in the Vacancy Bulletin produced by the Recruitment Office.

All vacancies will be listed in the weekly Vacancy Bulletin produced by the Recruitment Team and circulated throughout the Trust and to specific organizations. at the least cost. The information it should contain is taken largely from the job description and the person specification. will give advice on the choice of publications to ensure more cost-effective advertising. such as shift work or travel • Any positive features such as training prospects . For some posts it is not necessary to pay for expensive advertising space. as a result. when Job Centre plus or internal bulletin can provide suitable candidates at no cost.The HR department routinely monitors the cost and response rate of advertisements and. as set out below: • Job title • Grade and/or salary as appropriate • Brief description of the post • Essential requirements. Care will be taken to ensure that both the wording and placement of advertisements encourage a wide cross-section of the population to apply. The aim of the advertisement is to attract suitable candidates only.

A resume ii. where applicable Recruiting a Candidate Pool: A. A letter from the candidate .• A contact person/telephone number for further information about the job • Encourage informal visits. Looking Inside: • Consider possible internal candidates with an interest in the post. • Determine if the position level requires an external search. External Search: • Advertising • Brief position description • Minimum qualifications • include information needed from candidate I. B.

but who may be open for a change. Names & phone #s of 3 references • State length of response time • Ad placement (local.iii. A concise work sample or essay (if applicable) iv. A line ad may be placed with: A) Chronicle of Higher Education B) Area newspapers C) Selected professional journals And will be posted internally in accordance with established College policy to include our web links.person-to-person networking. Efforts should be made to target advertising to .) • Emails or faxes accepted? • Focused Contacts . journals. etc.. national. The object is to reach good candidates who are happily and productively employed elsewhere. The recommended position announcement for all positions must include a non-discrimination statement and be approved by divisional vice president and executive director of human resources.

Make a brief statement about your program and ask for permission to display a poster. schools. A log of all applicants must be maintained and placed on file at the end of the search in the Human Resources office. . churches. and large offices. this form remains separate from the candidate’s application and is not available to the hiring manager or others involved in the search. Some companies provide other types of agency support where their employees volunteer. When completed. Contact the company's community relations officer: If the officer is supportive. hospitals. (Maximum Cost $700) Letters of application and vitae will be received by the search committee through the Department of Human Resources. Ask to speak with the decision makers. it may lead to a steady source of volunteers. Recruit through posters: You often can arrange to display your posters in stores.women and minorities. 2. public libraries. An EEO Data Form will be mailed to each applicant to acknowledge receipt of their application as well as to collect specific data for diversity analysis. Restaurants. Ways to approach businesses1.

Check out community clearing houses: In some cities there are organizations that put volunteers together with community services programs. person specification. 4. KSF outline • Terms & Conditions of Employment • Information about the Department in which the vacancy exists should be provided by the Manager (if available). Often newspapers run a periodic column that lists organizations’ needs for volunteers. 3.4. . Ask public libraries to accept free bookmarks to give away: These could have a brief program description on one side and explain why you need volunteers on the other side.3. Applications: A file will be set up for each individual vacancy and held in the Recruitment Office containing the following: • Application Form • Job Description.

person specification and KSK outline. which is assessed against the criteria contained in the person specification and must be consistently applied to all candidates. 3. one of whom should be the recruiting manager.5.Any other relevant information. when an enquiry is received from an applicant without internet access. A record of the . Short listing: Equal Opportunity Monitoring Forms will be separated from the Application Forms prior to short listing and retained by the Recruitment Office The shortlist must be drawn up by minimum of two people. All panel members participating in short listing must be familiar with the job description. Short listing must be based only on the information given in the application. an application pack will be sent within 24 hours.

in their application. Where there is a declared interest. and by short listing those candidates who. In order to avoid allegations of favoritism. If there are large numbers of candidates meeting all the criteria for the job. following guidance from the HR Business Partner. it will be necessary to examine the degree to which each candidate meets the essential criteria. In situations where there are internal candidates only. must inform the appropriate HR Business Partner. it is recommended that a third party not involved in the immediate area should be involved in the selection process and interview process. a representative from HR may be included in the selection panel. anyone involved in the selection process. demonstrate the greatest ability to meet the criteria which can be tested at short listing stage. Any potentially suitable candidates who have disabilities with skills and abilities which broadly match the job description and person specification should also be short listed. This will help to ensure. which is connected by close friendship or is related to a candidate.assessment must be recorded on the Shortlist Record Form or on NHS Jobs. This is especially important in the event of any subsequent allegation of discrimination. and be . whether internal or external candidates.

6. A late application will be a genuine reason for not short listing a candidate and only in very exceptional circumstances and in consultation with the HR Business Partner will a late application be considered. It is recommended that the maximum number of candidates per shortlist is six/eight.  Structured Interviews  Unstructured Interviews . Interview “Any person to person between two or more individuals with a specific purpose in mind is called Interview” There are basically two types of Interviews. that fairness is maintained and that a person is selected on merit. 3.seen to ensure.

defined. or candidates can be given a card containing the question”. The development of questions from incidents is part of the art or. “One type that has been widely studied and is considered relatively structured is situational questions. questions can be repeated.6.defined which ask randomly. Some authors acknowledge that "literary license" is needed. Incidents are often grouped into dimensions first. Arrangements for interviews . 3. the unwritten aspects of structured interviewing. “If necessary. Unstructured Interviews: In which interviewer asks those questions which are not pre.1. at least.Structured Interviews: In which interviewer asks those questions which are pre. and then the incidents that best represent the dimensions are turned into questions.

show how they hope to fit in and illustrate their communication skills. The interviewer needs to posses three different skills • Information gathering. nor blink into the . If the interview is informal a circle of chairs of equal height and similar spacing may well be appropriate.Interviewing and selecting: You may as well toss a coin’ Professor Eysenck's opinion on the validity of the interview as a selection device is well known. to elicit the facts • Interpreting and evaluating information. eliciting the facts. This offers the chance for the candidate to show what they have achieved. To sharpen the effectiveness of the interview the panel should ask the candidate to give a presentation. The candidate should not be asked to walk miles to their seat. to consider what the facts mean. If the interview is formal and held round a table. to act on the facts and the analysis. Gathering the information. • Decision making. Nevertheless the interview seems likely to remain as the principle selection device despite its faults. Spacing and lighting are also important. The right physical environment is important. Interviews require a quiet undisturbed room.

What was your most challenging situation in the last year and how did you deal with it? B. They should include: A. Problem questions: These suggest a situation specific to the job where the candidate must show their capacity to.silhouettes of the interview panel against a window. The chairman should make the candidate welcome introduce the panel by name. priorities tasks under pressure. and say whom they represent.’ C. Silence can be used in a positive way to allow the candidate to develop their answers fully. Questions should be linked to what the candidate has said to elicit a flow of information. The interviewer needs to listen to develop an interested and attentive interviewing style. Verbal reinforcement should be forthcoming from the interviewer. for example. The format of the interview should be outlined to the candidate. with plenty of eye contact. Open questions: ‘Tell me about…. Probing questions: .

Closed questions: These interrupt the information low in order for the interviewer to redirect it to a new topic. start date. to question the panel. ‘When did you…? Or how many…?’ At the end consider if you have gathered the information necessary for a decision. Do they fulfill the essential criteria? . or offer the information on areas such as salary. Ask the candidate back in if a question needs clarification. Interpreting and evaluating the information Interviewer. know thy self. accommodation or questions regarding the job description. Making the decision The panel should: • Consider whether each candidate is appointable. Allow the candidate.‘Why do you want to leave your present job’ or ‘What was your worst moment there?’ D. study facilities.

Screening Interviews: These are usually shorter interviews used for the purpose of conducting a brief evaluation of a Candid ate. • Choose the best candidate. This produces a dull un progressive unit. to screen for factors which disqualify rather than qualify. . On the other hand Einstein might not fit well with the team. Successful candidates are asked back for a more in-depth interview. • Use references to back up your choice.Do they match the person specification? • Each panel member should rank the candidates without conferring with other panel members. Never choose person of lesser ability out of fear of being overshadowed. References have greater value as a negative test rather than a positive one to highlight an abrasive personality or poor sickness record.

often from different parts of an organization eg. This can be a disorienting experience mainly because neither party can see each other. clarity and positive tone with your voice. Panel interviews and on-site/second interviews: After a first interview you may be asked to a second interview which is often on-site with the employer. a . Telephone Interviews: Occasionally interviews are conducted over the telephone. Panels consist usually of 2-3 people. Find a quiet comfortable place where you can ensure there won’t be any interruptions. Hence you need to rely on verbal cues from the interviewer as well as demonstrating a lot of enthusiasm. a graduate recruitment specialist. Avoid being caught unawares and unprepared for a telephone interview – you are entitled to have at least a day’s notice to prepare.One-on-one interviews: These interviews involve a candidate being questioned by one interviewer – also common in early stages of selection.

Ensure you address all panel members equally. especially consulting firms. Case Study Interviews: Some organizations.technical expert and a person representing the area you could work in. These scenarios can often be quite challenging. At the Interview: Questions to Expect Most questions asked at interview can be predicted and usually focus on three issues: • Can you do the job? Do you have the qualifications and/or skills? • Will you do the job? Do you have the enthusiasm/motivation? • Will you fit in? Could they work with you? Do you get on well with people? Here are some interview common questions: . The Careers Centre has a range of tips and resources to help prepare for these interviews. use case study questions to evaluate Candidate’s analytical skills. These interviews are sometimes incorporated as part of an assessment centre.

Questions are probing in nature and the competencies employers look for include: • Team work/interpersonal skills Give me some examples about when you have had to handle difficult people. This type of interview is now commonly used in selection processes.• What interests you about this position? • Why do you think you would be successful in this position? Competency-Based Interviews: Competency or behavior-based interviews operate from the premise that the most accurate predictor of future performance is past behavior in a similar situation. • Achievement drive What would be the best example of you giving a project or piece of work your absolute best effort and being disappointed by the outcome? What would you do differently a second time? • Flexibility .

7. 3. .1 Decision to Appoint: After interview process the require candidate is selected for a job. Selection 3.7. • Persuasiveness and negotiation ability Describe a time when you have been required to negotiate in difficult circumstances. Why was it important for you to become involved? What strategies did you use? • Analytical thinking Describe a project that you have worked on that has required a high level of analysis and contribution of new ideas. Panel members decide to hire that individual who is fulfilling the requirements.Tell us about a time when you have had to adapt quickly to substantially changed circumstances at university or at work.

1 Offer of Employment: Organization offers the job to the Individual.8. 3.9 Other Requirements: 3. Role of Recruiter .9. Offers 3. 3.1 Post interview feedback & notification to applicants: HR is responsible for providing all candidates with written notification of the outcome of their application.8.3.9.2 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. If feedback is requested from an unsuccessful short-listed candidate. Written feedback will not normally be provided. the manager should provide a valid reason to the candidate for rejection together with constructive feedback.

career opportunities that aren't posted anywhere else. and can range from 15%-35% of that salary. When the hiring company retains a recruiting firm. Jobseekers do not pay fees to search firms. Be wary of any recruiter who asks you to pay them a fee…If you are asked to pay a fee for job placements services. While both types charge fees only to the hiring organization. and it's important for jobseekers to understand how to leverage this resource as part of their overall career strategy. This fee is calculated using the starting salary of the position. please let us know immediately. the companies that hire recruiters to fill a position pay for their services. it is important to note the differences. Four Key Facts about Executive Recruiters: 1.WHY YOU SHOULD USE A RECRUITER: Working with Executive Recruiters Executive Recruiters hold the keys to the "hidden job market" . There are two types of search firms .Retained and Contingency. 2. Instead. that firm . These professionals hold great influence within the hiring organization.

It is absolutely in your best interest to gain exposure among search firms who fill positions in your industry. function and salary range. it's much easier to network with local recruiters and they can be an invaluable resource when penetrating the local hiring market. As you begin to network with these specialized recruiters you'll find they are very much . A Chicago recruiter is just as likely to have an assignment in Los Angeles as in Boston. no matter where they are. Over the last few years the "search" industry has gone through some significant changes. That being said.is paid regardless of the results of the search. Don't limit your search by geography. For many higher-end job assignments. While contingency firms have generally always accepted retained work. recruiting firms will look nationally or even internationally. Contingency search firms receive payment only when their candidate is hired. To make your search as effective as possible. Some search firms specialize. 4. many retained firms now accept contingency work…You decide which type of recruiter is right for you! 3. while others don't. target your efforts towards recruiters those work in your respective industry and/or specialize in your job function. particularly for non-executive positions. Retained firms are typically used to fill higher-level positions at $100.000+ salaries.

respect the indicated communication preferences of the firm and/or the individual recruiter. In all cases. networking and building relationships with qualified. However. The firm may offer an online mechanism for posting and/or sending your resume and cover letter. Making Contact with Your Selected Executive Recruiters: Next. and establish the preferred communication medium for that firm. especially at the higher executive ranks…. identify all of the communication channels that make sense for the firms and recruiters you've identified. Not unlike introducing your professional "brand" to a hiring organization. Review the firm's website for job opportunities currently under research.aware of where opportunities exist within the micro hiring "economies" of your shared areas of expertise.Whether retained or contingency fee-based. reputable recruiters is a critical component of career management strategies. Keep in . generalist firms should not be ignored. Thus. make sure your cover letter and resume/CV are both positioned appropriately for the areas of expertise in which the recruiter works. search firms are handsomely rewarded for filling positions on behalf of their corporate clients.

the recruiter doesn't work for you so don't expect personal. the "hiring cycle" can take anywhere from two days to two years! In either case though. make your best impression. consider a follow up a few weeks later with another communication attempt. How Recruiting Firms Can Make a Difference In Your Career: When contacted by a recruiter treat them as though they are the hiring organization.it is a process. After providing your credentials in whatever communication medium you think makes sense. We have testimonials from Directory of Executive Recruiters clients that indicate when working with an Executive recruiter. so make sure they're tight before you send them. most positions secured through executive recruiters fit into the "dream job" category.mind that recruiters are not career managers. sell yourself and your "hirability". individualized service.) you may have to be in the right place at the right time to be recognized at a personal level. and understand that executive recruiters have access to a lot of talent. experience etc. Working with executive recruiters is not an event . Remember. . Be professional. What you're striving for is a personal contact from the recruiter. They may not have the expertise or inclination to advise you on changes to your cover letter and resume. Depending on your "hirability" (qualification level.

 Recruitment and selection process importance  Recruitment sources affects on Recruitment and selection process  Interviews 3ffects on Recruitment and selection process  Recruiters affects on Recruitment and selection process Theoretical Framework Recruitment Sources Interviews Recruitment and Selection Process Recruiters . Current study will add to existing body of knowledge by signifying. Interview and Recruiters on the dependent variable which is Recruitment and Selection Process.The Significance of the Study: The study will broaden our understanding the affect of independent variables which are Recruitment sources.

Independent Variable Dependent Variable .

how to measure . how it proceeds. A Research Methodology defines the purpose of the research.RESEARCH METHODOLOGY The study will be conducted to achieve the aforesaid objectives including both exploratory and descriptive in nature and involve personal interviews that will be based on the questionnaire format.

On the basis of major purpose of our investigation the EXPLORATORY RESEARCH was found to be most suitable. DATA COLLECTION SOURCES:  PRIMARY SOURCESThe data required for the study has been collected from- . It is the overall operational pattern or framework of the project that stimulates what information is to be collected from which source and by what procedure. It studies the main area where the problem lies and also tries to evaluate some appropriate courses of action.progress and what constitute success with respect to the objectives determined for carrying out the research study. This kind of research has the primary objective of development of insights into the problem. The research process that will be adopted in the present study consists of the following stages:- RESEARCH DESIGN: Exploratory Research A research design is the specification of methods and procedures for acquiring the information needed to structure or solve the problem.

 SECONDARY SOURCESThe secondary data has been collected from:  Internet.QUESTIONNAIRE survey among the official’s employees. PERSONAL INTERVIEWS with the company representatives regarding Recruitment and Selection. websites  Organizational Reports  Case Studies  Business magazines  Books  Journals on e-learning Industry. .

SAMPLE AREA Kota MODE OF ANALYSIS The instrument used for data collection was in the form of questionnaire. The data collected was subjected to simple frequency distribution and percentage analysis. SAMPLE SIZE Sample size can be 50 or as per project sampling requirement. The questionnaire was used as it facilitates the tabulation and analysis of the data to be collected. .SAMPLING METHOD Survey was done by random sampling method.

Q.1 How much recruitments are assigned to one HR employee at any given time? Between 1-3 Between 4-6 Between 7-10 Between 11-20 More than 20 23.3% 23.7% 14.2% 18.5% 11.2%

Q.2 On average, how many hours does the HR staff spend on each recruitment? 1-5 6-10 16-20 21-30 31-40 More than 40 20.3% 21.6% 10.8% 11.7% 6.1% 9.5%

Unknown

19.9%

Q.3 Average time it takes from notification of vacancy until new hire reports to work: Jobs in general – Professional jobs – Clerical jobs – Trades jobs – IT jobs – 49 days 51 days 45 days 44 days 48 days

CONCLUSION This study suggest that when Recruitment and Selection Process is properly established and implemented then organization will must grow because all the employees will be according to the requirements Recruitment and Selection Process affects a lot on the organizational activities regarding its growth because if the people will be according t the requirements and skillful then cost will reduce and organization must grow. All the study has .

All the independent variables are Recruitment sources.com MAGAZINES .prove the fact there is directly and indirectly relationship is present between these variables and these variables affect on the Recruitment and Selection Process. There are no doubt others factors also affect on the Recruitment and Selection Process but these are main and require more attention. That is why I choose these variables. BIBLIOGRAPHY WEBSITE www.scribd. Interviews and Recruiters are all very important in the Recruitment and Selection Process because by the missing of any one factor there is chance the whole Recruitment and Selection Process will be affected by these factors.

.co..in QUESTIONNAIRE Name of the employee………………………………………………………..Business India Business World India Today Newspaper Course Books of MBA Human Resource Management by L M Prasad SEARCH ENGINES www.google... . Contact no……………………………………………………………………. Designation…………………………………………………………………… Department………………………………………………………………….

2) R & S Process increase efficiency in the organization activities? Strongly Agree 1 Agree 2 Strongly Disagree 3 Disagree 4 Q.1) Recruitment & Selection Process is Effective for the Organizational objectives? Strongly Agree 1 Agree 2 Strongly Disagree 3 Disagree 4 Q.Q.3) Do you think best source increase the efficiency on all organization department? Strongly Agree 1 Agree 2 Strongly Disagree 3 Disagree 4 Q.4) R & S Process depends on sources of Recruitment? Strongly Agree Agree Strongly Disagree Disagree .

7) R & S Process depend on Interviews? Strongly Agree Agree Strongly Disagree Disagree .5) which is the best source for R & S Process? a) Internal b) Consultants c) Print Media d) Electronic Media e) Others Q.1 2 3 4 Q.6) Better Result of R & S can be increase by Recruitment sources? Strongly Agree 1 Agree 2 Strongly Disagree 3 Disagree 4 Q.

9) Different methods of Interviews should be used? Strongly Agree 1 Agree 2 Strongly Disagree 3 Disagree 4 Q.10) Which methods should be used for Recruitment? a) Structured b) Unstructured c) Problem questions d) Case Study questions e) others .1 2 3 4 Q.8) Interviews are the basic filter of the R & S Process? Strongly Agree 1 Agree 2 Strongly Disagree 3 Disagree 4 Q.

Q.10) R & S Process depend on Recruiters? Strongly Agree 1 Agree 2 Strongly Disagree 3 Disagree 4 Q.11) R & S Process end results can be because of Recruiters? Strongly Agree Agree Strongly Disagree Disagree .11) Better Result of R & S can be increase by Interviews? a) Structured b) Unstructured c) Problem questions d) Case Study questions e) others Q.

1 2 3 4 Q12) Recruiter should be Knowledgeable and Experience? Strongly Agree 1 Agree 2 Strongly Disagree 3 Disagree 4 Q.14) End Result of R & S process can be wrong because of Recruiters? Strongly Agree 1 Agree 2 Strongly Disagree 3 Disagree 4 Signature .13) R & S behavior depends on recruiter? Strongly Agree 1 Agree 2 Strongly Disagree 3 Disagree 4 Q.

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