RECRUITMENT STRATEGY FOR PARLE-G

A Report Submitted to IIMT, Greater Noida as a partial fulfillment of Full time Post Graduate Diploma in Human Resource Management (2009-2011)

Submitted to: Dr.D.K.Garg, Chairman, IIMT, Gr. Noida

Submitted by: Reena Devi ENR No- HRR 3043 Batch ± 15th,PGD(HR)

Ishan Institute of Management and Technology 1A, Knowledge Park- I, Greater Noida, Distt. G. B. Nagar (U. P.)
Website: www.ishanfamily.com, Email: ishan_corporate@yahoo.com

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PREFACE
As a student of management, apart from theoretical studies we need to get a deeper insight into the practical aspects of those theories by working as a part of organization during our summer training. Training is a period in which a student can apply his theoretical knowledge in practical field. Basically practical knowledge and theoretical knowledge have a very broad difference. So this training has high importance as to know, how both the aspects are applied together. The study of management acquires most crucial position in the business administration. In order to be successful, it is necessary to give priority to the management in an organization. But it can¶t be denied that the study of management would be more educational, materialistic and even more interesting, if it is to be paired with the work in organization as an employee. The training session helps to get details about the working process in the organization. It has helped me to know about the organizational management and discipline, which has its own importance. The training is going to be a lifelong experience. Management in India is heading towards a better profession as compared to other professions. The demand for professional managers is increasing day by day. To achieve profession competence, manager ought to be fully occupied with theory and practical exp osure of management. A comprehensive understanding of the principle will increases their decisionmaking ability and sharpens their tools for this purpose. During the curriculum of management programmers a student has to attain a practical exposure of an organization on live project in addition to his/her theoretical studies. This report is about the practical training done at ³PARLE-G PVT LTD´ during the curriculum of PGDHR from IIMT, Greater Noida. human Resource Management is an approach to the man agement of people. It is the most important asset an organization has and their effective management is the key to its success. This success is most likely to be achieved if the personnel policies and procedures of the enterprise are closely linked with and make a major contribution to the achievement of corporate objectives and strategic plans. The corporate culture and the values, organizational climate and managerial behaviour that emanate from that culture will exert a major influence on the achievement of excellence. Human Resource Management is concerned with integration getting all members of the organizations involved and working together with a sense of common purpose. Human Resource Management functions have undergone tremendous change over thepast 20-30 years. Many years ago, large organizations looked to the personnel department, mostly to manage the paper work around hiring and paying people. More recently, organizations consider the Human Resource Departments as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner. The human resource management function includes a variety of activities which include managing the approach to employee benefits and compensation, employees¶ records and personnel policies. As training and development is one of the major functions of Human Resource Department, every organization should give importance for meeting the requirements of ever c hallenging needs of its employees in nurturing a work-life balance and achieving the corporation¶s mission

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In today¶s sea-change world, improving business performance is a journey, not a destination. A business performance rises and falls with the ebb and flow of human performance. HR professionals search for ways to enhance the effectiveness of employees in their jobs and prepare them for tomorrow. Organizations and individuals should develop and progress simultaneously for their survival and attainment of mutual progress. Every organization should consider employees as the most precious asset, and it should aim to provide a conductive environment, a good working condition, job satisfaction and career advancement so as to create a well knit team to meet the challenges.

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CERTIFICATE TO WHOM IT MAY CONCERN This is to certify that the project work done on ³RECRUITMENT STRATEGY FOR PARLE-G´ submitted to Ishan Institute of Management and Technology. Date: Seal or Stamp of the guide Name of the guide: Address: 4 . Greate r Noida by Miss REENA DEVI in partial fulfilment of the requirement for PG Diploma In Human Resource is a bonafide work carried out by her under my supervision and guidance. This project report is the original one and has not been submitted anywhere else for any other degree or diploma.

I also express my deep senses of gratitude to my training guide Mr surendra kumar . I express my sincere gratitude to honourable Dr. D. HRR 3043 5 .K. HARYANA. GARG (Chairman) of IIMT. At the outset. Date: REENA DEVI ENR No. PARLE-G PVT LTD for providing me an opportunity to undergo six weeks of training at BAHADURGARH. Greater Noida where I am getting the shape of future business manager. I would like to express sincere and deep felt thanks to the Management of Human Resource Department. I would like to dedicate this work to my revered institute IIMT. (Human Resource Department) under whose expert guidance and immense cooperation it could be possible to study and submit a project report ³Recruitment strategy for parle-g´. I take opportunity to express my heartiest gratitude to my respective faculty lecturers.ACKNOWLEDGEMENT The satisfaction that accomplishes the successful completion of any work is when we say thank you to the people who made it possible. whose constant encouragement and guidance has been a source of inspiration throughout the course of the training. Greater Noida for their support and guidance on the ground of which I have acquired a new field of knowledge. parents and friends who have been constantly helping me in successful completion of the project.

No. This is the property of the institute and use of this report without prior permission of the Institute will be considered illegal and actionable.DECLARATION The summer training project on title ³RECRUITMENT STRATEGY FOR PARLE G´ under the guidance of Mr. HRR 3043 6 . Date: Signature: REENA DEVI ENR. Arun Divakar´ is the original work done by me.

Vile Parle and sold in units of half and quarter pound packs. The great taste. Plants of Parle Biscuits Pvt Ltd are at: Bahadurgarh (Haryana) Neemrana (Rajasthan) Rudrapur (Uttranchal) Nasik The plant also has a Auditorium and viewing gallery. Mumbai. 5S . Every batch of biscuits & confectioneries are thoroughly checked by expert staff. It was called Parle Glucose Biscuits mainly to cue that it was a glucose biscuit.EXECUTIVE SUMMARY Parle Biscuits Limited is a subsidiary of the Parle Products Limited. It was manufactured at the Mumbai factory. The wastage in the plant is least and the production team and the workers try their level best to reduce it even more. it was one of the first brands of Parle Products. and the international quality. and the current and anticipated resources that can be expended to attract and retain such talent. from the rich to the poor. All Parle products are manufactured under the most hygienic conditions. which is a closely held company run by the Chauhans. Because of this. In this phase of the staffing process. For some it's the best accompaniment for chai. Parle-G is the world's largest selling brand of biscuits. Successful recruitment begins with proper employment planning and forecasting. The workers and employees are well aware of the concepts of these techniques. All these factories are located at strategic locations.TQM . The HACCP applied in the plant is working in its most effective manner. Parle-G is consumed by people of all ages. living in cities & in villages.SQC . using the most modern equipment. the recruitment process provides the organisation with a pool of potentially qualified job candidates from which judicious selection can be made to fill vacancies. for others it is a complete wholesome meal. Today Parle enjoys a 40% share of the total biscuit market and 15% share of the total confectionery market in India.KAIZENS . A retail shop at the plant provides Parle products at MRP rates. While some have it for breakfast. high nutrition. Great care is exercised in the selection & quality control of raw materials. No wonder.POKA-YOKE The company has effectively implemented the HR techniques in the plant. packaging materials & rigid quality standards are ensured at every stage of the manufacturing process. while for some it's a way of getting charged whenever they are low on energy. Recruitment can be described as ³the set of activities and processes used to legally obtain a sufficient number of qualified people at the right place and time so that the people and the organisation can select each other in their own best short and long term interests´. The total turnover of Parle Biscuits Pvt Ltd is around 4000 crores. Each factory has state-of-the-art machinery with automatic printing & packaging facilities. The wastage of the biscuits that fall on the floor is minimized by the use of trays under the machines.1 In other words. which is used during the visits of the school children. Parle-G has been a strong household name across India. makesParle-G a winner. an organisation formulates plans to fill or eliminate future job openings based on an analysis of future needs. Various HR TECHNIQUES ADOPTED AT PARLE«. to ensure a constant output & easy distribution. it's the undisputed leader in the biscuit category for decades. Launched in the year 1939. 7 . the talent available within and outside of the organisation.

 To sustain good performance of employees throughout their careers by exploiting their full potential. the purposes are to:  To recruit the suitable candidate for the required position with the required skills.  Motivate them every now and then so that stress can be eliminated.  To provide opportunities to executives to fulfil their career aspirations through various activities such as ³COLORS´. 8 .Specifically.  To ensure that the managerial resources of the organisation are utilised optimally.

2.3.10 SCOPE IN PARLE-G CHAPTER 3.PARLE PRODUCTS CHAPTER 2. 2-3 4 5 6 7-11 12 13 13-14 INDUSTRY 14-15 15-16 17 17-20 20 20-21 21-23 23 24-25 26 26 26 27-29 30-33 CHAPTER 1. BISUIT INDUSTRY IN INDIA CHAPTER STATISTCS 1. HISTORICAL BACKGROUND CHAPTER 2. TQM.9.4. HR TECNIQUESCHAPTER 3. SWOT ANALYIS CHAPTER 2 COMPANY PROFILE CHAPTER 2..2.8.5.3. QUALITY COMMITMENT CHAPTER 2.NO 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 CHAPTER PREFACE CERTIFICATE ACKNOWLEDGEMENT DECLARATION EXECUTIVE SUMMARY OBJECTIVE CHAPTER 1. HR STRATEGY CHAPTER 3.TABLE OF CONTENTS SL. 5S CHAPTER 3.KAIZEN CHAPTER 3. INDUSTRY PROFILE CHAPTER 1.6. VISION/MISSION CHAPTER 2. PAKA-YOKE.6.1. BUISCUIT PAGE NO.5 SQC CHAPTER 3. RECRUITMENT 34-40 9 . PARLE VS COMPETITORS CHAPTER 2.7.

2 EXTERNAL SOURCES CHAPTER 6.4 CONSULTANT CHAPTER 6. JOB ANALYSIS AT PARLE -G CHAPTER 5.3 JOB FAIRS CHAPTER 6.3 FAO ENTRANCE TEST CHAPTER 7.ROTATION CHAPTER 6.2 CAMPUS RECRUITMENT CHAPTER 6.2. EQUAL OPPORTUNITY CHAPTER 4.FLOW CHART 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 CHAPTER 4.1 INTERVIEW CHAPTER 7.2.1.1 OBJECTIVE CHAPTER 4.1JOB DESCRIPTION CHAPTER 5.2 REFREE REPORTS CHAPTER 7.1 REFFERAL PROGRAMMES CHAPTER 6. INTERNAL RECRUITMENT CHAPTER 6.2PROMOTION.2.4 PSYCHOMETRIC TEST 10 49 50 57 63-66 66 66 70 73 74-78 78-88 89-90 90-93 93-99 99-101 101-112 112 113-116 116-130 . ROLES OF VARIOUS PLAYERS 46-47 IN RECRUITMENT CHAPTER 5.1 ADVERTISING AGENCY CHAPTER 6.1.TRNSFERS.1. ESTIMATION OF MANPOWER 40 40 40-44 45 CHAPTER4.2.3 REQRUITMENT REQUEST FORM 46 CHAPTER 4.4.2.2.2 PERSON SPECIFICATION CHAPTER -6 SOURCES OF RECRUITMENT CHAPTER 6.1.RECRUITMENT STRATEGY CHAPTER 4.5 MEDIA CHAPTER 7 SCREENING CHAPTER 7.

3 LEADING MANAGING AND RETAINING 142EMPLOYEES CHAPTER 11.12 FINDINGS CONCLUSION SUGGESTIONS LIMITATIONS 153-154 155 156 157 158 56 57 58 59 60 61 BIBLIOGRAPHY159 11 .3 BEST SELECTION PRACTICES 9.BUDGET PREPARATION CHAPTER.2 RECENT FINDINGS INCREASE THE EFFECTIVENESS RECRUITMENT TO 132-138 OF 138-`140 140-141 141-142 142 142-145 50 51 52 53 54 55 CHAPTER 8.2 INDUCTION 10.SLA(SERVICE LEVEL AGREEMENT) SLA IN PARLE-G CHAPTER 10-JOINING 10.48 49 CHAPTER 8 STRATEGY TO CONTROL COST 131-132 OF RECRUIMENT CHAPTER 8.

OBJECTIVE OF THE STUDY The main aim of my study was to formulate the recruitment strategy for parle-pvt ltd.and company had not directly contacted them during their selection for the job.  To know about the different methods of selection  To know how they are managing ang satisfying the contract employees which are hired there for the production purpose as they are not from the organization.do alterations in that and frame a detailed recruitment strategy which they can follow whenever they are about to make recruitment in the company. So the various motivational techniques also I had to study. 12 .  The objective of the study is to study about the  Recrutiment processes of the company.first I had to know the recruitment that is being in the process there in the company and then acoordingly I had to modify that . practices and process.  To critically examine the various functions and processes and give the recommendations accordingly.  To know the organisational culture. policies and its execution by the HR department the company.how it is conducted in the company?  To understand the various functions.

Parle-g is also one of the few FMCG brands in the country. are products that are sold quickly at relatively low cost. so the cumulative profit on such products can be large. shaving products and detergent. although these are often categorized separately. it has become one of the most loved fast food product for every age group. whose customers straddle across income segments. West Bengal. processing derived out biscuits so that they well before the days of airtight containers. paper products and plastic goods. India is known to be the second largest manufacturer of biscuits. Today shops offer a vast range of well-flavored biscuits in eyecatching packets but few can compete with the flavors. consumer electronics. they generally sell in large quantities. Biscuit may be defined as a product based on cereals (more than 60% of its weight) and contains less than 2. FMCG also includes pharmaceuticals. Bread and biscuits are the major part of the bakery industry and covers around 80 percent of the total bakery products in India. soap. 2 Biscuit Industry In India: The world biscuit is derived from the French word meaning µtwice cooked¶. Now. the first being USA. the rural sector consumes around 55 percent of the biscuits in the bakery products. cosmetics. teeth cleaning products. Though the absolute profit made on FMCG products is relatively small. cholesterol free and reasonable at cost. light bulbs. Maharashtra and West Bengal. Biscuits were assumed as sick-man's diet in earlier days. India Biscuits Industry came into limelight and started gaining a sound status in the bakery industry in the later part of 20th century when the urbanized society called for ready made food products at a tenable cost. and finally backed in an oven at a suitable temperature. Biscuits stands at a higher value and production level than bread. Karnataka. packaged food products and drinks. This belongs to the unorganized sector of the bakery Industry and covers over 70% of the total production. This lengthy cooking. the most industrially developed states. 13 . batteries.CHAPTET 1 INDUSTRY PROFILE INTRODUCTION Fast moving consumer goods (FMCG). texture and aroma of the freshly backed variety. dough development. Cutting etc. tasty to eat. as well as non durables such as glassware.3000 Crores. Biscuits are easy to carry. Examples of FMCG generally include a wide range of frequently purchased consumer products such as toiletries.5 % moisture and has undergone several processing such as mixing. States that have the larger intake of biscuits are Maharashtra. India Biscuits Industry is the largest among all the food industries and has a turnover of around Rs. Even. hold the maximum amount of consumption of biscuits. Andhra Pradesh. have a quick turnover and get replaced within a year. It is classified under two sectors: organized and unorganized. and Uttar Pradesh.

78. and brooke bond tried to trade in the biscuit industry but couldn't hit the market because of the local companies that produced only biscuits. Biscuits contributes to over 33 percent of the total production of bakery and above 79 percent of the biscuits are manufactured by the small scale sector of bakery industry comprising both factory and non-factory units.400 with a motive power of 25 K. Annual Production: The organized biscuit manufacturing industryµs annual product ion figures are given below: (In Lakh Metric Tonnes) 2004-05 11. Growth in biscuit marketing has been achieved also due to improvement in rural market penetration. a steady growth of 15 percent per annum in the next 10 years will be achieved by the biscuit industry of India. Indian Biscuit Manufacturers¶ Association (IBMA).95 lakh tonnes in 1990. instrumental in obtaining the excise duty exemption. it has picked up momentum during the 2008-09 and the first quarter of 2009-10 mainly on account of exemption from Central Excise Duty on biscuits with MRP up to Rs. 14 . According to FBMI.14 2008-09 17.29 2007-08 16. large scale bakery manufacturers like cadbury. the export of biscuits will also surpass the target and hit the global market successfully.The total production of bakery products have risen from 5. The production capacity of wafer biscuits is 60 MT and the cost is Rs.100/per kg. Besides. 2. estimates annual growth of around 20% in the year 2008-09.1 Biscuit industry statistics 1. 2. The Federation of Biscuit Manufacturers of India (FBMI) has confirmed a bright future of India Biscuits Industry. nestle.54 2006-07 14.19 lakh tonnes in 1975 to 18.00 2005-06 12. as per Union Budget for 2008-09.56.14 Segments : The organized and unorganized sectors of the biscuit industry is in the proportion Of 60%:40% ratio.W. Indian biscuit industry has occupied around 55-60 percent of the entire bakery production. Annual Growth: The biscuit industry in India witnessed annual growth as below:2003-04 15% 2004-05 14% 2005-06 14% 2006-07 13% 2007-08 15% 2008-09 17% (Aug ± nov)While the growth rate has been stagnating during last 4 years. Few years back.

P Butter Laminate F.63 91. in India. IMPORTS of biscuits into India has not shown any significant growth during the last two years and has not affected production/sales by the Indian Biscuit industry .00 230. 3.00 26. Sugar.EXPORTS of Biscuit is estimated to be around 15% of the annual production during the year 2009-10.00 dec 09 12.O HM Bag Carbon Box Per Kg aug 09 12.92 25.00 35. The parle biscuit brand. since1971.00 2. Many of Parle products-biscuits or confectionaries. due to :a) Steep hike in cost of production on account of increase in prices of major raw materials. such as Parle-G.00 57.Recent increase in prices of Petrol/Diesel in aug 2009 has further resulted n cost push. Oil.etc. consisting of around 150 units are facing erosion in their profitability and competitive capability.23 15. Monaco 15 .NO 1 2 3 4 5 6 7 8 9 Raw Martial Maida Sugar Parmoline Oil S. Milk.Dealers/Wholesalers and Retail shops. Wages. Today. Fuel. i. HIKE IN COST OF PRDUCTION : Biscuit Industry especially the Small & Medium Sector. HIKE IN PRICES OF RAW MATERIALS S.M.00 130.00 16. Detailed Comparative Chart showing adverse impact on Biscuit Industry is given below: 4.09 52.00 105. Parle enjoys a 40% share of the total biscuit market and a15% share of the total confectionary market.00 127.3 SWOT analysis of parle-g THE STRENGTH OF PARLE BRAND Over the years. Rural-urban penetration of Biscuit: Urban Market :75% to 85% Rural Market : 50% to 65% Marketing : Wholesale and Retail marketing in the Biscuit industry is carried out with a network of C & F Agencies (for States and specific Districts). Packaging Materials.00 28.99 122. Wheat Flour Veg.94 200.00 118. are market leaders in their category and have won acclaim at the monde selection. Parle has grown to become a multi-million us Dollar Company.e.

Poppins. Per capita consumption of Biscuits in the country is only 1. enjoy a strong imagery and appeal amongst consumers. Melody. In this way. Be it a big city or a remote village of India.5 kg to 5. Mango bite & kismi. and 7.8 kg as compared to 2. Current penetration levels are: Urban Market : 75% to 85% Rural Market : 50% to 65% Threats: Fluctuations in the prices of transportation costs & distribution cost due to high wedges and oil prices . or the single twist wrapping of mango bite. Growing demand of Sugar free cream crackers & diet biscuits Opportunity to further grown in Urban & Rural market. The $220 Billion food industry is expected to grow to $300 Billion by 2015.      ESTABLISHED BRAND NAME WIDESPREAD DISTRIBUTION NETORK FOCUS ON RURAL MARKETSUPERIOR TECHNOLOGY WORLD CLASS FACTORIES RESEARCH AND DEVELOPMENT DEPARTMENT WEAKNESSEShigh overhead cost vis a vis competition from britania and priya gold Opportunities y y y y y y Indian Biscuit Manufacturers¶ Association (IBMA) estimates annual growth of around 20% in next couple of years. This can be seen by the success of new brands. we know that constantly innvoting and catering to new tastes have built this reputation. the parle brand grows from strength to strength. the Parle name symbolizes quality. such as. health & great taste. And yet. by concentrating on consumer tastes and preferences and emphasizing Research & Development. such as hide &seek.5 kg in USA.5 kg in South East Asian countries and European countries.& krackjack and confectionary brands.Entry of ITC (having very good distribution channels) in to biscuit industry y 16 .

The recent introduction of Hide & Seek chocolate chip biscuits is a product of innovation and caters to a new taste. in 1939. Parle have been manufacturing quality biscuits and confectionery products. Having already established a reputation for quality. 17 . survived and succeeded. Great care is exercised in the selection and quality control of raw material and standards ensured at every stage of the manufacturing process.CHAPTER -2 PARLE-G Initially a small factory was set up in the suburbs of Mumbai city. in addition to sweets and toffees. All Parle products are manufactured under most hygienic conditions. The year was 1929 and the market was dominated by famous international brands that were imported freely. by adhering to high quality and improvising from time to time. Parle Glucose and Parle Monaco were the first brands of biscuits to be introduced. being India¶s first ever chocolate-chip biscuits. the Parle brand name grew in strength with this diversification. to manufacture sweets and toffees. on contract. Over the years Parle has grown to become a multi milliondollar company with many of the products as market leaders in their category. Rajasthan and Karnataka. For around 75 years. this company called Parle Products. Parle Products has 4 manufacturing units for biscuits and confectionaries at Mumbai Haryana. which later went on to become leading names for great taste and quality. Despite the odds and unequal competition. It also has 14 manufacturing units for biscuits & manufacturing units for confectioneries. A decade later. Parle Products began manufacturing biscuits.

Strict cost control at every point in its supply chain also helped -. For some it's the best accompaniment for chai.All these factories are located at strategic locations. 18 .THE EVOLUTION !!! Parle-G has been a strong household name across India. Parle enjoys a 40% share of the total biscuit market and a 15% share of the total confectionary market. Looking at the success of Parle-G. for others it is a complete wholesome meal.Parle entered into forward contracts with suppliers. Vile Parle and sold in units of half and quarter pound packs. And these brands had names that were similar to Parle Glucose Biscuits so that if not by anything else. This forced Parle to change the name from Parle Glucose Biscuits to Parle-G. and the international quality. Construction of the plant was started in 2000. it's the undisputed leader in the biscuit category for decades. No wonder. The great taste. 193 ROLE 65 STAFF contributed to the company much and is surviving in Rajasthan. a lot of other me-too brands were introduced in the market. in India. Regular customers would have noticed the number of biscuits in a pack come down from 16 to 15 even as each biscuit became lighter. mainly Parle-G and Parle hide & seek. it was one of the first brands of Parle Products. while for some it's a way of getting charged whenever they are low on energy. Parle-G is consumed by people of all ages. The marketing mix of Parle for this project has been studied from the point of view of Parle biscuits. It was manufactured at the Mumbai factory. It was also sold in parts of North India. By the year 1949. The gamble paid off: Parle was able to sustain its volumes. It was called Parle Glucose Biscuits mainly to cue that it was a glucose biscuit. but they seemed to understand the cost pressures on the firm. makesParle-G a winner. Parle-G is the world's largest selling brand of biscuits. the consumer would err in picking the brand. The early 50s produced over 150 tones of biscuits produced in the Mumbai factory. While some have it for breakfast. Today. Launched in the year 1939. Raw material costs account for 60 per cent of the total costs in this segment and packaging costs (plastic films) account for 20-25 per cent of this. This plant has a capacity of 480 tons per day and manpower of 647(CONTRACT BASED). PARLE G . from the rich to the poor. increased the number of manufacturing locations to 60 and consolidated buying. Parle Glucose biscuits were available not just in Mumbai but also across the state. Because of this. The incredible demand led Parle to introduce the brand in special branded packs and in larger festive tin packs. so as to ensure a constant output & easy distribution. living in cities & in villages. outsourced production. high nutrition. PRODUCTION HISTORY: The Company has started new plant in bhadurgarh.

Soaring input prices meant it opted for reducing the weight of the biscuit than increasing the price -. sharing and caring. The personality of the superhero matched the overall superb benefits of the brand. It had become anicon. which went on to become one of the most popular commercials for Parle-G.5 gm in January 2008. In 1989. Parle Products. The communication spoke about the basic benefits of energy and nutrition.Originally packed in the wax paper pack. it was decided to bring the brand closer to the child t's a brand that has held its price line at Rs 4 for 25 years now -. It was advertised mainly through press ads. Parle-G was the only biscuit brand that was always in short supply. It wasn't a biscuit any more. The gamble paid off: Parle was able to sustain its volumes. Parle-G grew bigger by the minute. today it is available in a contemporary.first from 100 gm to 92. It was heading towards becoming an all-time great brand of biscuit. The airtight pack helps to keep the biscuits fresh and tastier for a longer period. Parle extended this association with Shaktimaan and gave away a lotof merchandise of Shaktimaan.in line with other biscuit-makers and FMCG players. It became a part of the daily lives of many Indians. The children just could not get enough of Parle-G and Shaktimaan. Parle-G sponsored the tele-serial of the Indian superhero. 19 . There are very few food items that are available for Rs 50-60 a kg. general manager (marketing). Parle-G is available for Rs 50 a kg. The commercial was run for a period of 6 years. which was supported by POS and press communication. increased the number of manufacturing locations to 60 and consolidated buying. outsourced production. In the year 1997.In the year 2002. Not that the company didn't try to raise prices to offset the overall hike in costs. Parle-G started being advertised in the 80's. Regular customers would have noticed the number of biscuits in a pack come down from 16 to 15 even as each biscuit became lighter.Parle entered into forward contracts with suppliers. and then to 88 gm in January this year -. We want to cater to the masses and have consciously tried not to increase the price. Shaktimaan that went on to become a huge success. the areas covered or the number of consumers. Be it the packs sold. but they seemed to understand the cost pressures on the firm." says Pravin Kulkarni. not doing it for charity. of course. it's not for nothing that Parle-G is the world's largest-selling biscuit by volumes. Parle is. premium BOPP pack with attractive side fins. So. ParleG released its Dadaji commercial. Three years ago it did so. but quickly rolled it back after volumes fell sharply and consumers wrote to lodge their protest.the price was last raised in 1994 by 25 paise. The next level of communication associated the brand with the positive values of life like honesty. Strict cost control at every point in its supply chain also helped -. Raw material costs account for 60 per cent of the total costs in this segment and packaging costs (plastic films) account for 20-25 per cent of this.

Parle biscuits are even sold abroad in markets such as the US. pegged at close to 2. it is Parle which steals the thunder. Parle G. which has a 24 percent market share.´ For over 65 years. The original Glucose brand. America and Sri Lanka. Sixer and Fun Centre. Hide n¶ Seek. Parle G has been a part of the lives of every Indian.7 lakh tones a year. from frenetic cities to laid back villages. For fulfilling its vision they do every batch of biscuits and confectioneries are thoroughly checked by expert staff. The other brand in its stable are: Monaco. Various people have various reasons to consume it. Marie. South. ParleG enjoys a 69 percent share in the Glucose biscuit market. This is a sharp lead over closest competitor Britannia Tiger. parle vs competitors Although Britannia has more biscuit brands under its umbrella. Dubai. Parle G has nourished. it retains. in popularity. the Parle brand has grown from strength to strength ever since its inception. MISSION Hindustan Ki Taakat. Thanks mainly to its leading brand. Parle-G is on coupled with other glucose brands such as Parle-G Magix and Parle-G Milk Shakti. Australia. almost half the market share for biscuits in India. Ltd¶s turnover.PILLARS OF COMPANY SUCCESS: 1Appreciation through awards 2 Satisfaction survey 3 Zero defects 4 Coordination among employees 5 Kaizen &5s 6 Transparency in work 7 Trusts of each other 8 Involvement of all employees VISION The main vision of Parle-G to Concentrate on consumer tastes and preferences.From the snow capped mountains in the north to the sultry towns in the south. Parle-G¶s image as an affordable wholesome meal that could be used as a charger when low on energy as well as a tasty accompaniment with chai helped it to consolidate and retain its position as the number one biscuit brand for decades. Chesslings. Africa. These brands contribute more than 50 percent to Parle Products Pvt. For some it is a meal substitute for others it is a tasty healthy nourishing snack. has more in the urban sector. using the most modern equipment hence ensuring the same perfect quality across the nation and abroad. The brand recently achieved the distinction of being the highest selling Glucose biscuit in the world. Jeffs. Krackjack. some consume it for the value it offers while others consume it for sheer taste. and the company is consolidating its position in places such as Abu Dhabi. strengthened and delighted millions. The Glucose brand that enjoyed a monopoly in the market for decades surpassed the expectations of its makers. Lately the biscuit market 20 .

Cremica (north) and Anmol (east). after it acquired the bakery business of Modern. while ITC's Sunfeast glucose has captured 8-9 per cent. The biscuit market accounts for seven percent of the FMGC market sales in India. According to the union food processing ministry the production of biscuits in the organized and unorganized sectors is estimated at about 11 lakh tonnes. of course.has been seen buoyant growth. the biscuit industry in India grew by 11. PARLE PRODUCTS A number of products prepared at various units of Parle are as follows:Biscuits Variety: 21 . 47. Even Levers had forayed into this segment in 2003 and launched a glucose biscuit branded as Modern. However. its leading Glucose brand. Counterfeit biscuits are not only available cheap but they dent the brand equity of legitimate brands. It also tried to re-launch modern as a Glucose brand. Besides smaller players are also entering the fray. It will launch a slew of products around Tiger. are also unnerving existing players.800 crore FMGC sector. Only 35 percent of this is made by the organized sector. Competition has. ITC¶s food arm entered the market with its Sunfeast range of biscuits with offerings in Glucose. Recent strides by such small players as Surya Foods. It wants to complete keenly with Parle and Britannia. A big threat to legitimate biscuit makers comes from the duplicate market. Last year. which makes Priya Gold biscuits.7 percent last year. 4 crore in the biscuit segment. There are strong regional brands. Britannia is eyeing the Glucose brand and aims to overtake Parle¶s within three years¶ time. They could prove to be surprise future leaders. Marie and cream segments. Competition is hungry for a larger share in the pie. But they still have their work cut out. According to AC Nielsen Indian Retail Store Audit Data of 2003. the highest in the Rs. according to industry sources. Britannia will also outsource its production and plans to invest Rs. Britannia relaunched its Glucose-D biscuit as Tiger in 1995 and boasts of 17-18 per cent share. Parle¶s leadership position is not going to be easy. including Priya Gold (west). The entry of big players in the field could mean more competition for old hands in the game. Hindustan Lever Ltd (HLL) entered the market with its Kissan Greedy Biskits in three flavours. been trying to wean away customers from Parle.

Water . Parle Flavor Mi 10. Fat 3. Ammonium Bicarbonate . Skimmed Milk Powder (SMP) .Parl ± M aco Krackjack Mayfair C li Hi & Seek Fun Centre Marie C oice Ni kin Milk Shakti Parle-G-Magi -Choco Monaco-Jeera Kreams Confectionary Varieties Kismi toffee Kismi bar Melody Chintoo bar Mango bite Funtoosh Poppins Role mint Orangee Kachha Mango bite Xhale Golga IRE USE IN MANUFACTURE OF PARLE RAW MATERIAL RE 1. Inverted Sugar Syrup . Citric Acid FLOW SHEET FOR PARLE PRODUCTION RECEIVING OF RAW MATERIALS Not O K 22   . Salt 9. Sodium Bicarbonate .Maida (Wheat Flour) 1. Sugar 2.

All parle products are manufactured under the most hygienic condition. so as to ensure a constant out put & easy distribution.QUALITY CHECK Found . using the most modern equipment. The factories at Bahadurghar & neemrana are the largest such manufacturing facilities in India. in Haryana manufactures biscuits. on contract. in Rajasthan & Bangalore in Karnataka. All these factories are located at strategic location. Every batch of biscuits & confectioneries are thoroughly checked by expert staff. STORE ¡ REJECTED MAIDA DUMPING SIFTING SUGAR (GRINDED) MIXING FAT MOULDING BAKING COOLING PACKAGING DISPATCHING THE QUALITY COMMITMENT Parle products have one factory at Mumbai that manufactures biscuits & confectioneries while another factory at Bahadurghar. Each factory has state of the art machinery with automatic printing & packing facilities. Grate care is exercised in the selection & quality control of row materials. Parle has manufacturing facilities at neemarana. 23 . Parle Products also has manufacturing units for biscuits & 5 for confectioneries.K. Apart from this. packing materials & rigid quality standards are ensured at every stage of manufacturing process.

built over the years. function. Parle biscuits & sweets are available to consumers. Parle products also manufacture a variety of premium product for the up market. Additionally. there are 31 depots and C&F agent supping goods to the wide distribution network. And in this way. urban consumers. People are perceived as the most valuable assets of an organization and the optimum utilization of the skill. Raw material is being purchased from local Traders like yadav Sugar. we hire. Because of the good quality Beer in the unit the demand of its beer is from many states which increase the state earnings in from of Export fee / Duty to the state. Parle has nearly 1. they posses. knowledge. Most parle offerings are in the low and mid range price segments. SCOPE IN PARLE-G Direct Employment: The unit provides ample opportunities of employment and an average of 647 contract employees 192 role based employees are being throughout the year including Permanent & Contract Workers. it should always be ensured that there is no compromise in the quality of people. thus providing indirect employment to local Farmers & Traders. Pollution Control Board etc.500 wholesalers. catering 4. The value for money positioning helps generate large sales volumes for the products. caters a range of products to a variety of consumers. and provides revenue to other departments of the state like Sales Tax. The unit so far in the year 2009-10 has exported 6680412 BL Beer to other states. Apart from state revenues the unit is providing employment to educated un-employed persons. level. Carton from other local industries in the state & from the industries of neighboring states which also employees may people thus provides indirect employment to those employed persons too. attitude.. THE MARKETING STRENGTH The extensive distribution network. 24 . A two hundred strong dedicated field force services these wholesalers & retailers. The unit purchases its raw material like Crown.Parle saysabout quality that ³In today¶s knowledge driven business scenario. This is based on our cultivated understanding of the Indian consumer psyche. 25. The Parle marketing philosophy emphasizes catering to the masses. Empty Bottles etc. Rice Flakes. position. is a major strength of parle products. are directly instrumental to the growth of any organization. even in the most remote palaces and in the smallest of villages with a population of just 500. Electricity. while recruiting a candidate for any role. We constantly endeavor at designing products that provide nutrition & fun to the common man.´ Therefore. officers and Managers out of which maximum employees are from the local area. In-direct Employment: The unit also proves indirect employment like in a year an average 2500 trips of trucks are being used to dispatch its finished product to Rajasthan & Other states & bring raw material to the factory. However.000 retail outlets directly or indirectly.

Other Neighbours in the Park are : ‡ Sab Miller ‡ Ginni International ‡ Haryana Sheet Glass ‡ Tary Plus ‡ Nissin Break ‡ Mount Trading. We organise discussion forums and training programs on stress management and employee well being. Our work atmosphere is comfortable and relaxed that helps increase productivity and efficiency. The Excise department has posted an AEO. D To work towards the achievement of self-sufficiency in the field E To achieve higher growth through integration increase merger and acquisition by Diversification new business opportunities. Yoga trainings. Group lunches and outstation team-building exercises that augment inter-personal relations and mutual understanding are part of our work culture. health check-up camps and workshops on healthy lifestyle are regular events in Pa 25 .the current financial year 2009-10 the state revenues from the unit are likely to touch 400 lacs. B To earn a reasonable rate of interest on investment. from Regional Office Delhi Industrial Park Promoted by the Govt.75% of unit revenue to the state. C To maximize utilization of the existing facilities in order to improve efficiency and Increase productivity. ‡ ‡ ‡ 135 kms. LDC & a fourth Class employee in the unit and the wage expenses of these staff employees is around 3 lacs per annum which is around 0. working culture Parle has a very open work culture. OBJECTIVES A To serve the national interest in the parle biscuits and related sectors in accordance and Consistent with government polices.

Long duration sills up gradation training for promote officers introduced. Similarly if repairing is required in any item separate it and get it repaired . 5-S: SHITSUKE: 26 . HR TECHNIQUES ADOPTED AT PARLE«. The objects on the table must be in an organized manner. Every thing should have a place and everything should be in its place 3-S: SEISO: Cleaning: The work place must neat and clean.2-S: SEITON: Neatness: Put things in a proper way.³5 S´ WORK PLACE MANAGEMENT: AN INTRODUCTION Being a food product manufacturing unit.g. CHAPTER-3 HUMAN RESOURCE STRATEGY 1Restricting of marketing division along business lines to focus on distinct products service 2 Comprehensive reward management systems introduced to motive employees to achieve higher performance level. ´5 S´ is an Japanese concept for work placement management. 4-S: SEIKETSU: Standardisation: Here we set standards or develop systems to be followed in the workplace. Things not belonging to that area must be removed. These standards can be thought of by brain storming and small group discussins. desk. good house keeping and hygiene practices are therefore of paramount importance in the industry. y 5S y KAIZENS y SQC y TQM y POKA-YOKE 1.. 4Out bound experimental learning cross functional team building. There must be no dust on the floor. ³5 S´ includes the following: 1-S: SEIRI: Organization or re-organization is to sort out unnecessary items in the work place and apply stratification management to discard them e. 3 Leadership mirroring survey conducted across the organization for senior management level. So Parle uses the concept of ³5 S´ in the industry to keep the place clean and organized.

Your computer may not hav e enough memory to open the image. and many other industries. or the image may hav e been corrupted. with all its complexities Management: The system of managing with steps like Plan. Control. engineering. It is also a process that. influenced in part by American business and quality management teachers who visited the country. It has been applied in healthcare. when done correctly. TQM Total Quality Management (TQM) is a business management strategy aimed at embedding awareness of quality in all organizational processes. that cross organizational boundaries into the supply chain. supply chain. Restart y our computer. It also applies to processes. government. such as purchasing and logistics. Kaizen is a daily activity. kaizen refers to activities that continually improve all functions. 27 . When used in the business sense and applied to the workplace. Lead Staff. humanizes the workplace. kaizen aims to eliminate waste . Kaizen (Japanese for "improvement" or "change for the better") is a philosophy or practices that focus upon continuous improvement of processes in manufacturing. Organize. and management. By improving standardized activities and processes. and involves all employees from the CEO to the assembly line workers. supporting business processes. banking. provisioning and organizing KAIZEN The image cannot be display ed. y ou may hav e to delete the image and then insert it again.Discipline: This means whatever system is developed till now must be followed strictly with no pitfalls. the purpose of which goes beyond simple productivity improvement. It has since spread throughout the world. Total: Involving the entire organization. Kaizen was first implemented in several Japanese businesses after the Second World War. If the red x still appears. and then open the file again. and/or product life cycle Quality: With its usual definitions.

eliminates overly hard work ("muri"). small group. This group is often guided through the kaizen process by a line supervisor. Innovation involves a drastic improvement in the existing process and requires large investments. Kaizen strategy calls for never-ending efforts for improvement involving everyone in the organization managers and workers alike. as well as external stakeholders when applicable. directives and standard operating procedures (SOPs) and then work towards ensuring that everybody follows SOP. Kaizen signifies small improvements as a result of coordinated continuous efforts by all employees. and issues that arise from them are typically used in later blitzesKaizen means "improvement". and establishing higher ones. management works continuously towards revising the current standards. the process suggests a humanized approach to workers and to increasing productivity: "The idea is to nurture the company's human resources as much as it is to praise and encourage participation in kaizen activities. a focused kaizen that is designed to address a particular issue over the course of a week is referred to as a "kaizen blitz" or "kaizen event". or large group. rules. it is usually a local improvement within a workstation or local area and involves a small group in improving their own work environment and productivity. which can be rapidly adapted as new improvements are suggested. cross-departmental scale in companies. These are limited in scope. and operating standards. suggestion system. maintenance. The objective of the maintenance function is to maintain current technological. At Toyota. managerial. and teaches people how to perform experiments on their work using the scientific method and how to learn to spot and eliminate waste in business processes. Under the maintenance function. This philosophy differs from the "command and control" improvement programs of the mid-twentieth century. sometimes this is the line supervisor's key role. Kaizen and Management Management has two major components: 1. improvement. 28 . Improvement can be broken down between innovation and Kaizen. While kaizen usually delivers small improvements. then adjusting. generates total quality management. the culture of continual aligned small improvements and standardization yields large results in the form of compound productivity improvement." People at all levels of an organization can participate in kaizen. the management first establishes policies. The latter is achieved through a combination of discipline and human resource development measures. once they have been mastered. Under the improvement function. and 2. and frees human efforts through improving productivity using machines and computing power. Large-scale pre-planning and extensive project scheduling are replaced by smaller experiments. Kaizen methodology includes making changes and monitoring results. from the CEO down. The format for kaizen can be individual. Kaizen on a broad. The improvement function is aimed at improving current standards." Successful implementation requires "the participation of workers in the improvement. In modern usage. In all.

but soon such success disappear like fireworks on summer night and after a while nothing is left.. Key elements of kaizen are quality. The cycle of kaizen activity can be defined as: Standardize an operation Measure the standardized operation (find cycle time and amount of in -process inventory) Gauge measurements against requirements Innovate to meet requirements and increase productivity Standardize the new.competencies. Process-Oriented Thinking vs. and then open the file again. it experiences some initial success. willingness to change. The five main elements of kaizen Teamwork. Result-Oriented Thinking Kaizen concentrates at improving the process rather than at achieving certain results.thinking should be positive to cooperate with the stress of load. Improved morale. such as total quality management (TQM). and communication.morale should always be higher. Deming cycle.. y ou may hav e to delete the image and then insert it again. Such managerial attitudes and process thinking make a major difference in how an organization masters change and achieves improvements. If the red x still appears. . The image cannot be display ed.in isolation .Implementation of Kaizen Strategy in parle-g One of the most difficult aspects of introducing and implementing Kaizen strategy is assuring its continuity. When a company introduces something new.peohple should work in teams that they can share their skills.productivity will naver improve . Quality circles Suggestions for improvement 29 . Personal discipline if one works in discipline then he can better concentrate better on the work. or PDCA. effort. Restart y our computer. and management keeps looking for a new flavor of the month. Your computer may not hav e enough memory to open the image. or the image may hav e been corrupted. involvement of all employees. improved operations Continue cycle ad infinitum This is also known as the Shewhart cycle. This if because the company lacks the most important conditions for the successful introduction and implementation of Kaizen strategy.

For this reason. We will first see what types of variation we can observe when 30 . but the cumulative effect is tremendous.Quick and Easy Kaizen Quick and Easy Kaizen (or Mini-Kaizen) is aimed at increasing productivity. such as the central tendency and variability of observed data. promotes personal growth of employees and the company. However. Statistical quality control can be divided into three broad categories: Descriptive statistics are used to describe quality characteristics and relationships. Statistical process control (SPC) involves inspecting a random sample of the output from a process and deciding whether the process is producing products with characteristics that fall within a predetermined range. Acceptance sampling helps us decide whether desirable quality has been achieved for a batch of products. it does not help us identify and catch a quality problem during the production process. they are not enough to help us evaluate whether there is a problem with quality. Acceptance sampling can help us do this. For this we need tools in the statistical process control (SPC) category. we will devote most of the chapter to this category of tools. standard deviation. all from a very grassroots level. Statistical quality control (SQC) It is the term used to describe the set of statistical tools used by quality professionals. Quick and easy Kaizen helps eliminate or reduce wastes. Descriptive statistics are used to describe certain quality characteristics. Acceptance sampling is the process of randomly inspecting a sample of goods and deciding whether to accept the entire lot based on the results. All three of these statistical quality control categories are helpful in measuring and evaluating the quality of products or services. SPC answers the question of whether the process is functioning properly or not. and serves as a barometer of leadership. They also help us identify a change or variation in some quality characteristic of the product or process. Included are statistics such as the mean. the range. The quality control tools we will be learning about do not only measure the value of a quality characteristic. and whether to accept or reject the items produced. Although descriptions of certain characteristics are helpful. provides guidance for employees. job environment or any company process for that matter. and worker satisfaction. Every company employee is encouraged to come up with ideas however small that could improve his/her particular job activity. Acceptance sampling determines whether a batch of goods should be accepted or rejected. and a measure of the distribution of data. quality. The employees are also encouraged to implement their ideas as small changes can be done by the worker him or herself with very little investment of time. Each kaizen may be small. The tools in each of these categories provide different types of information for use in analyzing quality. statistical process control (SPC) tools are used most frequently because they identify quality problems during the production process. Although this information is helpful in making the quality acceptance decision after the product has been produced.

2 kg of namkeen would signal a problem. These are called assignable causes of variation. The second type of variation that can be observed involves variations where the causes can be precisely identified and eliminated. In the example of the namkeen packet filled with 1. Then we will be able to identify specific tools used for measuring this variation. if the problem is allowed to persist. The machine may need to be readjusted. For example. Some are filled slightly higher and some slightly lower. 31 . SQC AND PARLE-G If one look at packets of namkeen placed at a grocery store. Common causes of variation are based on random causes that we cannot identify.measuring quality. tools. In each of these examples the problem can be identified and corrected. you will notice that some are slightly larger than others and some have more blueberries than others. if we look at blueberry muffins in a bakery. These types of variation are unavoidable and are due to slight differences in processing.8 and 1. If production goes out of this range²packets are found to contain on average 1 kg ² this would lead us to believe that there is a problem with the process because the variation is greater than the natural random variation. workers. machines. an employee who needs more training. Also. Similarly. These types of differences are completely normal. causes of variation. These are called common. An important task in quality control is to find out the range of natural random variation in a process. or random. if the packet of namkeen may have 1 kg of namkeen. We can assign the variation to a particular cause (machine needs to be readjusted) and we can correct the problem (readjust the machine). and other factors. we may determine that the amount of natural variation in that packet is between . This would be an assignable cause of variation.2 kg. it will continue to create a problem in the quality of the product. he will notice that no two Packets are filled to exactly the same level. we would monitor the production process to make sure that the amount stays within this range. No two products are exactly alike because of slight differences in materials. If this were the case. or a machine in need of repair. Examples of this type of variation are poor quality in raw materials.

2 ounces. Where to Inspect Since we cannot inspect every aspect of a process all the time. For example. any production process has a certain amount of natural variation associated with it. The quality of the product represents the company¶s overall quality. Another reason for checking inbound materials is to check the quality of sources of supply. Although the bottles should be filled with 16 ounces of liquid. Process capability thus involves evaluating process variability relative to preset product specifications in order to determine whether the process is capable of producing an acceptable product. let¶s look more closely at the term specification. the average bottle fill may be 16 ounces with tolerances of _. This is called process capability. Prior to Costly Processing During the production process it makes sense to check quality before performing a costly process on the product. the process variation cannot exceed the preset specifications. For example. though it is acceptable if it falls within the limits of 14. Product specifications.3 inches.3. for soft drink .2 ounces. For a product to be considered acceptable. adding a costly process will simply lead to waste. It is important to check the quality of materials before labor is added to it. Similarly.8 or as high as 16. If quality is poor at that point and the product will ultimately be discarded. For example. such as product dimensions. This means that the width of the part should be 15 inches. This is the last point at which the product is in the production facility. Product specifications often called tolerances. In this section we will learn how to measure process capability. As we have learned. the amount can be as low as 15. Following are some points that are typically considered most important for inspection. Inbound Materials Materials that are coming into a facility from a supplier or distribution center should be inspected before they enter the production process. chair frames should be inspected for cracks before the leather covering is 32 . or tolerance limits. Specifications for a product are preset on the basis how the product is going to be used or what customer expectations are. the specifications for the width of a machine part may be specified as 15 inches _. Otherwise. in the production of leather armchairs in a furniture factory.7 inches and 15. its characteristics must fall withi this preset range. are preset ranges of acceptable quality characteristics. the product is not acceptable. The final quality level is what will be experienced by the customer. packaging. it would be wasteful for a seafood restaurant not to inspect the quality of incoming lobsters only to later discover that its lobster bisque is bad. To be capable of producing an acceptable product. and presentation. Finished Products Products that have been completed and are ready for shipment to customers should also be inspected. Consistently poor quality in materials from a particular supplier indicates a problem that needs to be addressed.So far we have discussed ways of monitoring the production process to ensure that it is in a state of control and that there are no assignable causes of variation. are usually established by design engineers or product design specialists. another important decision is to decide where to inspect. and an inspection at this point is necessary to ensure high quality in such aspects as fitness for use. To understand exactly what this means. Some areas are less critical than others. A critical aspect of statistical quality control is evaluating the ability of a production process to meet or exceed preset specifications.

as the role of workers changes. SQC tools are dependent on information. and are actually used by other organizational functions in designing and evaluating their tasks. Everyone benefits from this collaborative relationship: operations is able to produce the right product efficiently. the finance evaluates the dollar costs of defects. Information systems is a function that makes much of the information needed for SQC accessible to all who need it. Consultation with marketing managers is essential to ensure that quality standards are being met. The human resources department is responsible for hiring workers with the right skills and setting proper compensation levels. However. As a company develops ways of using TQM and SQC tools. As we have seen. if the frame is defective the cost of the leather upholstery and workmanship may be wasted. SQC tools require input from other functions. and finance can boast of an improved financial picture for the organization. All functions need to work closely together in the implementation of statistical process control. take pride in their work. It is up to marketing to provide information on current and future quality standards required by customers and those being offered by competitors. you may not readily see how these statisticaltechniques affect other functions of the organization. It is easy to see how operations managers can use the tools of SQC to monitor product and process quality. SQC IN VARIOUS DAPARTMENTS OF COMPANY Marketing plays a critical role in setting up product and service quality standards. SQC tools are not used only to monitor the production process and ensure that the product being produced is within specifications. SQC also affects various organizational functions through its direct application in evaluating quality performance in all areas of the organization.added. 33 . and assume higher levels of responsibility. Human resources becomes even more important with the implementation of TQM and SQC methods. Information systems managers need to work closely with other functions during the implementation of SQC so that they understand exactly what types of information are needed and in what form. In fact. because it is responsible for placing financial values on SQC efforts. since sales of products are dependent on the standards being met. information systems managers must be part of this ongoing evolution to ensure that the company¶s information needs are being met. measures financial improvements that result from tightening of quality standards. To understand and utilize SQC tools. influence their success. and is actively involved in approving investments in quality improvement efforts. Operations managers can incorporate this information into product and process design. Finance is an integral part of the statistical quality control process. Otherwise. For example. meeting quality standards is essential to the marketing department. workers need ongoing training and the ability to work in teams. At the same time. and it is up to information systems managers to make that information available. marketing has the exact product customers are looking for.

1 PAIR SHOES. these tools can be used to monitor both quality levels and defects in accounting procedures.UNDER ESIC. sales and marketing. POKA-YOKE Poke Yoke is a Japanese technique which means mistake proof system. BIRTHDAY GIFT. financial record keeping. TRANSPORTATION FOR ASSOCIATES AND TRANSPORT CHARGES FOR THOSE WHO ARE NOT AVAILING COMPANY TRANSPORT AT 5RS/DAYS. The same stringent standards and quality evaluation procedures should be used in setting standards and evaluating the performance of all organizational functions. MEDICAL EXAMINATION. Having high quality standards in operations does not guarantee high quality in the organization as a whole. Employee Welfare action: y y y y y UNIFORM. ³Yokeru´ means to avoid and ³Poka´ means inadvertent errors. Poka Yoke methods are simple concept for achieving this goal. and other functions. CANTEEN FOOD &TEA 3RS/DAYS.2 PAIRS OF UNIFORM. .& 1 PAIR SWEETER. DEEWALI SWEETS & G 34 . office administration. SPORTS DAILY CRICKTE MATCH.As we have seen in the Motorola Six Sigma example.

recruiters need to be more selective in their choices. public service organisations must seek all possible avenues for improving their output and providing the satisfaction their clients require and deserve. in others. untrained employees who provide them. the organisation can fail to achieve its objectives thereby losing its competitive edge and its share of the market. the talent available within and outside of the organisation. The provision of high-quality goods and services begins with the recruitment process. In this phase of the staffing process. No longer are citizens content to grumble about poorly-produced goods and services and the underqualified. As societies become more critical and litigious. impact staff morale. since poor recruiting decisions can produce long-term negative effects. the production of high quality goods and services and the retention of organisational memory. the recruitment process provides the organisation with a pool of potentially qualified job candidates from which judicious selection can be made to fill vacancies. in turn. existing laws inhibit change. the emphasis on New Public Management/ Public Sector Management approaches has forced public organisations to pay closer attention to their service delivery as consumers have begun to expect and demand more for their tax dollars. Traditionally. But in recent time. This project discusses the strategY that organisations can and do employ to ensure the existence of the best possible pool of qualified applicants from which they can fill vacancies as and when required. the inhibiting factor is managerial inertia. an organisation formulates plans to fill or eliminate future job openings based on an analysis of future needs. As the job market becomes increasingly competitive and the available skills grow more diverse. effective hiring strategies. While it is understood and accepted that poor recruitment decisions continue to affect organisational performance and limit goal achievement.1 In other words. it is taking a long time for public service agencies in many jurisdictions to identify and implement new. In some areas. among them high training and development costs to minimise the incidence of poor performance and high turnover which. and the current and 35 . Recruitment is described as ³the set of activities and processes used to legally obtain a sufficient number of qualified people at the right place and time so that the people and the organisation can select each other in their own best short and long term interests´. Successful recruitment begins with proper employment planning and forecasting. Acquiring and retaining high-quality talent is critical to an organisation¶s success. as a human resource management function.CHAPTER-4 RECRUITMENT STRATEGY INTRODUCTION Recruitment. is one of the activities that impact most critically on the performance of an organisation. Public Service organisations have had little need to worry about market share and increasing competition since they operate in a monopolistic environment. At worst.

Contents Also related to the success of a recruitment process are the strategies an organisation is prepared to employ in order to identify and select the best candidates for its developing pool of human resources.e. At the middle levels. A recruiter can have a signifi cant impact on job applicants. recruitment websites and job search engines. 36 . can be a useful activity. Organisations seeking recruits for base-level entry positions often require minimum qualifications and experience. interviewed. An experienced recruiter who is familiar with the organization can also be an important source of realistic and accurate information for candidates (i. "headhunters" for executive and professional recruitment. Most organisations utilise both mechanisms to effect recruitment to all levels. However.. There is also evidence to indicate that friendly and informative recruiters are associated with firmer intentions to accept job offers. These applicants are usually recent high school or university/ technical college graduates many of whom have not yet made clear decisions about future careers or are contemplating engaging in advanced academic activity. high-quality talent. niche agencies which specialize in a particular area of staffing and in-house recruitment. The supervisor for the position and coworkers are likely to be the most effective recruiters as they will be viewed as trustworthy and credible sources of information about a position and the organization. conduct interviews. and selecting qualified people for a job at an organization or firm. and screening and selecting potential candidates using tests or interviews. The push for scarce. Comparing the effectiveness of applicants hired from various sources in terms of job performance and absenteeism is also helpful.and large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies. a cost-benefi t analysis can be done in terms of the number of applicants referred. to answer telephone enquiries.). providing a realistic job preview). IT refers to the process of attracting. Evaluation of recruitment strategy Periodically evaluating the effectiveness of your recruitment strategy. For some components of the recruitment process. The stages in recruitment include sourcing candidates by advertising or other methods.e. such as the type of sources used for recruiting. The recruitment industry has five main types of agencies: employment agencies. selected. Emphasizing the positive aspects of a position is important in order to attract desired candidates. has usually been at the senior executive levels. The recruiter A range of people within an organisation may be called upon to act as recruiters (i. etc. screening. an unrealistically optimistic job description may create problems in the longer term if a new employee¶s expectations are not met.. senior administrative. mid. and hired. For instance.anticipated resources that can be expended to attract and retain such talent. technical and junior executive positions are often filled internally. particularly their interest in a position and their intention to accept a job offer. often recruited from external sources.

What is its public presence? What is the public perception? Then do what you can to clarify.Employment Branding It should be emphasized today that the 21st century belongs to human resources and to organizational capabilities. In the future. an organization needs to differentiate themselves from others. you will likely have to have an employment marketing vision or employment brand for attracting new talent. In order to attract talent. employment branding gets the company the talent it seek´ . Recruitment Process: FLOW CHART Phase I: Pre-Selection Functional µor¶ Regional Head MRF Approval & Approving Authority Job Description & Candidate Profile (Education. ³Potential employees want to know that they will be working for an organization that has a good reputation. the people of an organisation know their market and have a clear vision on how to provide services or products to that market. The Business Development Bank of Canada (BDC) states that one of the most important issues in attracting talent today is to market your company . unify and promote that message. Attitude etc) Search HR y y y y y y y CV Sources Internal CV database Hiring Consultants e-Recruitment portals News paper Advertisement Internal Reference Personal Networks Market Intelligence CV Bank 37 . This reputation or culture is very important to potential talent and true ³branding ensures high motivation and helps align employees¶ vision and values´ with those of the organization . competencies. Creating awareness of the organization is another important step in attracting the best people . As an organization. Consider how our organization is representing itself in the community. BDC consultant Bill Guest states.

Phase ± II: Selection Initial HR Screening Short-listed CVs Called for Personal Interviews (Local candidates) CVs not short-listed go to CV Database (For Future use) Short-listed CVs Tel. Interviews (Outstation candidates) HR co-ordinates to organize the interviews Preliminary Interviews (As per the Selection approving Matrix) Short-listed candidates Final Interview (As per the Selection Approving Matrix) De-briefing & final decision (Interviewers discuss amongst themselves & with HR to take a final selection decision) Phase ± III: Post-Selection 38 .

competency mapping & CV Sourcing Initial HR screening / short -listing Time frame 12ays 2 days 4 days 4 days 2 days 6 days II Organizing the Preliminary Interviews Organizing the Final Interviews De-briefing sessions to take the final decisions III Preparing the Salary Proposal. Negotiate with the selected candidates & offer closure 39 . HR follows a specific project deadline of 30days (from the day it had received the approved Manpower Requisition) to hire a new employee. The process specific schedule break -up is mentioned below ± Phase I Activities Role Identification. and tries to pursue & seals the offer HR informs the concerned Functional Heads & the Regional Heads about the probable DOJ HR does the necessary Reference checks & get the details documented in specified format Recruitment Cycle Time: To bring in more dynamism and effectiveness in t he recruitment process.Salary proposal (Approved Authority to prepare it keeping in mind the Internal Equity) Approved authority does Salary Negotiation & Extends the offer HR closes it & sends out the offer letter Offer Accepted Offer NOT Accepted HR works out the modified offer. if possible within the band. JD.

Such practices should be free from discrimination adhering to legislation) and patronage (such as employing friends or ³jobs for the boys´).CHAPTER-4 RECRUITMENT STRATEGY for parle-g y By the 30th april of every year manpower plans are prepared . physical impairment. colour. medical record. Recruitment practices should be based on a candidate¶s knowledge. c. engaged and flexible employees.Reduce the cost per hire and total cost of recruitment activities in the organization e. marital status. marital status. Key legislation relevant to recruitment practices involves equal opportunity and anti-discrimination in employment and ensure that recruitment practices are not influenced by any irrelevant features of the candidate such as age.net requirement of each department for the year is derived (skill + category wise) by the HOD¶s .These future plans are then approved by the MD of the company.RSM¶s BH¶s. nationality. reduce employee turnover rates. gender reassignment. sexual preference. political or religious belief. or trade union activity. b. social origin. ethnic or national origin. cultural background. gender. either direct or indirect. race. f. Every worker has rights and obligations under various legislated acts. skills and abilities relevant to those specifically required for the duties of the position. motivated. and limit the need for recruitment activities.To ensure that we always hire the RIGHT people at RIGHT role at RIGHT time. religion. sexuality.Retain employees longer. In any of our recruitment and selection procedures.Also to thrive a strong Employer Branding to attract the best talents available in the Industry Equal opportunities Parle is committed to being an equal opportunities employer which values its staff and others who come into contact with it. OBJECTIVE: a-Recruit qualified. we must ensure that there is no discrimination. d. knowledgeable. disability or age. irrespective of gender.Recruit employees who are likely to be able to fill various parallel and vertical positions within the organization. UNDER THE MICROSCOPE 40 .

This is an unreasonable because a persons age is not a determinant of their ability. ‡ Job opportunities are known about and publicised by various means as appropriate to the post and resources available -internal advertisements. Example: Not recommending applicants for a position because they are either perceived to be too young or too old. 41 . Descrimination should be avided.To ensure fair treatment: ‡ Prospective applicants must be given equal and reasonable access to adequate information about the job and its requirements. However this indirectly discriminates against applicants who have reasonable family responsibilities which result in them being unavailable at these times. Indirect discrimination is unlawful when the rule or requirement is unreasonable. but which has an unequal effect on certain groups of people. this may be indirect discrimination on the ground of age. Example: 1. and about the selection process. ‡ Applicants must be considered equally on merit at each stage of the selection process ‡ Selection must be based on relevant criteria applied consistently to all the candidates Equality of opportunity must apply throughout the process. an applicant must have had at least five years¶ experience in a similar job. younger applicants may had the skills. selection panel organises to hold all interviews prior to 8:30am or after 5pm in order to suit their business. job descriptions. ‡ Those appointed have the necessary skills and competencies for the job competencies are detailed in advertisements. ‡ Selection is fair and objective at each stage -we continuously monitor and compare our equal opportunities statistics to ensure we have a diverse workforce and seek improvements. Descrimination in a recruitment process can of following types: 1. but not the stated length of experience. press and agency advertisements.An agency makes a rule that to be eligible for an promotion to an executive position. Direct Discrimination This occurs when there is: less favourable treatment in comparison to another person of a different group. Indirect Discrimination This occurs when there is a policy. or less favourable treatment on the basis of a characteristic or presumed characteristic that is associated with the group the person comes from. and interview assessment forms. rule or µway of doing things¶ that might appear on the surface to be fair or neutral. knowledge and capacity required to perform the job.

Additionally diversity must move beyond being a purely intellectual exercise to becoming an inherent component of organizational values . influential and achievement oriented. Employers need to think creatively about the competencies or transferable skill sets necessary for the job. or management development training for women where they are under-represented in management grades Job advertisements may also state that the employer encourages applications from those groups that are under. Currently this generation is heavily marketed to. well-educated. and age) and the Disability Discrimination Act 1995 set out the legal requirements for employers. and to this end employers may offer training and encouragement to any under-represented groups. organizations look at attracting this M/E generation from other provinces rather than looking to immigration as a way to solve labour shortages. By recruiting from all age groups. age and gender. talented.represented in the organisation. religion or belief. and think beyond their industry specific box. disability. Diversity should also go beyond industry. the Employment Equality Regulations (covering sexual orientation. The organisations with an inclusive organizational culture will attract and retain the much needed talent for the future. optimistic. RECRUIT FROM DIVERSE BACKGROUND Another strategy is to consider persons from other career paths with similar competencies. Examples include preapplication assistance for those who do not have English as their first language. seek common skill sets or common competencies. The younger talent according to want work to be fun and to interact with other young people. and they should be fully consulted when new procedures are introduced or existing procedures reviewed. Consider interviewing someone from a different industry background. open minded. sexual orientation. The Sex Discrimination Act 1975. and explore how that diversity can be mutually beneficial for your organizational culture. Organizations should be aware that the provisions of the Disability Discriminatio Act 1995 not only make it unlawful to discriminate against disabled individuals without justifiable reason but also require employers to make reasonable adjustments to the workplace or working arrangements. 42 . Employees and their representatives will also have an interest in fair. the organization of the future could see a five decade spread between employees. age. physical abilities. and traveling´ Generations calls this group of young talent ³Millennials´ and describes them as ³sociable. . collaborative. and religion or belief. The needs and desires of the younger twenty something talent will be quite different than the needs of the septuagenarian. Equality of opportunity is an integral part of the recruitment and selection process. these young adults may not be ³a predictable source labour as they engage in an endless round of working. Diversity for a growing number of organizations will require talent with differing ethnicity. sexual orientation. the Race Relations Act 1976. race. nondiscriminatory recruitment and selection policies. and employers will need to adapt.The importance of fairness The employer has the legal responsibility to ensure that no unlawful discrimination occurs in the recruitment and selection process on the grounds of sex. going back to school.

Provide contract. temporary or consultation opportunities not be enough younger people to fill the void when the baby boomers start to retire . ³Every 7 seconds another Boomer turns 50´ and for the most part they are very concerned about health and wellness . Provide management training on how to utilize and manage 50+ employees 5. 1. managers¶ responsibilities for employment equity are stated as: ‡ Ensuring effective overall performance and continuous progress of the 43 . the Millennials. detailed procedures and processes exist or must be established to minimise discrimination. women. Provide phase-in retirement arrangements. seasonal options 2. How fairness/equity can be maintained in the recruitment process: It is often difficult to ensure and maintain fairness/equity in the recruitment process although. -The usual format of job fairs is to have several companies set up information stations at an expo. visible minorities and the disabled are usual targets. Provide opportunities to be promoted or transferred 4. In the legislation. Armstrong-Stassen identified seven ways to attract this talent. in every jurisdiction. Where necessary. if any. not micromanaged These PEOPLE are the talent currently living in our community and attending our schools. opportunities to reduce work time 7. Provide more part-time work arrangements. With adequate training.companies need to learn lessons from professional sports and take steps such as offering five-year contracts with agreed severance packages and signing bonuses. The wants of older talent from a job are similar to those of their children. In a University of Windsor research project on 50+ employees and retirees. they would like to apply to. Interested individuals browse through the information provided by each company and then decide whichcompany. but many are more concerned about ³leaving a legacy and doing meaningful work than the status of their job title. employers should design recruitment programs and management systems based on the values and needs held by. Provide training to upgrade current skills and to acquire new skills 3. apprenticeship or mentorship they could help mitigate a skilled worker shortage. -Each country designates/identifies a group or groups for special notice. there are laws that protect individuals and vulnerable groups from the negative impact of discriminatory practices. The fairs usually have a common theme or are specific to a certain field or area of interest. They have the opportunity to talk with a current employee of specific companies to learn more about the employment experience. systems. Create mentoring roles or special projects for 50+ employees 6. with at least one representative of the company present to provide information. Work with positive people Be challenged Be treated respectfully Learn new knowledge and skills Work in friendly environments Have flexible schedules Be paid well Be coached and mentored.

in ensuring that there were no infringements against individuals rights. Legal mandate The recruitment. Any difference in job specifications compared to that in databas e would also be discussed. The following Acts make certain types of discrimination unlawful in employment therefore. . while serving officials may compete for promotion or transfer. The initiator shall send the manpower requisition for m t o HRD and discuss with HR Head on possible sources. ‡ Showing leadership in employment equity and demonstrating commitment to it by ensuring that discrimination and stereotyping are not tolerated. HRD and the Department Head would agree on methods and end dates for recruitment depending on the urgency. Government . Management of the selection process according to the regulatory framework ensures accountability. The depart ment has the opt ion of keeping a vacancy in abeyance. integrate workplace diversity principles into human resources policies and practices. 1984  Sex Discrimination Act. selection and placement of personnel is done in terms of the legal framework applicable to the organisation which are engaged in providing services or products to the public. 1984  Racial Discrimination Act.employment equity goals within the operation. ‡ Reflect agency workplace diversity objectives in workplace agreements and certified agreements. some of which related to recruitment: ‡ Integrate workplace diversity with the agency¶s goals and business. issued general guidelines on workplace diversity. ‡ Achieving. also cover the total selection process from advertising to appointment:  Equal Opportunity Act. Initiating Recruitment ± Recruit ment is always initiated by Depart mental Head for all posit ions. ‡ Gather information on demographics. 1975  Disability Discrimination Act 1992 Human Rights and Equal Opportunity Commission Act 1986 ‡ Human Rights Legislation and Equal Opportunity Commission Act (1986) ‡ Equal Employment Opportunity for Women in the Workplace Act (1999) ‡ The Disability Discrimination Act (1992). and Informing and educating employees in the organisation about employment equity and diversity. fostering and maintaining a representative workforce. Thus all applicants who qualify are given an opportunity to compete for appointment. ‡ Review recruitment and selection processes to ensure that current and potential employees are not discriminated against. ‡ Ensure information about employment opportunities is available in accessible formats. business plan and client service charters. ‡ Include implementation of workplace diversity objectives in the corporate plan. 44 .

part time. technology. or that the competences required are different from those of the previous employee. twilight shifts and callout contracts among a variety of working time available. job-sharing. analysing work processes. job vacancies may occur when an organization or work unit is set up ab initio. Details of requirements will emerge from the compilation and regular revision of the human resource plan. rather than the µjob¶ as having an existence. term-time working.. Sourcing T he requirements are carefully estimated because any negligence would result in either overstaffing or understaffing. This allows the organization to access new labour markets. Sound human resource planning and job analysis. organizations consider employing people with contracts that depart from full-time. perhaps to decide that there is no vacancy. mergers. It is helpful to think in terms of capability and the competences necessary for successful performance. location. acquisitions. should ensure that this does not happen. Because of the subtle changes that are continuously taking place in work organizations. As this would not 45 . when any reorganization takes place through changes of policy. one of the most important roles the HR function can perform is to ensure there is a review of the need for skills and to discuss with line managers how work is being organized efficiently. the demand. demergers or. i. working from home. The first stage in the procedure is concerned with the question of what resources are needed.e. annualized hours. I. T he estimation of the nu mb er of employees required for each category/cadre or wor k level depends on the following factors  New show rooms /Installed machi nery  Employee turnover in a particular sect ion/department  Superannuation  Promotion  Transfers  Degree of automation  Introduct ion of new process es Preconditions for Recruit ment On receiving the requirement HRD woul d assess availability of internal candi dat es eit her on its own or on the advice of the Department. when employees leave the organization and need to be replaced. Labour turnover offers the chance of changing structure. In practice. Esti mating the number a nd class of manpo wer required for prese nt and i mme diate future needs. At the same time franchise operations and subcontracting arrangements provide opportunities for work to be carried out without the employer bearing the costs and risks of traditional recruitment and employment methods. the existence and nature of job vacancies should not be accepted without question. most commonly. These include short term. normal working hours. Increasingly. when there is expansion. regularly and systematically reviewed. compressed work hours.

projections and issues requir ements. which need to be discussed with other departments. programs in the light of feedback and problems.  Maintain up-to-date dir ectory of external agencies .  Decide on t hrust areas in HR management and recruit ment at a corporate level. media agents etc. level etc. this process should not take more than a day. efficiency of recruitment met hods etc  Prepare annual budgets for recruit ment and get t hem approved. ad agencies.  Highlight HR implications of various business decisions and plans and suggest courses of action. turnover.  Intervi ew candidates for selection for Managers and above level positions. Datab ase Search .  Maintain up-to-date ma np ower status showing sanctions.  Present the company positivel y by briefing all interview candidates about the company. compa ny ageing. T his should take less than a day. printers.  Push gradually for a decentralised approach to recruit ment whil e keeping basic controls.  Highlight gaps and anomalies in job sp ecs across levels and functions  Monitor and ass ess continu ously the recruit ment pull of t he compa ny and suggest cours es of action. 1.  Monitor costs of recruitment and keep them within budget s.  Prepare and pr esent recruit ment related trends.  Encourage policies that help restrict recruit ment to entry level or sp ecialised positions. 2.consultants. CEO  Approve Manpower Requirements.HRD would also si mu ltaneously search the candidates ¶ database for a possible mat ch. HR Head (ED-HR thro ugh GM-HR)  Coordinate preparation of annual manpower by various functions and cons olidat e for discussion and approval from CEO.  Negotiate compensation with the s elected candidat es.  Suggest changes to recruitment policies. Recruit ment involves a combined effort of various people within the orga nisation. 46 .  Approve budgets for recruit ment. T heir responsibilities and contributions are b ei ng listed out below.  Intervi ew candidat es for selection.  Ensure that candidate is clear about job terms and compa ny offerings and is not given any untenable promis es. it s culture and its plans.  Approve changes in to recruit ment policy. vacancies by function. If fou nd the details may be given to the department. if ther e are possibilities.  Approve exceptional cases of comp ensat ion. However.be fres h s earch. it may take mor e time. Role s of various players in recruitme nt.

 Ensure a reliable syst em to commu nicate with candidates on the status of their candidature. profile up gradations. follow-up communication. assess ment records. plac e etc. reduced hours.  Discuss with HR issues such major people intake.  Have clear agr eement of t er ms with ext ernal agencies on services. benefits. coordinators.  Assess in int erviews candidates functional comp etence and compatibility. 3. 1.MANPOWER NEED ASSESSMENT Analysis of Need As a post becomes vacant the manager should review the post and consider:  Have the duties and responsibilities of the post altered significantly?  Is there a need to fill the vacancy at this time?  Is the grade of the post appropriate?  Have any changes in organisational structure affected the post?  Is the post suitable for jobshare. HR. 4.  Condu ct preliminary or final salary negotiation within agreed range. stay etc. no waiting.  Intervi ew candidat es. agencies.  Ensure candidates have a clear understanding of offer t er ms. flexible working?  What are the budgetary implications of filling the post? 47 .  Do first level shortlist and coordinat e with functions hea d for a final list. panel memb ers.  Monitor recruit ment speed and help decrease cycle time.  Monitor perfor ma nce of recent recruits.  Coordinate interview dates among candidat es.  Help HR in implementing policies and decisions on recruit ment.  Maintain up-to-date and flexible database of industry nor ms on salary.  Release payment to ext ernal agencies as per agr eed t er ms.  Condu ct a reference check on candi dates prior to employment. panel memb ers.accurate and clear infor mation (to candidates.  Ensure that candidate is clear about job terms and compa ny offerings and is not given any untenable promis es. Business Heads / Functio nal Heads  Maintain a comprehensive and flexible candidate database sorted in ma ny ways. abnormal turnover etc  Discuss wit h HR job specifications. job specifications et c.  Help HR in coordinat ing internal placements. and travel.  Ensure professional conduct of interviews .  Assist HR head prepare consolidated annual ma np ower plan and budgets for recruit ment.  Monitor recruit ment exp enditure under heads such as media. admin staff) prompt ness.

1.2 If it is determined the post should continue the decision to fill the vacancy should be supported by the relevant Director. an EXIT interview will be undertaken to ascertain the factors which influenced the decision with a view to taking any necessary steps to prevent others leaving for the same reasons 3. or the methods of working will be subject to existing local arrangements. Business Growth 2. job sharing. 3. Where the recruitment and selection exercise is likely to take longer than four weeks managers may select a relief/supply worker to be awarded a temporary contract for the duration of the recruitment and selection process.4 The funding for the post.1.1 The need for the continuation of the post must be determined by the line manager. consideration may need to be given to re-designing the job or to introducing more flexible working arrangements e. 2.1 The need for the post must be identified by the line manager and supported by the relevant Director 2. Can the duties be reorganised amongst the remaining team?  For shortterm temporary vacancies the manager should also consider the use of secondment. flexitime etc. 3. 3. part-time.2 A job description and person specification must be prepared by the line manager prior to the post being advertised 2.NEW POSTS In order to create a new post the following steps must be taken: 2. including the full costs of the post must be identified by the line manager. the vacancy should be filled by normal recruitment and selection mechanisms. undertaking higher duties and acting up opportunities and referring to the temporary register.3 The job description and person specification must be amended by the line manager 48 . Immediate Need Departments may maintain a register of suitably qualified relief/supply workers to provide emergency cover for specific posts. Although their details may remain on the register for future use.3 if recruitment is difficult in certain jobs or skill sets..1.4 The post must be formally graded. Should the immediate need become longer term. Vacancy is known in two situations (generally): 1. 3. In so doing the need to contain management costs within prescribed limits must be considered. the patterns of work.4 any changes in the nature of the work.1. In so doing the following issues will be considered: 3. An employee leaves and there is a vacancy created 2.2 when an employee resigns.g.1 addressing turnover in the post and the reasons for it 3. Such workers should not work in a relief/supply capacity for more than 4 weeks at a time. Such workers should be subject to recruitment and selection process prior to being entered onto such a register. VACANT Post When an existing post becomes vacant the following steps will be taken: 3.

contact HR for advice. A vacancy provides the opportunity to reconsider the duties of the position and to update the Job Specification in line with current organisational demands and practices (ie what do you need the job to achieve?). it is important that the Supervisor/Manager take the opportunity to review the job and person specification. Where a job and person specification is being created. or µdimensions¶. co-worker/content expert. Because of the importance of both of these documents in the selection process. In order to make effective staff selection. such as a supervisor. This information is captured in a job description and provides the recruitment effort with the boundaries and objectives of the search. are necessary for success in the position. it is necessary to have a current. That is. It may be necessary for Employee Relations to interview those involved in collecting the information in order to µfine-tune¶ the information. how and what is done?´ ´. are necessary for success in the position. The information that is collected during the job analysis stage helps in getting a clear picture of the role both technically and behaviourally. accurate description of the job and an understanding of how it relates to other jobs in the organisation. Oftentimes a company will have job descriptions that represent a historical collection of tasks performed in the past. or has been reviewed and there has been a change in reporting or organisational structure. The proper start to a recruitment effort is to perform a job analysis. remuneration level advice must be sought from Human Resources to ensure that the position is set at the correct level. Such a review involves an analysis of the job that may result in a revised job and person specification. rate the position on a number of criteria. new responsibilities or increased work value added to the position. Starting a recruitment with an accurate job analysis and job description insures the recruitment effort starts off on a proper track for success Job Analysis allows those involved in the recruitment and selection for a position to begin a µcompetency analysis¶ to determine which criteria. These dimensions 49 . and/or first report. If you are unsure of whether a revised job and person specification requires this action to be taken. The behavioural information is collected via a questionnaire in which a range of employees who work closely with the role. These job descriptions need to be reviewed or updated prior to a recruitment effort to reflect present day requirements. Job Analysis determines which criteria. particular attention should be paid to the job analysis. to document the actual or intended requirement of the job to be performed.CHAPTER-5 JOB ANALYSIS As soon as a position becomes vacant. the job¶s principal functions and its accountabilities: ³Why. or µcompetencies¶. The technical information is collected through a process of interviewing key people associated with the role.

Realistic job previews A realistic job preview involves providing candidates with an accurate and complete representation of the tasks and responsibilities of the job. It must include:  the job title (which must be gender neutral)  the location of the job  grade or salary scale of the post  the line manager to whom the postholder is responsible  any posts reporting to the postholder  main purpose of the job  main duties and responsibilities  any special working conditions (e. interview guide. Position Evaluation positions are evaluated under classification points in the certified agreements. JOB DESCRIPTIONS A job description is a key document in the recruitment process. particularly for complex jobs ‡ Enhanced communication through honesty and openness ‡ Reduced risk of burnout due to unrealistic expectations. Realistic previews for a job applicant are of most benefi t when they: ‡ Are presented early in the recruitment process ‡ Contain only moderate amounts of negative information ‡ Are presented verbally. New evaluations are generally only required when position description is changed by more than 15%.g. physical demands. Where the position being recruited for is an Alternative Employment Arrangement position it will need to be evaluated by an appropriate method. This will be organised by ER and is performed to ensure that the remuneration for the role is in line with market levels. The information collected from the job analysis then helps in the development of the position description. Providing a realistic preview is likely to have a range of benefits including: ‡ Improved job satisfaction ‡ Increased job performance ‡ Reduced voluntary turnover. evening or weekend work) 50 . Realistic job previews may contain information such as: ‡ A description of a typical day on the job Aspects of the job that have been rewarding for others ‡ Aspects of the job that have been diffi cult for others ‡ Opportunities for advancement and professional development ‡ Remuneration and benefits ‡ Unique requirements: travel. shift work.are then ranked in order of importance to ensure that the selection procedure is focused on only the most important dimensions during the recruitment and selection process. and must be finalised prior to taking any other steps. and final selection stage activities. It presents the pros and cons of the job to potential candidates. overtime.

yEstablishes operating and capital budgets and controls expenditures. yProvide on-going services without proper payroll and information systems. yStandardize compensation packages yDevelop policies in the assigned areas of responsibility. yPerform annual performance evaluations of staff. yProvide leadership to ensure programs and services are successfully delivered through subordinate staff. yDesign. 3 Senior Compensation & Benefits Consultants: Administers the compensation and benefit plans.Items that should be included in job descriptions are: A note that indicates that. the job description will be reviewed and amended in consultation with the postholder y An indication that the postholder will carry out any other duties as are within the broad scope and purpose of the job as requested by the line manager or MC. Challenges: yDevelop and implement services where little precedence exists. implement and maintain the Aboriginal Employment Plan. organizing and management of recruitment and compensation services for CompanyPARLE-G ORGANIZATION STRUCTURE: The Director reports to the Vice President of Human Resources. NATURE OF WORK AND JOB SCALE: Major Functions: yDevelop. yProvide services in a unionized setting. 3 Secretaries: Provide clerical services for the department. 1 Systems and Research Analyst: Implements and supports Human Resources related information technology and systems administration 2 Assistants: Provide administrative support to the Senior Recruiters and Compensation Consultants. yHire. implement and evaluate compensation and recruitment programs and services. y JOB DESCRIPTION FORMAT POSITION: Director of Recruitment DIVISION: Human Resources ORGANIZATION: Company PARLE-G LOCATION: BHADURGARH DATE: Month ABC/01 Approval Signatures: Incumbent Director RESPONSIBILITIES: The position is accountable for planning. There are 12 full time positions reporting to this position: 3 Senior Recruiters: Ensure ABC has qualified staff for successful operations and that positions are correctly classified and negotiated with respective bargaining agents. develop and terminate staff. discipline. as duties and responsibilities change. 51 .

yDevelop policies and procedures for employment. motivate and develop staff. The position has significant freedom to act with little or no supervision and the Vice President provides the general policies/guidelines that guide the actions of the incumbent. advertisement recruitment and interview schedules ‡ Conducts interviews up to Senior Executive levels. yPlan programs and services within budgetary constraints.yDevelop a Classification Strategy which takes into account the needs and financial constraints of the organization and bargained classifications. negotiates and liaises with employment and advertising agents on service fee. tight deadlines and workload. yHire. WORKING CONDITIONS: The position does not require physical effort. yEnsure programs and services meet the needs of the organization. training and development. diversity in the organization. yExcellent verbal and written communications skills. SPECIFIC RESPONSIBILITIES: yProvide comprehensive corporate recruitment. This position is not subject to Occupational Health and Safety Risks. develop and discipline and/or terminates staff. recruitment and compensation. evaluate. yWork with Information Systems to develop and implement HR Information Systems and Software. JD OF A HUMAN RESOURCE EXECUTIVE HUMAN RESOURCE EXECUTIVE Provides HR administrative functions in the areas of recruitment. The position requires considerable concentration and creativity. QUALIFICATIONS: yUniversity Degree with a major in Human Resource Management. yDevelop. employment. yAble to lead change processes. yAbility to build a team environment and use participatory decision-making. Prepares Letter of Offer to selected candidates and Letter of Rejection to unsuccessful candidates 52 . yWork with Information Systems to develop and implement HR Information Systems and Software. people and performance management. compensation and benefit plan programs and services. yMotivate human resources staff faced with heavy workloads and tight timelines. programs and services. yExtreme time pressures to develop strategies and programs which impact heavily upon the organization. yAbility to lead. It is subject to stress caused by a changing environment. implement and evaluate policies. yProvide the direction and development of staff to ensure program delivery. Arranges interviews for management levels. y7+ years experience in Human Resource Management at the management level. yKnowledge of human resource programs and systems. social welfare as well as updating and maintenance of HR records  Responsibilities: Recruitment Coordinates.

corporate trip.Handles monthly payroll and yearly IR8A forms for employees ‡ Manages and appraises subordinates¶ performance and their career advancement ‡ Proposes year-end salary increment to MD  Requirements: ‡ Degree/Diploma in Human Resources Administration or ‡At least 3 to 5 years¶ relevant experience  ‡Proficient in HR matter  ‡Able to communicate well with all levels of people  ‡Good writing skills  ‡ Diplomatic  Discreet Management. Business equivalent 53 . Occasionally sources for free lance designers within short notice and places them appropriately  Conducts exit interview  Training. performance appraisal form and training schedules Assists Accountant in planning and preparing annual headcount report and updating the organization chart  ‡Reviews compensation and benefits up to junior designer level ‡ May need to draft agreement/contract to overseas and local freelancers Human Resource Management  Involves in yearly manpower planning and expansion  Takes charge of HR consultancy projects by appointing HR Consultants for specific HR projects and coordinates with department heads and HR Consultants on respective projects  Conducts interview for management level  Assists in drafting out Annual Letter and Promotion Letter  Administers the HR procedures are adhered to . Conducts orientation program to new employees  Coordinates and liaises with external Consultants on employees¶ training needs and arranges training schedules for employees  Evaluates the effectiveness of the respective training programs by obtaining feedback from employees Welfare  Attends to employees¶ grievances and complaints. provides guidance if necessary ‡ Provides feedback to the management to enhance a better and cordial working environment. HR handbook. ‡ Organizes corporate events such as company¶s dinner. family day etc HR Administration  Reviews. updates and maintains proper filing of insurance policy. company doctors¶ list.

directs and coordinates Accounts Payable. disbursing funds. Ensures the department prepares timely and accurate financial and statistical information. investing funds. preparing bank reconciliations and reconciling revenues on a monthly basis. Accounts Receivable and Treasury. policies and procedures require additional standardization. The broad scope of responsibility ranges from diverse external contacts to a direct working relationship with all levels of management within PARLE. directs and audits the financial operations of the Accounting  Department in order to ensure information is efficiently and accurately processed.            ORGANIZATION STRUCTURE: The Manager of Finance reports to the Director of Finance.  enhance internal controls and provide improved information to management. As the environment is constantly changing. There are six (6) positions reporting to the Manager of Finance: Accounts Payable Accountant Prepares timely and accurate financial information by reconciling the general ledger and audits Accounts Payable documents. Supervises. NATURE OF WORK AND JOB SCALE:  The Finance department provides services in a complex and multidisciplinary organization to. 54 . o Major Functions:  Plans.2. including maintaining sub-ledgers and general ledger accounts. Assists with annual strategic planning and business plan development. Accounts Receivable Accountant Prepares timely and accurate financial information by reconciling the general ledger and audits Accounts Receivable documents. Treasury Accountant Responsible for managing cash flow. the division is under considerable strain with regard to the consolidation of financial information and the financial accounting systems. MANAGER OF FINANCE       POSITION: Manager of Finance DIVISION: Human Resources ORGANIZATION:PARLE-G LOCATION: BHADURGARH DATE: Month ABC/01 Approval Signatures: Incumbent Director RESPONSIBILITIES:  Responsible for providing efficient.  Evaluates the financial accounting processes in order to increase operational efficiency. timely and accurate financial services for all ABC departments.  The Manager of Finance has a wide scope of authority and accountability. Accounting Clerks Performs accounts receivable and payable related functions.

 Ensures that high standards of internal control are maintained through regular reconciliation of general ledger and bank accounts, journal entry reviews, and proper auditing of computer data.  Helps to design, implement and maintain the financial reporting system, which includes  Accounts Payable, Accounts Receivable and Cash Management.  Helps the Director to develop accounting policies and procedures in accordance with Generally Accepted Accounting Principles (GAAP).  Accurately prepares various monthly financial reports for internal and external distribution.  incumbent collects, reviews, and analyzes financial and statistical information.  Develops and implements financial strategies and policies.  Prepares and documents the year-end audit and provides assistance to auditors.  Provides financial management skill development for all levels of staff in all departments.  Serves as the key resource for all levels of management regarding the department¶s revenues and expenditures.  Reviews internal controls, operating trends, business practices, and provides recommendations to departments in these areas.  Helps maintain a positive and efficient workplace by providing comprehensive financial services and information to all levels of ABC.  Excellent communication skills are necessary to communicate and discuss changes to policies and procedures, the implications of such changes, and the resulting impact on workloads.  Selects, orientates, directs, evaluates, motivates and disciplines staff. Determines schedules and deadlines.  Maintains working knowledge of all collective agreements and human resource policies and procedures.  Coordinates the activities of finance staff for special projects.  Ensures supplier invoices are paid in a timely manner.  Directs and maintains a client and non-client billing process and an effective collection process.  Major Challenges:  Expected to meet strict deadlines and respond to frequent requests for financial information in an extremely short time frame. Evaluating, planning and prioritizing workloads with constant deadlines are a continuous demand.  Must continually build, support and meet the expectations of a diverse customer base, including manages, staff and suppliers.  Strategic and/or long-range planning is a major challenge given the rapid pace of change at  PARLE , particularly during downsizing and restructuring.  Must adhere to sound and ethical business practices in an extremely political environment.  Many requests cannot be solved using a pre-determined and/or structured process that is  currently in place. The Manager must evaluate the request and determine the appropriate  course of action.  Developing and nurturing a healthy cost-conscious attitude that would result in a more efficient and effective use of resources throughout PARLE. Freedom to Act:  The position has been delegated a wide latitude of responsibility.

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 The Manager has the freedom to act and implement appropriate courses of action. All efforts  are focused on achieving the overall goals and objectives of PARLE.  The Manager has the freedom to plan, act and make decisions within the job parameters.  This position operates under Generally Accepted Accounting Principles (GAAP). Contacts:  The Manager has frequent contact with all levels of management and legal counsel.  The Manager has frequent contacts with clients, insurance agencies, collection agencies,  suppliers, external auditors and financial institutions  The Manager works with external consultants on projects that are significant to the financial  situation of PARLE.  The Manager has contact with the IRS for rulings regarding the enter governemtn legislation.  The position has contact with State ABC Finance Department for state tax rulings.   SPECIFIC RESPONSIBILITIES:  yPlans, coordinates and directs Accounts Payable and Accounts Receivable, and Treasury Management.  yEnsures that ABC assets are safeguarded by applying internal controls, reviewing  accounting reports, identifying and reporting variances, and initiating corrective action.  yEnsures staff are fully trained and supervised.  yContributes to a positive corporate image by conducting oneself in a professional  manner with all levels of staff as well as external organizations and individualsyImproves PARLE¶s efficiency by reviewing financial procedures and work processes.  yDevelops and improves financial policies that help to improve the timeliness and quality  of information.  yFacilitates two-way communication among all managers regarding financial issues.  y follow all governmental laws/regulations with respect to taxes.   WORKING CONDITIONS:  Little physical exertion and involves a normal office environment.  Sitting for long periods of time in front of a computer is common. Results in repetitive strain on  the neck and back. Travel requirements are low/infrequent.  Requires continual mental concentration and attention to details. Errors are difficult to detect  and can have significant impacts on the optimal use of PARLE resources. Extended periods of  focus and attention and computer use are frequently required.  Strict deadlines must always be met and deadline induced mental stress is frequent. Frequent  interruptions to workflow are common. The Manager is required to adjust work hours and work  duties as required in order to meet deadlines.

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 The changing and complex environment and limited resources require leadership skills that  alleviate employee distress and maintain a quality service. This contributes to the stress placed  on the incumbent.  The Manager is often required to make quick accurate day -to-day decisions based only on precedent and/or experience. 

Information concerning the job can be obtained from a variety of sources including:  from someone directly in charge of the work, such as a Supervisor, Branch Manager, or the Director concerned;  from personal knowledge or observation of the job being done;  from current or former job incumbents; and  from existing staff in the work area.

PERSON SPECIFICATION Person Specification
The person specification is of crucial importance and informs the selection decision. The person specification details the skills, experience, abilities and expertise that are required to do the job. It should be drawn up after the job description and, with the job description, should inform the content of the advert. The person specification should be specific, related to the job, and not unnecessarily restrictive - for example only qualifications strictly need ed to do the job should be specified. The person specification must form part of the further particulars of a vacancy along with the job description in order that applicants have a full picture of what the job entails. The person specification enables po tential applicants to make an informed decision about whether to apply and those who do apply, to give sufficient relevant detail of their skills and experience in their application. The person specification forms the basis of the selection decision and en ables the selection panel to ensure objectivity It is the organisation¶s practice to seek the successful candidate's consent for it to seek two written references and to ask for documentary proof of qualifications. Any offer of employment will be conditional on both of these b eing satisfactory to the organisation .

Essential criteria are those qualities which are necessary for performance of the job at a satisfactory level from the first day in the job. They represent a minimum standard and an applicant lacking an essential criterion will not be appointed to a vacancy. The over specification of essential criteria can lead to the unfair exclusion of good applicants. Desirable criteria are those which would enable an applicant to perform the job more effectively. The setting of criteria covering personal qualities and circumstances must be justifiable in terms of the requirements of the post and be applied to all applicants.

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D = DESIRABLE for applicants to meet relevant standard SELECTION CRITERIA CRITERIA Work experienc e STANDARD E/D MEASURED BY Application form At least 2 years' experience of E working or volunteering within a campaigning organisation. Experience of organising and E prioritising a demanding workload Experience of setting events and meetings Knowledge Knowledge processes of up E E D Interview/Test Application form/Interview Application form/Interview Application form/Interview Application form/Test political Knowledge of environmental/ conservation issues Skills Ability to produce accurate E work to tight deadlines under pressure Ability to communicate clearly E in writing and orally to committees and small meetings Word processing skills/ability E to be self-sufficient in terms of administration Ability to draft literature campaign E Application Interview/Test form/ Application Interview form/Test/ Application form/Test 58 . Experience of working with E volunteers Experience of carrying out research E Application form/Interview Application form/Interview Application form/Interview Experience of lobbying and/or D working with MPs/civil servants/local authorities.format for person specification Job Title: Campaigner Department: Campaigns E = ESSENTIAL.

Great care must be taken if physical requirements are specified. avoid statements such as µAbility to write reports¶. Required abilities should be expressed in terms of the standards required. instead. it will be necessary to consider if an ability to drive is required. It is preferable to describe the type of skills and knowledge that a person would be expected to have accumulated over such a period and would be able to demonstrate. Where qualifications are deemed essential these should reflect the minimum requirements necessary to carry out the job to an acceptable standard. Recruitment Request± Finance/HR Authorisation Form Completion of this document is intended to ensure that all staff recruitment is either covered by the existing approved budget / latest outturn numbers. or experience. In this instance. indicate the expected standard. Upon receipt of a fully completed and authorised recruitment form. 59 . Incomplete forms will have to be returned to the originating Department for completion. It is therefore important that any physical requirement is stated in terms of the job that needs to be done. Simply specifying a set number of years experience may be contrary to age discrimination legislation and should be avoided. or for any additional staff. For all appointments the Recruitment Request Form must be signed by Department Director. and should be as specific as possible. y 5. while for others no single qualification may be appropriate and a particular type of experience may be just as relevant as a formal qualification. the HR Department will take appropriate action to advertise the relevant position within 14 day.Attitude Commitment to Organisation's aims An E Application form/Interview Knowledge can be derived in a number of ways. annual variances. For example. For example a job may require that the appointee µmust be able to travel to a number of different locations¶. training. The type of experience required of applicants should be specified. or whether or not reasonable adjustments can be made for non-drivers. it is approved by the Finance Director. such as µAbility to write detailed financial reports that encompass departmental budgeting. possibly resulting in a delay. y For some jobs a particular qualification(s) may be essential. The Disability Discrimination Act requires employers to make reasonable adjustments to jobs to make them suitable for people with a disability. for example through education. and forecasting¶. It enables the appointing Department to gain appropriate authorisation from senior management to enable the recruitment process to start. not just in terms of the task to be undertaken.

priority (v) Unreserved Non-priority (b) Duration of Vacancies Permanent Temporary Less than 3 months Between 3 months and one year Likely to continue beyond one year (c) Probable date by which the vacancy will be filled 7. 3.Department and address 2.. b. Whether willing to wait and consider applicants from other exchange area. Signature of Head of Office Date: To The Employment Officer 60 .Requisition Form to be used when calling for applicants in Employment Exchanges for recruitment to Vacancies.. (ii) Desirable«. Non-priority candidates (i) Essential«. time and place of interview 5. Date. Any other information considered relevant Certified that while placing this demand. in case local applicants are not available 9. (ii) Desirable«. (a) Number of posts to be filled (i) Reserved for Scheduled Castes (ii) Reserved for Scheduled Tribe (iii) Reserved for ex-service personnel priority/ Reserved for ex-service personnel non-priority (iv) Reserved for other categories such as disabled Ex-servicemen/physically handicapped persons. 1. Name and designation of the officer with telephone No to whom applicants should report 4. Qualification required (including age limits): a. 8. Office/. Priority candidates (i) Essential«. in the services have been strictly followed with due regard to the roster required to be maintained in accordance with these orders. (a) Designation of the post(s) to be filled (b) Scale of pay allowance (c) Place of work 6. Name and designation demanding officer with telephone No. the instructions connected with the orders on communal representation as also reservation of vacancies for priority categories of applicants ex-service personnel etc.

6.C.2. to extend a fixed term contract. VACANCY AND WORKFORCE CONTROL FORM Please complete this form by following the instructions and ticking as appropriate in the boxes provided. 4. to request project work/consultancy and to carry out an upgrading. he/she should complete the relevant sections of a suggested form. these opportunities should be offered to staff with the appropriate experience in the first instance. 6.Employment Exchange. ACTION Line Manager completes sections A.B. VACANCY AND WORKFORCE CONTROL PROCEDURE 6. 6. CHANGE REQUEST (Please tick as appropriate) Fill a new post Fill a vacant post on a permanent basis Fill a vacant post on a temporary basis or consider secondment Fill a vacant post on an agency basis Cover a vacant post on an agency basis and fill it on a permanent basis Extend a fixed term contract Cover unpaid maternity leave Cover long term sickness/absence Appoint for project work/consultancy Acting up Regrade a post If you require the services of an agency employee please complete the details at the end of this form.2.. 3. 6. 6.1 Introduction This procedure must be used to seek approval to fill a post on either a temporary or permanent basis.D and E attaches job description and person specification and signs at foot of section E Line Manager B 1. 7. FUNDING IMPLICATION (must be completed) 61 C . 2. 8. 10.1 When the line manager determines that a post should be filled or cover is required. 11. 6. 5.4 When approval is granted for acting-up or secondment arrangements in any particular department or function. The procedure for filling approved vacancies follows.2. to cover maternity leave/long term sickness absence.3 The form should then be countersigned by the relevant Director and forwarded to the Human Resources Department.2 Process 6.2 He/she should append the job description and person specification. 9.2.

5. 6. POST DETAILS Post title Present or previous postholder Grade Salary (plus on costs) Main duties Hours per week 7. permanent post or regrading give effective date: Otherwise give dates of cover or temporary period involved: From To E CASE FOR CHANGE REQUEST (please put forward a brief statement of case to support the request) Signed______________________________________ Date______________________________ (Line Manager) ACTION Line Manager passes to Director 62 . If new post. 2. 4. 3.Current funding position Funding implications of filling the post Signed______________________________________ Date________________ D 1.

Placement agencies / Head hunters. promotions and Re-employment of ex-employees. Employee Referral Recruitment: The employees would refer the candidates for recruitment  The nature and seniority of position. urgency of recruitment. But a drawback of 63 .       External Recruitment Advertisement in one or two newspapers having wide circulation. costs involved. particularly if its training and development programme has been effective. would be made available by HR It is a recruitment which takes place within the concern or organization. As a conscious focus of the organization to nurture high potential talents by providing them suitable career growth opportunities within the organization. INTERNAL SOURCES This refers to the filling of job vacancies from within the business . There are situations when exemployees provide unsolicited applications also. eligibility (who can apply). candidate profile.A business might decide that it already has the right people with the right skills to do the job. Re-employment of exemployees is one of the internal sources of recruitment in which employees can be invited and appointed to fill vacancies in the concern. efforts would always be made to fill in specific vacancies from it¶s existing human resource pool. The entire process would be done through Internal Job Posting (IJP) and communication including the job profile. Internal recruitment may lead to increase in employee¶s productivity as their motivation level increases. Internal sources are primarily three Transfers. Internal sources of recruitment are readily available to an organization.CHAPTER -6 SOURCES OF RECRUITMENT 1. which would be decided by HR Department. sensitivity etc. There are three sources of recruitment Internal Recruitment  Promotion or movement across Units / Departments  Databank of applications maintained by Corporate HRD. Campus recruitment from educational / professional institutes (mainly for entry level positions). money and efforts. would form the criterion to choose the appropriate source. It also saves time.where existing employees are selected rather than employing someone from outside. application deadline etc.

However. 1. and experience matching with those required for the job may apply through the appropriate communication channels as prescribed in the IJP. whi ch need to be di scu ssed wi th o ther dep artments.internal recruitment is that it refrains the organization from new blood. Datab ase Search . newspaper ads. it may take more t i m e. knowledge. not all the manpower requirements can be met through internal recruitment. Employees possessing necessary skills. This shoul d take less than a day. If fou nd the details may be given to t he depart ment. Also. µEmployee Referrals¶ is the new 64 . direct hiring. this pro cess sho ul d not take mo re than a day.HRD would also simultaneously search the candidates¶ databas e for a possible match. if there are possibili ties. recruitment agencies) to fill their vacant positions with quality talent and combat attrition.Refferal programmes: At this time when the labor markets are facing severe shortage of skilled manpower and when companies experiment with wide range of recruitment models (job portals. As this would not be fresh search . On receiving the requirement HR D woul d assess avail abili ty o f internal candid ates eith er on its own or on the advi ce of th e Department. Hiring from outside has to be done.

they know the aims and goals of our company. well in advance. The referral system has been able to significantly check the attrition rate in our organisation. Recruiting candidates through the referral system results in huge savings as large 65 . those candidates recommended by the company¶s own employees. including through the Internet and headhunters. however. The HR managers assert that employee referrals give them the best results and are highly cost effective.Cost savingg Recruiting candidates through the referral system leads to huge savings for companies who spend large amounts on advertisements and placement agencies. today An increasing number of companies are planning to increase their intakes through employee referrals between 48 percent to 60 percent. the referral programme saves 60 percent to 70 percent of the recruitment cost as it does not involve the cost of engaging head hunters or placing advertisements. Employees refer a prospective candidate only when they are happy with their own organisation. Employees also acquaint the referred candidates about our work culture and by the time they come to us for selection. Employees are encouraged to hunt for talent and they are being suitably rewarded if their referred candidate is inducted. They are informed. Moreover. The employee referral system is the preferred source of recruitment .buzz that is catching up too fast. about the company¶s work environment and expectations. The monetary incentive depends on the post for which the candidate is selected. 2. Furthermore. This is because they want to make an impact on the organization by showing their commitment to the organization. Chances are that a candidate referred by an employee is most likely to be finally selected. i. By referring a good candidate an employee reinstates the faith and pride which he has in the company.Quality candidates Organisations believe that candidates selected through the referral system stand high on quality and perform better as they are in an organisation which includes their friends and known colleagues. the candidates referred are well versed with information about the company¶s culture and goals as provided by their friends. The cost of hiring a referral candidate works out to be 60 percent to 70 percent cheaper than that of going through an external agency and recruitment advertisement.e. How refferal programmes are batter than other sources: 1. Companies work on reducing the average cost per hire. For us the first phase of screening is already over as they refer candidates whom they are confident are likely to perform well. Candidates hired through referrals stay longer and assimilate faster than those recruited through other methods.. IT help in cutting costs which are associated with hiring. In most companies 30 to 40 per cent (or even more) of the new hires come through the channels of internal referrals. of late it has increasingly become the favorite option for every other organization for hiring best talent.´ It has been observed that referred employees stay longer with the organisation as they are in a friendly environment.´ The referrers also supply quality candidates who are expected to perform better. The concept is not novel though.

The companies. 3. Regular requirements are posted on the intranet and posters are stuck on notice boards so that employees are aware of the different positions vacant in the organisation. Employee referral schemes are open to all employees in the organisation. It 66 . The rewards range from cash bonuses to gift coupons and even luxury items.we should award employees with cash awards of Rs 10. It is the most cheapest but effective mode of recruitment. Adobe India runs a referral scheme where all employees who have successfully referred a candidate are eligible for a lucky draw where they can win a luxury car.An employee can strongly convince a candidate into joining an organisation and that really eases our job. and award them when the candidate is inducted. Companies reveal that the cost of hiring a referral candidate works out to be 60 percent to 70 percent cheaper than that of going through an external agency and recruitment advertisement.amounts on advertisements and placement agencies costs are saved.000 if the referred candidate gets selected in the interview. An efficient referral system depends upon an efficient internal system. Employee Advantage The referral programs are made tempting by the employers so that employees are motivated enough to refer their known ones to their organization. This is a strong motivating factor.. . the employee and the new inductee²the employee referral system is certainly here to stay. Recruiting through referral programs help in finding the right person with right skills and that too at a nominal cost.000 and Rs 20.Here to stay Most IT organisations are either planning to increase the intake of candidates through their employee referral schemes or making an effort to maintain the percentage of candidates selected through this mode. There are monetary and intangible benefits for employees in case the referred candidate is finally selected. now-a-days. It also help foster a stronger commitment with employees. specially for hard-to-fill positions. Considered as a win-win situation for all² the organisation. Companies are encouraging their employees to refer candidates whom they know. are giving up huge rewards to the employees who bring in candidates. 4. In an employee referral scheme µEach one bring one¶. 6. For instance. It needs to be looked into how efficiently the HR department processes the resumes of the referred candidates and how much the employees are benefiting from the referral system. Most referred candidates are likely to take up an offer from a company where he has a known colleagues rather than joining an unknown organisation. To ensure a successful referral system it is important to suitably award those employees who are bringing suitable candidates to the organisation.Faster recruitment cycles Referred candidates have a shorter recruitment cycle than candidates recruited through other modes (either directly or through a placement agent).Need for incentives Employee referral schemes are very popular.

right and centre. a few also feel the need to maintain heterogeneity in their workforce²to ensure diversity within their organisation.Organisations need diversity While most organisations prefer the referral system. which an organisation likes to acquire directly and not through referral schemes. It is also believed that this process has diminishing returns to scale for rather than referring quality candidates. Tempted by the referring incentives. dick and harries. however. Statistics also reveal that most of the employees refer candidates only to help the person instead of helping the company or to fetch themselves the incentives and cash bonuses. employees may recommend candidates left. there are certain skill sets. Guidelines for a successful Employee Referral Program me (ERP)  For any referral programme to be successful it is important for the senior management to be committed for the same.Sometimes referred candidates are from the same background and the same institute as existing employees like to refer candidates from their ex-institution or company. . Some argue that referrals give encouragement to Groupism. employee recommend candidates who even are unknown to them. Enticed by lucrative bonuses. which sometimes becomes difficult through the referral system.also helps in team-building. there are always flips sides to it. An organisation wanting to have the best of breed candidates would like to poach for them from top organisations. It is also seen that employees refer candidates with same backgrounds as theirs which results in building up of a uniform workforce and reduces diversity. 67  . which is productive for the company as a whole. Hiring through referrals might encourage nepotism and other concerns. This brings in a lot of uniformity. What goes wrong Hiring potential recruits through referrals seems to be most advantageous than other options.´ Besides this. as it gives employees a reason to feel that they are contributing to the growth of the company. Involve and reward employees: All employees whose referred candidates get selected need to be suitably rewarded and encouraged. A bad recommendation from them affects their goodwill and commitment towards the organization. To overcome this we have to recruit people even from outside to bring in heterogeneity and diversity in our workforce. Organizations should ensure that favoritism does not happen and it does not act as a roadblock in recruitment process. This will motivate them to refer qualitative and productive candidates. ERPs must be clearly communicated from top-down to make it clear that it¶s everyone¶s job to actively search for talent. One of the concerns that needs to be given a serious thought is where referrers are yet to realize that they are accountable for the quality of recommendations they make. which in turn would help the organisation to grow. employees refer tom.

send employees e-mails to let them know how their referred candidate is advancing in the hiring process.  Make it easy to refer: Employees should be able to look at available openings and µpush¶ them out to their friends with the click of a mouse.rotation should be done from time to time in the organisation . High importance to resumes: Pay special.to be respected as a leader . Along the same lines. Posters on the refrigerator and in the bathrooms work well too.who collectively reach to a common consesus about the eligible person for the vacant post.this process also helpa in learning new skills which will make the employee a multifacet peson who has the ability to handle the task and perform the responsibility in the absense of that employee. Don¶t force employees to follow up on fees that they have earned.directors.generally higher positions are filled by the promotions as the existing candidate know the work environment better that employee know the resposibilities.then they would be rewardeed in the form of promotion. employees should check the status of referred candidates themselves. Motivate staff with company-wide. Interested 68 employees give their names to the marketing dapartemnt eligible candidates would be selected by marketing manager.this form of recruitment is published in the organisation through staff meetings.thare it is discussed with everybody like representatives of the departments managers. Pay it fast: When an employee is entitled to a finder¶s fee. congratulatory e-mails from the CEO about those who took the time to make referrals.it reduses stress level and boredom . Promote constantly: Weekly µhot job¶ e-mails combined with e-mails announcing the list of employees who have referred successfully are great ways to keep the ERP momentum strong.Ttraining would be given to the candidate. Employee-referred candidates should be called quickly. fast track treatment to resumes referred by employees.they crave to be a leader and increse the subordinate numbers.skill required for the post .if a person continues to work in the same environment for a continous and longer period of time then it may lead to the reduction of his interest that will affect his performance . : Notice One executive of the sales department is required to be transferred at the marketing department. Let employees track progress: Rather than bombard the recruiter with calls and e-mails to see if a friend has been hired.People crave for the promotion not only because of salary increament but today everybody wants to lead.the employee would enjoy the new position and work. Thus notice for the same would be desplayed on the notice board to invite the applicant.promotion is the method which enhances enthiciasm.in this the wont be needing the training and it it would prove to be a better source of change . For more details contact marketing manager .energy of the employees as they know if they will show their talent .skills in the work .duties. Rotation in rotation the vacant positions are filled through the candidate who are present in some other designation requiring the same skills . pay it on time. Promotionthe eligible candidates are promoted to the next post. For example if a sales executive is tranfered to the marketing department then he will learn the marketing skills too which will enhance his skills and remove the boredom of the same work.

There are situations when ex-employees provide unsolicited applications also. campaigns may last anywhere . Human Resources will need to do continuous recruiting and screening.in case the reffered candidates are selected . A well-planned introduction helps new employees become fully operational quickly and is often integrated with a new company and environment. . They then initiate a recruitment process that is designed to bring new employees on board as soon as possible.Maintain a pre-screened applicant pool Organizations can delay hiring until staff vacancies reach crisis proportions.Staff notice boards .Re-employment of ex-employees is one of the internal sources of recruitment in which employees can be invited and appointed to fill vacancies in the concern. Have a pool of pre-screened.the employee would get necessary benefits.com WORK EXPERIENCE-1-2 years For more details kindly contact surendra kumar (finance manager) - 69 . Onboarding is included in the recruitment process for retention purposes. but nothing more.all the employees are notified here to refer 2 candidates . When using this approach.which are surely looked upon at least once in a day by an employee and the content written on it is discussed in the groups thus if vacancies are displayed in the notice boards then they would come in the notice of entire organisation and they can think of any of the above options if possible for them. Notice 2 posts in the finance department are available a a vacancy.notice boards are such places in any organisation or institution. it¶s important to minimize the amount of time between the initial interview and the second interview to prevent top-quality applicants from being hired elsewhere. PROCESS OF COODUCTING INTERNAL RECRUITMENT:Internal vacancies are usually advertised within the business via a variety of media: OnboardingOnboarding" is a term which describes the process of helping new employees become productive members of an organization. Qualification-B. Many companies have onboarding campaigns in hopes to retain top talent that is new to the company. even when there are no current vacancies. The unfortunate result is hiring employees who meet the minimum requirements. Re-employment of ex-employees . Staff notice boards are generaaly not applicable for the middle or managerial level jobs rather they are proved to be a good sorce of recruitment in cae of lower level of executive level jobs. interviewed applicants always available to be called for interview with the hiring supervisor.

where we can have repreentatives of different dapartments who can suggest the best method of recruitment. assessments of external recruits are based on less reliable sources.nowadays this is the most in use method in the current senerio of internet .. its strengths and weaknesses. There are sound reasons for recruiting from sources within the organisation:  The ability of the recruit is known so it is easy to assess potential for the next level. such as references.Staff meetings. Emap.news related to the organization . Skilled and ambitious employees are more likely to become involved in developmental activities if they believe that these activities will lead to promotion.today people opt for internet better for the job offers than any other option .want to add any more dapartments .  insiders´ know the organisation.then these are discussed directly in a staff meeting.a weak or on daily basis. such as interviews.  Internal recruitment is cheaper and quicker than advertising in various media and interviewing ³outsiders´.  Promotions from within build motivation and a sense of commitment to the organisation. Gives existing employees greater opportunity to advance their careers in the business  May help to retain staff who might otherwise leave  Requires a short induction training period  Employer should know more about the internal candidate's abilities (= a reduced risk of selecting an inappropriate candidate)  Usually quicker and less expensive than recruiting from outside 70 . Time spent in training and socialisation is also reduced. By contrast.keep and sift again through previous applications :=a database is maintained of all the prevous applixations and whenevr the need is felt these peole are also contacted.if vacancy is there or company is planning to open any more plant or diversify its business . its people. Intranets-companies generally have wi-fi service or intranet to communicate within the sphere of organisation . and relatively brief encounters.these newsletters or magazines contains all the events . its culture and. a major publishing business) have a weekly staff magazine devoted solely to advertising jobs within the organisation-some organisation also have their own magazines which are published in a month. most of all.suggest any references or any other options likely to be pondered upon.In-house magazines / newsletters (for example.

or the image may hav e been corrupted. y ou may hav e to delete the image and then insert it again. Restart y our computer. 71 .The image cannot be display ed. Your computer may not hav e enough memory to open the image. If the red x still appears. and then open the file again.

recruitment firms can help relieve some of the stress faced by the HR department. HOW INTERNAL EFFECTIVE RECRUITMENT PROCESS CAN BE MADE MORE Challenge HR department can improve their internal recruitment processes by professionally sourcing talent. y ou may hav e to delete the image and the n insert it again.The image cannot be display ed. the company need a recruitment firm with diverse capabilities to help 72 . as well as the need to fill positions. or the image may hav e been corrupt ed. Your computer may not hav e enough memory to open the image.A company specializing in risk management encountered an internal recruitment problem when they chose to split into two separate companies. If the red x still appears. Due to the desire to improve their internal recruitment process. Restart y our computer. and then open the file again.. especially when erformed by a small team. Since recruiting can be very time-consuming.

The use of referrals also constitutes an informal hiring method. In addition. More often. IT. but the recruiters also reevaluated the company's ATS to ensure that all candidates who had previously applied for positions were reconsidered if eligible. Operations. Former students who participated in internship programmes may also be easily and cheaply accessed. there is no guarantee that the results will be satisfactory to the organisation. Formal methods of external recruiting entail searching the labour market more widely for candidates with no previous connection to the organisation.By finding a recruitment firm with talent across many areas. thus making it difficult for a job seeker to accurately judge the worth of the position being offered. short-listing. Not only did HRworks' recruiters engage in significant Internet mining. Informal recruiting methods tap a smaller market than formal methods. etc. Even then. HRworks used a broad recruitment strategy that included networking with candidates through several different facets. These methods may include rehiring former employees and choosing from among those ³walk-in´ applicants whose unsolicited résumés had been retained on file. advertisements. now. the company can refine their internal recruitment process and fill vacant positions. job/career fairs and e-Recruiting are reaching the job seeker market. In addition. Posting vacancies externally through the various arms of the media5 or via employment agencies reaches a wider audience and may turn up a greater number of potential candidates from which the organisation can choose. Less popular is the use of the audio and visual media. periodicals and journals will continue to be an important way to reach potential candidates. the use of employment agencies and executive search firms. Because they are relatively inexpensive to use and can be implemented quickly. this method is relatively expensive and time-consuming as the organisation works through initial Running advertisements in newspapers. informal recruiting methods are commonly used for hiring clerical and other base-level recruits who are more likely than other groups to havesubmitted unsolicited applications. and college recruitment. At the same time. HRworks' flexibility and scalability would allow for quick adjustment to the company's business needs. the organisation may hire a candidate who fails to live up to the high potential displayed during the selection process.alleviate the company's situation. EXTERNAL SOURCES OF RECRUITMENT External recruiting methods can be grouped into two classes: informal and formal. Strategy The company chose to collaborate with HRworks to fill their available positions. interviewing and the other processes that precede selection. HRworks' recruiters had experience in many areas that would benefit the company: Finance. Customer Service. as well as the amount of information made available. These methods have traditionally included newspaper/magazine/journal advertising. since the cost of advertising often limits the frequency and duration of the job posting. 73 . resulting in significant savings of money and time.

then following through to meet those needs. For this kind of recruitment workers have a tendency to shift from one factory to another and therefore they are called as ³badly´ workers. the HRD Department would initiate the recruitment process. remuneration and status. Before posting a vacancy.  selected attributes of the job. Employment at Factory Level ± This a source of external recruitment in which the applications for vacancies are presented on bulletin boards outside the Factory or at the Gate. These applicants are called as unsolicited applicants.  the existing organisational policy on recruitment is still applicable (for example. The core needs for most of us are ³to do meaningful or intellectually stimulating work.2 The purpose of posting vacancies is to bring to the attention of all interested persons (inside or out of the organisation) the jobs that are to be filled. management needs to decide whether:  it intends to retain the job in its present form and with its present title. In line with the approved manpower plan.Interestingly. Successful recruitment may well depend on becoming familiar with the needs of employees. There are people who keep on soliciting jobs from one place to another. Attracting Talent Attracting talent is more difficult today. if there is a possibility of the position being filled with internal candidates. such as criteria of knowledge.  the organisations stands to benefit more. job posting refers to the practice of publicising an open job to employees (often by literally posting it on bulletin boards) and listing its attributes. by staff members.  there are sufficient qualified. of friends and family are still an acceptable way of filling vacancies). in a pleasant environment where efforts are recognized. qualification. talented employees ³understand their value on the street and are prepared to walk if their needs aren¶t met. whether referrals. while allowing time for a life´.POSTING VACANCIES As indicated earlier. This kind of recruitment is applicable generally where factory workers are to be appointed. will change.Advertisement agency 74 . the same would be suggested by the HR department(in consultation with the Functional & Departmental Head. in the long-term. How then does an employer articulate a need for talent that resonates with the need. skill or experience. A recent Manpower employer survey indicates that employer have to become more aggressive and more creative in of their recruitment techniques because they are not finding all the people they need. from recruiting applicants from external sources. . and finally making it known that your organization is a good place to work. potential applicants serving in other positions within the organisation who may be potential candidates for that job. for example. skill and experience. These types of workers apply on their own for their job..

The specific percentage is based on the job position and region. teleconferencing charges and candidate testing are a few of the possible hidden costs an agency may charge.Look into the background. Be wary of agencies that charge other fees.Weigh the benefits and costs of ad agencies that specialize recruiting Ad agencies write the ad copy for the job notice. Consider the following when researching recruitment advertising agencies. AXXIS has discounts. Look for a recruitment ad agency that assure potential clients that there are no hidden fees. expertise in the industry. and may not be up to the task of hiring one or more new individuals in a competitive labor market. Make certain the benefits outweigh the costs. Most agencies charge a fixed fee based on a percentage of the recruit's salary. and is recognized in the advertising community. A 10 to 15 percent commission charge is standard For example. 2. screen prospective employees and conduct interviews.000. with a definite annual savings of about 3 to 20 percent each year. Gather information about recruiting ad agencies. You choose the candidate and the ad agency makes an offer. AXXIS Advertising specializes in recruitment advertising. but recruitment advertising fees can be as high as 30 percent of an employee's first year salary. A bad hire can cost businesses money. Compare and contrast cost and service. handle inquiries. 1.2. Action steps: 1. 3.000 annual package will cost your company about $6. For example BNET analyzes recruitment costs and offers pricing and statistical data. Be aware of hidden costs and fees. special offers and promises to be cost effective. Ad agencies for recruitment pricing and costs vary with each firm. A recruitment ad agency has an established network and database of professionals. Some offer flat rates.Advertising agencies for recruitment offer expertise and time saving assistance to companies seeking qualified employees. Research the reputation. After the interviews. cost and success rate of recruiting ad agencies Be certain that the recruitment advertising agency you hire has a reputation for acquiring quality employees. . 3. Ask to see a success rate. Research hidden costs and fees charged by recruitment advertising companies Travel expenses. what they cost and how they operate. Reasons behind hiring ad agencies: 75 . Some agencies guarantee to replace an undesirable recruit free of charge. For example . Savings are commonly 10 to 20 percent at AXXIS. It is also standard to charge a percentage of the hire's salary plus advertising fees. the agency selects two to four top candidates. Human resources departments are frequently busy. pricing and success rate of recruitment advertising companies. Agencies typically charge a 10 to 20 percent fee. a $40.

Also most experts in the field of advertising like directors. objectivity and professionalism of ad agencies cannot be measured economically. If a small business SEO Agency wants to hire people to do advertising. Some other agencies are creativity-focused and come up with entertaining and award winning advertisements. While there is no standardization in term of size and range of service offered. try to combine both market-orientation and creativity. powerful and compelling advertising that can be created by using the expertise. A candidate visits a local branch for a short interview and an assessment before being taken onto the agency¶s books. About 98 percent of small business website the world over hire ad agencies is proof enough about the cost effectiveness of the agencies. Recruitment consultants then 76 . They have to work under a lot of constraints. Advertising agencies are highly professional. photographers. planners and people who get business and deal with clients working in ad agencies. They offer independent and detached viewpoint and suggestions based on objective analysis. web designers. radio. They operate in a strange way. So we have copywriters. researchers. they cannot be objective all the time. Most agencies. outdoors and so on. Some agencies confine their service to a single medium like television. Expertise and experience an advertising agency brings together people with the required expertise and experience of the various sub-disciplines of advertising. Also the varied background of its employees provide a much broader perceptive. agencies also differ in organizational structure. it cannot provide them work all through the year. What gets them business is their reputation. visualizes. photographers charge huge amount and managing all talents required to produce advertising campaigns is not an easy thing. An agency molds all these people into a team and gives them a highly conductive work atmosphere. recruitment agencies have historically had a physical location. attitude. efficiently and in greater depth than a company or organization could do on its own. ad agencies being outside intermediaries can be objective. and orientation.Advertising is a highly complex business. If an organization hires some people to do it's advertising. or recruitment ads etc. however. experience. It involves objectivity. Some agencies are market-oriented and are focused on sale figures. Objectivity is a major virtue of ad agencies. It involves huge investments and many other things. So the is the reason why small business SEO agency hire ad agencies. However. The agency makes the best use of their talents and experience to deliver rapidly. Some advertising agencies specialize in particular types of advertising like financial. Such agencies do not bother much about creativity. It requires multifaceted expertise and experience. And reputation is built up by their professionalism and objectivity. musicians. It involves objectivity. Traditional agency Also known as employment agencies. All these people have both expertise and varied experience in their respective sub fields. directors. An ad agency acquires experience by working with a variety of clients and in a variety of market situations. Also the kind of consistent.

The key drivers for e-recruitment identified in the survey among those making use of technology were reducing recruitment costs (cited by 71%). 30% up front.work to match their pool of candidates to their clients' open positions. should the candidate fail to perform and is terminated within a set period of time (refundable fully or prorated) An advance payment that serves as a retainer. broadening the selection pool (60%) and increasing the speed of time to hire (47%).5% can be found online[1]. also known as e-recruitment. is the use of technology to attract candidates and aid the recruitment process. also paid by the company. and over a quarter believed it strengthened the employer brand. Compensation to agencies take several forms. A pre-negotiated hourly fee. Suitable candidates are short-listed and put forward for an interview with potential employers on a contract or direct basis. Eighty-four percent of respondents have made greater use e-mail applications in the last three years.e-RECRUITING OR ONLINE RECRUITING Online recruitment. in which the agency is paid and pays the applicant as a consultant for services as a third party. Alternatively. Almost two-thirds of respondees to our Recruitment. This form of compensation is generally reserved for high level executive search/headhunters Hourly Compensation for temporary workers and projects. nonrefundable paid in full depending on outcome and success (eg. Currently. 30% in 90 days and the remainder once a search is completed). retention and turnover 2009 survey describe themselves as using e-recruitment. although this is also growing. Such sites have two main features: job boards and a résumé/curriculum vitae (CV) database. which usually has some form of guarantee (30±90 days standard). Many contracts allow a consultant to transition to a full-time status upon completion of a certain number of hours with or without a conversion fee. However the survey revealed s ome concerns that e-recruitment could increase the number of unsuitable applicants and that it could act as a barrier to recruiting older workers. Over seven in ten organisations also say they are advertising jobs on their corporate websites and using online applications. Over a third of respondees believed it brought greater flexibility and ease for candidates. Examples of POPULAR ad agencies SMART TAXI OMNICOM GROUP WPP GROUP GROUP PUBLISIS . online testing (used as part of the selection process in some way by a quarter of respondees) is less prevalent. the growth of online recruitment has increased in recent years. the most popular are: A contingency fee paid by the company when a recommended candidate accepts a job with the client company (typically 20%-30% based and calculated on the candidates first-year base salary though fees as low as 12. Job boards allow member companies to post job vacancies. candidates can upload a 77 .

customers or others might see their resumes. comp osed and checked for release. for fear that their current companies. Keeping the depart ment infor med. with the most likely job hunter to be 33 years old with 11 years experience. and online recruitment websites. These vertical search engines allow job-seekers to find new positions that may not be advertised on traditional job boards. It is popular among job-seekers . ADVERTISING VACANCIES: HRD shall arrange t o get the advertisement designed. customers or others might see their resumes. some candidates who are actively looking to change jobs are hesitant to put their resumes on the job boards. test. employ and retain quality staff with a minimal amount of administration. HRD would have on roll sp ecialised agents for ad releas e in various publications to ensure getting the best 78 . This should take less than a week. some candidates who are actively looking to change jobs are hesitant to put their resumes on the job boards. Since the late 1990s. Also. These sites tend to aim for providing a "one-stop shop" for jobseekers. HR D would releas e the ad for publication in journals decided upon. Websites capture candidate details and then pool them in client accessed candidate management interfaces (also online). 2 Also.latest figures from the British Market Research Bureau show that using the Internet is the favoured job-hunting method for one in four UK adults. recruit. test. employ and retain quality staff with a minimal amount of administration. but they will not attract the "passive" candidates who might respond favorably to an opportunity that is presented to them through other means. However. allow job-seekers to search across multiple websites. according to the National Online Recruitment Audience Survey Job search engines The emergence of meta-search engines. but they will not attract the "passive" candidates who might respond favorably to an opportunity that is presented to them through other means. the recruitment website has evolved to encompass end-to-end recruitment. who want to e-enable entirely or partly their recruitment process in order to improve business performance. for fear that their current companies. The online software provided by those who specialize in online recruitment helps organizations attract. co-workers. there are many other job search engines which index pages solely from employers' websites. choosing to bypass traditional job boards entirely. co-workers. The online software provided by those who specialize in online recruitment helps organizations attract. Online recruitment websites can be very helpful to find candidates that are very actively looking for work and post their resumes online.résumé to be included in searches by member companies. Key players in this sector provide e-recruitment software and services to organizations of all sizes and within numerous industry sectors. Online recruitment websites can be very helpful to find candidates that are very actively looking for work and post their resumes online. Many different organisations use online recruitment as a cost-effective method of recruiting new staff. Fees are charged for job postings and access to search resumes. recruit. Some of these new search engines index and list the advertisements of traditional job boards. . 1 It is important to remember when designing a recruitment campaign that online job hunting is not the first choice for all.

Advertisements for the same position would not be released within six months. working closely with recruitment consultancies and specialised web agencies who manage the online process for them as they don't have the necessary skills in-house. contact information etc. A more in-depth approach would involve a dedicated web site area that gives details of vacancies. Job areas are often signposted directly from an organisation's home page so that more general browsers can access them too. Large organisations may have areas for specific types of employee's egg graduates.job openings are published both on intranet and internet i. Advertisements would inclu de it ems such as job specs. An intranet may also be used to host vacancies for internal staff to access.. An intranet may also be used to host vacancies for internal staff to access. technical specialists or have a search facility for candidates to view all vacancies. person specifications. While releasing ads HRD may inclu de similar positions even if vacancies do not exist but are fores een.rates.  FOR EXAMPLE . technical specialists or have a search facility for candidates to view all vacancies. company infor mation. candi date specs.  take a µpartnership' approach. Job areas are often signposted directly from an organisation's home page so that more general browsers can access them too.here job postings can be done without any sort of cost or fees.e to the insiders as well as outsiders. Advertis ements woul d be designed by a creative agency and HRD coordinat e with them ensuring completeness and correctness of th e ad inclu di ng correct representation of corporate name. organisations can take a µpartnership' approach. resources available and competitor activity.parle has its own website and displays opening time to time on that website.OWN WEBSITE The amount an organisation invests in its online recruiting (from custom designed sites to basic information pages) will depend on organisation's µe-strategy'. WE may have areas for specific types of employee's egg graduates. logo and symbols Vacancies can be posted in different manners on internet. working closely with recruitment consultancies and specialised web agencies who manage the online process for them as they don't have the necessary skills in-house. benefits and the application process egg complete online application forms. 79 . The basic option is to provide a list of vacancies and contact details. a.

In addition.Mba freshers (0-5 yrs.Understanding of Requirement for HR Talent . . responsible and sincere and excellent communication skills. Compensation: Salary is not a constraint Job Description: 6. hard working. equipments drawing. 2. He/She should be very familiar with preparation of layouts.biz) Traditional recruitment advertiser:  Ad Club. 7. Experience: 4 .Executive . 9. 3. instrumentation diagram.Recruitment ( For FRESHERS) . . Contact Person: Mr.com The job involves . Careerbuilder and Hotjobs. MBA finance and MBA HR .com  1. Education Education: Diploma / Engineer holder.current openings in parle pvt ltd Department: Engineering Designation:Draftsman Location:Mumbai Desired Profile: 1. 8.5 Years 4.) Parle-g (bhadurgarh) We are looking for talented freshers (0-2)in MBA marketing.  Monster. Target oriented. Location: Mumbai 5.salary Negotiation . bill of material and knowledge of design of machineries will be added advantage.Handling Joining SMS APPLY SIUW4 to 5607055 to apply to this job* View & Apply | Similar Jobs 2. The candidate should be a qualified draftsman fully familiar with latest version of AutoCAD and related softwares. a full-service leader in social recruiting and traditional recruitment advertising  The other two big players.) (mumbai) Example of job postings at naukari. SMS APPLY T39M4 to 5607055 to apply to this job* View & Apply | Similar Jobs 80 .Scheduling of Interview.South Delhi / Gurgaon  Parle-g (0-2 yrs.Sourcing / headhunting the profiles for the external clients.com  Google ad words  Naukari. he/she will be required to keep all soft and hard copies of the drawing and technical documents in safe custody.Candidates should have excellent communication skills. Abhijit Pawar (pawaram@parle.

Most ATS systems don t account for optimization.Job Board Aggregators:or commercial jog boards These are large databanks of vacancies. Example: Joiner wanted. As online recruiting continues to evolve one thing is certain. Proper online presence will also increase brand awareness and protect a company¶s reputation. Companies can use these sites for free and if set-up effectively. employment agencies. They often have questionnaires or tests for applicants to improve their job-hunting skills to act as an incentive for them to return. former workers and others who might assist in finding quality applicants. they can quickly find information about a company s culture. it¶s here to stay. Also. Twitter and Facebook provide a great way for recruiters to get in touch with prospective employees. If a job-seeker searches for accounting jobs Houston all properly optimized sites for that search term will come up in the results field. These may be based on advertising in newspapers and trade magazines. SOCIAL NETWORKING SITES Using sites like LinkedIn. b. A properly optimized site allows the search engines to include your company in the organic results listing.com will garner good results and they¶re free. Good pay (if we have enough spare cash at the end of the week). specific organisation vacancies and many other sources. From the job-seekers point of view. those who capture it effectively will have the advantage. possible employee conn ections and if they re lucky ask the hiring recruiter questions. social media can be a great tool in the recruiting arsenal. Must be able to cope with a workshop full of embittered employees (Arsenal supporters) who have given up on a bunch of limp managers who would sooner blame others for the misfortunes of the company rather than their own nepotism. Simplyhired. more and more applicants are searching within social site databases for leads and company information. this can be overcome by enlisting the help of an SEO (search engine optimization) Cutting job board costs and reaching applicants directly will save employers hundreds of thousand of dollars a year. 81 . These are all options traditional job boards don t offer a big plus for social recruiting. Placing recruitment ads on sites like Indeed.com. (PS the boss's son runs the workshop!) Optimization is another great traffic generating technique that a company s career site needs.

Today Pricing for the Monster Social Recruiting Solution: $12,000.00 for set-up. If you just want the Monster job feed $1500.00 per site. Additional social media ads can be purchased for $650.00 per 1 million impressions. Ad Club s Social Recruiting Package price: No Set-up charge $399 per month. Example of ads found on facebook

Online recruitment has the potential to:
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speed up the recruitment cycle and streamline administration allow organisations to make use of IT systems to manage vacancies more effectively and co-ordinate recruitment processes reduce recruitment costs reach a wide pool of applicants make internal vacancies widely known across multiple sites and separate divisions provide the image of an up-to-date organisation, reinforcing employer branding and giving an indication of organisation culture offer access to vacancies 24 hours a day, 7 days a week reaching a global audience be a cost effective way to build a talent bank for future vacancies help handle high volume job applications in a consistent way provide more tailored information to the post and organisation e.g. case histories of the day in the life' or self-assessment questionnaire or quiz to assess fit with role TIME PERIOD THESE ADS WHICH ARE PLACED ONLINE SHOULD BE PRESENT THERE FOR 1 MONTH CONTINOUSLY WITHOUT SPECIFYING ANY SPECIAL DAY IN THE ANICIPATION OF AN OPENING.

For effectiveness in the use of the strategy of e-Recruiting, following ponts are to be considered:  use specialised Job Sites that cater to specific industries;  thoroughly assess the service level provided by Job Sites to ensure that they maintain the level they claim to provide; enhance the Corporate Web Site as a tool to encourage potential job seekers to 82

become interested in joining the company;  take advantage of the fact that Internet job advertisements have no space limitations so recruiters can use longer job descriptions to fully describe the company, job requirements and working conditions offered;  use valid Search Engines that will sort candidates effectively, but will not discriminate against any persons or groups;  create attention-grabbing newspaper advertisements that prompt people to visit the company¶s website. They will then see all vacancies that are advertised;  encourage employees to e-mail job advertisements to friends;  design and implement a successful e-Recruitment strategy.

Niche recruitersMore and more we[who?] are seeing the emergence of specialized firms which only staff for a very narrow specialty. Because of their focus, these firms can very often produce superior results due to their ability to channel all of their resources into networking for a very specific skill set. This specialization in staffing allows them to offer more jobs for their specific demographic which in turn attracts more specialized candidates from that specific demographic over time building large proprietary databases. These Niche firms tend to be more focused on building ongoing relationships with their candidates as is very common the same candidates are placed many times throughout their careers.

Head hunters
headhunter are industry term for a third-party recruiter who seeks out candidates, often when normal recruitment efforts have failed. Headhunters are generally considered more aggressive than in-house recruiters or may have preexisting industry experience and contacts. They may use advanced sales techniques, such as initially posing as clients to gather employee contacts, as well as visiting candidate offices. They may also purchase expensive lists of names and job titles, but more often will generate their own lists. They may prepare a candidate for the interview, help negotiate the salary, and conduct closure to the search. They are frequently members in good standing of industry trade groups and associations. Headhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers. Headhunters are typically small operations that make high margins on candidate placements (sometimes more than 30% of the candidate¶s annual compensation). Due to their higher costs, headhunters are usually employed to fill senior management and executive level roles. Headhunters are also used to recruit very specialized individuals; for example, in some fields, such as emerging scientific research areas, there may only be a handful of top-level professionals who are active in the field. In this case, since there are so few qualified candidates, it makes more sense to directly recruit them one-by-one, rather than advertise internationally for candidates. While in-house recruiters tend to attract candidates for specific jobs, headhunters will both attract candidates and actively seek them out as well. To do so, they may network, cultivate relationships with 83

various companies, maintain large databases, purchase company directories or candidate lists, and cold call prospective recruits. It is re commended to use a head-hunter (recruitment consultant who keeps a book on
capable people and who buys them lunch from time to time for a confidential chat that "may be beneficial to your future"). Be careful in 18 months time the head-hunter may be ringing up that recruit you secured via their services to persuade them that another job move may be profitable.

Passive candidate research firms
These firms are the new hybrid firms in the recruitment world able to combine the research aspects (discovering passive candidates) of recruiting and combine them with the ability to make hires for their clients. These firms provide competitive passive candidate intelligence to support company's recruiting efforts. Normally they will generate varying degrees of candidate information from those people currently engaged in the position a company is looking to fill. These firms usually charge a per hour fee or by candidate lead. Many times this uncovers names that cannot be found with other methods and will allow internal recruiters the ability to focus their efforts solely on recruiting.

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To get the best out of this hiring strategy. Process of college recruitment: campus recruitment refers to the system where various companies come to the college CAMPUS to recruit bright ± new faces to work for them.COLLEGE RECRUITMENT College recruiting ± sending an employer¶s representatives to college campuses to prescreen applicants and create an applicant pool from that college¶s graduating class ± is an important source of management trainees.at least 10 to 12 85 . suitable candidates become available only at certain times of the year. technical and professional competencies they require in their organisation. With the growth of industries. Campus recruitment provides a platform for the organizations to meet the aspirants and separate the wheat from the chaff. Unfortunately. Another major disadvantage of college recruiting is the lack of experience and the inflated expectations 1 of new graduates and the cost of hiring graduates for entry-level positions that may not require a college degree. The personal competencies identified may include. which may not always suit the needs of the hiring organisation. and professional and technical employees. instead they spread their net far & wide. then. is one can show how the work it offers meets students¶ needs for skill enhancement. For the purpose of recruitment. promotable [entry-level] candidates.. organizations employ various selection procedures. flexibility and compensation. personal satisfaction.They pick up the intelligent. strong interpersonal skills. the need for talented young people who can work for long hours has grown. So organizations do not confine themselves to certain selected institutes only. this will help students or freshers know the working culture of the organization. The organisation that will succeed. Human resource professionals are aware that few college students and potential graduates know where their careers will take them over the next fifteen to twenty years. leadership capacity and an ability to function well in a work team. Students who are keen to turn professionals as soon as they finish their studies have various opportunities knocking at their doors. They should make the most of this opportunity to enter the job market as entry otherwise becomes difficult. committed youth who have the requisite enthusiasm and zeal to prove themselves. College recruitment offers an opportunity for recruiters to select the potential employees with the personal. and the convenience (since many candidates can be interviewed in a short time in the same location with space and administrative support provided by the college itself). These students thus get training and acquire skills immediately after college. inter alia. a positive work ethic. companies visit Engineering Colleges & Institutions offering MCA/MBA. rewarding opportunities. Therefore many of the criteria used by students to select the first job may be quite arbitrary. In order to find the right candidates. Two major advantages of this strategy are the cost (which is higher than word-ofmouth recruiting but lower than advertising in the media or using an employment agency). The opportunity to discuss a student¶s current strengths and potential future value to an organisation cannot be replicated in any other setting. Internship:-every year company must go for internship programmes.

-Collaborate with university deans and professors to help generate student interest in the field.arrange seminars.colleges . Enter into partenership with certain good institutes. carefully-selected institutions.workshops or other programmes there in the institute. Timely and frequent dissemination of literature. Campus Placement form Date: Name of the Company : __________________________________________________ Website : __________________________________________________ Company Profile : __________________________________________________ JOB PROFILE Job Designation : __________________________________________________ 86 .if stiphand is being provided to the students we must ensure that we are taking enough work out of them or utilysing their potential.. Subsequent invitations to the organisation¶s offices.school or universities should be selected every year for this program. To make college recruiting effective.thi can prove to be a very effective method of recruitment if we provide the tudents stiphend for the internship.again there would be no need of induction or much training to such students as they are already familiar with every aspact of the organization..at the end of session recruit these freshers for the entry level jobs. It may prove cost-effective to do intensive recruiting in a few. -Develop stipend program partially covering college tuition and other expenses of college students who agree to work for the human service agency for specified period of time. To arrange internship.. the offer of internships and the award of prizes for academic and/or social prowess help to advertise the organisation as a preferred place of employment. this will further encourage the outsiders to join internship.all the generated information and details of the students should be kept tored as a data bank to use it later as need arises. made to students identified as potential employees.we can treat them as a employee of the company and judge their performance on the basis of that.expose them with the organization time to time. establishing a presence and building the organisation¶s reputation among students and faculty. the recruiting organisation must first determine how many and which schools should be targeted. Campus recruitment: make partenership with some institutions all over the country. may serve to solidify the firm¶s image.first of all we must thourly analyze its cost-benefit aspect.

of Vacancies Pay package Details* Programme Basic HRA Others Gross Take-Home Cost to Co. Ph. ________________ 87 . Sc. : Yes/No : _______________ SELECTION PROCEDURE Preferred dates for Recruitment 1. Des M. ________________ ( No. Tech B. D. Sc. Des M. B. of Executives visiting the campus: (_____________) 2.Job Description : __________________________________________________ __________________________________________________ __________________________________________________ Place of Posting : __________________________________________________ Degree/Discipline of students Required Programme B. Ph. Tech M. D. * Please provide a detailed breakup of Salary/Perks as an attachment Accommodation Provided Bond or Service Contract If yes (for how long) : Yes/No. Tech M. Tech B. Branch/Specialization No.

. when will the results be declared): _________________________________________ Tentative Joining Date : _________________________________________ Signature : __________________ Name : __________________ Designation : _____________ _____ CONTACT INFORMATION Contact Person : _______________________________________________ Email : _______________________________________________ Contact Address : - _______________________________________________ _____________________________________ __________ Phones : _______________________________________________ Fax : _______________________________________________ Kindly enclose company literature such as Annual Report.: 6 and above) : Yes/No.METHOD Shortlist from Resumes CPI (minimum) Pre Placement Talk /LCD/Laptop) Aptitude Test :__________________ Group Discussion Personal Interview : Yes/No : Yes/No No. House Journal. for students` references in the placement office 88 . (If yes. Product Catalogue etc. equipment required for PPT: OHP __________________ No. of Rounds : : Yes/No Duration (if any) : Yes/No : ______________ (e.g. of rooms needed for conducting the interviews/Group Discussion : - __________________ Will you declare selection result immediately after the campus interview: Yes/No (If no.

At the job fair. employers have a large pool of candidates on which to draw. Timesjobs. Build your resume bank for future requirements: Job Fairs provide a great opportunity to collect resumes of candidates across various specializations and experience levels. dedication and initiative.000 walk-ins & 2. In the last 3 years. all Times of India group publications (The Times of India.00. employers are still on the look out for qualified. 89 .com has organized over 600 Job Fairs across the country. potential employees who have interest. The Economic Times. They are considered one of the most effective ways for job seekers to land jobs. Radio. WHY SHOULD ONE CHOOSE JOB FAIR AS A RECRUITMENT SOURCE this option of recruitment Build and strengthen brand image of the company in the recruitment market: Each fair is backed by a b targeted media campaign on Timesjobs.000 'on-the-spot' job offers.Please ensure that the completed form along with the detailed breakup of salary/perks is sent to the following address at the earliest: India Email : Job fairs The concept of a job fair is to bring those interested in finding a job into those companies who are searching for applicants. Job fairs are open fora at which employers can exhibit the best their companies have to offer so that job seekers can make informed choices. Notwithstanding the fact that the atmosphere at the fair is more relaxed than at an interview. Big Leap Job Fairs The Big Leap Job Fair is a unique platform that helps showcase your organization to prospective employees thereby strengthening your brand image in the recruitment market. while job seekers have the opportunity to shop around for dozens ± sometimes hundreds ± of employers.com. Hire quickly yet cost effectively: The large number of walk-ins at Job Fairs provide a quick and cost effective way for hiring talent for various job openings on the spot. Times Ascent. which have succeeded in attracting in excess of 20. all in one place. Navbharat Times). fliers etc.50. In addition it brings down your cost per hire as you can interview candidates in person and hire for several positions on the spot. the Internet via targeted mailers in addition to other media such as banners.

first register at the registration des and then go on to visit the stalls of companies they are interested in. Participating companies are free to complete the selection process at the fair itself . Close to a hundred recruiters across industries participate in this fair. as you need to meet only the qualifying candidates. though some prefer to do just a basic screening at the job fair and complete the process subsequently. organized usually over a weekend. Job Fairs provide a great opportunity to network with recruiters as well as HR managers from other companies. Example: Java Fair. It is organised in metro cities such as Delhi. Exclusive Job Fair: A job fair. recruiters from various different industries participate to recruit talent across functional areas and experience levels. Big Leap Domain Specific Job Fairs: These are skill specific job fairs. Big Leap Campus Job Fair: This type of job fair offers the perfect opportunity to recruit final year students from the college where the fair is organised. BPO Fair. A Typical Job Fair and How It Works : Typically a Job Fair is a two day event. candidates that walk-in. This helps you save time. Big Leap Diversity: A fair. Timesjobs offers a value-add in these fairs by pre-testing interested jobseekers. The pre-event publicity starts about 10 days in advance and is geared towards maximizing candidate participation as well as providing brand visibility to participating corporates. Mumbai. Big Leap Industry Specific Job Fairs: These fairs are specific to a particular industry. mass recruitment and building your database.y Networking: Job Fairs provide a great opportunity to network with recruiters as well as HR managers from other companies. in which. Example: IT Fair. which also has a special section to showcase institutes offering career enhancement courses. This offers the perfect opportunity for brand building. The Job Fair gets editorial coverage in various Times Group publications. which is completely customised to the recruitment 90 . Unix Fair. Hospitality Fair etc. Types of Job Fairs Jumbo Fair: The largest job fair in terms of the sheer number of recruiters and jobseekers that participate. Testing Fair etc. Reverse Job Fair: This type of job fair is organised in a college campus and offers the perfect opportunity to hire talented freshers from that college as well as other neighbouring colleges. Hyderabad etc. On the days of the fair. Retail Fair.

Saturday to Monday every weak !  "    !  #  ! " "  !       "!          © ¦ ¨ § ¦¥¤ & ' ' % $ ) ( £ ¢ MEDi PRIN MEDIA (NEWSPAPER) Job at parle factory Parle g bhadurgarh) s going to start a new lant of biscuits in the upcoming months Employees are re uired on contract basis Qualification-min.we should prefer local newspapers (only) for part time jobs where we are not intended to spend a lot in advertising or hiring and also part time doers can be a lacalite only.and who are those who can stay nearby. You can focus all your energies on hiring the right talent while the Timesjobs team manages the event from start to finish.skills . e ee ey y e -c ss e ys c e . Cal ar for Upcomi Job Fairs i South India:- Dates 17th & 18th July 2010 24th & 25th July 2010 ^ Go to Top ^ Location Bangalore Chennai Fair Type Upper Crest Exclusive Job Fair Upper Crest Exclusive Job Fair Cal ndar for Upcoming Job Fairs in West India: Dates 17th & 18th July 2010 Location Pune Fair Type Upper Crest Exclusive Job Fair l l ew p per. In a manufacturing unit workers are hired on contract basis and these are those employees who doesn t require much qualification.requirements of a specific client.10+2 degree Work e -1-2 years in a production unit 91 For more details.contact-9752354467/65 .

Hyderabad/Secunderabad. Vendor Management . Delhi.60 / sq cm Color .. | Industry: Logistics/Freight Forward/Distribution/Courier.Days on which the ad would appaear in the paper . Name of the paper= Times of india Days on which ads would appear -Monday.middle level.2 yrs..) Parle-ltd ( Noida/Greater Noida.all days till the vacancy get filled rate. | Keyskills: industrial relations | Industry: Manufacturing/Industrial Admin Officer/ Admin Executive ( 1 .000-2. Liasioning with regulatory. 1. Coimbatore. Rudrapur.) Parle-ltd ( Haridwar.Rs.recruitment ads are given in national newspapers for the specified days of the weak.managerial level jobs.000 p. selection. Bengaluru / Bangalore.. Overall responsible for Generl Administration. Kolkata.Friday Budget. House Keeping .05.05. Ludhiana ) Must Have experience in handling General Administration in large set up. Ahmedabad.Rs. Chennai. view details Salary Range : Rs. Security management . Warehousing Magazine or journal advertising:92 .170 -230/ sq cm National mewspaperfor the permanent.90 / sq cm HR Manager ( 2 . House keeping.Rs.5 yrs.BW . training of personnel Performance appraisal Job Analysis Devising ways for adequate compensation Defining parameters / benchmarks for rewarding employees . view details Keyskills: General Administration & purchase . Office Administration. and Security Supervision. General HR functions Accomodation management .a.150 -200/ sq cm Color . Liasion work .Wednesday.Rs.. Delhi/NCR ) Reporting directly to the CEO Recruitment .

there are various busines magazines which publish the job postings. HR Services will send out recruitment packs to job applicants within 4 working days.  Business India.business weak etc. Magazines can be a local one and a national one too.  Competition Master. but where it is not possible for applicants to apply on-line. track record of sales achievement * Knowledge of the recruitment adverting industry and cold calling experience. Response to the advertisement Job applications to parle are made via our on-line application form. 93 .people prefer magazines.when we want to publish the vacancy for lower level or contract basis or executive level then ads are given in local magazines otherwise for managerial jobs national or international magazines are preffered.  Business Today.. Applicants may also submit a curriculum vitae in addition to the application form.like outlook. Job applicants can access the following via recruitment website: Recruitment packs will include: y y y y y an application form and equality and diversity monitoring form the job description and person specification background information about the post and school/service Equality and Diversity Policy information about the benefits of working at parle All job applicants are required to complete our application form and equal opportunities monitoring form. ExampleParle pvt ltd.  Chartered Accountant  Competition Affairs. Insider sale representative--this may be the perfect opportunity for you! Our Inside Sales Representatives prospect and consult ..today its not the time when peole look for the vacanciies in the newspapers only.  Competition Refresher... Applicants are advised in the forms that the data will be stored on HR Services¶ confidential database and that it is used anonymously for statistical reports.magazines are now in trend .

g. headhunting and through referrals. a candidate with a disability. Consultants also provide advice to both clients and candidates on salary levels. language etc 94 . C. T hese may be for positions that have got no response from the ads or positions that are too urgent or not urgent at all. for example.Brief t o the consultants w ould include  The job specs such as designation. a copy of a recent publication. as well as by networking. Considering the large volume of recruitments to be done within a small span of time. e. HRD would coordinat e contract ing placement consultants for assisting in employment . it is necessary to identify and engage Professional hiring consultants to help HR to source quality candidates for middle & senior level positions. past performance records & industry feedback. Regional heads at branch/regional level can also identify a Consultant and the details need to be sent to HR for further discussion & approval. training requirements and career opportunities. based on their current client¶s distribution. Company would prefer dealing with consult ant s who take regular assignments and have been successful in the past. do background checks. consultants may b e asked to furnish leads by HRD. years of exper ience.For some posts may also request applicants to send in a sample of their work. building relationships in order to gain a better understanding of their recruitment needs and requirements. and finally match candidates to their clients. All the consultants are expect ed t o have a clear contract with the company on the ter ms of s ervice. Company ma y take in a consultant on the advice of a depart mental hea d provided t heir ter ms are similar to the regular consultants. Process of hiring consultant HR would identify the Consultants in all the regions. Recruitment consultants work with client companies. age. After the interviews have been held these should be returned to the applicant either by HR Services. approximate salar y ma y or may not be given  The candidate specs such as q ualifications. in which case applications in alternative formats will be acceptable Hiring consultants: For certain positions. Some applicants may be unable to complete an application form. location. The jobs may vary from entry-level roles to directors and executives. depart ment. A recruitment consultant is responsible for attracting candidates and matching them to temporary or permanent positions jobs with client companies. database size. They attract candidates by drafting advertising copy for use in a wide range of media. interview them. industr y worked. They screen candidates. HR will negotiate the Terms & Conditions with all the identified consultants and will get a one-time approval (from the Director) before rolling out the formal agreement with them.

Realistic Job Previews (RJP): Realistic Job Previews are designed to prevent applicants from taking jobs that they have little knowledge of. plans. depar tment the job is placed etc O ther items such as pr obable inter view location. A RJP is a recruiting tool designed to reduce ³early´ turnover by communicating both the desirable and the undesirable aspects of a job before applicants accept a job offer. the consultant should forward at least 6 CVs within the next 72 hrs. assess salar y match and then forward the bio data t o the comp an y. This strategy is framed to fill the gap or vacancy that is creted by Unwanted turnover among new workers who did not understand their job when they were hired Keeping Jobs Filledsometimes organisations carry a large number of vacancies relative to the number of filled positions. RJPs can be in the form of videos. y Strong Conversion Rate (6:4:2): Out of the 6 CVs forwarded by a consultant. heavy workloads preventing hiring managers from having the time to go through the selection process. 4 have to be short-listed (after initial screening by HR) and at least 2 of them have to be selected. oral presentations. It is critically important to keep positions filled. check with t he candi dates their interest. or are not suited to perform. Some human service agencies are so well regarded as a ³great place to work´ that they turn away quality applicants. There are many reasons ± bureaucratic approval processes. . C. who would be treated as priority CV sources for critical positions in future. their positive ³word of mouth´ about the agency is a powerful recruitment source.Quality Expectations from the Hiring Consultants: y Minimum Turn-around time (TAT): Once a requirement is placed. 95 . The companies have significantly reduced their vacancy rates by recruiting and hiring new recruits so there is a ready pool of trained workers to step into vacancies as they arise. Hire employees in anticipation of vacancies that are projected to come across. reimbur sements. and pamphlets or brochures. An Annual Evaluation of the services provided by the existing consultants across the country would be done to create a list of preferred consultants. they become one of the best sources of recruitment. contact person etc  Consultants would be asked t o shortlist candidates on the basis of t he specs.  Even if employees are not actively referring vacancies to friends and acquaintances.  The comp any pr ofil e. and failure to anticipate vacancies. Word of MouthIf current employees are happy in their jobs. Vacant positions increase the workload of all employees and add to the stress of already stressful jobs. job-shadowing opportunities.

Outsourcing firms develop their human resource pool by employing people for them and make available personnel to various companies as per their needs. A company may draw required personnel from outsourcing firms. Apart from increasing their revenues. enhancing the skill set of the service providers and exposure to the different corporate experiences thereby increasing their expertise. the outsourcing firms or the intermediaries charge the organizations for their services. The major advantages of outsourcing recruitment performance management are: Outsourcing is beneficial for both the corporate organizations that use the outsourcing services as well as the consultancies that provide the service to the corporate. Although supervisors and/or casework staff must spend time supervising and training interns. the potential payoff is having a ³known´ applicant who is familiar with agency operations. It has become a challenge for human resource managers to face and tackle poaching. y OUTSOURCING In India. The outsourcing firms help the organization by the initial screening of the candidates according to the needs of the organization and creating a suitable pool of talent for the final selection by the organization. A company can attract talent from another firm by offering attractive pay packages and other terms and conditions. time and money on the routine work . HR outsourcing helps the HR professionals of the organizations to concentrate on the strategic functions and processes of human resource management rather than wasting their efforts. POACHING/RAIDING Buying talent´ (rather than developing it) is the latest mantra being followed by the organizations today. the HR processes are being outsourced from more than a decade now. In turn. y Advantages of outsourcing recruitment: Traditionally. as it weakens the competitive strength of the firm. recruitment is seen as the cost incurring process in an organization.Outsourcing the recruitment processes helps to cut the recruitment costs to 20 % and also provide economies of scale to the large sized organizations. better than the current employer of the candidate.´ InternshipsInterns sometimes are paid a stipend. but in most instances interns are fulfilling an academic requirement of the college or university. Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry. 96 . the organization might be a competitor in the industry. But it is seen as an unethical practice and not openly talked about. outsourcing Process provides business opportunities to the service providers.Great frontline supervisors in organizations that engage and value employees are critical to being considered a ³great place to work. Indian software and the retail sector are the sectors facing the most severe brunt of poaching today.

The advantages accruing to the corporate are: 1. Accessibility to the expertise of the service providers 3. Value creation. Therefore outsourcing helps both the organizations and the consultancies to grow and erform better. Turning the management's focus to strategic level processes of HRM 2. hence. A satisfied and. Now-a-days recruitment in government agencies has become compulsory through employment exchange. Most of the government undertakings and concerns employ people through such exchanges. Freedom from red tape and adhering to strict rules and regulations 4. Employment Exchanges ± There are certain Employment exchanges which are run by government. Optimal resource utilization 5. operational flexibility and competitive advantage . Labour Contractors 97 . highly productive employees 1. Structured and fair performance management. 6.

the organisation may promote from within into managerial positions. This may result in people being promoted before they are ready. Such callers are considered nuisance to the daily work routine of the enterprise.  In times of rapid growth and during transitions. 98 . Through these contractors. Transition activities and rapid organisational growth often mask managerial deficiencies. UNSOLICITED APPLICANTS Many job seekers visit the office of well-known companies on their own.These are the specialist people who supply manpower to the Factory or Manufacturing plants. . inbreeding.but when we hiring outsidersiders thenthis becomes a responsibility of our organisation to formally train and develop the candidate so that he or she adjusts well with the job and perform well . i. workers are appointed on contract basis. Why external recruitment is preferred over internal recruitment:Sometimes it is difficult to find the ³right´ candidate within and the organization may settle for an employee who possesses a less than ideal mix of competencies. such people who are appointed have to also leave the concern. it is not until the growth rate slows that the deficiencies become apparent and. then. Under conditions when these contractors leave the organization. if not impossible. and a shortage of varied perspectives and interests may reduce organisational flexibility and growth. Infighting. and resistance to change by those who have an interest in maintaining the status quo may present long term problems. regardless of the qualifications of incumbents. The resulting cost of remedial training can prove prohibitive.  If the vacancies are being caused by rapid expansion of the organisation there may be an insufficient supply of qualified individuals above the entry level. for a particular time period.e. to undo the damage. the organisation finds it difficult. or not being allowed to stay in a position long enough to learn how to do the job well. But can help in creating the talent pool or the database of the probable candidates for the organisation.

sexual orientation or religion/belief would be preferred. for example with regard to invitations to visit the department. Any person with any personal / vested interest in the process must declare such interest beforehand and recuse her. In addition to using a structured interview. age group. These include the use of alternative selection techniques and referee reports.CHAPTER-7 DESIGNING THE SELECTION PROCESS There still tends to be a perception amongst many employees that the interview is the only selection tool used to fill vacant positions. All applications short-list ed at the first stage first stage would be entered in t he Candidat es database maintained by HRD 1 Candidates must be screened in terms of the threshold requirements of the post. reasonable and fair. Canvassing. and to do so may lead to a complaint of unlawful discrimination. and provision of information. F irst stage short listing usually is done mechanically by matching the specifications rigidly and rejecting all candidates who do not qualify. informal meetings to discuss the vacancy. However. it is acceptable to respond to requests from individual candidates who demonstrate initiative in their preparation.or himsel from the process. The confidentiality of applications must be respected by all of those involved in the selection process Preliminary screening of candidates Short-list ing the Candidat es ± HR officer / Coordinator would do the first stage short listing of applications. favouritism. the interview can be an ineffective selection tool if used in isolation especially if it is not structured. Processing Applications Staff must be aware that when dealing with enquiries about vacancies it is unlawful to state or imply that applications from one gender or from a particular racial group. However. 99 . After the advertisement has closed. a transparent and accountable process has to be followed which must be correct. Care must also be taken that all applicants are treated in the same way. Only relevant. objective and verified information. nepotism or similar practices are under no circumstances allowed. may be taken into account during the screening process. including that contained in CVs and other documents accompanying the application. the selection panel should also consider the merit of using other selection tools in order to improve the reliability and validity of their selection decision. The equity of all candidates must be ensured with due regard to all applicable legislation.

in particularclients who may present as angry or in crisis. However.2. but it should be ensured that equit prevails at all times.2. Moreover. and the reason(s) recorded why the candidate in question was not considered. 2.KnowledgeKnowledge of word processing and data base facilitiesKnowledge of effective telephone and reception techniques.Ability to work under limited supervision and to take the initiative in managing workload.2 A short list is compiled on the basis of an uniform methodology. There are a variety of techniques available. as well as the employment equity targets of the department. be considered . During the process strong emphasis is placed on the information supplied in a candidate's curriculum vitae and in the application form. the constitutional rights of individuals have to be taken into account. At this stage applicants with most potential would be select ed..1 At least 50% of the members of the Selection Panel must be involved in compiling the short list of candidates. functional skills and key performance areas inherent in the relevant post. Short lists should preferably be compiled according to a ³grid´ comprising the key requirements.100 .2 Standard procedures for compiling a short list.Ability to deal with confidential matters with tact and discretion. such applications must also be listed. Shortlisting Matrix(format) Personal Abilities/Aptitudes/Skills Interpersonal skills to effectively relate to a wide range of client groups. these reason(s) must be supplied to her/him in writing. These areas should focus on the managerial demands. . as a transversal guideline. (Should the candidate request it. The Head of Department and the Executing Authority must finally accept the short list.). Weighting of the total points scored may. HR Head or the Functional Head would do the second stage short listing. competencies and performance areas (as advertised). .ExperienceExperience in providing services to a wide range of client groups. HRD may also select some applicat ions for consideration to other posts current ly vacant or likel y to arise in future.KnowledgeKnowledge of equal opportunity principles and practices. as measured against the advertised requirements.3 Applications of persons who do not meet the threshold requirements need not be considered further.Desirable Characteristics ExperienceExperience in data base management.

It contains a scoring system that must be used when evaluating candidates. aspreadsheet that will assist the shortlisting process has been developed and can be obtained from Employee Relations. The results from each stage of the process can be more easily compared. For this reason. then the weighting given 101 . This allows the following to occur: People involved in the recruitment process such as Selection Advisors and selection panel members understand and can apply the rating system more easily.. the selection panel needs to determine the process by which the shortlisted applicants will be assessed. The weighting should be decided in light of the requirements of the position. Specifically. Selection panel members need to be aware of anti-discrimination and equal employment opportunity legislation during the shortlisting process. The criteria that are evaluated at the early stage of the process are technical criteria such as qualifications. To ensure that only information that is relevant to the recruitment and selection process is considered. This may involve the identification of alternative selection techniques in addition to the application. This means that there is consistency at each stage of the process. 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.Guidelines for Successful Shortlisting The selection panel should only seek the facts that are essential in deciding whether the person should be interviewed that is. interview process and referee checks. applicants who do not meet the technical criteria are not interviewed. It is displayed below: 1 = no fit with criteria/ dimension 2 = low fit with criteria/ dimension 3 = acceptable fit with criteria/ dimension 4 = strong fit with criteria/ dimension 5 = exceptional fit with criteria/ dimension This scale is used throughout the entire process. relevant skills and experience related to the principal accountabilities. then a telephone interview may be used to screen out applicants on the basis of how well they match up to the technical criteria. Selection Panel members can give more accurate feedback to candidates. if a position requires significant data entry skills. Personal attitudes. shortlisting. interview and Final Selection Stage. If a large number of applications meet the criteria. preferences or prejudices should not influence your judgement. employees with a close personal friend or family member applying for a position will not be part of the selection process.Educational/Vocational Qualifications Post secondary studies in human services or related field. The most important rule is to maintain objectivity. DECIDING ON THE PROCESS Once the shortlisting process has been completed. using the qualities that are outlined in the Criteria for Selection document. For example.

interviewer needs to make polite talk. While the comp et ence may come wit h exp erience. The following are some of the skills possessed by successful interviewers.    Ability t o put a person at ease. 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. if requir ed. Interview HRD would coordinate with concerned function in setting the interview panel. drawing him out to express himself. Interview Etiquette T he company executives would do their best to extend the following basic court esies to all candidates seeki ng employment with the company  Clear infor mation to candidat e about dat e. This may make the decision-making process easier once all the information has been gathered. clos ed questions are effective for quick factual respons es and with long-winded speakers. time and place of the int erview  Reasonable t ime for the candidat e t o appear for the interview  Agreeing to genuine requests with strong reasons for postponi ng int erviews  Travel dir ect ions to outstation candidates  Starting int erviews promptly mi nimizing the wait ing time  Instruction to p eople in reception about candi date¶s arrival  Infor mation 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. unl ess it is a consciously decided stress interview  Introducing the panel members to the candidate  Allowing the candidate to express self reasonably well  Not ma king sarcastic comments  Not ma king value judgments  Giving a chance to the candidate to ask questions  Letting the candidate know the next step in the process  Explain the administrative for malities such as travel claim etc  Feedback to candidate about yes-no-hold decisions Interviewing Co mpetence T he company expects every member who sits in the panel to continuously improv e their comp et ence as interviewers. It may involve CEO for senior level recruit ment and sp ecialists from outside for certain positions. be aware of one¶s own body language and control it. dat es and the location.to a µtest¶ which covers skills such as attention to detail and typing speed needs to reflect this. op en 102 . The int erview panel would typically invol ve managers fro m concerned function and HRD. it oft en requires a conscious effort on the part of the intervi ewer. Ability to swit ch qu estioning style from clos ed to op en and back.

Ability to rephrase qu estions or statements and summarise long respons es      Apart from using thes e skills. biases and weaknesses. posture. feelings and emoti ons. this needs to coupled with an understanding of the limitations of non-verbal communication Ability to frame neutral. communicat ion skills and opinions.questions are best for assessing thinking abilities. giving more airti me to candidates than oneself Ability to spot contradictions and read between the lines coupled with the patienc e not t o ju mp t o conclusions Ability to read non-verbal communication inclu ding. Related Functiona l Head and HR Head. Lot of efforts would be needed in establishing total commu nication wit h others.        Ability to probe the candi date to get in-depth resp onses and pinp oint evasive communicators Ability t o commu nicate a lot by saying litt le. HR Head. non-leading questions Ability to underst and the psychological implications of the stories and statement s made by the candidate. shift in tone or rate of speech. in all functions. which alone would ensur e cons ensus and cons equ ently a good coll ective judgment. CEO. paralanguage. Assistants & Others Concerned Depart mental/ Functiona l head. Executives ED-BU/Function. an intervi ewer also needs to understand the styles of other fellow interviewers and act in complet e tandem with them. facial expressions etc t o understand candidat e¶s moods. involuntary hand movements. eye contact. the things emp hasised and the things ignored etc Ability to t est functional knowl edge by asking questions that would stretch t he candi dat e¶s thinki ng Reasonable level of self-awareness to understand own blind spots. HR Repr esentative Level INTERVIEW PANEL Preliminary Interview Final Interview 103 . All positions of Manager and abov e Related F unctional Head.

MM-1 and above at HO RSM\Branch Heads\ASM-Regions 

Head of HR  Corp. Functional Head  Head of HR  Corp. Functional Head  Head Sales  Departmental Head(Not below the level of MM-2)  HR Manager\Head of HR  Any other HOD  RSM\ASM  HR Rep.  Departmental Head  HR Manager\Head of HR  Any other HOD 

    

GP GMD Head of HR GP GMD Head of HR

JM-3 and JM-2 

GP  Corp Functional Head  Head of HR     Head of Sales HR Rep Corp Functional Head Head of HR

Sales Executives JM-1

Stages of interview
y

The preliminary interview would be a detailed interview on the applicant¶s experience and knowledge of the technical aspects of the job and will be done by the Preliminary Interview Panel in the Interview Assessment Sheet (HRRSP-04 The candidates short listed for final interview would be required to undergo a written test to asses their basic aptitude in terms of analysis and comprehension and emotional quotient, as per the following matrix.

y

Grades Level MM-1 and below up to JM-1 Management Trainees

Nature of test Psychometric test Reasoning Skills Numerical Skills Eng language test Any of one

Level MM-2 and above

PRISM MAO-B FIRO-B Any of one

104

INTERVIEW CALL Once t he panel is s etup and the dates are finalised, HRD would call the candidat es for interview either through a letter or an e-mail or phone. Candidate would be infor med of the date, place, time of the interview and the eligible reimbursements. HRD woul d deci de on interview location in consultation with panel memb ers and considering th e cost and convenience. Candidat es applying throu gh consultants would be intimat ed t hrough t he concerned consultant. If ma ny candidates are called on the same day, their timing would be staggered to minimis e the waiting time.

Candidates¶ eligibilities
Company would rei mburse the travel expenses to the candidates coming for intervi ew on par with what they would be eligible if selected. As special cases, senior level candidat es (for the position of Manager or above) from outstation may be put in a hotel if interview ext ends to t he next day. Candidate needs to sub mit a claim along with supporting for getting the expens es reimbursed. Company would insist on supporting from the candidat es and exceptions woul d have to be authoris ed by HR Head.

Main Interview
T he main interview would normally in two or three parts with panelists in a rou gh order of seniority meeting the candidates successively. Candidates woul d be short listed at the end of every part with only cleared candidates meeting the senior pan el members. HR Head or his nominee would be present in all intervi ews 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 for m (Exhibit) would be filled up aft er every interview for recording and filing purposes. Yes-No-Hold decisions should be clearly marked in the for m. every interview shoul d necessarily cover the following aspects:  Candidat e¶s educat ion and fa mily background,  Reason for seeki ng change,  P osition aspiring for and long term career goals,  Functional comp etence ± practical and conceptual matters relating t o concerned function,  Managerial compet ence in areas such as commu nication, decisiveness, clear thou ghts,  Intangibles such as life¶s values, leadership, human orientation,  Exa mples of major achievements,  Gaps in career, if any,  Leisure time inter ests,  Computer literacy,  Disabilities, if any,  Reason for choosing our company,  locational preferences,  Salary exp ectations etc

105

INTERVIEW QUESTIONS Situational questions Situational questions ask candidates about hypothetical scenarios that may be encountered in the job and how they would respond in that situation. The questions directly tap into the work related experience and problem-solving style of the candidate. For example, situational interview questions may include: ‡ Your case load has increased to the point of being unmanageable - how would you address this? ‡ What would you do if a client did not attend an appointment? ‡ You are the team leader and two team members have had an argument with one another about the way the work tasks should be assigned. How would you handle this? ‡ If you disagreed with the work practices of a coworker or team member, how would you deal with this situation? ‡ A client arrives to a session intoxicated. How would you manage this? ‡ A client complains to you that another staff member has acted inappropriately. What would you do? ‡ During a counselling session, it becomes apparent that a client has problems to manage that are beyond your skill level (e.g., mental health issues or abuse). How would you handle this? Experience-based questions Experience-based questions focus on specifi c examples of the candidate¶s prior work experiences and their responses to past situations that are relevant to the job in question. One advantage of experience-based questions is the opportunity to tap into actual behaviour anfeelings rather than hypothetical ones. Examples of experience-based questions include: ‡ Please describe a situation where you had to deal with an aggressive client and outline how you dealt with this. What were some of the strengths and weaknesses in your approach? ‡ Can you give an example of when you had to manage a complex project and describe the strategies you used to do this? Developing criteria to assess candidates¶ responses To effectively distinguish between candidates, it is recommended that structured questions are accompanied by a pre-determined scoring key. The scoring key should contain examples of excellent, good, average, and unsatisfactory answers against which candidates¶ answers can be compared. Advantages of pre-determined scoring criteria include: ‡ Reduced reliance on interviewers¶ memory or written notes ‡ Increased clarity regarding the criteria against which candidates are assessed (i.e., what is a ³good´ answer?) ‡ Consistency of assessment across candidates and between interviewers (if a panel is used). 106

to assess those factors which can only be measured in a face-to-face situation (ie certain kinds of verbal fluency. if any. However. language usage. 107 .  Reliable. the Business Head would perfor m thes e functions and infor m HRD in t he corporat e office. they must be  Relevant. typing speed and accuracy test. the interview serves two major functions: firstly. to fill information gaps in other selection devices (eg incomplete or questionable application information) and secondly. This is most often done through the interview. This information is often used to indirectly determine whether or not the applicant is likely to µfit in¶ and get along with others in the organisation. For example. The reimbursement of travel exp enses would also be done. c. ALTERNATIVE SELECTION TECHNIQUES The interview is certainly the most commonly used selection technique . In summary. All int erviewers need to ensure that no promise of any kind is given to t he candidat e regarding appoint ment or salary or benefits are made to the candidat e befor e a final decision is taken. HRD would inform the candidate accordingl y and s et time for salary negot iat ion. d. The panel of the final interview would record t h e comments and discuss bri efly with HRD regarding appoint ment. rather than asking a question about job skills. for it is important that the rejected applicant have a favourable impression of the organisation. As a selection device. In order to obtain the services of reliable people (eg those in short supply) it may be necessary to ³sell´ the job and the organisation to the applicant. This interpretation can involve much hidden discrimination.  Valid. b. designation.asking an applicant to conduct a verbal presentation. interpersonal skills and sociability). F or frontline or junior staff recruit ed. developing an µin-basket exercise¶ where an applicant must prioritise tasks and decide what action. the answer to which the panel must then interpret.asking an applicant to provide a written report on a topic. is necessary.Post Interview Formalities Candidat es selected by an intervi ew panel ma y go for the next int erview or may be consider ed for appoint ment. the interview is a communication process whereby the interviewee learns more about the job and the organisation and begins to develop some realistic expectations about both. the answer to which the panel must then interpret. rather than asking a question about job skills. If an applicant is rejected. The advantage in using alternative selection techniques is that they actually measure job skills. The advantage in using alternative selection techniques is that they actually measure job skills. salar y etc. etc. SOME EXAMPLES: a. asking an applicant for a gardening job to demonstrate an ability to identify plants. it can be an ineffective selection tool if used in isolation. an important public relations function is performed by the interviewer.

and  Adding value. The person being asked for an opinion may be poor at judging people. as it is more likely these will be made available to the applicant. telephone messages. unwilling to reveal the truth or unable to understand your particular needs. prepare a set of questions based on the person specification items. DETAILED EXAMPLE IN-BASKET In this exercise each participant is told that they are the new person appointed to the vacant position. REFEREE REPORTS Reports of people¶s previous work are important in helping a selection panel make its decision.  It is appropriate for selection panel members to act as a referee for applicants. 108 . participants might be evaluated on:  planning abilities. biased. Contact at lease two people either those nominated by the applicant or otherwise identified. the participants might be expected to write letters. This ensures your enquiries are relevant to the job. like the interview. but these should always be appropriate for the job.  Before you contact the referee. The person participating in the exercise is given appropriate background information concerning the organisation involved so that they can be reasonably expected to deal with each situation effectively. If the latter course is followed it is advisable to let the applicant know. make notes and telephone calls as required. they are not as useful and accurate as is often thought if conducted inappropriately.  oral communication.  organisational abilities. and/or  delegation skills. Written reports are likely to be very guarded and carefully worded to avoid conflict. Easy to administer. As part of the process. Obviously you may need to ask follow-up questions as well. This is because they rely on a subjective judgement. prepare agendas.  written communication. In an in-basket simulation. They are then required to process the µpapers¶ (eg letters. This often occurs when the immediate supervisor/manager is on a selection panel considering an applicant who has been µacting¶ in the position over a period of time. GUIDELINES The following are some guidelines one reports: should adhere to when seeking referee  Obtain reports from current or recent supervisor(s).  decision making. notes and memos) that have µcollected¶ in the person¶s in-tray. However. They have had the best chance of observing the person but may still not be able to comment on all the relevant aspects.

 phone link-up where all panellists can hear the responses is the most effective way of gaining referee information.  Structure improves relevance of information collected.  Referees are informed that the applicant will be notified of the report given and have no objection. The same panellist should not seek reports from all referees of a particular applicant.  Referees are only requested to report on the extent to which the applicant meets the job and person specification. by reading them back to the referee or sending the referee a written transcript of the report.  One of the referees is a current or recent supervisor.  Seek evidence via examples of how the person responded in specific situations which are relevant to perform the duties of the position. either orally or in writing.  Panel members agree beforehand on the questions to be asked of referees.  Unfavourable referee reports that cannot be confirmed from at least one other source are rejected. you should contact two referees per person and decisions about this should be consistent and equitable. Make sure both of you have time to give suitable consideration to the matter. 109 .  One panel member does not collect all referee reports for any one applicant.  Reports are obtained from at least two referees. ACCESS TO REPORTS Applicants have a right to know why they were not selected.  Accurate notes are taken.  It is not necessary to go to referees for all applicants.  Do not rush the referee. Generalisations are inappropriate.  Applicants are informed if you intend to contact other than nominated referees. If non-selection was based on an adverse work report then the person is entitled to know what was said. however. HR can provide advice in relation to any additional information requested by an unsuccessful applicant. HOW TO COLLECT REFEREE REPORTS  Applicants are informed (either during the interview or later) if you intend to contact referees.  Under no circumstances is an external applicant¶s current employer to be approached without the formal authorisation of the applicant.

each person independently decides an order of merit on the basis of all selected information (it is a good idea to document this on a whiteboard or paper). The panel should adopt the following approach. 3. as well as the selection panel as a whole. 3. eg listening and clarifying for understanding. and then thoroughly evaluating this information against a predetermined set of criteria and standards. 2. What is µright¶ is the collective judgement of the group as a whole. rather than a hindrance in decision making. If an impasse occurs. Generally. Good communication skills are required throughout. IMPROVING THE DECISION MAKING PROCESS Individual panel members. and discussed to make sure that people have arrived at similar conclusions for the same basic reasons or for complementary reasons. members should avoid arguing in order to win as individuals. each panel member then explains his or her decision as logically as possible. using evidence or back up opinions. the panel should look for the most acceptable alternative for both parties. and a final order of merit before final documentation is prepared. comparative assessments. can improve their decision making skills by deliberately collecting information in a structured and systematic manner. differences of opinion can be seen as both natural and helpful. panel members should not try to agree automatically with the most vocal or forceful panel member. 5. Any initial agreement should be viewed as open to change. This process enables a panel to be in a position to make a final µgroup¶ decision as to individual assessments. but should thoroughly discuss the reasons for the disagreement. known as consensual decision making. the more ideas expressed. the greater will be the likelihood of conflict. ie application. 4.DECISION MAKING The decision making process requires the selection panel to analyse and evaluate all sources of information used in the selection process. Consensus in group decisions is reached when members have an opportunity to discuss and explore applicants and come to some tentative working agreement in the selection of the best applicant. interview. This needs to be undertaken in accordance with the weighting agreed to at the beginning of the process. panel members should not change their minds just to avoid conflict and to reach agreement and harmony. 110 . Steps toward consensus in the decision making process are: 1. alternative selection technique(s) and referee reports. 6. they should be able to reduce the common decision making faults outlined later. but this should also lead to more thorough consideration of all information. In this way.

The µhorns¶ effect is the same as the µhalo¶ effect except that it occurs where an unfavourable characteristic creates a generally low opinion of the applicant. When any one set of applicants is not reinterviewed this effect is hard to detect. A good selector. Stereotyping may attribute favourable or unfavourable traits to the person being interviewed. that few personal abilities are reliably and validly assessable at interview. These impressions could be based on the applicant¶s appearance. RUSHED FINAL DECISION Selection panels often fail to fully consider all information obtained. and that some information such as applicants¶ efficiency and standard of work can only be assessed by other methods (eg work samples. by contrast. However. and instead make a hasty decision on the basis of impressions. educational. It has been shown.THINGS TO BE AVOIDED: A selection decision should be reached only after all information has been collected. because each individual is unique. The µHalo¶ effect occurs when the interviewer. EMPHASIS ON NEGATIVE INFORMATION Many researchers have found that negative information carries more weight with interviewers than positive. allows her/his judgement of the applicant¶s other attributes to be swamped. but it may be present all the same. STEREOTYPING The term stereotype refers to the tendency to categorise or label people. and assigns correspondingly high ratings. SEQUENCE EFFECTS Sequence effects are noticeable if a selection panel makes different assessments according to the order in which applicants are interviewed. 111 . Unfortunately. and that the interview often tends toward a search for negative information. been found that if interviewers evaluate a candidate who is just average (according to their criteria) after evaluating several unfavourable candidates the average person will be evaluated more favourably than should be the case. the majority vote prevails. It reflects a standardised mental picture that represents an over-simplified opinion. economic. and then only after full consideration of each applicant¶s claims relative to the job. Alternatively. would be open-minded and would seek information from as many sources as possible before making assessments of an applicant¶s character or abilities. etc). the person will generally be quite different from the stereotype. It has. for instance. ethnic or geographic background to name a few. however. having been impressed favourably by one attribute of an applicant. selection panels or individual panel members often simplify this task and fall into one or several of the following traps: HALO EFFECT Some interviewers rely on global impressions of applicants rather than carefully assessing and comparing information on individual criteria. Interviewers are likely to distort other information and refute objections raised by fellow panel members so as to uphold their global impression. referees. OVER-EMPHASIS ON THE INTERVIEW Many selection panels try to gain information on all criteria during interviews.

salary band for the level of the candidat e. They need to be objective and relevant to the appropriate criteria in the person specification. Th e candidat e would be asked to confir m acceptance of the offer. All int erviewers need to ensure that no promise of any kind is given to t he candidat e regarding appoint ment or salary or benefits are made to the candidat e befor e a final decision is taken. company usually quotes t he gross salary.with some panel members changing their minds or having to accept a decision about which they still have serious doubts. the Business Head would perfor m thes e functions and infor m HRD in t he corporat e office. monetary or otherwise. gross salary. which are agr eed upon or sanctioned by the appropriate authority. the candidate would be given an offer letter by appropriate authority indicating the posit ion. 112 . The department concerned would also be infor med. The reimbursement of travel exp enses would also be done. direct or indirect. no promises would have been made. HRD would inform the candidate accordingl y and s et time for salary negot iat ion. In discussions with the candidat es. The panel of the final interview would record t h e comments and discuss bri efly with HRD regarding appoint ment. HRD would finalis e the salary if it is acceptable to the candidate and above his current salary and it is 10% of comparable employee. comput er etc. Post Interview STEPS Candidat es selected by an intervi ew panel ma y go for the next int erview or may be consider ed for appoint ment. On verbal acceptance of the offer. Along with the salary the date of joi ning would also be discuss ed and agreed t o. However. Selection Tests We encourage the use of selection tests as being very helpful aids in assessing the suitability of candidates for posts. designation. place of joining a nd acceptable date of joining. Althou gh some information would have been collected in the earlier stages regarding salary. salaries of comparable existing employees. Only the ter ms. should be discussed wit h t he candidat e. grat uity etc and also indirect benefits such as insurance or cas h values of job and level based perks such as car. HRD would negotiate salary with the individual keeping in mi nd. No memb er of the company should make any promise to the candidat e solely with t he intention of increasing the attraction of the offer. current salary of the candidate and candidate¶s exp ectations. Any violation would be a serious lapse on the part of the employee concerned. whi ch includes all monetary element s including reimbursement limits but does not inclu de retrial benefits like PF. Salary Negotiations T he company would initiate salary negotiations only after satisfyi ng the suitabilit y of t he candidate. during negotiation candidat e shall b e explained all his eligibilities. F or frontline or junior staff recruit ed. salar y etc. phone. Any exception would b e discuss ed with the next appropriat e level and the concerned F unctional/ Business Head. as it damages Company¶s credibility.

Any questions be anyone asked asked We walked««««««the entrance of the library. shortlisted candidates may be asked to make a presentation to prospective colleagues prior to their interview .Levels B and C) ENGLISH Attached are abbreviated versions of the four test components. which form the written part of the Entrance Test on Recruitment (ETOR). For academic posts. The school or service concerned should prepare the test materials. The tests should normally be held in the school or service concerned and there should be a member of its staff on hand to monitor the candidates and to offer appropriate advice and guidance.For example. till to 3. for some administrative jobs. until C. A. drafting correspondence. a word-processing.his carelessness our work was ruine 113 C. you arrived B. 4. FAO ENTRANCE TEST ON RECRUITMENT (ETOR . «««««««. HR Services can advise on their preparation. arrived you 4. HR Services will also provide schools and services with IT skills testing software for them to use with candidates for administrative vacancies. spreadsheet. All tests/presentations will. however. culminate in a formal interview. travel and subsistence).g. to a certain extent. ««««««««««««««« about the Organisation? A. did you arrive . a prioritizing exercise or devising a simple spreadsheet). Asked any questions B. Were any questions C. as far as B. It is hoped that these will assist you in preparing for the test and also. What time«««««««««yesterday? A. HR Services will mention the arrangements for that in the letter to candidates inviting them for interview. Arrangements for presentations or tests are made by the school or service concerned which also pays for any expenses incurred (accommodation. Part-1 Language test (sample) 1. µin-tray¶ or other skills test may be useful (e. to evaluate your language level in English before sitting the actual test.

? C.to employ a typist. No-one is 8. Mr. A. It usually takes more than just a few weeks to really«««««««down in a new job. go B. go B. contain C. A. Do you understand . It is time A. A. what he is meaning My . lunch hour Which of your two colleagues is here? A.VOCABULARY 1. what means he C. It is time «««««««« to the meeting.30 to 1. This report«««««part of a study on the fishing industry. depend 6. to go D. follow 4. 9. what he means B. We have so little money that we cannot even«««««. forms 2. Because of 5. is enjoying . Mr. but we do need medical supplies. Smith A. enjoys C. Smith «««««««.. risk D. afford B. treat 3. is from 12. is enjoying B.. We«««««. None of them is two minutes.there because of the interesting work. He solved the problem A. owns C. enjoys it 7. enjoys it 7. hour lunch B. lack B. B. for go C. at FAO ENTRANCE TEST ON RECRUITMENT ± ENGLISH PART II . Even when wheat or rice is reaching it. provide 5. Since C. for go C. well.neither water nor food. rats find ways of 114 . A. 10.30. intends D. A. spill C. permit to the meeting.. lunch s hour . enjoys C. settle D. Result of B. Neither of them is B.there because of the interesting work. C.A. A. to go 6. A.. arrange B. shares B. C. A.

. but then it began to 8. We are building a new (6)«««««««««.Fill each gap in the following passage with ONE word: It rained heavily last winter and (1)««««««««. stretch FAO ENTRANCE TEST ON RECRUITMENT ± ENGLISH PART III ..now. produces 10. but it will never be the same... A. Thus.. firm . C.was a shining brass name-plate.little streams near our house burst (2)««««««««banks and the fields all round were soon full of (3) «««««««« Luckily.already recommended the name of one (7)«««««««««us. steady D.A. Nailed on the doo in front of (10) r . Someone had obviously (11) a long time polishing it ! We (12) . springs D. arrange D. They cannot A. Friends (6)««««««««. equal 9. We explained what we (14) and she showed us numerous pho tographs of properties on the (15) . but we eventually made up our (19) The following day we viewed the property and (20) in 115 . from his desire always to learn.. that! Having booked into a small (5) ««««««««for thefirst night. we set out to find a reputable estate agency. stored C. 8) showed us up to the first (9) . leads B.have been a nice three-bedroom house with a garden but it was not quite as simple and straightforward (4)««««««««.... straight B. Apply B. C.that was within our range. and so we decided to try there first. heaped D. It (16) us some time to choo with a (18) . the water did not reach any of the houses (4) ««««««««. Until about 1960 its growth was fairly grow by large jumps.the bell and a young lady asked us (13) .. The ideal situation (3) ««««««««...GAP-FILLING . mended . (5) «««««««««it carried away our beautiful wooden bridge. His interest in the work A.our village. When we moved to that small market town in the north of the country. we had (1) ««««««««. extends C. our first priority was to look (2)««««««««some kind of dwelling. shape the food to feed any more mouths.«to live. drawn B.

There are tests to assess sales capability. It can determine how the test taker would deal with someone of the direct opposite personality type. Psychometric testing is usually an office-based procedure.. and suggest to management how to get the best results from someone with a certain personality type. Ability testing measures a person¶s potential to learn new skills or to cope with the pressures of a specific job. it takes approximately 5-10 seconds to produce the results. we thought we (21) We examined the wooden roof structure. and only when we were sure that the house was sound (24) we finalise things and (5) . Testing can also be used for such applications as mentoring individuals or setting workers up with a ³life coach´ to guide them through work-related issues and how to handle them. The results of psychometric testing are usually issued in booklet form or sent by email and printed. such as the psychometric approach.. Psychometric testing can be used in the development or selection process in business. A number of businesses around the world use psychometric testing on new or potential employees. It can help develop team spirit in the workplace and assess an individual¶s priorities. The results of psychometric testing give management an idea of how the employee will fit in with company ideals and policies. Personality testing covers how a person acts in the workplace in relation to different personality types. Psychometric testing covers a wide range of skills and implementations. it may take longer. although the test itself can be conducted anywhere. making sure later (22) there was (23) . Psychometric testing uses in-depth psychological profiles to assess personality and intellectual levels. the psychodynamic approach. Psychometric testing usually falls into three specific categories. It is recognized as an efficient way to gain insight into a person¶s personality and psychological thinking. but focuses on specific job areas and how the test taker would perform in a defined role. The test should only take around 15 minutes to complete.love with it at once! However. although depending on the depth of the test. Different test companies use different theoretical approaches to testing. Psychometric testing(MYERS BRIGGERS TEST) Psychometric testing is a tool used mainly in the recruitment process.the contract. Once the test has been completed. Many are processed online using software applications. the social learning approach and the humanist approach. There are special team building weekends at which people are assessed within role playing and social events. we checked the wiring and the drainage system.dry rot in the beams. 116 . management styles and social personality traits. Aptitude testing is also job related.

It is in your nature to assume responsibility YES NO 10. You should also ask if the company is certified or accredited by any national or state board of psychologists. Strict observance of the established rules is likely to prevent a good outcome YES NO 8. If the test taker is truthful. Reputable companies will have no hesitation in offering these very hard to come by credentials (SAMPLE) 1. Objective criticism is always useful in any activity YES 117 NO . you should always make sure that tests are carried out by qualified occupational psychologists.With psychometric testing. It's difficult to get you excited YES NO 9. You often think about humankind and its destiny YES NO 11. You are usually the first to react to a sudden event: the telephone ringing or unexpected question YES NO 5. You enjoy having a wide circle of acquaintances YES NO 3. then results should be fairly accurate. As with any form of testing. there is no pass or fail. You are more interested in a general idea than in the details of its realization YES NO 6. If you are considering psychometric testing. there are multiple sets of questions relating to personality type. Different test companies have their own methods of testing. You feel involved when watching TV soaps YES NO 4. how the test taker would handle aspects of work and home life. You like to be engaged in an active and fast-paced job YES NO 2. You tend to be unbiased even if this might endanger your good relations with people YES NO 7. what his or her goals are for the future and his or her strengths and weaknesses. psychometric testing is open to abuse. People may answer what they think their employer would like to hear rather than the truth. Usually. You believe the best decision is one that can be easily changed YES NO 12. as some companies have been known to conduct psychometric tests without any form of psychological input whatsoever.

13. You find it difficult to speak loudly YES NO 28. Your actions are frequently influenced by emotions YES NO 19. You know how to put every minute of your time to good purpose YES NO 21. You spend your leisure time actively socializing with a group of people. You are inclined to rely more on improvisation than on careful planning YES NO 16. You get bored if you have to read theoretical books YES NO 29. You prefer to act immediately rather than speculate about various options YES NO 14. You frequently and easily express your feelings and emotions YES NO 27. You usually plan your actions in advance YES NO 18. etc. You tend to sympathize with other people YES NO 118 . You trust reason rather than feelings YES NO 15. attending parties. You often do jobs in a hurry YES NO 25. You readily help people while asking nothing in return YES NO 22. You are a person somewhat reserved and distant in communication YES NO 20. YES NO 17. You often contemplate about the complexity of life YES NO 23. shopping. You easily see the general principle behind specific occurrences YES NO 26. After prolonged socializing you feel you need to get away and be alone YES NO 24.

It's essential for you to try things with your own hands YES NO 44. You feel at ease in a crowd YES 119 NO . You enjoy being at the center of events in which other people are directly involved YES NO 38. You value justice higher than mercy YES NO 31. You easily empathize with the concerns of other people YES NO 36. You tend to rely on your experience rather than on theoretical alternatives YES NO 34. You like to keep a check on how things are progressing YES NO 35.30. the better you feel YES NO 33. You avoid being bound by obligations YES NO 40. You do your best to complete a task on time YES NO 46. The more people with whom you speak. You are more inclined to experiment than to follow familiar approaches YES NO 39. You prefer to isolate yourself from outside noises YES NO 43. You take pleasure in putting things in order YES NO 47. rather than absolute. You rapidly get involved in social life at a new workplace YES NO 32. importance YES NO 42. Often you prefer to read a book than go to a party YES NO 37. Deadlines seem to you to be of relative. You are strongly touched by the stories about people's troubles YES NO 41. You think that almost everything can be analyzed YES NO 45.

When solving a problem you would rather follow a familiar approach than seek a new one YES NO 53. You consider the scientific approach to be the best YES NO 58. You easily understand new theoretical principles YES NO 50. When considering a situation you pay more attention to the current situation and less to a possible sequence of events YES NO 57. You prefer meeting in small groups to interaction with lots of people YES NO 56. The process of searching for solution is more important to you than the solution itself YES NO 51.48. A thirst for adventure is close to your heart YES NO 55. You feel more comfortable sticking to conventional ways YES NO 63. You are easily affected by strong emotions YES NO 120 . Your decisions are based more on the feelings of a moment than on the careful planning YES NO 61. You prefer to spend your leisure time alone or relaxing in a tranquil family atmosphere YES NO 62. You have good control over your desires and temptations YES NO 49. You find it difficult to talk about your feelings YES NO 59. You try to stand firmly by your principles YES NO 54. You usually place yourself nearer to the side than in the center of the room YES NO 52. You often spend time thinking of how things could be improved YES NO 60.

You easily perceive various ways in which events could develop YES Sc r It! 1 0 NO Myers brigers type indicarors is the most widely used personality assessment instument in the world. Your desk. It is a tet that asks people how they usually acts or feels in a particular situation.feeling types rely on their personal values and emotions. workbench etc.percieving ttpes are flexible and spontaneous. current preoccupations worry you more than your future plans YES NO 67.64.they focus on details . EXTROVERT OR INTROVERT-extroverted individuals are ongoing. Closing the interview Taper the interview to a close 121 . You willingly involve yourself in matters which engage your sympathies YES NO 71.SENSING OR intuitive (S OR N).on the basis of their answres individuals are classified as extroverted(E) or intriverted(I). It is easy for you to communicate in social situations YES NO 69. THESE TERMS ARE DEFINED AS FOLLOWS . is usually neat and orderly YES NO 66. You are always looking for opportunities YES NO 65.thinking or feeling (T OR F) and judging or perpercieving (j orP).introverts are quite shy.socialable and assertive. You get pleasure from solitary walks YES NO 68. Thinking versus feeling ±versuuse reason and logic to handle problems .se reason and logic to handle problems Sensing versus intuitive-sensing types are practical and prefer routine and order. You are consistent in your habits YES NO 70. As a rule. judging versus percieving-judging types want control and prefer their world to be ordered and strusrured .intuitives rely on unconscios process and look at the big picture.

eg. The interviewer comes across as wanting to be sure that the candidate has µa good fix on the job¶. Failing to follow up can be costly. Contacting candidates in writing about the hiring decision. caring image. salary sacrifice etc. Your efforts to follow up let them know the importance of the decision and convey a professional. courteous and decisive manner Duplicate the greeting procedure ± escorting to reception. Candidates are naturally curious about their chances of employment. Opportunities to display education. It¶s only fair to tell candidates when to expect a hiring decision and whom to call if they have any questions. It is usually more appropriate for the last interviewer who meets with the candidate to check for understanding. í Reporting Relationships. Reimbursing candidates promptly for travel costs Job References 122 . í A detailed explanation of the duties and responsibilities. Checking for understanding is a natural process at this point. candidates you planned to hire might seek employment with other organisations. etc. Sell¶ the organization and the job to the candidate ± this can be accomplished by sharing all relevant information such as: í Job title and description. This is also seen as a way for the interviewer to find what information µholes¶ about the job exist so he or she can fill them in. Letting candidates know of delays in the hiring decision. í Amount of travel required. Solidify the positive impression you established in the interview by: Providing candidates with timely updates of their status in the selection process (within 5 to 10 working days of the last interview). remuneration. . Not only will the positive image you developed during the first two phases be tainted but. Your responsibilities don¶t end after the last interview. í Provide an organisational chart. í Amount of overtime and weekend work required. Your actions after the interview leave a lasting impression with candidates. í Consider outlining a typical day or week. Check understanding. skills. Keep candidates informed of their status in the hiring process or of delays in the hiring decision.Determine that the applicant is still interested in the position and confirm when they may be able to commence (without indicating their success or otherwise) Discuss employee benefits in regards to working for Stanwell. Close the interview in a friendly. etc. experience and enthusiasm for the new job.

and HR would contact these references and the comments & remarks of the referees would be documented and preserved for future records.  appraisal of an applicant¶s character and personality. and 123 . The references can then be used to confirm a decision. as they can be subjective.Because of research showing the unreliable nature of job references. enclosing a copy of the job description and person specification. Job references are confidential and are only given by HR Services to the Chair of the selection panel. who would check with at least 2 referees (one each from 2 different organizations) whom the concerned candidate had worked with in the past. or sometimes vague or unhelpful. an instance where the applicant may have breached company policies) What information can be collected via a reference check? Four types of information can be solicited through reference checking:  employment and educational background data. and  uncover background information that may not have been provided by applicants or identified by other  selection procedures (for example. except where a candidate has ticked the 'No' box on the application form (but in such cases references will be taken up after interview if the selection panel wishes to appoint the candidate). : Reference check is MUST for all recruitments across the country and HR should always ensure that Reference check is done before extending the offer to a selected candidate. HR Services will take up references before interview. Guidelines for Reference Check Information collected via reference checks allows to:  er selection measures (such as the interview). Until that point the Chair has privileged access to references because there may be issues which arise from them which the Chair will want to discuss with the candidate(s) and it is the Chair¶s sole responsibility to do so.  serve as a basis for predicting future job performance. HR Services will write to the referees.  details of an applicant¶s job performance abilities. In so doing the Chair will be mindful that the references are confidential under the Data Protection Act and that the prior permission of the referee will need to be sought if specific mention is to be made of issues referred to in the reference. Candidates selected after rounds of tests/Interviews would be asked to provide the names & contact details of at least 3 persons as his/her Professional References. For this reason care needs to be taken in the interpretation of references and the weighting given to them. HR in some of the critical cases may also carry out an Independent Reference Check through the respective Placement consultants (who sourced the CV of the concerned candidate). The Chair is required to keep references confidential until after the selection panel has made its initial conclusion. it is our policy to use them only to confirm the decision of a selection panel.

Ensure reference data addresses characteristics of the applicant that are necessary for successful job performance (e. willingness of the referee to rehire an applicant In a reference check do not ask about the applicant¶s:  sexual orientation  trade union activity  social origin  marital status  parental status  religion  political belief or activity  disabilities  illnesses or worker¶s compensation history  Do inquire about:  previous job tasks  job performance attendance records and other job-related issues Who should conduct a reference check? The person chosen to carry out the reference check will depend on the information being sought. For example if it were behavioural information that needed to be checked then the selection panel or Employee Relations person on that particular selection panel would perform the reference check. In particular. focus on educational background (e. (In a final selection decision consider assessing quality of reference information obtained) . . skills and abilities that relate to the job). Guidelines for asking dimensional and situational questions are found below. -If a job applicant provides references but reference information cannot be obtained ask the applicant for additional references. knowledge. degrees earned) and previous employment records 124 .Tailor the Reference Check template to include questions that are specific to the job. Guidelines for conducting reference checks When conducting a reference check you should adhere to the following: Ensure you obtain permission from applicants to contact referees. schools attended.g. Emphasis should be given to those characteristics that distinguish effective from ineffective performance.g. They must also be able to take an objective approach to information collection. Reference takers must also have the skills to collect information by telephone when interviewing reference givers. Use dimensional and situational questions to solicit this information. You may want to use the same questions used in the interview guide to verify any examples you have collected.Check all resume and interview information to ensure there is consistency with the information obtained from the reference check. Reference takers must be prepared to formulate questions and record responses systematically.

as well as in the organization. Selection Before issuing an offer for appointment a formal approval of Managing Director will be obtained on the Interview Summary Sheet . increase employee retention.Give the referee your name and position. . for how long? When exactly? . skills.the reference giver on the previous job has had adequate time to observe the applicant. and other characteristics. Thus. Before excluding an application based on negative information: í Verify its accuracy with other sources í Be sure that disqualification on the basis of the information will distinguish between those who will fail and those who will succeed on the job. dates of employment.Before you begin questioning a referee. The requirements for a selection system are knowledge. which are requirements for a job which would be discriminatory were they not necessary The goal of personnel selection. as all business processes. they are more likely to be satisfied and remain with the company. by using a good selection system to hire qualified employees. Gaps in information reported are red flags and signal a need for special attention as this may indicate an applicant¶s integrity. qualifies or disqualifies all.Offer the referee the chance to get a file or other information on the candidate -Emphasise that the phone call is strictly confidential. when the ³right´ employees are hired initially. Areas to Be Covered Before Beginning Questioning . -the old and new jobs are similar in content.Use negative information from a reference check with caution. Give the name of the candidate being checked and explain the purpose of the call. law also recognizes bona fide occupational qualifications (BFOQs). be sure to do the following: .Determine whether this person is able to evaluate the candidate¶s capabilities sufficiently to serve as a reference.g. Organizations with effective selection systems can better identify and hire employees with the right skills and motivations to succeed in the positions.completed by an applicant¶s previous immediate supervisor. In the case of selection. ability. In addition. the organization benefits through increased productivity and higher quality products and services. known as .Ensure that information that qualifies or disqualifies one person. this entails assurances that the 125 . Note that references are likely to be more useful in predicting employee success when: .Ask the referee if this is a convenient time to talk. duties performed). is to ensure an adequate return on investment. Company is likely to have experienced improvements in business and employee outcomes than organizations with ineffective selection systems . organizations can reduce turnover. . job titles. and ultimately improve critical business outcomes. The professional standards of industrial psychologists require that any selection system be based on a job analysis to ensure that the selection criteria are job-related.(e. and . When employees are successful in their jobs. . Did he or she supervise (interact with) the candidate? If yes then. .

for example more information to be required for the selection of managerial personnel as compared to subordinate workers. On the other hand selection is a process of accessing the candidates by various means and making the choice followed by an offer of employment. or a combination of both so. . oral interviews. selecting. the major concern being reviewing resumes for basic qualifications. resume/application review. selection process assumes rightly that. there are factors which affect the seeking of such information. Qualification must be bonafide occupational qualification.g. For example. Several screening methods exist that may be used in personnel selection. selection is a process of matching the qualification of applicant with the job requirements. job knowledge). Within industrial psychology. In this process relevant information about the candidate is collected through series of steps so as to evaluate their suitability of the job to be filled. work performance measures (e. the area of utility analysis specifically addresses this issue. selection process depends upon the sources of recruitment and the method that is adopted for making contact with prospective candidate. and knowledge. selection is the process of choosing the most suitable person out of all the participants. in case of advertisement. experience. A job seeker who does not meet the desired qualifications is not an applicant and should not be considered. selection process is more comprehensive and time consuming.. scored biodata instruments. and give the fact that. A applicant who is hired must meet the desired qualification listed in the job description. Secondly. personality.. there is more number of candidates rather the candidates actually selected where the candidates are made available through recruitment process. CONDITIONS FOR SELECTION PROCESS The basic idea in selection process is to solicit maximum possible information about the candidates to ascertain the suitability for employment. It is a process which should be based on job related qualification including but not limited to: required or preferred education. Examples include the use of minimum or desired qualifications. Therefore. where 126 . larger organizations hire consultants or firms that specialize in developing personnel selection systems. in simple terms selection is a process in employment function which starts immediately upon receipt of resumes and application letters. skills and abilities as identified in the job description. Firstly. writing samples). it is a process of weeding out unsuitable candidates and finally identifies the most suitable candidate. various steps involved in the selection process depend on the type of personnel to be selected. Selection can be conceptualized in terms of either choosing the right candidate orejecting the wrong candidate. In this regard. and training them. Development and implementation of such screening methods is sometimes done by human resources departments. and tests (cognitive ability.productivity of the new hires produce more value than the costs of recruiting.

In exceptional cases. lesser number of filtering points are required. in Tanzania context. selection process depends upon the number of candidates that are available for selection. a candidat e may b e allowed an extension for joining if the concerned Functional Head and HR Head agree. HRD would coordinate with th e concerned function and Administration for required arrangements. the process is shortened and may be completed in a day. The offer becomes void after the specifi ed date if the candidate does not join. salary data of the existing equivalent positions in the organization would be compiled beforehand . age and experience etc. The company usually allows two weeks for positions belo w Managers and up to one mont h for others. However. During the period after offer and before joini ng. For example. organizations selection policy also determines the ways to be involved in selection process. The HR Department would handle fixation of compensation levels for all positions. while government ministry go through interview only.  It will state that the LOI is conditional and the prospective candidate is required to undergo and clear a medical check-up at a medical centre approved by the company before joining duties with the company. where the number of applicants is small. Thirdly. Issue of Letter of Intent  The employment offer would be made to the suitable candidate from Corporate HR Department by sending him a Letter of Intent in the prescribed format. Compensation Fixation The compensation to be offered to the selected candidate will be worked out after taking into consideration the following aspects:  Qualifications.  The existing compensation level for similar positions in our company. Fourthly.as in case of campus recruitment. Issue of Appointment Letter 127 . To help decide the same. there are various organization which conduct selection test for employment positions. Post Selection For malities T he candi date is given an offer of employment after selection subject to his joining by t he agreed date.  Market value of the job  Difficulty of getting suitable candidates  Candidate¶s expectations  Time period until the next salary review  Potential of the candidate to rise to higher positions. If a number is large enough there is a need for creating various filtering points and reducing the number of candidates at such successive points.

For all other positions the appointment letter will be signed by the HR Head within 2 days of joining. Exit Interview Questions . The candidate would sign one (duplicate) copy & the same will go into the personal file.Samples 128 . caused by "disgruntled" employees. In other words.) The HR rep might ask the employee questions while taking notes. Purpose of Exit Interview Human resources departments conduct exit interviews (also called exit surveys) to gather data for improving working conditions and retaining employees. Company would insist on supporting from the candidates and ex ceptions would have t o b e authorised by HR Head  Exit Interview An exit interview is typically a meeting between at least one representative from a company's human resources (HR) department and a departing employee. Rejected candidates  Applications of rejected candidates considered suitable for vacancies in the future will be retained in the in-house manpower data bank at the corporate office. your comments and the notes an HR rep takes during your exit interview might be used against you in court. a hidden purpose is to help employers avoid costly litigation down the road.  Fare will be provided t o the candi date from the place/ cit y wher e t h e candidat e stays to t he place/city where selection process is held.  Company would reimburse the travel exp ens es inclu ding the local conveyance to the candidates coming for interview on par with what t hey woul d be eligible if select ed. Candidate s reimbursement. getting laid off or fired. ask the employee to complete a questionnaire. senior level candidates (for the position of Sr.  As special cases. or both. (The departing employee usually has voluntarily resigned vs. Manager or above) from outstation may b e put in a hotel if interview extends t o the next day. The Appointment Letter of MM-3 and above would be signed by the Group President. Candidate needs to submit a claim along wit h supporting for getting the exp ens es reimbursed. However. The appointment letter would be prepared in duplicate. should you decide to sue your former employer.

benefits and other incentives? What was the quality of the supervision you received? Exit Interview(format) Employee Name Termination Date Employee ID # Yes Job Title Eligible for Rehire [ ] No Job Code [ ] Reason for Termination Voluntary [ ] Another Position [ ] Personal Reasons Company Policy [ ] Relocation [ ] Retirement [ ] Return to School [ ] Other [ ] [ ] [ ] [ ] [ ] [ ] Involuntary Attendance Violation Lay Off Reorganization Position Eliminated Other of 129 ..What is your primary reason for leaving? y y y y y y y y y y y y y y Did anything trigger your decision to leave? What was most satisfying about your job? What was least satisfying about your job? What would you change about your job? Did your job duties turn out to be as you expected? Did you receive enough training to do your job effectively? Did you receive adequate support to do your job? Did you receive sufficient feedback about your performance between merit reviews? Were you satisfied with this company's merit review process? Did this company help you to fulfill your career goals? Do you have any tips to help us find your replacement? What would you improve to make our workplace better? Were you happy with your pay.

What did you find most frustrating about your job? 4. Would you recommend this company to a friend as a good place to work? 130 . What did you find most satisfying about your job? 3.Employee Comments: Interviewer Comments: Employee¶s Signature Date Interviewer¶s Signature Date 3/2000 Questionnaire 1. What are your primary reasons for leaving? 2. Would you consider returning to this company in the future? 6. Were there any company policies or procedures that made your work more difficult? 5.

they are growing more cautious about recruitment expenditure. Companies are working in the direction of reducing these costs so as to save on the costs and allocate funds towards strategic project. And with the rise in costs. The hiring costs have shot up manifolds and companies have started to get affected in their P&L accounts. run-of-the-mill methods to hire employees. Recruitment agencies are the best forms of cost effective hiring as one can outsource the employee to a specialist firm and only pay on successful completion of the assignment. employee referral program. There is an age old adage ×Give and Take or ×you gain some. you lose some. screening and interviewing the candidates. But in order to be effective and innovative. And this adage seems to be put in practice by many companies. So how should a company hire fresh talent?  They usually have a host of methods ranging from internal movements where the company advertisers the position within the organization.  Many other companies have on-campus and off-campus initiatives for hiring fresh graduates. This method is considered to be very cost effective as the employee is already a cultural fit and the talent stays within the organization.CHAPTER -8 1. Recruitment costs are taking up a major part of the annual budgets of the organizations and are engaging a lot of resources.000 to 60lakhs. They also advertise in the mainstream press though it is usually as it includes not only the advertising cost but also the cost of processing. Organizations are using a host of innovative and at the same time. placement consultants etc. They also use an optimum channel mix strategy for hiring experienced people. 131 . The channels of hiring would include in-house technical recruiters using portals and own network. The best way to minimize recruitment cost is to make sure the role of consultancy agencies is reduced to the minimum. depending on the position. Recruitment costs are becoming increasingly heavy on the pockets and there is a dire need for them to look for something cheap without compromising on the quality of recruits.STRATEGY TO CONTROL COST OF RECRUITMENT Companies are not leaving any stone unturned and thereby are spending a lot on resources in the process for getting the huge talent requirements and to get the best of the lot. The average recruitment cost per employee can range anywhere between Rs 50. the compromise has been settled on the high costs.

innovative recruiting mechanisms and reducing the reliance on head-hunters. To recruit the best talent along with a faster turnaround time companies are creating a planning schedule for all critical positions and identify people (insiders) for such positions which impact business.  One of the most cost effective modes of recruitment is the daily walk-in interviews that conducted at company offices. Walk-ins are undoubtedly the best and inexpensive mode of hiring. ± 2.  The average cost per hire is approximately Rs 30.000. In some cases organizations maintain a three great candidate ratio for each position and relevant database. and it has proved effective in volume hiring opine many HR managers. Recruit through employee referral scheme has become a Right feature which helps us in getting the right person for the right job at a very nominal cost spent on recruiting. It ensures to attract the best talent and also gives an empowering signal to employees about their engagement within the company.000-40.  Companies have devised actions plans which suit their needs best and at the same time cut the recruitment costs without compromising on the quality.   Internal referral is the most effective and cheapest mode of recruitment. Employees are encouraged to refer people for different positions. Such initiatives can reduce Recruiting costs. This way. recruiters will be able to capture the profiles of a significant number of potential candidates that help the recruitment process. Companies are working on reducing the average cost per hire by relying on employee referrals. Most of the recruitment at senior levels is done through contacts.RECENT FINDINGS TO INCREASE THE EFFECTIVENESS OF RECRUITMENT PROCESS 132 .

and senior-level positions filled by internal candidates increases Those organizations filling more positions (i. a. larger organizations might be more likely to have well-defined succession management systems to prepare internal candidates for promotion. 133 .over the next two years. the percentage of mid. External candidates sometimes bring skills that cannot be found within the organization¶s current workforce. most organizations will increase the amount of money they will spend on recruitment and selection. b. Additionally. Less than one quarter (22 percent) feel that recruiting has become more difficult. In organizations filling a greater number of positions.e. c.external candidates should be selected more often than internal candidates.. ‡ Almost half the respondents (46 percent) indicated that it is easier to recruit people today compared to one year ago.or senior-leve leadership position its better for the organisation to hire an external candidate than an internal candidate.1: When filling a mid. larger organizations) might have a better chance of finding qualified candidates within their current workforce. 31 percent of organizations plan to increase spending for recruitment and 22 percent for selection. When adjusting for normal increases due to cost inflation.

Ratings were made using a 10point scale (1 being not at all effective. Selection practices are not li ely to change. ‡ Overall organi ations perceive their approach to recruitment (mean = . organi ations are li ely to change their approach to recruit ent.45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Column1 Series 1 1 to 5 to 10 11 to 50 101 to 200 201 to 500 500 to 1000 Percentage of Leadership Positions Filled by Internal Candidates 2. 10 being extremely effective change recrui 0% ent approach in next 2 years not sure yes no 26% 36% 38% 13 . ) to be only moderately effective.In t next year.9) and selection (mean = .

They were much less likely to change their approach to selection (2 percent). most organi ations will increase the amount of money they will spend on recruitment and selection. 2 432 and 2 assessment are not widely used in 30 percent of organizations reported extensive use any testing or  Less t assessment met od in t e selection process.  On average. Only three practices were used by more than 0 percent of  the respondents:  Performance/Work sample tests (for example.  Over the next two years.  On average.  4.  conditions) are used by 13 . the majority of respondent organi ations do not use any form of assessment or testing. Almost half the respondents ( percent) indicated that it is easier to recruit people today compared to one year ago. 31 percent of organi ations plan to increase spending for recruitment and 22 percent for selection.change selection approach in ne t 2 ears 0 0 32% not sure yes no 42% 26% above figures show that about one -third (39 percent) of the organi ations in our sample plan to significantly change their current approach to recruitment. 33 percent of organi ations¶ HR budget is allocated specifically to recruitment and 1 percent is allocated specifically to selection.Applicant testing organi ations. writing a computer program under structured testing percent of organi ations.Most organi ations plan to increase the money spent on both recruiting and selecting candidates. When adjusting for normal increases due to cost inflation. 3. Less than one quarter (22 percent) feel that recruiting has become more difficult.

In the next three years. and qualified candidates can be identified for specified positions with minimal time and effort. Using standardized measures of skills. but is also well received by applicants 6 6 5 6. this interviewing technique not only predicts future performance. or knowledge can significantly reduce the candidate pool and eliminate those without the minimum qualifications for the job. clerical. many organizations will increase their use of knowledge tests (22 percent). and review resumes via the computer. In addition. And behavior-based interviews focus on behaviors that are relevant to the target job. Thus. Additionally.Technology will play a greater role in resume screening and interviewing selection methods . 12 percent will make greater use of computer-assisted interviewing. testing methods can add significant value to the selection process. organizations will make much greater use of behavior-based interviewing. Although most of the surveyed organizations currently use behavior-based interviews to some extent. this type of interview can have a positive affect on candidates¶ attitudes toward an organization. many plan to use them more frequently in the future. the more they are attracted to an organization . This type of structured interview is applicable to most positions and can be used to validly predict future behavior in competencies critical to success on the job. Knowledge tests (tests that measure job-specific knowledge) are used by 56 percent of organizations. New technology allows thousands of resumes to be screened in a fraction of the time it takes to screen them manually. physical. Candidates generally accept these tools as face valid and appropriate for selection. mechanical. The Figure showing the Future Use of Interview-Based Selection Practices 136 . reference checks and applications tell us much about job candidates. Organizations can now receive. store.In the future. or technical) are used by 52 percent of organization 5. It has been found consistently that the more job-related questions candidates are asked during the interview. Large resume databases can be maintained. nearly half of the organizations surveyed will increase their use of computerized resume screening. that 28 percent more organizations will use computerized resume screening in the next three years. In the next three years. Ability tests (mental. thereby streamlining and standardizing the process for collecting information. Computerized selection systems can be used to administer tests and manage data from interviews or other selection tools. abilities. Nearly 40 percent of organi ations plan to use beha ior-based inter iews more frequently in the future. performance/work sample tests (17 percent). Work sample tests and assessments also give candidates a realistic job preview and can help them determine if the job is right for them. and motivational fit inventories (13 percent). ability tests (14 percent). Work sample tests and assessments are designed to provide candidates with activities that are representative of job tasks.

dr g test ersonality tests East ability test knowledge testing behacvior based interview -20 -10 0 10 20 30 137 .

productivity. financial performance. computerized resume screening greatly reduces the time HR professionals must spend sifting through nonstandardized resumes. Obtaining accurate behavioral data.. computerized format or use special software to scan and process resumes. HR can gather resume data in a standard. Selection Practices and Outcomes Selection practices might also be linked to organizational success. Now. The selection practices with significant correlations to overall system effectiveness can be considered best practices overall. Using past behavior to predict future behavior. assessment of these motivations can help identify candidates who not only have the ³can do´ aspect of the job. Then we correlated system effectiveness with use of the various selection practices.e. Practice 1: Behavior-Based Interviews Organizations with highly effective selection systems reported using behavior-based interviews more often than those with lesseffective systems. Survey participants were asked to estimate whether their organization got better.Best Selection practices Respondent organizations were asked to rate the effectiveness of their selection strategy using a 10. quality of products and services. we tested to see f effectiveness of the selection system was related to organizations¶ performance in the past year. the database can be easily searched for potential matches. Practice 4: Training/Experience Evaluations The premise underlying training and experience (T&E) evaluations is that they assess job-relevant abilities.point scale (1 being not at all effective. Practice 2: Motivational Fit Inventories During the selection process. customer satisfaction. many organizations focus only on assessing the skills necessary to perform the job. Job motivation and organizational fit also must be taken into consideration . Large banks of applicant data ensure that when new jobs arise. T&E evaluations can be used as a screening device for positions in which previous experience and training are necessary for job performance. skill is only one factor related to job performance. and motivations. skills. Behaviorbased interviews enhance the effectiveness of the selection process by: Focusing on job-related behaviors. and retention of quality employees). Thus. employee satisfaction. However. but not be motivated by the factors associated with the particular job or by the company¶s values and way of doing things. Organizations can use a welldeveloped T&E evaluations to set minimum qualifications for essential job tasks and skills that are predictive of job performance.3. 138 . A candidate might have all the skills necessary to perform the job tasks. 10 being extremely effective). but also have the ³will Practice 3: Computerized Resume Screening As mentioned previously. Based on these indices. worse. or stayed the same on six key organizational outcomes over the past year (i. It is assumed that individuals who have successfully performed jobrelevant tasks requiring these skills and abilities in the past will also be successful in performing similar tasks in the future.

when the ³right´ employees are hired initially. In addition. as well as in the organization. organizations can reduce turnover. Organizations with effective selection systems can better identify and hire employees with the right skills and motivations to succeed in the positions. Managers need t o pay constant att ention to all these for ma king true the cliché ' people are t he great est assets of an organisation.7 6. the organization benefits through increased productivity and higher quality products and services. by using a good selection system to hire qualified employees. they are more likely to be satisfied and remain with the company. When employees are successful in their jobs. perfor mance management and rewa rd and pu nishment.9 6. the overall effectiveness would depend on the other core processes of HRM such as training a nd development.8 6.' 8 7 6 5 4 6.9 7 7. Analyses revealed that more organizations with highly effective selection systems were significantly more likely to have experienced improvements in business and employee outcomes than organizations with ineffective selection systems .2 3 2 1 0 poorly performing organisations 139 .Selection system effectiveness is significantly correlated to organizational outcomes. and ultimately improve critical business outcomes. While recruit ment and selection processes remain an imp ortant aspect of Human Resources Management. Thus. increase employee retention.

An SLA between a supplier and Finance Dept. guarantees. In some contracts. and not how the service provider delivers that service. Organizations can also specify the way the service is to be delivered. whilst providing a measurable (average) target value that shows the level of organization performance. covering all the services they use. serviceability. such as billing.g. capability. It is important to note that the "agreement" relates to the services the customer receives. of a large organization for the services such as finance system. "output" based ² the result of the service as received by the customer is the subject of the "agreement. the term SLA is sometimes used to refer to the contracted delivery time (of the products /service) or performance. priorities.. penalties may be agreed upon in the case of non-compliance of the SLA (but see "internal" customers below). responsibilities. The "level of service" can also be specified as "target" and "minimum. This can be a legally binding formal or informal "contract" (see internal department relationships). Operating Level Agreements or OLA(s). through a specification (a service-level specification) and using subordinate "objectives" other than those related to the level of service." which allows customers to be informed what to expect (the minimum). This type of agreement is known as an "input" SLA." The (expert) service provider can demonstrate their value by organizing themselves with ingenuity. and warranties. Service-level agreements are. Contracts between the service provider and other third parties are often (incorrectly) called SLAs ² as the level of service has been set by the (principal) customer. The SLA may specify the levels of availability. billing system. and knowledge to deliver the service required. operation. In practice. The SLA records a common understanding about services. SLAs are also defined at different levels such as:  Customer Based SLA: An Agreement with an individual customer group. Each area of service scope should have the "level of service" defined. 140 . perhaps in an innovative way. or other attributes of the service. This latter type of requirement is becoming obsolete as organizations become more demanding and shift the delivery methodology risk on to the service provider. performance. there can be no "agreement" between third parties (these agreements are simply a "contract"). may be used by internal groups to support SLA(s). however. payroll system.CHAPTER-9 SERVICE LEVEL AGREEMENT A service level agreement (frequently abbreviated as SLA) is a part of a service contract where the level of service is formally defined. A service level agreement (SLA) is a negotiated agreement between two parties where one is the customer and the other is the service provider. by their nature. e. procurement/ purchase system etc.

. SLA Management encompasses the SLA contract definition (basic schema with the QoS (quality of service) parameters). in the same SLA. In Cloud Computing Any SLA management strategy considers two well-differentiated phases: the negotiation of the contract and the monitoring of its fulfilment in real-time.  Any contract signed between a party and the company must be fullfilled on time and it should contain exacly those products which were agrred upon. in relation to this specific Customer group. each addressing different set of customers for the same services. regardless of the services being used.  Monthly tips are given to the employees  Timely bonuses are given to the employees  Equality is shown in every decision 141 .  Customer Level SLA: covering all SLM issues relevant to the perticular customer group.g. according to defined policies. Thus.  o There are chances of difficulties arising in this type of SLA as level of he se rvices being offered may vary for different customers (e. or SOA middleware able to create a negotiation mechanism between providers and consumers of services. Setting. The main point is to build a new layer upon the grid. SLA negotiation.g. Outsourcing Outsourcing involves the transfer of responsibility from an organization to a supplier. cloud. A car service station offers a routine service to all the customers and offeres certain maintanance as a part of offer with the universsal charging. Service Based SLA: An agreement for all the customer using the services being delivered by the service provider e. The management of this new arrangement is through a contract that may include a Service Level Agreement (SLA). Head office staff may use highspeed LAN connections while local offfices may have to use a lower speed leased line) o  Multilevel SLA: The SLA is split into the different levels.  Service Level SLA: covering all SLM issues relevant to the specific services. SLA monitoring.  Corporate Level SLA: Covering all the generic service level management (Often abbrovated as SLM) issues appropriate to every customer throughout the organization. SLA IN PARLE-G:  The products sold to the customer should be without any sort of adulteration that can harm the consumer. and managing SLAs is an important part of Outsourcing Relationship Management (ORM) discipline. tracking. and SLA enforcement. These issues are likely to be less volatile and so updates (SLA reviews) are less frequently required. The contract may involve financial penalties and the right to terminate if SLAs are consistently missed.

(Declaration form). 2.CHAPTER10 Joining.  T wo post card size photographs. 1. 1. 3. At Corporate office: HRD will be responsible for int ernal commu nication about the joining of any recruit t hrough Email /or t hrough notice. it is the resp onsibility of the designated person for recruitments at Retail Outlets to get the above forms filled & sends it to HRD.  T hree passport size photographs. Personal Data For m. 3. 2. then the copy of the same should b e submitted within 6 months from the dat e of joi ning). Forms to be filled by the new recruit. HRD shall ma ke sure that the photocopies of the followi ng documents are sub mitted by the new recruit & they should be verified with the original docu ments. 7. . Nomination & Declaration form----for Employees¶ Provi dent Funds & Family Pension Scheme. Confidentialit y Agr eement Docu ments to be submitted by the new recruit.  Qualifying degree certificate. Co mmunication. 5.  Age proof certificate. Group Mediclaim Insurance policy proposal form * In case of the regions. Responsibilities of HR / Accts Depart ment. o (* In case where t he recruitment of a candidate is done subjected t o passing in the qualifying degree. . Joining Rep ort. 4. T he new recruit has to fill the followi ng for ms. a person in the HR depart ment is designated for doing the for malities regarding recruitment & joining liaisoning. 6. . 142 . Payment of Gratuity Rules----Nomination for Gratuity. Empl oyees¶ State Insurance Corporation.  Previous Company¶s relieving letter. which are available with the HR depart ment in the Corporat e Office.

.Induction pr ogra mme
Induction is the final stage of the recruit ment process. Once the successful candidat e has accepted the offer of empl oyment and a start date has been agreed the HR Head /Head of Depart ment is responsible for preparing an induction progra mme for the new empl oyee. 2.The Induction Progra mme  Induction takes time and an employee should not be overloaded wit h t oo mu ch information on his/ her first day of their employment. The detail of t he induction progra mme will vary according to a numb er of factors such as previous Company exp erience, previous exp erience of t he duties of the post, position within the department etc. However, it is imp ortant that all new employees are given support and assistanc e during the first few weeks of their employment.  An induction training of one week is organis ed for the new recruits at t he level of managers & above that they can get fa miliarised with t he functions, business es processes & people of the organizat ion.  Functional induction is conducted in the concerned departments wher e t he new recruit will undergo detailed 15 days induction in his functions depending upon the nature of his job. 3.New employees will need to know: Practicalities: location of toilets and other facilities, working hours, meal breaks, dress code; y Ab out the job: cont ent, duties, rep orting structures; y T he wider context: the company, policies and procedures. Part of the induction process may inclu de the new employee being assigned to a ment or.
y

In circu mstances where an existing employee is appointed to a post in a different depart ment it is important that an induct ion programme is develop ed focusing on the new post and Depart ment. 4.Induction Checklist On the first day of his/her employment or as soon as possible ther eafter 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 withi n t he employing Depart ment. INDUCTION TRACKING SHEET To be used by the Inductee DEPARTMENT OF <NAME OF DEP ARTMENT> - INTRODUCTIONS CHECKLIST

143

LINE NAME/POSITION OF STAFF MEMBER MANAGE R Please mark (with a cross) those staff members it is aluable for the new employee to meet
7

LINE MANAGER

Please mark staff members to whom the new recruit (with a tick) has been introduced

All Staff in the immediate Work Area Head of Depart ment CEO Head of immediate section HR In charge Stores, T echnical and other administrative staff (as appropriat e) Heads of other Sections (as appropriat e) Depart mental Staff (as appropriate) Staff in other depart ments with whom the post holder will work or liaise

NAME OF EMPLOYEE:

JOB TIT LE: DATE:

SIGNATURE: NAME OF MANAGER: SIGNATURE: INDUCTION TRACKING SHEET To be used by the Inductee 144

DATE:

Both this checklist and the attached Staff Introdu ct ions checklist should be signed as appropriate and returned to the line manager as soon as all parts of the induction have been completed. Induction Schedule /Induction Manual Company address & Telephone No sheet Key Day to Day Cont acts -list Intercom nu mbers List Writing pad / Pen 

Received an offer lett er /Appoint ment order from the HR Office.  Recei ed an Inducti on Kit  Received a tour of the Depart ment and major offices and been introduced to key memb ers of staff.  Visited the HR Depart ment and arranged swip e card access to the Depart ment/Unit.  Location of near est: y Toilets y Drinking water y Pigeonholes and mail collect ion points y Photocopier  Company¶s History  Vision  Mission¶s  Values & Beliefs  Store Addresses  Group Companies  Employee Related Polici es  Leave P olicies  On Duty Up dation  P er missions  Office hours  Att endance  Salary Disbursements  Loan and Advances
8

145

F or t his purpose. Stationery like Stapler. If the supervisor relationship is positive. scale. it is likely due to a poor working relationship with a leader/manager and not the company. 8. Thank you. 7. During an employee' s probation period it is important that regular reviews ar e 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 Depart ment 6. if the talent is unhappy at work. NAME OF EMPLOYEE SIGNATURE: NAME OF LINE MANAGER: SIGNATURE: DATE: JOB TITLE: DATE: 5. E mail Allocatio n T he new recruit who is select ed for t he post of executive & above will get an email Id. Calculator and other small items lik e eras er. will be provided to the corporate staffs only once by t he company to the employee which will b e done at the time of his joini ng and t he same (except the eraser. the length of which is six months. 3. et c. Punching Machi ne. T his shall be done by the IT Department on reques t from t he HR Department. Visiting card requisition.things to be provided to the new recruit. scale.Once you have completed all the above sections. Consequently. the new recruit(only Managers and above) could give requisition t o t he HR department. and read the supporting information please complete the following and return the signed form to your line manager. sharpener etc. the engagement increases as do the positive interactions with other coworkers . Leading/Managing and Retaining Talent ³Happy employees are better equipped to handle workplace relationships.Probation Period All empl oyees are subject to a probation period. sharpener.) will be taken back at the time of his transfer t o other departments / areas / regions / or at the ti me of leaving t he company. ³Leadership is a serving 146 . stress and change´ The Gallup survey emphasizes that supervisors are crucial to how engaged an employee is within the organization.

A little humor. but they would like some great role models first. Leading an organization in this millennium can potentially involve four distinct generations and the leadership style needed for a 22-year-old employee may be significantly different than that of a 62-year-old.but today organisations have understood their importance and they are now considered as human resource on whom the success of organisation depends.contests should be arranged time to time to make them relaxed. preferences. Today everybody wants some social environment to work in social environment. Employers who provide for the social aspects of work will find those efforts rewarded. Treat our ideas respectfully.knowledge in their own way. What motivates Millennial/Echo talent following strategies are identified: ‡ You be the leader.machines. They want to be assigned to projects they can learn from. A rigid schedule is a surefire way to lose your employees. Organisations are looking for leaders with honesty and integrity. skills.when employee will feel that they are trusted member of the organisation then they wills how their capability .they need help as they understand that nobody is perfact.so some parties. motivations and professional goals ‡ Adapting to differences: acknowledging the unique contributions each individual brings to the organization and adapting policies.gone are the days when employee used to be treated as slaves. Employees want learning opportunities. Employees say they want to work with people they click with and they like being friends with co-workers. Which they generally avoid to share . effectively using talents and knowledge while allowing a degree of autonomy. ‡ Let me work with friends. ‡ Be flexible. ‡ Helping employees achieve balance: recognition on the part of both leaders and talent for the need to strike a balance between their lives at work and outside work ‡ Developing career plans with employees: Coaching/mentoring or assisting an individual to discover their talents. The busiest generation ever isn¶t going to give up its activities just because of a job.nobody entertains isolation. ‡ Let¶s have fun. So that they can apply their skills .skills as they would consider themselves as part of the organisation. However. ‡ Respect me. It¶s not that they don¶t want to be leaders themselves.witout proper fun arrangements employee will feel stressed and they wont be able to coope with that stress and concentrate on their work. even though we haven¶t been around a long time. 50+ 147 . schedules and work procedures to the diverse needs of the individual. a bit of silliness will make your work environment more attractive. there are four core behaviours that characterize the best leader/managers: ‡ Believing in employees: creating a stimulating work environment through instilling a high sense of purpose. assets.relationship with others that inspires their growth and makes the world a better place´ . ‡ Challenge me.

As highlighted earlier. assets. What then should an organizational leader do to develop talent as successors for vital positions? ‡ Plan ahead: Planning well ahead will afford you the opportunity to coach/mentor successors into future positions. callback arrangements and providing phased-in retirements it is emphasized that leadership ³must be dispersed throughout the organization´ and that individuals given the opportunity to exercise leadership within their spheres of influence Leading the organizations of the future requires leaders who see leadership as the role of coach/mentor and chief inspiration officer rather than a job title or position. These leaders lead in relationship with all organizational talent. challenging and meaningful tasks or roles  Recognition and respect. succession planning refers to owners passing on a family business to family members. improving benefits and organizations pension plan  Pre-retirement and post-retirement options. Often. preferences. Developing Talent There are two ways to increase the talent in an organization . a core behaviour for leader/managers is developing career plans with employees. motivations and professional goals is key to successful business succession. skills. access to new technology  Management training. 148 . However.hire new talent from outside or develop talent from within.workers find the following important in influencing their decision to remain in the workforce :  Flexible work options  Training and development activities. offering incentives for continued employment. showing appreciation for a job well done  Performance evaluations with useful feedback  Compensation. may provide a significant challenge for many organizations. as Ulrich indicates. especially without a strategy. or opportunities to mentor others  Job design practices. but succession can also refer to grooming employees for vital positions in the organization. This coaching/mentoring or assisting an individual to discover their talents. which inspires them to contribute to and develop within the organization. successful organizations ³engage in systematic succession planning to ensure a seamless transition´ 2009 study indicated that only 29% of family-run small and medium sized business and 39% of non-family businesses have a succession plan. attracting talent. As highlighted in the section above.

and recognizes that informal learning takes place all the time. Some leader/managers may feel intimidated by the skills and talent of potential successors. and employees are allowed t ³learn by doing. ³Improving organizational performance is more about changing attitudes. ‡ Develop successor(s) for the position: Provide the time. it is vital that organizational leaders adapt and strive to foster an environment that invests in developing talent from within because it contributes financially as well as culturally to the organization. productivity and profitability . employee satisfaction. Every time people leave it just puts you back and the cost of replacing someone is hugeTherefore.Learning organizations ensure that important knowledge is captured and made available to those who need and use it. coaching and resources for the candidate to effectively acquire the new skills. encourages employees to challenge the status quo. quality of products and service.´ A partnership between managers and staff is evident. training. ‡ Develop plans with the potential successor(s): Co-create the career plan with the individual(s) providing the opportunity to manage their career. This study indicates. 2006). According to a good employee can cost three times his salary to replace. ‡ Learning dynamics . The study recommends four pillars of a learning organization: ‡ Vision ± In learning organizations. 149 . The cost of employee turnover can be financially significant. Consider the financial and organizational cost of losing this talent if not fully engaged. organizational will and strategy than about spending money . ³Studies have shown that it can cost up to 18 months¶ salary to lose and replace a manager or professional and up to six months¶ salary to lose and replace an hourly worker´ (Staff Turnover.‡ Determine who has the desire. Creating a Learning Organization Canadian organizations are under-investing in employee training and development according to a Conference Board of Canada study . leaders communicate a clear vision of the organizations strategic direction and business goals and ensure that learning is part of that vision. ‡ Knowledge management/infrastructure .Decision-making is decentralized. Fostering a learning culture compensates organizations through ³greater retention of talent. ‡ Culture . and thus may hesitate to afford greater responsibilities to those individuals for fear they may be out performed. opportunities for feedback and increased levels of responsibility as appropriate. competence and vision necessary for the position(s): Take time to identify the strengths each candidate possesses and orient training toward those strengths.The work environment of learning organizations supports risk-taking and experimentation. tasks necessary. ‡ Establish a timeline for specific events: Create a realistic and achievable career plan with goals.

all of which require a cost to employers as well as employees. and organizational knowledge meet one on. Therefore. and the goals of each participant Build a solid pool of mentors: before launching the program. Mentoring Mentoring is one low cost means of transferring skills. Training may include e-learning. it is important that employers along with the employee recognize and develop a mutually agreeable training strategy. reduced work responsibilities. The advantages of a mentoring program are more than low -cost training as highlighted by the following. scholarships.one with less experienced employees at all levels of the organization for an average of one hour a month . 150 B B A @ 9 . interest free loan agreements. in order to build a stronger knowledge base throughout the company. knowledge.These learning organizations can ensure the transfer of knowledge from one generation to the next though mentoring. so mentees have a wide selection of potential partners  Ensure senior executi es are acti e participants: encourage leaders and executives at the vice president level or higher have mentoring partners  Generate and sustain interest in the program: with effective communication  Link: mentoring to human resources processes Mentoring alone may not meet all the training or educational outcomes necessary for the successful transition of talent to the next level of responsibility or tasks. leave arrangements. Negotiating the tuition costs or tuition reimbursement and responsibilities such as time off. culture and vision while supporting a learning organization. mentors with developed leadership skills. In this program. professional experience. It Breaks down ³silos´ throughout the organization and increases communication Enhances career development and growth. bursaries loan programs. along with access to technology or space must be agreed upon. and improves employee satisfaction Fosters a culture where employees help others Improves integration of new employees How mentors helps in the de elopment of organi ation :  Enables mentors to keep a pulse on the organization through regular communication with more junior employees  Gives mentors a break from daily operations  The Conference Board report provides some tips when organizing a mentorship program which most organizations could implement: Keep it simple and accessible: provide all employees with access to the program and  make the process easy to follow Formali e the partnership: through a written agreement to identify the frequency and length of meetings. or access provincial student loans. formal in class training or hiring contract trainers. Developing a clear mutually agreeable strategy can reduce confusion and potential problems that may arise during the training period. Employees could explore financing options with the organization such as cost sharing.

give staffers reason to stick around´. flexible work schedules. exceptions with consultation with BH If within nor ms. operations have a ³progressive. HR Head Agencies Short listing of candidates . maternity leave top-ups. seasonal employment options. yoga or message treatments. Heads casual employees Making per manent any temporary/ Head HR casual staff Mode of recruit ment Contract with consultants HR Head R ecruit ment HR Head With HR Head's concurrence Dept. Employers with younger employees may consider preschool or daycare subsidy. organizations that ³offer non-monetary incentives. mentoring and other such tools. in house training or mentoring. such as training. exceptions by HR Head As per specs given Selection of media HR Head Brief to consultants. AUTHORITY FOR VARIOUS RECRUITMENT RELATED DECISIONS Issue Sanctioning a new per manent position Filling up a position already sanctioned a)Assistant to Manager b) Non Supervis ory Staff Decision By CEO Remarks Business Head to prop ose and HR Head to advis e Head HR / Prior infor mat ion to CEO Prior infor mat ion to CEO FH Heads/ Head P&A Filling in Temporary posit ions by Dept. pilates. Head t o prop ose throu gh BH. career counseling. pensions and benefits. A simple but sincere ³thank you´ as recognition and respect for the contribution employees have made to the organization can often have a profound and long-term effect. personal days (on top of regular paid vacation time). ad copy and HR Head sp ecs Payment rel ease to Consultants. open door management style and unusual perks including a company managed cottage in eastern Ontario that employees can use for free´ equally among employees and the company hosts parties. social events and if they meet an annual target they go on a luxury vacation Organizations that are unable to provide financial incentives and vacations may consider in kind options such as providing job-sharing options.Rewarding Talent What motivates your talent to stick around? Surprisingly. Head HR's approval for exceptions With consultation of BH If within existing nor ms.F irst HR In charge Stage 151 . it¶s not always pay. HR Head to concur BH to be infor med Within exist ing nor ms.

to be within 10% of equivalent internal employee. exceptions to be approved by HR head In consultation wit h HR Nominee! In consultation wit h HR Nominee. exceptions to be taken to a higher level If within agreed range. Head Selecting a candidate or placing in Interview Panel &waitlist Head Salary F ixation (of range) Panel Head of final interview Salary negotiation Offer letter to candidate HR Nominee or Panel Head in the absence of HR nominee HR Head As per terms agreed and specified in final interview sheet HR Head With prior consultations involving ED-HR/CEO HR Head to be consulted for outstation and Manager level candidates In consultation with interview panel If within norms and eligibilities. discuss with higher level any exceptions Campus Recruitment Institutes to visit 152 .Final stage Call Candidates for Interview HR & BH HR In charge As per shortlist Calling adhoc/ walk-in candidates HR Head Interview Time & Place Travel reimbursement release HR Head HR.

etc. Direct Marketing a. writer.CHAPTER11 BUDGET PREPARATION(SAMPLE) SAMPLE RECRUITMENT BUDGET WORKSHEET Recruitment Budget Worksheet Date: / / Recruitment Period: / / through / / Estimated Total Recruitment Budget for Period: $ . graphic artist. photographer. Talent fee (i.e. flyer. Materials (stationary. Total Materials: $ 2. Postage $ c. $ c.$ b.) a. A. Promotional Materials a. envelopes) $ d.$ c. Advertising (list each journal or other media used) a. $ d. PROMOTION/PUBLICITY 1. brochure. candidate sourcing services. CANDIDATE SCREENING EXPENSES 153 . duplication) $ c. video) $ b. $ Total Direct Marketing: $ TOTAL PROMOTION AND PUBLICITY BUDGET $ B. $ b. Professional Recruitment Assistance (recruitment firms. Mailing lists $ b.$ Total Recruitment Professional Assistance: $ 4. Printing (display ads. $ Total Advertising: $ 3.

Candidates and spouses a. $ stationary 2. Time away from primary duties $ b.1. Interim management until new CEO is recruited $ c. OTHER COSTS 1.Temporary Personnel a. Airfare $ b. PERSONNEL 1. Lodging $ d. $ Total Temporary Personnel: $ TOTAL PERSONNEL BUDGET $ E. Meals $ TOTAL SITE VISIT/PERSONAL INTERVIEWS BUDGET $ D.Current Personnel a. $ Total Current Personnel: $ 2. Hired local recruitment coordinator $ b. Bonus pay for extra duties $ c. Ground transportation $ c. Out-of-state candidates $ b. Reference Checks a. Phone interviews (15 minutes per call) $ b. $ transportation TOTAL OTHER COSTS $ TOTAL RECRUITMENT BUDGETS $ 154 . In-state candidates $ c. $ Total phone interviews: $ 2. Phone Interviews (20-30 minutes per call or about two hours per candidate) a. SITE VISIT AND PERSONAL INTERVIEWS 1. $ Total Reference Checks: $ TOTAL CANDIDATE SCREENING BUDGET $ C.

larger organizations) might have a better chance of finding qualified candidates within their current workforce.and for the executive level internal recruitment is prefferd . In previous years.e. now we need to ma sure that HR departments work well as a function. When adjusting for normal increases due to cost inflation.for the middle level and management level. we encouraged building the talent of individual HR professionals. 2.external recruitment is prefferd. I hate my HR department´ may be out of date.and senior-level positions filled by internal candidates increases Those organizations filling more positions (i. Findings can be called up as the summary of the complete work done. HR departments have 25% more impact on the performance of the business than the competencies the HR professionals. 31 percent of organizations plan to increase spending for recruitment and 22 percent for selection. 1. the percentage of mid. y HR department focus. It is not enough to have talented HR people. It refers to the complete analysis the work done during the period.CHAPTER 12 FINDINGS Findings refer to the task of drawing inferences from the collected facts. It is the observed facts during the whole study period. most organizations will increase the amount of money they will spend on recruitment and selection. 155 .In organizations filling a greater number of positions.Over the next two years. we need capable HR department The old adage ³I like my HR person..

I learnt a lot about strategy formulation and a lot related to the recruitment during this training period.which contains the whole of guidelines as to how to conduct the recruitment in the company. and the current and anticipated resources that can be expended to attract and retain such talent. These applicants are usually recent high school or university/ technical college graduates many of whom have not yet made clear decisions about future careers or are contemplating engaging in advanced academic activity. an organisation formulates plans to fill or eliminate future job openings based on an analysis of future needs.as I tried to unveil all the sections related to recruitment to to reach to my satisfaction level in completing the project. Successful recruitment begins with proper employment planning and forecasting. In this phase of the staffing process. 156 .CONCLUSION Recruitment is described as ³the set of activities and processes used to legally obtain a sufficient number of qualified people at the right place and time so that the people and the organisation can select each other in their own best short and long term interests´. Also related to the success of a recruitment process are the strategies an organisation is prepared to employ in order to identify and select the best candidates for its developing pool of human resources.1 In other words. After the study on this topic I can now conclude that to run a company an to reach its objectives and goals a company need proper recruitment process and to ensure the effectiveness of recruitment process a company nees a weel framed and properly established recruitment strategy. the recruitment process provides the organisation with a pool of potentially qualified job candidates from which judicious selection can be made to fill vacancies. Organisations seeking recruits for base-level entry positions often require minimum qualifications and experience. the talent available within and outside of the organisation.

There are many Business Units in the Company and all the members of the respective Business Unit should not feel isolated at all and therefore communications are needed.-its being noticed that the drop down which is being used in the production of krack jack lead to more wastage of ingredients.  6) Some kaizen like cuts in the conveyor belt at Krackjack machine to assure the safety requirements of the ope proper communication between all the business units: An essential of every Company is that all the business units are coordinated in some or the way and there is some kind of communication between them. here also communication between the Business Units is les 157 .electricity facility should be improved at the plant .  The drop down belt at the Krackjack biscuit must be replaced by the straight belt as used in Monaco since it costs least wastage. These are just a way to make the study or the research more effective and flawless.  4) The power cuts that affect a lot to the production and results in wastage must be controlled.thus its suggested that it should also be replaced by a straight belt as is used by monako plant.  3) The company may also use the other HR techniques so as to make more effective production like Andon. suggestions are required. Recommendations and suggestions are important part of the project work where the researcher gives solution to the problem which he has faced during the research work. Since one power cut of 3-5 seconds wastes at least 10-15 packs of biscuits.SUGGESTIONS AND RECOMMENDATIONS As in every study there are certain unavoidable limitations. My suggestions are following: Suggestions  The company should focus more over the application of the Kaizens. ±a very general case at the parle factory is machine breakdown which hinders the production process and disturbs the continuity of production. But. Is being introduced in the companiy s hr policies but its not implemented fully. So in order to remove those limitations such that if any further study is done less number of constraints comes in the way. who maybe a CEO etc. .there should be proper arrangements of continous electricity to stop the extra wastages. There is a programme called µ Meet us at Four¶ wherein the respective Business Units can communicate with senioperson.even many employees are still unaware of kaizen and its application. which create hindrance to the study. etc ±parle should not depend only on the 5 hr tecniques it is using now it should go beyond them and try to introduce them in the company.  Another cause of wastage is machinery breakdown. Six thinking Hats.One of the most difficult aspects of introducing and implementing Kaizen strategy is assuring its continuity. So regular checks on the machines must be adopted.

5. Time was the major constraint in our research works. it was not possible to include each and every aspect of HR.some informations are always kept confedential even they did not allow the trainees to go through those set of information. There was always unwillingness on their side to respond to us. 3. Sometimes higher official refused to give certain current and updated information. 158 . What problem they faced. which hindered me to know completely about any particular section. Management also sometime created certain problems for us in the study. Whenever I wanted to interact with the trainees to have the feedback. limitations were as follows: 1.Due to lack of time. After analysing the various programmes followed here. whether they liked the programme or not.strategy formulation always takes time in understanding the current processes being adopted at the company and then doing modifications in that to get it improved. ±I had to recruitment strategy . they could not sit and d iscuss with me the way to make the strategy. 4. So lack of interest to respond was one of the major problems. I was unable to observe the outcome at their respective workplace.LIMITATIONS In any achievement of the goal there are always certain drawbacks or certain things that hinder to a successful functioning of a work. They didn¶t want to contribute time to us. .The 2. In this long term study. Busy schedule-at the parle factory each and every person was so much involved in their work that nobody had time to discuss anything properly. I also faced certain limitations . 6. Achievement of a desired goal always gives certain problems to face.

10.org/intradoc/groups/public/documents/UN/UNPAN021814. C.Date of the Site Visited: WWW. Tata McGraw-Hill Publishing 2008 142-149. Aswathappa K. Human Resource Management New Delhi.pdf Article Name: Name of Author: Date of the Site Visited: Recruitment Strategies Margaret A.1-9. 151-156.BIBLIOGRAPHY A.10. Richardson 5th June.B Gupta Human resource management Sultan Chand and Sons 2007 9.10 INTERNET 1) Name of Website: Article Name: . 159 .CITEMANHR. Year of Publication: Number of Pages referred from: 1) Author: Title: Place of Publication: Year of Publication: Number of pages referred from: .2010 2) Name of Website: http://unpan1.un.2010.COM HR POLICY 19th May.1-10. Book:  Author:  Title:  Place of Publication: Company Limited.

³recruitment strategy for parle-g´. VERMA (Dean) for lending me their kind support for completion of my project. D.WORD OF THANKS I take the opportunity to pay hearty regards to Dr. Last but not the least I am thankful to the management of PARLE PVT LTD. K. and especially to my guide Mr. SURENDRA KUMAR whose cooperation and guidance was a milestone in the completion of my project. K. 160 . I thank all those who directly or indirectly supported me morally. financially and through providing knowledge by which I could complete my project. namely. GARG (Chairman). M. Mr. He had taken his own time in order to explain to me regarding my topic.

161 .

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